(d) A statement indicating that the tenant has been given a copy of the Restated Declaration, the Bylaws and the Association Rules and that the tenant has been advised of the responsibility to abide by these documents Until such time as the Association receives the notices required above, an Owner shall be deemed to have received any notice or other communication required or permitted to be given by the Association hereunder which is duly given to his tenant.
Section 12.4. Registration of Vehicles. Each and every Owner is required to register all vehicles that will be parked in any of the Association parking spaces by Owner, Owner's family members, guests, tenants or any residents. If a Unit is rented for vacation purposes, the vehicle license numbers must be obtained by Owner and, if there is an Association policy requiring it, provided to the Board or management. The Association has a permit parking policy and vehicles lacking permits are subject to tow, Owners must provide contact information to the Board or management so that in the winter time, when snow removal measures are necessary, there is a contact phone number available for vehicles parked in the development. Vehicles may need to be moved or removed for snow removal purposes. Likewise, when residents change, all changes in vehicles must be reported.
Section 12.5. Other Owner Obligations.
(a) Compliance of Lessee. Any Owner who leases or rents his/her residence to any person or entity, no matter the length of the tenancy, shall be responsible for assuring compliance with the Association governing documents, and shall be responsible for damage caused by the occupants/residents of the Unit..
(b) Transfer of Responsibility for Delinquent Assessments Upon conveyance, sale assignment or other transfer of a Unit to a new Owner, the transferring Owner shall not be personally liable for any assessments levied with respect to such Unit after the date of such transfer, and no person, after the termination of its status as an Owner and prior to his/her again becoming an Owner, shall incur any of the obligations or enjoy any of the benefits of an Owner under this Declaration. The voluntary conveyance of a Unit to a new Owner, however, will not extinguish any obligation for unpaid assessments against said Unit being conveyed, or the Owner that is transferring the Unit. The Association may proceed to take action to record a lien and foreclose for delinquent assessments, or pursue the transferring Owner, or both, until such time as the delinquencies are paid in full.
(c) Severabilitv of Membership and the Association from Ownership of a Unit. No purchaser or Owner of any Unit shall convey his interest in any such Unit without simultaneously conveying his interest in the Association. 29 RESTATED DECLARATION
OF CC&RS - FEBRUARY 2009
DOC ft E003081757
ARTICLE XIII
COUNTY OF MONO/TOWN OF MAMMOTH LAKES
gection 13.1. Enforcement. The County of Mono or Town (municipality) of Mammoth Lakes, California, may enforce the provisions of this Declaration relating to the covenants and duties of land use and restriction, maintenance, repair and replacement of easements and improvements thereon However, this right assumes no obligation to enforce any of the covenants, conditions and restrictions contained herein Section 13.2. Open Space and Parking Areas. There shall be no material modification or alteration of the open space or parking areas (that would expand or contract the areas) except upon written consent of the County or Town
Section 13.3. Water Charges. The Association shall be responsible for, and pay within a reasonable time after receipt of a water bill for, all charges for domestic water supplied to the Project by Mammoth Community Water District, in accordance with the District's rules and regulations as they now exist or may hereafter be adopted, amended or modified by the Board of Directors of the District
Section 13.4. Approval of County of Mono/Town of Mammoth Lakes. Any Amendment to this Declaration which would substantially and materially change any of the terms and conditions of the use restrictions, maintenance requirements, architectural provisions, insurance provisions, mortgagee protection provisions and amendment provisions or this Article, other than changes that reflect new laws that control, shall require written consent of the County of Mono or Town of Mammoth Lakes, California, depending on which has jurisdiction
ARTICLE XIV
GENERAL PROVISIONS
Section 14.1. Binding. This Restated Declaration shall be for the benefit of and be binding upon all Unit Owners, their respective heirs, legatees, devisees, executors, administrators, guardians, conservators, successors, purchasers, lessees, encumbrances, donees, grantees, Mortgagees, hen holders, and assigns
Section 14.2. Enforcement. The Association, or any Owner, shall have the rights to enforce, by any proceeding at law or in equity, all restrictions, conditions, covenants, reservations, liens and charges now and hereafter imposed by the provisions of this Restated Declaration Failure by the Association or by any Owner to enforce any covenant or restriction herein contained shall in no event be deemed a waiver of the right to do so thereafter The prevailing party in any legal action is entitled to recover legal fees as provided in Civil Code Section 1354
Section 14.3. Construction of Provisions. The provisions of this Restated Declaration shall be liberally construed to effectuate its purposes of creating a uniform plan for the Development
30 RESTATED DECLARATION
OF CC&RS - FEBRUARY 2009
DOC # £009801757
Section 14.4. Internal Dispute Resolution (IDR) and Alternative Dispute Resolution (ADR). If any dispute arises under this Declaration, the parties should consider IDR under Civil Code Section 1363.810 (and following) and/or ADR under Civil Code Section 1369.510 (and following). ADR may be required as a pre-requisite to a lawsuit so the statute must be considered prior to filing a lawsuit.
Section 14.5. Severability of Provisions. Invalidation of any one of these covenants or restrictions by judgment or court order shall not affect any other provisions which shall remain in full force and effect.
Section 14.6. Amendment. This Restated Declaration may be amended as follows, the covenants and restrictions of this Restated Declaration shall run with and bind the land for a term of twenty (20) years from the date this Restated Declaration is recorded, after which time it shall be automatically extended for successive periods of ten (10) years. This Restated Declaration may be amended at any time in a legally valid election resulting in approval of fifty-one percent (51%) of the Owners (one vote per Condominium). Any amendment must be properly recorded in the official County records to be effective. Upon recording of an amendment, Owners shall be provided a recorded copy.
Section 14.7. Notices. Any notice permitted or required to be delivered shall be as set forth in the Amended Bylaws.
Section 14.8. Conflicting Provisions/Heirarchv of Documents. In the case of any conflict between the Restated Declaration and the Articles of Incorporation or the Amended Bylaws, the Restated Declaration shall control. In the event of any conflict between the Articles of Incorporation and the Amended Bylaws, the Articles of Incorporation shall control. Thus, The Restated Declaration takes precedence over the other documents if there are any conflicts, the Articles of Incorporation are next in precedence, then the Amended Bylaws, and the Rules and Regulations are next.
Section 14.9. Number: Gender. The singular shall include the plural and the plural the singular unless the context requires the contrary, and the masculine and feminine shall each include the masculine or feminine, as the context requires.
Section 14.10. Successor Statutes: To the extent any of referenced state statute is modified or repealed, the law as it is changed controls over the related section herein.
Section 14.11. Anti-Discrimination Clause. The governing documents shall be enforced in a manner that shall not constitute discrimination under Federal or State law. Reasonable accommodation shall be made in circumstances where it is requested, where proper verification of disability is provided, and where the requested accommodation may be necessary to afford a person equal opportunity to use and enjoy the premises within the Association.
31 RESTATED DECLARATION
OF CC&RS - FEBRUARY 2009
DOC tt 200900175 7
ARTICLE XV
AIRPORT INFLUENCE AREA
NOTICE OF AIRPORT IN VICINITY
This property is presently located in the vicinity of airport, within what is known as an airport influence area. For that reason, the property may be subject to some of the annoyances or inconveniences associated with proximity to airport operations (for example: noise, vibration, or odors). Individual sensitivities to those annoyances can vary from person to person. You may wish to consider what airport annoyances, if any, are associated with the property before you complete your purchase and determine whether they are acceptable to you.
For purposes of this section, "airport influence area," also known as "airport referral area," is the area in which current or future airport - related noise, over flight, safety, or airspace protection factors may significantly affect land uses or necessitate restrictions on those uses as determined by an airport land use commission.
IN WITNESS WHEREOF, we being the President and Secretary of MAMMOTH CREEK HOMEOWNERS ASSOCIATION have hereunto set our hands this /& Til day of At^CL 2009.
President Secretary
Both signing on behalf of MAMMOTH CREEK HOMEOWNERS ASSOCIATION CERTIFICATION OF APPROVAL PER CIVIL CODE SECTION 1355
The undersigned hereby declare under penalty of perjury that the foregoing is true and correct. The foregoing Restated Declaration was approved by the requisite percentage of Owners pursuant to the original Declaration The Restated Declaration shall be recorded in all counties in which the Development is located. The property to which this Restated Declaration attaches is as described on Page 1 above.
We are the duly elected and acting President and Secretary MAMMOTH CREEK HOMEpWNERS ASSOCIATION and this Certification is signed on this /f f r " day of
2009.
President f Secretary
Both signing on behalf of MAMMOTH CREEK HOMEOWNERS ASSOCIATION Note: All Civil Codes are found in "The Davis Stirling Common Interest Development Act" (Sections 1350-1378) pertaining to California homeowner associations. Many of the statutes (laws) are lengthy, detailed and subject to change each year. Therefore, they are not reiterated in total. If and as the laws change, these Bylaws will be subject to the successor laws. Note that all laws referenced can be reviewed and copied for free at the California website: http:/Awww.leqinfo.ca.aov/calaw.html. 32 RESTATED DECLARATION
OF CC&RS - FEBRUARY 2009
DOC I 2009001757
EXHIBIT A - MAINTENANCE MATRIX - ARTICLE VI
(For Easy Reference - If any conflict exists with Article VI - Article VI controls.) ITEM
Common Area
Repair, Maintenance And Replacement Of All Common Area Components And Facilities Including Tennis Court, Pool, Spa, Common Area Restrooms, Laundry Room, And Open Space.
Parking Spaces (Except Cleaning of Fluid Spillage Which Is Owners' Responsibility) Pest Control Including Reasonable Preventive Measures, And Termite/Dry Rot Repair Of Common Area (Except for Problems Caused by Owners) All Fences, Sidewalks and Driveways Within The Development Buildings And Units
Repair, Maintenance, And Replacement Of All Condominium Buildings including Structural, Exterior Paint And Related Preparation Work, Trim, Caulking, Siding, and Foundation
Roofs
Chimney Cleaning, At Intervals Determined Prudent By The Board (Anticipated To Be At Least Once Every Two Years)
Decks (Except Routine Cleaning S uch as Sweeping and Removing Debris and Garbage)
Maintenance And Repair Of Interior Of Unit And All Fixtures, Appliances, And Improvements Within A Unit
Pest Control And Eradication Of Termites, Pests, And Organisms And Roaches, Ants, Fleas, Rats And M ice In A Unit
All Windows and Exterior Doors and All Parts Thereof, All Glass Areas, All Window and Door Hardware, All Sliding Glass Doors, Door Frames and Door Glass, Except for Interior Painting As Needed
Smoke Detectors
Deck Surface Flooring and Deck Damage
Landscaping
Landscaping, Irrigation Systems and Trees in Common Area Electrical/Utilities/Plumbing
Pipes, Wires, Conduits Within and Serving Any Individual Unit including Seals For Toilets, All Plumbing Fixtures And Parts in Units, All Appliances, Tubing And Parts in Units, Cable/Telephone Lines Serving Units
All Common Pipes, Wires, Conduits Outside of Units Existing in the Common Area that Serve More Than One Unit.
Sewer System In Common Area
Wall Heaters Serving Individual Units;
Wall Heaters Serving Individual Units: Cleaning and Inspection (As deemed Prudent by Board Discretion, Anticipated to Be Once Per Year)
WHO MAINTAINS
Association
Association
Association
Association
Association
Association
Association
Association
Owner
Owner
Association
Owner
Association
Association
Owner
Association
Association
Owner
Association
All of the above requirements are subject to Board standards. To the extent one party has an obligation and another (owner - a resident, family member, guest or invitee) caused the damage to that item, the other party may be held responsible to repair the damage or reimburse the party that repairs it.
33 RESTATED DECLARATION
OF CC&RS - FEBRUARY 2009
DDC # 200900175 7
NOTARY ACKNOWLEDGEMENT
STATE OF CALIFORNIA )
COUNTY OF MONO )ss.
on Amn / s-. 9 ., before
A Notary Public, personally appeared
[Print Name of Notary Public]
proved to me on the basis of satisfactory evidence to be the person(s) whose name(s)<j&7are subscribed to the within instrument and acknowledged to me that jj^jte/they executed the same in kte/fjgtftheir authorized capacity(ies), and that by £w$#t&r/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify UNDER PENALTY OF PERJURY under the laws of the State of California that the foregoing is true and correct.
MARCIA HANSEN
COMM. #1799658
MONO COUNTY
My Comm Enptr— Jurw 34, 2011
-• v v y v v vv v
WITNESS my hand and official seal.
Signature of NOTARY PUBLIC
[MAKE SURE SEAL IS LEGIBLE]
34 RESTATED DECLARATION
OF CC&RS - FEBRUARY 2009
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Town Council review and acceptance of the 2022 Community Indicators Report Council Meeting Date: 7/12/2023
Prepared by: Michael Peterka, Associate Planner
Recommended Motion: Town Council review and acceptance of the 2022 Community Indicators Report
Summary: The 2022 Community Indicators Report uses indicators to report performance related to the “triple bottom line” sustainability goals of the community of Mammoth Lakes. These goals and indicator results reflect the interplay between the social, environmental, and economic factors affecting the community’s well-being.
The purpose of this report is to educate local residents, inform planning and other public resource allocation decisions, and attract new private capital to the community. The indicators in this report are influenced by sustainability actions taken by the Town of Mammoth Lakes (Mammoth Lakes), other public agencies, non-governmental organizations, private sector businesses, and local residents.
Attachment 1 – 2022 Community Indicators Report
Town of Mammoth Lakes
Town of Mammoth Lakes:
2022 Community Indicators Report
Mammoth Lakes Community Goals
The 2022 Community Indicators Report uses indicators to report performance related to the “triple bottom line”
sustainability goals of the community of Mammoth Lakes.
These goals and indicator results reflect the interplay between the social, environmental, and economic factors affecting the community’s well-being. Impacts from the COVID-19 Pandemic are still evident in this year’s Community Indicators Report.
Indicators that were significantly affected by the pandemic are identified and acknowledged throughout the report.
The purpose of this report is to educate local residents, inform planning and other public resource allocation decisions, and attract new private capital to the community. The indicators in this report are influenced by sustainability actions taken by the Town of Mammoth Lakes (Mammoth Lakes), other public
agencies, non-governmental organizations, private sector businesses, and local residents.
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.
About the 2022 Mammoth Lakes
Community Indicators Report
This report ties on-the-ground actions to previous visioning, planning, and high-level policy development conducted over the last decade that ultimately concluded with the 2007 General Plan and associated Neighborhood District Plans.
Reporting progress towards achieving the goals defined through these recent efforts is an important component of Mammoth Tourism Lakes’ overall strategy of being prepared for reinvestment.
Prosperity
Poverty
Housing
Crime Health
Education
Transit
Air
Water
Waste
2
ECONOMY
ENVIRONMENT 1 The 5-year trend for median home prices can be viewed as a positive since it means home values
remained high; but can be viewed as a negative since it indicates that homes in Mammoth Lakes are not
affordable for the local workforce since a single-family home at the current median home price would require
an annual income of over $265,000.
Disclaimer: All indicators are influenced by a wide
range of factors that need to be understood to
effectively use indicators in decision-making processes.
This report is not meant to be a comprehensive analysis of the topics and indicators presented in this report, but rather provide a high-level understanding of how the
community is doing in relation to its goals.
Tourism
Transient Occupancy
Tax (TOT) Revenue
(10.49% increase)
Poverty
Subsidized School
Lunch Eligibility
(6.80% decrease)
Prosperity
Sales Tax Revenue
(7% increase)
Waste
Recycling Rate
(6.58% decrease)
Air
Particulate Air
Pollution
(8.82% decrease)
Water
Water
Consumption
(0.45% increase)
COMMUNITY
Housing
Median Home Price1
(11.03% increase)
Education
Graduation Rates
(0.58% decrease)
Crime
Law Enforcement
Arrests
(13.56% decrease)
Health
Student Obesity
Rates
(2022 data not available)
Positive Trend
(> +3% change)
Neutral Trend
(0% - +/-3% change)
Negative Trend
(> -%3 change)
Executive Summary
Is the community of Mammoth Lakes becoming more sustainable? Transit
Local Transit
Participation
(10.13% decrease)
(page 5) (page 6) (page 10) (page 11)
(page 12) (page 13)
(page 14)
(page 16) (page 17)
(page 18)
5-Year Trend Categories
(page 7)
3
Participation in the federally subsidized school lunch program requires children to come from families with incomes at or below 130 percent of the federal poverty level. Subsidized school lunch program eligibility, therefore, is a direct measure of family poverty levels and is a proxy for household income in Mammoth Lakes.
POVERTY
Sales Tax Revenue
Taxable sales are a measure of consumer activity in Mammoth Lakes. Trends in sales tax revenue reveal the economic health of residents and local businesses. Further, sales tax revenue funds government expenses such as police and road maintenance.
PROSPERITY
Transient Occupancy Tax (TOT) Revenue
Mammoth Lakes’ economy is tourism-based. High altitude outdoor activities are the major economic and employment generator in the community, and the seasonal ebb and flow of visitors causes economic and employment fluctuation. Transient Occupancy Tax (TOT) revenues are a measure of visitor bed occupancy, as such, reflecting the health of the tourism sector in Mammoth Lakes.
TOURISM
Economy
Subsidized School Lunch Eligibility
“Achieve sustainable
tourism by building on the
area’s natural beauty,
recreational, cultural, and
historic assets”
General Plan: Goal E.2
“Being a great place to live
and work”
General Plan: Vision #2
4
For additional information:
Mono County Office of Education, Website: http://www.monocoe.org/ Time Frame: School Year (September to June)
Data source: California Department of Education, Student Health & Support program Subsidized school lunch eligibility measures the percentage of students in Mammoth Unified School District (District) schools eligible for free and reduced priced meals through the National School Lunch Program. Free and Reduced Priced Meals (FRPM) are provided to low-income children before school, during school, after school and over the summer. Individuals from households earning less than 130% of the poverty level are eligible for free meals, while those from households earning 130-185% of the poverty level are eligible for reduced-price meals. The FRPM program is funded by the U.S. Department of Agriculture.
The 5-year trend in the FPRM eligibility districtwide has decreased by 6.80% annually over the past five years. In the 2021-2022 school year, the districtwide eligibility increased for Mammoth Elementary, Middle, and High Schools and decreased for Sierra High. When compared to the previous school year, the overall district population increased by 6 students, while the number of eligible students increased by 97 students. When compared to the 10-year average, the 2021-2022 student population was 45 students below than the average (1125 vs 1170), and the number of eligible students was 77 students lower than the average (542 vs. 619).
Economy: Poverty
Subsidized School Lunch Eligibility
5 0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
% Eligibility
Mammoth Elementary
Mammoth Middle
Mammoth High
Sierra High
10-Yr. District Wide Avg.
Time Frame: Fiscal Year (July 1 – June 30)
Data source: California Board of Equalization
Sales tax revenue measures the sum of taxes collected by Mammoth Lakes for the sales of goods and services throughout the Fiscal Year (FY). The current the sales tax rate in Mammoth Lakes is 7.75%.
Sales tax revenue has continued to increase from the lower levels that occurred during the COVID-19 pandemic to its highest amount on record in FY 2022.
Total sales tax revenue increase by ≈25% in FY 2022 from the previous year. The 5-year trend shows a ≈7% increase annually over the past 5 years. The FY 2022 sales tax revenue was ≈30% higher than the 10-year average (≈ $1.02m higher). In FY 2022, TBID generated from retail sales decreased slightly from its all time high in 2021.
Economy: Prosperity
Sales Tax Revenue
For additional information:
Town of Mammoth Finance Department, Website: http://www.townofmammothlakes.ca.gov/index.aspx?nid=181 6 $-
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
$3,000,000.00
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Total Sales Tax Revenue
Total Sales Tax Revenue 10-Yr. Avg. TBID - Retail Sales
Time Frame: Calendar Year (January 1 - December 31)
Data source: Town of Mammoth Finance Department, TOT Revenue Collection Tracking Report TOT revenue measures the sum of the taxes
collected by Mammoth Lakes on rental properties
and hotel room rentals. The current TOT rate in
Mammoth Lakes is 13%.
TOT revenue increased ≈25% from 2021 to 2022,
which was an increase of approximately $5.5
million. The total TOT revenue in 2022 was $27.1
million, the highest amount on record for the
Town.
The five-year trend indicates an increase of
≈10.5% annually. Given that 2022 was the highest
TOT revenue on record, record breaking monthly
TOT revenue was received in January, February,
March, September, October, and December. The
excellent early season snow conditions
contributed to December being the highest
monthly TOT total ever received.
Economy: Tourism
Tourist Occupancy Tax (TOT) Revenue
7 TOT Enforcement Program
In 2022, the Town continued to use Rentalscape to assist the Revenue Team in TOT enforcement . Rentalscape utilizes the latest data engineering technologies like machine learning, data analytics, computer science, and statistical modeling to provide high level insights and rental activity reports, while also allowing staff to drill down on specific properties. Partnering with Rentalscape provides the ability to monitor, discover, triage, and inspect local short-term rentals with a higher-level of accuracy, precision, and usability. In 2022, there were 168 TOT citations issued that resulted in an additional $331,068 in revenue.
For additional information:
Town of Mammoth Finance Department, Website: http://www.townofmammothlakes.ca.gov/index.aspx?nid=181 $-
$5,000,000.00
$10,000,000.00
$15,000,000.00
$20,000,000.00
$25,000,000.00
$30,000,000.00
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
TOT Revenue
Dec
Nov
Oct
Sep
Aug
Jul
Jun
May
Apr
Mar
Feb
Jan
10 Yr. Avg.
Home prices determine if local residents can afford to own their own home. Median home prices are used by real estate agents, buyers and sellers to inform home pricing and buying decisions, including potential buyers weighing the trade-offs of living outside of and commuting to jobs in Mammoth Lakes.
HOUSING
Graduation Rates
Graduation provides students with the opportunity to continue on to postsecondary education, access to higher lifetime earnings and more stable employment prospects. Higher graduation rates are a proxy for a more skilled workforce which makes Mammoth Lakes a more attractive place for business investment.
EDUCATION
Student Obesity Rates
Children who are overweight or obese have an increased risk of health problems. In addition, children with health problems contribute to high costs on the local health care system and thereby the local economy. Promoting policies and creating environments that support physical activity and eating a healthy diet can help reduce rates of overweight and obese children, in turn making Mammoth Lakes a healthier community.
HEALTH
Community
Median Home Price
“Support high quality
health care and child care
for Mammoth Lakes’
residents and visitors”
General Plan: Goal S.1
“Support high quality
educational services and
life-long learning resources
within the community”
General Plan: Goal S.5
“Substantially increase
housing supply available to
the workforce”
General Plan: Goal L.2
8
A safe community encourages residents and visitors to Mammoth Lakes to be more active and engaged in the community. Crime can cause physical and emotional harm to victims, impacting an entire community and weakening morale and civic engagement of local residents.
CRIME
Local Transit Participation
A well-functioning public transportation system that fulfills the needs of local residents and visitors is one of the primary tools for reducing dependence on automobile travel. Automobiles are expected to be a primary source of Greenhouse Gas (GHG) emissions in the community.
Furthermore, alternative transportation reduces the overall cost of transportation upkeep, reduces traffic congestion and reduces the number of traffic-related accidents.
TRANSIT
Community cont.
Law Enforcement Arrests
“Provide a year-round
local public transit system
that is convenient and
efficient”
General Plan: Goal M.5
“Keep Mammoth Lakes a
safe place to live, work
and play”
General Plan: Goal S.2
9
Price Range of SFRs Sold, 2021 and 2022
Community: Housing
Median Home Price
Median home price measures the annual median home
sales price of homes sold in Mammoth Lakes. Median
home price is the middle price in a series of sales, where half of the sales are of lower value and half are of higher value. The median is used instead of average to avoid the skew of outliers.
The 5-year trend indicates that the median SFR home price has increased $101,500 annually (≈11% change) over the
past five years. The total number of SFRs sold in 2022
decreased from the number sold in 2022 (83 vs. 123) with the majority selling for more than $1 million. The 5-year trend for the median condo price shows an annual
increase of $86,400 (≈22% change) over the past five
years. The 2022 median condo price was $136,000 higher
than the 2021 median condo price ($750,000 vs
$614,000).
Data source: Mammoth Lakes Board of Relators’ Multiple Listings Service (MLS) For additional information:
Mammoth Lakes Housing, Inc., Website: http://mammothlakeshousing.com/ Income Levels Necessary for Home Purchase
Purchase Price $600,000 $800,000 $1,000,000
Down Payment
(20%)
$120,000 $160,000 $200,000
Income for
Affordability
$130,000 $175,000 $220,000
Assumes a 6.5% interest rate across all loans, no HOA payment, no personal debt service, and 35% of income towards housing costs
Time Frame: Calendar Year (January 1 – December 31)
Data source: Mammoth Lakes Multiple Listings Service (MLS) Note: The SFR sales price data excludes mobile homes and Forest Service cabins. 10 $0.00
$200,000.00
$400,000.00
$600,000.00
$800,000.00
$1,000,000.00
$1,200,000.00
$1,400,000.00
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Median Sales Price
Median SFR Sales Price
10-Yr. SFR Avg.
Median Condo Sales Price
10-Yr. Condo Avg.
0 5
10 15
20 25
30 Price Range
2021
2022
For additional information:
Mono County Office of Education, Website: http://www.monocoe.org/ Time Frame: School Year (September to June)
Data source: California Department of Education, DataQuest Program Community: Education
Graduation rates are a measure of the
annual percentage of a group of students
(cohort) from Mammoth Unified School
District (District) high schools who enter
high school and graduate within four
years.
The 5-year trend indicates a decrease in
the graduation rate by ≈0.5% each year.
The 2021-2022 school year saw a ≈0.3
percentage point decrease from the
previous year, but it was 1.8 percentage
points higher than the 10-year average
for Mammoth Unified.
The 2022 Graduation rate from District
high schools was 4.6 percentage points
higher than the statewide graduation
rate. While the statewide graduation
rates have increased over the last 10
years, there has been variability in the
Mammoth Unified School District
graduation rates, which have ranged
from 100% to 84%. This can be attributed
to the small student population in the
district, and the substantial effect that a
change of a few students can have on the
overall percentage of graduates.
Graduation Rates
11 50%
75%
100%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Graduation Rate
Mammoth Unified Total
State Total
10-Yr. Mammoth Avg.
Community: Health
Student Overweight/Obesity Rates
Due to the COVID-19 Pandemic, student
overweight/obesity data has not been available since
the 2018-19 school year.
Student overweight/obesity rates measure the
percentage of all 5th, 7th and 9th grade students in
the Mammoth Unified School District that are
determined to be overweight or obese based on
California Physical Fitness Testing. This test
establishes a “healthy weight zone” based on
statewide performance.
For additional information:
Mono County Health Department, Website: http://monohealth.com/public-health Time Frame: School Year (September to June)
Data source: California Department of Education, Physical Fitness Testing Results 12 Overweight is defined as students whose Body-Mass Index (BMI) is 85% or higher and Obese is defined as students whose BMI is 95% or higher.
0%
5%
10%
15%
20%
25%
30%
35%
40%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
% of Student Overweight/Obesity
5th Gr. 7th Gr. 9th Gr.
5th Gr. 10-Yr. Avg. 7th Gr. 10-Yr. Avg. 9th Gr. 10-Yr. Avg.
For additional information:
Mammoth Lakes Police Department, Website: http://www.j.mammothlakespd.org/ Time Frame: Calendar Year (January 1 – December 31)
Data source: TOML Police Department
Law enforcement arrests measure the annual number of
criminal arrests and referrals by law enforcement agencies for prosecution in Mammoth Lakes. Crime data is categorized as Violent Crime, crimes that generally include a weapon, bodily injury, or robbery; and Property Crime, crimes that generally result in damage to property including theft, burglary, or forced entry.
The 5-year trend for law enforcement arrests indicates that crime has decreased over the past five years. Crime rates over the past 10 years have been consistently lower than they were pre-2012. 2022 experienced a decrease in the number of violent crimes from the previous year (16 vs 18) as well as property crimes (61 vs 72).
Community: Crime
Law Enforcement Arrests
13 0
100
200
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Property Crime Violent Crime 10-Yr. Total Crime Average
For additional information:
Eastern Sierra Transit Authority, Website: http://www.estransit.com/CMS/ Time Frame: Calendar Year (January 1 – December 31)
Data source: Eastern Sierra Transit Authority, Ridership Counts Community: Transit
Local Transit Participation
Local transit participation measures the total number of riders on all Mammoth Fixed Routes served by the Eastern Sierra Transit System, which operates regionally and within town limits.
Local transit participation decreased dramatically in 2020 as a result of the COVID-19 pandemic but has been rebounding back in the subsequent years. 2022 saw continued
improvement in local transit participation; however, ridership remains ≈30% below 2019 levels. The 5-year trend for transit ridership shows a decrease of ≈10% annually over the past five years. 2022 transit ridership was ≈19% below the 10-year average.
14 0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Total Participation
Total Transit Participation 10-Yr. Avg.
Particulate air pollution impacts the health of community residents, aggravating respiratory conditions such as asthma and bronchitis. Furthermore, air pollution generated in Mammoth Lakes and throughout California from human activities such as the burning of fossil fuels and deforestation harm the ecosystems that support community residents as well as other terrestrial and aquatic species.
AIR
Water Consumption
Freshwater supplies are a limited resource in Mammoth Lakes. Efficient use of freshwater supplies is needed to meet the needs of local residents and to support local industry.
Increased demand for water has negative impacts on aquatic ecosystems, and imposes a financial burden on Mammoth Lakes to create new water supplies and/or additional treatments.
WATER
Recycling Rate
Solid waste disposal in landfills or incineration generates Greenhouse Gas (GHG) emissions, increases the risk of soil and groundwater contamination, and consumes non-renewable resources. Recycling minimizes these impacts and creates local jobs.
WASTE
Environment
Particulate Air Pollution
“Reduce volume of solid waste”
General Plan: Goal R.9
“Conserve and enhance the quality
and quantity of Mammoth Lakes’
water resources”
General Plan: Goal R.4
“Protect the health of community
residents by assuring that the Town
of Mammoth Lakes remains in
compliance with or improving
compliance with air quality
standards”
General Plan: Goal R.10
15
Particulate air pollution measures the total number of
days Mammoth Lakes exceeds the California Air Quality
Standard for Particulate Matter (PM10) each
year. PM10 includes particles with a diameter of 10
microns or less. The California Air Quality Standard for PM10 is 50 µg/m3, measured as a 24-hour average.
The Federal Standard for PM10 is a less stringent 150
µg/m3, measured as a 24-hour average.
The 5-year trend for air quality has seen a ≈8.8%
decrease annually in the number of exceedances of the
State air quality standard. In 2022, Mammoth Lakes
exceeded the California Air Quality Standard for PM10
on 5 days, which was below the 10-year average of 16
days. All 5 exceedances were determined to be the
result of local activity with the summer exceedances
being related to construction and the winter
exceedances caused by residential woodburning. None
of the exceedances in 2022 were related to wildfire
smoke.
There has not been an exceedance of the Federal PM10
standard that was not later determined to be an
exceptional event since 1993. An exceptional event is
defined by the US EPA as an unusual or naturally
occurring event that affects air quality, but are not
reasonably controllable (e.g., wildfire smoke).
Environment: Air
Particulate Air Pollution
Note: The breakdown of Summer vs. Winter exceedances is only available from 2010 to the present Time Frame: Calendar Year (January 1 – December 31)
Data source: California Environmental Protection Agency, Air Resource Board For additional information:
Town of Mammoth Lakes Planning Department, Website: http://www.townofmammothlakes.ca.gov/ 16 0
5 10
15 20
25 30
35 40
45 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Number of State Exceedances
Winter Summer 10-Yr. Avg.
For additional information:
Mammoth Community Water District, Website: http://www.mcwd.dst.ca.us/ Time Frame: Calendar Year (January 1 – December 31)
Data source: Mammoth Community Water District, Urban Water Management Plan Water consumption measures the total acre-feet of water supplied by the Mammoth Community Water District for use by residential, commercial, and institutional customers. Water consumption numbers include water used by hotels and vacation homes in Mammoth Lakes, as well as for irrigation by Sierra Star and Snowcreek golf courses. Sierra Star golf course uses reclaimed water, and Snowcreek is scheduled to begin using reclaimed water in the near future.
The 5-year trend for water consumption shows a ≈0.5% increase annually. In 2022, water consumption decreased slightly from the previous year (9% decrease) and remained much lower than the pre2014 years. The 2022 water consumption represents a 45% reduction from 2002, which was the highest water consumption year on record.
Environment: Water
Water Consumption
2022/2023 Snowpack
The most recent winter experienced
a record snowpack throughout the
Sierra Nevada. The area
experienced heavy snowfall that
began in November and continued
with minimal interruption until
April. The snow water equivalent at
Mammoth Pass measured 102.7
inches of water on April 1st, which
was 16% greater than the previous
record of 86.5 set in 1969. The
historic snowpack measured on
April 1st was 247% of normal.
17 0
500
1,000
1,500
2,000
2,500
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Acre-Feet
Gross Water Use (acre-feet) 10-Yr. Avg.
For additional information:
Waste Connections Inc., Website: http://www.wasteconnections.com/ Time Frame: Calendar Year (January 1 – December 31)
Data source: Waste Connections, Inc.
Recycling rates measure the percentage of waste
disposal that is diverted to a recycling facility. This diversion rate is calculated by dividing the tonnage of recycled material by the tonnage of total waste disposal in Mammoth Lakes.
The 5-year trend for recycling rates has seen a ≈6.6%
decrease annually in the Town’s diversion rate. In 2022, recycling rates experienced a 3.3 percentage point
decrease from the previous year. 2022 was 3.4
percentage points lower than the 10-year average.
Environment: Waste
Recycling Rates
Town Clean Up Day 2022
The 2022 Town of Mammoth Lakes Clean Up Day was
held Friday May 13th and Saturday May 14th. The Town
provided a drop off station for large bulky items, metal objects, green waste, food waste, hazardous household
waste, and recyclable materials. In total, 77 tons of
material was collected.
18 0%
2%
4%
6%
8%
10%
12%
14%
16%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Diversion Rate
Annual Diversion Rate 10-Yr. Avg.
Acknowledgements
Rob Patterson, Town of Mammoth Lakes, Finance Department Stephanie Trujillo, Town of Mammoth Lakes, Finance Department Daniel Earls, Town of Mammoth Lakes Finance Department Patricia Robertson, Mammoth Lakes Housing
Krystle Stewart, Mammoth Lakes Police Department
Phillip Kiddoo, Great Basin Unified Air Pollution Control District Mike Draper, Mammoth Community Water District
Michelle Erwin, Mammoth Disposal
Michael Peterka, Town of Mammoth Lakes, Community and Economic Development Department
Dawn Vidal, Eastern Sierra Transit Authority
Thank you to the following for providing the indicator data used to compile this report:
19
The Community Indicators Report was developed in 2013 with assistance from the consultant group Environmental Incentives, and required significant effort to select a targeted set of relevant and feasible indicators, collect historical data for each indicator, and develop the structure and content of this report. In order to leverage this significant effort, a reporting plan was developed to efficiently and consistently update the annual Community Indicator Report in the future. The reporting plan ensures consistent and accurate annual reporting of indicators, and reduces the administrative burden of reporting. The Community Indicators Report is an annual report and the 2022 report is the 10th edition of this report.
Disclosure
The work upon which this publication is based was funded in whole or in part through a grant awarded by the California Department of Conservation (Department), Strategic Growth Council (SGC). The statements and conclusions of this report are those of the GRANTEE and/or Subcontractor and not necessarily those of the SGC or of the Department, or its employees. The SGC and the Department make no warranties, express or implied, and assume no liability for the information contained in the succeeding text.
About the 2022 Community Indicators Report
20
1 TOWN COUNCIL STAFF REPORT
Title: AB 481 Military Equipment Use Policy
Meeting Date: July 12, 2023
Prepared by: Daniel Casabian, Chief of Police / Andrew Morris, Town Attorney RECOMMENDATION:
The Mammoth Lakes Police Department seeks Town Council’s continued approval for the possession or use of military equipment through the Town Council’s adoption of an Ordinance to renew the Town’s Military Equipment Use Policy pursuant to Government Code Section 7071 (AB 481).
BACKGROUND:
On September 30, 2021, the Governor of the State of California approved Assembly Bill 481 requiring law enforcement agencies to obtain approval from the applicable governing body (Town Council) to use any equipment defined as military equipment by AB 481 by adopting a military equipment use policy. AB 481 declares the public has a right to know about any funding, acquisition, or use of military equipment as well as a right to participate in the decision to fund, acquire, or use such equipment. The Mammoth Lakes Police Department is committed to adopting internal processes related to the funding, acquisition, and use of defined military equipment as codified by Government Code sections § 7070, § 7071, and § 7072, which can be found here:
https://leginfo.legislature.ca.gov/faces/codes_displayText.xhtml?lawCode=GOV&divisio n=7.&title=1.&part=&chapter=12.8.&article=
AB 481 outlines fifteen categories of equipment that is defined as “military equipment,” ranging from remote piloted drone or robotic equipment to simunition firearms used only for training purposes. Of these fifteen categories or equipment, the Mammoth Lakes Police Department acquires and has available for use three of the fifteen categories of equipment – two of the three categories of equipment are primarily or solely used for wildlife diversion (Pepperball Launcher and Munitions, Bean-Bag Shotguns and Rounds, Rubber Slugs). The third category of equipment the Mammoth Lakes Police Department has is an unarmed drone.
ATTACHMENTS:
Military Equipment Ordinance 2023
Annual Report of Military Equipment Use 2023
MLPD Military Equipment Policy 706
ORDINANCE 2023-
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH LAKES, COUNTY OF MONO, STATE OF CALIFORNIA, RENEWING THE TOWN’S MILITARY EQUIPMENT USE POLICY PURSUANT TO GOVERNMENT CODE SECTION 7071 (AB 481) WHEREAS, Assembly Bill 481 enacted Government Code Sections 7070-7073, establishing certain requirements pertaining to the acquisition and use of “military equipment” by California law enforcement agencies; and
WHEREAS, Government Code Section 7070 defines “military equipment” as consisting of 15 categories of items, most of which the Mammoth Lakes Police Department does not have, has never had, and is not likely to have in the foreseeable future (such as tracked armored vehicles or armed aircraft); and
WHEREAS, the Mammoth Lakes Police Department does have an unarmed drone with camera, pepperball launcher and munitions, beanbag shotguns and rounds and rubber slugs used for non-lethal wildlife diversion, which are defined as “military equipment” under Government Code Section 7070; and
WHEREAS, Government Code Section 7071 requires the Town Council to adopt by ordinance a “military equipment use policy” in order for the Mammoth Lakes Police Department to, among other things, use its existing “military equipment”, acquire new “military equipment” (including replacements for expired or worn out existing equipment), or collaborating with any other law enforcement agency (such as an agency with a mutual aid agreement with the Mammoth Lakes Police Department) that might use “military equipment” in Mammoth Lakes; and WHEREAS, a military equipment use policy has been available on the Mammoth Lakes Police Department’s website prior to the reading of this ordinance, pursuant to Government Code Section 7071(b); and
WHEREAS, the Town Council held a public hearing in connection with the adoption of this ordinance and has considered this ordinance at an open session at a regular Town Council meeting and provided for public comment in accordance with Government Code Section 54950 et seq, pursuant to Government Code Section 7071(c).
The Town Council of the Town of Mammoth Lakes Does Ordain as Follows:
Section 1. The recitals above are incorporated herein.
Section 2. Pursuant to California Government Code Section 7071(d), the Town Council finds and determines as follows, with respect to Policy 706 – Military Equipment Funding, Acquisition, and Use Policy attached hereto as Exhibit “A” and incorporated herein by reference (“the Policy”):
(A) The military equipment listed in the table in the Policy is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety. (B) The Policy will safeguard the public’s welfare, safety, civil rights, and civil liberties. (C) When and if replacement items are purchased for the items of military equipment listed in the table in the Policy, the equipment is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety.
(D) Prior use by the Mammoth Lakes Police Department of items now classified as “military equipment” by Government Code Section 7070 complied with the military equipment use policy that was in effect at the time.
Section 3. The Town Council’s previous adoption of the Policy, including the table attached thereto, is hereby renewed. The Policy, as it may be amended from time to time, shall be made available on the Mammoth Lakes Police Department’s website for as long as the Mammoth Lakes Police Department has any military equipment available for use.
Section 4. The Town Council’s previous ordinance authorizing the use of “military equipment” is hereby renewed. Pursuant to Government Code Section 7071(e), Town staff are directed to bring this ordinance to the Town Council for review “at least annually” so that the Town Council may vote on whether to renew the ordinance and determine whether each type of military equipment has complied with the standards of approval set forth herein and in Government Code Section 7071(d).
Section 5. Mammoth Lakes Police Department staff are directed to submit to the Town Council an annual military equipment report for each type of military equipment approved by the Town Council, and to make each such report available on the Mammoth Lakes Police Department website for as long as military equipment is available for use. Each report shall contain the information required by Government Code Section 7072(a). Mammoth Lakes Police Department staff are further directed to hold an annual community engagement meeting pursuant to Government Code Section 7072(b), within 30 days of submitting and releasing the annual military equipment report.
Section 6. If any provision of this ordinance or the application thereof to any person or circumstances is held by a court of competent jurisdiction to be invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this ordinance are declared to be severable.
Section 7. The Town Clerk is hereby directed to publish this ordinance or a summary thereof in accordance with the law.
The foregoing ordinance was introduced at a special meeting of the Mammoth Lakes Town Council held on the 12th day of July, 2023, and adopted at a regular meeting of the Mammoth Lakes Town Council, on the 19th day of July, 2023.
__________________________
JOHN WENTWORTH, Mayor
ATTEST:
_______________________
JAMIE GRAY, Town Clerk
MLPD Military Equipment Use
Annual Update 2023
Assembly Bill 481 enacted Government Code Sections 7070-7073, establishing certain requirements pertaining to the acquisition and use of “military equipment” by California law enforcement agencies. This code defines “military equipment” as consisting of 15 categories of items, most of which the Mammoth Lakes Police Department (MLPD) does not have, has never had, and is not likely to have in the foreseeable future (such as tracked armored vehicles or armed aircraft).
The Mammoth Lakes Police Department owns pepperball launchers and munitions, beanbag shotguns and rounds, and rubber slugs which are defined as “military equipment” under Code Section 7070. All these items were used for non-lethal wildlife diversion. The department responded to 160 bear-related calls for service in 2022. Wildlife diversion tactics are used on these calls to condition bears away from problem areas such as campgrounds and residences where they have become accustomed to gaining an easy meal.
MLPD also owns one unarmed drone with camera known as an Unmanned Aircraft System (UAS).
The UAS was deployed on a few operations in 2022 and during the winter of 2022-2023. These operations included missions to locate dispersed campers with reported illegal fires or located in “no camping zones”, to assist another local law enforcement agency with a high-risk warrant, and to take aerial photos after traffic collisions to assist with accident scene reconstruction.
During the State of Emergency in March, the drone was deployed to look for victims of the two structure explosions and to survey the extent of damage. Additionally, it was launched to assess snow loads on structures from above.
As of May 30, 2023, MLPD has received no complaints or concerns regarding our use of the military equipment. Additionally, the department has had no internal audits or violations of the military equipment use policy.
The total annual cost for each type of military equipment is detailed on the graph below. Funds to purchase additional pepperball munitions, shotgun bean-bag rounds, and rubber slug rounds are allocated from the Town of Mammoth Lakes Annual Budget under the Mammoth Lakes Police Department’s Firearms account. Annual maintenance on pepperball launchers, bean-bag shotguns, and UAS are covered by the Contractual Services account. The quantity possessed and the quantity sought for each type of military equipment in the next year is also detailed on the graph below.
AB481 Military Equipment Inventory 2023
DESCRIPTION
(Military Item Per AB 481)
QUANTITY
(Sought or
Possessed)
CAPABILITIES EXPECTED
LIFESPAN
PRODUCT
DESCRIPTION
(MANUFACTURER)
PURPOSE
(AUTHORIZED USE)
FISCAL
IMPACT
(INITIAL & YEARLY)
LEGALRULES TRAINING
(REQUIREMENTS)
COMPLIANCE
(OVERSIGHT)
COMPLAINT
PROCEDURE
Pepperball Launcher Existing: 3 Less Lethal Force
Option
5-8 Years Pepperball Inc. Less Lethal force
Compliance
Wildlife Diversion
Initial: N/A
Yearly: $200
(Maintenance)
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Pepperball Munitions Existing: 130
Sought: 750
Less Lethal Force
Option
3 Years Pepperball Inc. Less Lethal force
Compliance
Wildlife Diversion
Initial: $1290
(Re-Stock)
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Bean-Bag Shotguns Existing: 4 Less Lethal Force
Option
30,000
Rounds
Remington Less Lethal force
Compliance
Wildlife Diversion
Initial: N/A
Yearly: $250
Maintenance
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Shotgun Bean-Bag
Round
Existing: 94
Sought: 100
Less Lethal Force
Option
5 Years Defense
Technology
Corporation
Less Lethal Force
Compliance
Wildlife Diversion
Initial: $500
(Re-Stock)
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Rubber Slugs
Round
Existing: 95
Sought: 500
Less Lethal Force
Option
5 Years Lightfield Less Lethal Force
Compliance
Wildlife Diversion
Initial: $2500
(Re-Stock)
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
DJI Matrice 30T
(Drone)
Existing: 1 Drone – Remote
Piloted
2-5 Years DJI Technologies Enhance MLPD’s
Mission of
Protecting of Lives
and Property
Initial: $N/A
Yearly: $2,780
Federal Aviation
Administration
Regulations
Initial Pilot Training and
Routine In-House
Training
Team Supervisor
Oversight / Monthly
Reporting to Federal
Aviation Administration
MLPD Policy 1010
Exhibit A
Mammoth Lakes Police Department
Mammoth Lakes PD Policy Manual
Military Equipment
706.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072).
706.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):
Governing body – The elected or appointed body that oversees the Department.
Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of .50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than .50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices (LRADs).
• Kinetic energy weapons and munitions.
• Any other equipment as determined by a governing body or a state agency to require additional oversight.
Policy
706
State
State
Mammoth Lakes Police Department
Mammoth Lakes PD Policy Manual
Military Equipment
706.2 POLICY
It is the policy of the Mammoth Lakes Police Department that members of this department comply with the provisions of Government Code § 7071 with respect to military equipment. 706.3 MILITARY EQUIPMENT COORDINATOR
The Chief of Police shall designate a member of this department to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
(a) Acting as liaison to the governing body for matters related to the requirements of this policy.
(b) Identifying department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.
(c) Conducting an inventory of all military equipment at least annually. (d) Collaborating with any allied agency that may use military equipment within the jurisdiction of Mammoth Lakes Police Department (Government Code § 7071). (e) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:
1. Publicizing the details of the meeting.
2. Preparing for public questions regarding the department's funding, acquisition, and use of equipment.
(f) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website (Government Code § 7072).
(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.
706.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the Department:
See attachment: AB481 Military Equipment Inventory.pdf
706.5 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the department website at least 30 days prior
Mammoth Lakes Police Department
Mammoth Lakes PD Policy Manual
Military Equipment
to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):
(a) Requesting military equipment made available pursuant to 10 USC § 2576a. (b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department. (e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
(f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
(g) Acquiring military equipment through any means not provided above. 706.6 COORDINATION WITH OTHER JURISDICTIONS
Military equipment should not be used by any other law enforcement agency or member in this jurisdiction unless the military equipment is approved for use in accordance with this policy. 706.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or the authorized designee shall submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).
The Chief of Police or the authorized designee shall also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in department inventory. 706.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.
Mammoth Lakes PD Policy Manual
AB481 Military Equipment Inventory.pdf
Attachment
5 DESCRIPTION
(Military Item Per AB 481)
QUANTITY
(Sought or
Possessed)
CAPABILITIES EXPECTED
LIFESPAN
PRODUCT
DESCRIPTION
(MANUFACTURER)
PURPOSE
(AUTHORIZED USE)
FISCAL
IMPACT
(INITIAL & YEARLY)
LEGALRULES TRAINING
(REQUIREMENTS)
COMPLIANCE
(OVERSIGHT)
COMPLAINT
PROCEDURE
Pepperball Launcher Existing: 3 Less Lethal Force
Option
5-8 Years Pepperball Inc. Less Lethal force
Compliance
Wildlife Diversion
Initial: N/A
Yearly: $200
(Maintenance)
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Pepperball Munitions Existing: 130
Sought: 750
Less Lethal Force
Option
3 Years Pepperball Inc. Less Lethal force
Compliance
Wildlife Diversion
Initial: $1290
(Re-Stock)
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Bean-Bag Shotguns Existing: 4 Less Lethal Force
Option
30,000
Rounds
Remington Less Lethal force
Compliance
Wildlife Diversion
Initial: N/A
Yearly: $250
Maintenance
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Shotgun Bean-Bag
Round
Existing: 94
Sought: 100
Less Lethal Force
Option
5 Years Defense
Technology
Corporation
Less Lethal Force
Compliance
Wildlife Diversion
Initial: $500
(Re-Stock)
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Rubber Slugs
Round
Existing: 95
Sought: 500
Less Lethal Force
Option
5 Years Lightfield Less Lethal Force
Compliance
Wildlife Diversion
Initial: $2500
(Re-Stock)
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
DJI Matrice 30T
(Drone)
Existing: 1 Drone – Remote
Piloted
2-5 Years DJI Technologies Enhance MLPD’s
Mission of
Protecting of Lives
and Property
Initial: N/A
Yearly: $2,780
Federal Aviation
Administration
Regulations
Initial Pilot Training and
Routine In-House
Training
Team Supervisor
Oversight / Monthly
Reporting to Federal
Aviation Administration
MLPD Policy 1010
1 TOWN COUNCIL STAFF REPORT
Title: Waive the reading and introduce by title only the ordinance adopting Municipal Code Chapter 8.15, Foodware and Food Packaging.
Meeting Date: July 12, 2023
Prepared by: Pam Kobylarz, Assistant to the Town Manager Daniel C. Holler, Town Manager
RECOMMENDATION:
Waive the reading and introduce by title only the ordinance adopting Municipal Code Chapter 8.15, Foodware and Food Packaging.
SUMMARY:
AB 1276:
On October 5, 2021, AB 1276 – Single-use Foodware Accessories and Standard Condiments was signed into law by Governor Gavin Newsom. The bill prohibits fullservice restaurants from providing single-use plastic foodware accessories, including utensils, chopsticks, condiment cups and packets, straws, stirrers, splash sticks, and cocktail sticks, unless the customer requests it. This bill took effect June 1, 2022. The bill expands California’s existing plastic straw-on-request law to include other single-use serviceware, such as utensils. The bill applies to most restaurants, take-away counters and third-party delivery platforms. Restaurants must supply single-use serviceware if requested by customer, however, restaurants will not provide single-use serviceware if not requested by customer.
The Town is required to authorize an enforcement agency for AB 1276. The proposed Municipal Code Chapter 8.15 - Foodware and Food Packaging designates the Town of Mammoth Lakes as the enforcement agency for AB 12.76.
Expanded Polystryene (EPS) Foodware:
In May 2023, Town Council discussed policy questions regarding a potential prohibition on some single-use plastic products, including expanded polystyrene (EPS) products. At that time, Council had a majority consensus to prohibit EPS restaurant take-out containers.
The proposed Municipal Code Chapter 8.15 - Foodware and Food Packaging would prohibit EPS foodware for all prepared food from food service providers in Mammoth Lakes, beginning January 1, 2024. This will also apply to any events that require a Town special use permit. The January 1, 2024 start date allows time for staff to conduct outreach to restaurants/food service providers and for businesses to deplete existing stock and make informed purchasing decisions regarding alternative products.
ORDINANCE NO. 23-
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH LAKES, CALIFORNIA ADDING CHAPTER 8.15 TO THE
MUNICIPAL CODE TO REGULATE AND PROHIBIT THE USE OF
EXPANDED POLYSTYRENE FOODWARE AND
REGULATE THE USE OF SINGLE-USE FOODWARE ACCESSORIES
WHEREAS, on October 5, 2021, AB 1276 – Single-use Foodware Accessories and Standard Condiments was signed into law by Governor Gavin Newsom. AB 1276 restricts restaurants and other food facilities from providing single-use foodware accessories (e.g., utensils, straws, stirrers, condiment packets, etc.) to a consumer unless requested by the consumer; and
WHEREAS, AB 1276 is codified in the California Public Resource Code, Sections 42270 through 42273 and requires that a city or county authorize an enforcement agency to enforce the requirements of AB 1276; and
WHEREAS, the Town Council finds that expanded polystyrene (EPS) foodware constitutes a significant adverse environmental impact in that solid waste that is non-degradable or non-recyclable poses an acute problem for any program of integrated waste management; and WHEREAS, the Town of Mammoth Lakes is attractive to residents, businesses, and visitors due to a local economy and quality of life that is centered on a clean and healthy environment, including but not limited to, parks, public open spaces, trails, creeks, lakes, and mountains; and,
WHEREAS, it is in the Town’s interest to establish programs and services that reduce the amount of litter in the environment, which increase the quality of life for residents and visitors and protect local wildlife habitat; and,
WHEREAS, recycling of EPS is not available through the Town’s franchise waste hauler and is not financially feasible for the Town to develop such a program; and, WHEREAS, there are many alternatives to EPS food containers available.
NOW, THEREFORE, the Town Council of the Town of Mammoth Lakes, State of California, does ordain as follows:
Section 1: Amend the Town of Mammoth Lakes Municipal Code to add Chapter 8.15, Foodware and Food Packaging, which is set forth in Exhibit A attached hereto and incorporated herein.
Section 2: EFFECTIVE DATE OF ORDINANCE
This Ordinance shall become effective and enforceable thirty (30) days from and after the date of its adoption.
Section 3: POSTING
The Town Clerk shall, within fifteen (15) days after the passage of this Ordinance, cause it to be posted at the duly designated posting places established by resolution of the Town Council, published once in a newspaper of general circulation, and entered in the Book of Ordinances of the Town.
Section 4: SEVERABILITY
If any provision of this Ordinance of the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this Ordinance are declared to be severable.
The foregoing Ordinance was PASSED, APPROVED, AND ADOPTED on the ____ th day
of July 2023.
_________________________________
JOHN WENTWORTH, Mayor
ATTEST:
__________________________
JAMIE GRAY, Town Clerk
Chapter 8.15 – FOODWARE AND FOOD PACKAGING
8.15.010 - Definitions.
As used in this chapter, unless the context otherwise clearly indicates, the words and phrases are defined as follows:
“Expanded Polystyrene” or “EPS” means a thermoplastic petrochemical material utilizing the styrene monomer, including, but not limited to, polystyrene foam or expanded polystyrene processed by any number of techniques, including, but not limited to, fusion of polymer spheres (expandable bead polystyrene), injection molding, foam molding, extrusion-blow molding (extruded foam polystyrene), and clear or solid polystyrene (oriented polystyrene). “Food service provider” means any person or establishment that provides or sells prepared food or beverages on or off its premises within the Town, including:
1. A restaurant, café, coffee shop, fast-food restaurant, drive-through service, grocery store, supermarket, convenience store, delicatessen, cafeteria, farmers’ market vendor, or similar facility where prepared food is available for consumption on or off the premises;
2. Any mobile food facility, mobile food vendor, catering operation, food truck, or temporary food facility that provides prepared food;
3. Transient lodging facilities, including hotels, motels, and bed and breakfasts that provide prepared food, regardless of whether the prepared food is complementary or available for purchase by the consumer; and
4. Entities specified in California Health and Safety Code Sections 113789(a) and 113789(b).
For the purposes of this chapter, the definition of food service provider does not include the entities specified under Section 6.20.070.
“Foodware” means items used for containing, serving, or consuming prepared food, including cups, bowls, plates, trays, cartons, and boxes. Foodware does not include polystyrene egg cartons, meat trays, coolers, ice chests, or packing materials. “Prepared food” means food or beverages that are prepared and served or provided by the food service provider using any cooking or food or beverage preparation technique and that are ready to consume, either on or off the food service provider’s premises, without further food or beverage preparation or repackaging. Prepared food includes “beverages” and “ready to eat food” as defined in California Health and Safety Code Sections 113739 and 113881, respectively.
Prepared food does not include raw or uncooked whole fruits or vegetables that are not prepared
through chopping, squeezing, blending, mixing, or otherwise altered through food preparation; or, uncooked meat, poultry, fish, or eggs that are not intentionally provided for further consumption without food preparation.
“Single-use foodware accessory” means all of the following single-use items provided alongside ready-to-eat food:
1. Utensils, which is defined as forks, knives, spoons, and sporks
2. Chopsticks
3. Condiment cups and packets
4. Straws
5. Stirrers
6. Splash sticks
7. Cocktail sticks
“Standard Condiment” means relishes, spices, sauces, confections, or seasoning that require no additional preparation and that are usually used on a food item after preparation, including ketchup, mustard, mayonnaise, soy sauce, hot sauce, salsa, salt pepper, sugar, and sugar substitutes.
“Town-affiliated event” means any event or activity that is sponsored or co-sponsored by the Town, is paid for, in part or full, using Town funds, occurs at Town facilities, or requires a special event permit pursuant to Section 17.56.040 of this code or other authorization from the Town.
“Town facilities” means any building, structure, facility, or park, leased, or operated by the Town, its agents, agencies, departments, and authorized designees. For purposes of this chapter, “Town facility” does not include Town-owned buildings, structures, property, parks, public spaces, or vehicles operated by an entity other than the Town pursuant to a lease or other contractual arrangement.
8.15.020 – Prohibition on expanded polystyrene (EPS) foodware. (Effective January 1, 2024) A. Food service providers shall not provide prepared food in foodware made of EPS.
B. Food service providers shall comply with the requirements of this chapter for both onpremises and off-premises consumption of prepared food; and, for any method of ordering, including in-person, telephone, drive-through, self-serve, web, or other digital order, or through a third-party food delivery platform.
C. For a period of one year from the effective date of this section, food service providers may apply to the Town Manager for a hardship exemption to be permitted to continue using one or more specific expanded polystyrene items for which the requirements of this section present an undue hardship or practical difficulty. Any hardship exemption granted will expire on or before December 31, 2024.
8.15.030 – Prohibition on expanded polystyrene (EPS) foodware at Town facilities and Townaffiliated events. (Effective January 1, 2024)
A. The procurement, use, or distribution of foodware that is made of EPS shall be prohibited at all Town facilities, and Town-affiliated events. Foodware accessories shall be distributed in accordance with Section 8.15.040 A.
B. The Town, its departments, agents, employees, or designees acting in their official capacity as representatives of the Town, shall not purchase or otherwise procure foodware that is made of EPS. Town funds utilized in any manner, including purchase orders and grant funding, shall not be used to purchase foodware that does not comply with the requirements of this chapter.
C. All special event permit applications required by Section 17.56.040of this code, Town facility rental agreements, leases, vendor contracts, or other such approvals for applicable activities or services on Town property shall include a provision requiring the applicant to assume responsibility for complying with the requirements of this chapter.
8.15.040 – Single-Use Foodware Accessories and Condiments.
A. No food provider shall sell or otherwise provide plastic single-use foodware accessories or condiments except upon request.
B. The Town is the authorized enforcement agency for violations of Chapter 5.2 of Part 3 of Division 30 of the California Public Resources Code (Single-Use Foodware Accessories and Condiments). Such violations are subject to a fine of $25 for each day in violation not exceeding $300 per year, which shall be appealable pursuant to the procedures in chapter 2.04.070 of this code.
8.15.050 - Infraction.
Any person violating the provisions of this chapter is guilty of an infraction, which is punishable pursuant to the penalty provisions set forth in Chapter 1.12 of this code, unless otherwise provided in this chapter.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Town Council Community Housing Solutions Workshop.
Council Meeting Date: 7/12/2023
Prepared by: Daniel C. Holler, Town Manager
Recommended Motion: Confirm date of July 27, 2023, at 5:00 pm, at the Westin to host an evening Town Council – Community Housing Solutions Workshop Summary:
The challenges of residents, businesses, and local workers regarding housing continues to be an expressed need. The issue of workforce housing continues to be brought forward in different formal and informal meetings and conversations. Staff is recommending that the Council hold a Town Council – Community Housing Solutions Workshop on Thursday July 27th to engage with the public on this topic. The proposal is to host a formal Council workshop to allow the full Council to attend. The concept is to have a structured conversation related to housing, with a focus on Mammoth Lakes. This will provide the opportunity to present the status of current housing projects, what is planned for the near future, and Town funding commitments for housing. The workshop provides community members the opportunity to express their thoughts and concerns on short-term and long-term workforce housing ideas. A few draft or potential housing solutions will be presented. The structure will allow for a facilitated process of discussing housing related topics. The workshop is not set for Council to take any formal action, but areas of consensus can be brought forward and will be noted for future formal consideration, direction, and potential action.
Staff is requesting Council confirmation on holding this workshop on Thursday, July 27th, starting at 5:00 pm utilizing the meeting room space at the Westin. The purpose of the location is to enhance a facilitated community discussion in a more causal environment than the regular Council Chambers. A special meeting agenda and notice will be prepared. This will be an in-person meeting only and no formal Council action will be taken. Information will be brought back to Council as appropriate for future consideration and action.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Legislative Update and Council Direction on Pending Bills in the State Legislature.
Council Meeting Date: 7/12/2023
Prepared by: Daniel C. Holler, Town Manager
Recommended Motion: Provide comment and/or direction on legislative bills pending in the State Legislature.
Summary:
Several bills pending in the State Legislature will impact the Town of Mammoth Lakes. The attached provides an overview of a few of the pending bills. The bills are noted as being under a support, oppose or watch status, with comments from the Town pending. The State Legislature is taking steps to address housing issues primarily through limiting the zoning and approval authority of local government related to housing projects. Additional funding sought through Cal Cities for housing purposes was not part of the final budget deal. Bills are proceeding through the various committees in the second house (i.e., Senate Bills are now in the Assembly, Assembly Bills are in the Senate). A copy of the legislative calendar is attached. The legislature will recess for Summer on July 14th.
The information provided was substantially prepared from updates provided by Emanuels Jones Associates, our Sacramento Legislative Advocacy Team.
1 To: Town Council
From: Daniel C. Holler, Town Manager
RE: Legislative Update – July 12, 2023 Council Meeting
Legislative Schedule
July 14 Last day for policy committees to meet and report bills Summer Recess begins
Aug 14 Legislature Reconvenes
Budget Deal Announced
On Monday (6-26-23) evening, the Governor, Senate President pro Tem, and the Speaker of the Assembly announced they reached a deal on this year’s state budget. The announcement came 12 days after the Legislature sent the Governor their budget (SB 101 (Skinner) Budget Act of 2023) that the Governor signed late Tuesday evening. The budget package includes a budget bill jr. (AB 102 (Ting) Budget Act of 2023) and 20 budget trailer bills. It also includes a narrowed version of the Governor’s Infrastructure package. The Assembly and Senate passed the budget bill jr (AB 102) and 15 of the associated trailer bills on Tuesday, all of which have been sent to the Governor. Earlier today, the Senate took up AB 129 (Budget) Housing the Housing and Homelessness trailer bill and the Assembly will convene this evening to take up AB 129 as well as the six trailer bills related to the Governor’s Infrastructure Package.
The final budget package wasn’t all that we wanted but does have some wins as it makes no cuts to city core programs and includes no re-direction of funds.
In Transportation, the budget deal includes $1.1 billion in public transportation funding and a total commitment of $5.1 billion over four years and will include, like homelessness funds, will include new accountability measures. The transportation funding restoration also includes active transportation program funds. While this funding will keep the public transit systems from running out of funds in the short term, Democratic legislators have gutted and amended SB 532 (Wiener) in the last week to increase tolls on seven state-owned bridges in the Bay Area by $1.50 to generate about $180 million from 2024 to 2028.
In the Housing and Homelessness area, the budget deal includes some restorations to housing (firsttime homebuyer and foreclosure prevention programs) and $1 billion for in funding for the Homeless, Housing, Assistance and Prevention (HHAP) grant program with intent language to allocate an additional $1 billion for the 2024-25 fiscal year.
AB 129 (Budget) Housing which is the Housing and Homelessness budget trailer bill includes accountability language related to the HHAP funds as well as several other clean-up provisions:
Under SB 6 (Caballero, 2022) would require the exempted parcels to be subject to an ordinance that allow for development by right for a local agency to reallocate the residential density from an exempt parcel;
From AB 2011 (Wicks, 2022) makes clarifying changes to the procedures for local governments to exempt specific parcels from provisions of the law in a manner that results in no net loss of development capacity in the jurisdiction.
2 Establishes a narrow exemption from the Surplus Lands Act for land in an existing section planning area document that meets specified conditions. The exemption mirrors the language currently contained in AB 837 Alvarez.
The budget deal did not include the $3 billion ask for affordable housing funds by Cal Cities or the $6 billion ask for funding for homeless funds by the Big City Mayors.
The Governor Infrastructure package includes SB 149 (Caballero) which contains the agreed upon language to streamline major infrastructure projects. The original proposal by the Governor would have created a 270-day judicial CEQA streamlining process for critical infrastructure projects and would have also consolidated the process of putting together the administrative record, including the exclusion of internal agency emails. The deal in SB 149 is narrower in scope, capping judicial review of specific infrastructure projects to 270 days (to the extent feasible) from the time a project challenge is filed with the court. The streamlining provisions apply only to specific water, energy, transportation and semiconductor projects, and specific requirements around greenhouse gas (GHG) emissions and impacts to disadvantaged communities (DACs) for a project to be certified under the existing Environmental Leadership Project (ELP) by the Governor. The streamlining contained in SB 149 sunsets on January 1, 2034.
Housing
SB 584 (Limon) Laborforce Housing Shelved for the Year
SB 584, Senator Limon’s bill that would have established a new transient occupancy tax for short-term rentals and used those funds for a new affordable housing grant program has been shelved for the year.
The bill is still eligible to be heard next year. Opposed SB 440, (Skinner). Regional Housing Finance Authorities – Amended.
Existing law provides for the establishment of various special districts that may support and finance housing development, including affordable housing special beneficiary districts that are authorized to promote affordable housing development with certain property tax revenues that a city or county would otherwise be entitled to receive. was amended on June 30th to add language to address Town AMI concerns in the bill. With these amendments, the author’s office has asked that we move to a full support.
The AMI amendments are as follows:
62590.1. (a) Notwithstanding any other provision of this title, an authority board may make a finding that market rate rents or housing costs are unaffordable to households at 120 percent of the area median income in a particular geographic area of the district. An authority that makes this finding may utilize a higher income limitation for housing developed and preserved within that particular geographic area of the district, provided that the income limitation does not exceed 150 percent of the area median income. (b) When making a finding pursuant to subdivision (a), an authority shall utilize data on the employment and economy, population, household, and income trends, comparable rents, and demand and absorption rate of the particular geographic area to demonstrate that the higher income limitation is necessary to advance the purposes of this title. Support as Amended.
SB 423 Heard and Passed by Assembly Housing Committee
SB 423 (Wiener) Land use: streamlined housing approvals: multifamily housing developments. SB 423 was heard and passed out by the Assembly Housing Committee. The bill was amended by the committee with two labor related amendments, but not before some fiery comments by the Committee Chair, Assemblymember Wicks and the author regarding recent opposition from the State Coastal Commission and a number of environmental groups. The Coastal Commission and environmental groups are opposed to the bill unless it is amended to re-establish the current exemption from SB 35 for land within the coastal
3 zone. SB 423 removes that exemption. The bill now moves to the Assembly Natural Resources Committee. Watch
AB 480 (Ting) Surplus Land AB 480 (Ting) makes various changes to the Surplus Lands Act (SLA) regarding the land disposal process and HCD’s authority, including changing the penalty provisions to factor in the appraised value of the land, exempting specific public-use airports from the SLA and making procedural changes to the noticing provisions regarding disposal of surplus land. The bill is in the Senate Governance and Finance committee and was amended this week with some minor amendments. The bill was heard and passed (with amendments) by the Senate Governance and Finance committee this week and is now headed to the Senate Housing Committee. Watch – Review for Comment AB 821 (Grayson) Planning and zoning: development project application. The bill creates a written notification process and time limit for jurisdictions to align their zoning code with the land use element of the general plan. The bill would also require a local jurisdiction to accept and consider an application for an infill housing development project that is consistent with a regional Sustainable Communities Strategy (SCS) and requires a general plan amendment. Amendments to the bill move the number of days from 90 to 180 and narrow the applicability of the bill to project specific changes. The bill was heard this week (June 26-29) in the Senate Governance and Finance Committee and was amended by the Committee.
It now goes to the Judiciary Committee where it has been set for July 6h. Watch AB 976 (Ting) Accessory dwelling units: owner-occupancy requirements. The bill makes permanent the existing prohibition on owner occupancy requirements for ADU’s. The bill is in Senate Committee on Governance and Finance where it will be heard on July 5th. Watch AB 1490 (Lee) Affordable housing development projects: adaptive reuse. This bill would make 100 percent affordable housing projects that adaptively reuse existing residential buildings an allowable use, regardless of any inconsistencies between the project and any local plans, zoning, or regulations, and limits local governments from imposing maximum density or floor area ratio requirements, and any requirements to add additional parking or open space. The bill is in the Senate Governance and Finance Committee where it will be heard on July 5th. Watch – Review for Oppose Position SB 4 (Wiener) Planning and zoning: housing development: higher education institutions and religious institutions. This measure would allow by-right development of affordable housing on land owned by an independent institution of higher education or religious institution on or before January 1, 2024. The bill is a re-run of SB 1336 (Wiener) that died in the Assembly Natural Resources Committee because the bill would have exempted projects from CEQA. The bill was heard and amended in the Assembly Housing Committee this week. It will now go to the Assembly Natural Resources Committee. Watch SB 20 (Rubio) Joint powers agreements: regional housing trusts. This measure would authorize 2 or more cities, by entering into a joint powers agreement, to create a regional housing trust for the purposes of funding housing to assist the homeless population and persons and families of extremely low, very low, and low income within their jurisdictions. This bill was heard by the Assembly Housing this week and passed out on the consent calendar.
SB 684 (Caballero) Land Use This bill streamlines the approval process for small multi-family projects of up to 10 units on multifamily zoned lots and vacant parcels on single-family zoned lots. The bill is sponsored by California Builders Community, Ca YIMBY, LISC San Diego and the Central Valley Urban Institute. The bill is in the Assembly Local Government Committee where it is set to be heard on July 12th. Watch
4 SB 747 (Caballero) Land use: economic development: surplus land. This bill makes several changes to the Surplus Land Act (SLA), including amending key definitions, modifying procedure and modifying HCD’s authority over the SLA. The bill passed out of the Senate Housing Committee this week with several changes including excluding leases of 15 years or less from the SLA, requiring that cities can use the economic exemptions in the bill only if they have a compliant housing element and removing the conclusive standards provision from the bill. The bill is part of a larger discussion on updating the SLA.
The bill was recently amended to allow local agencies with a compliant housing element to declare some lands exempt from the Surplus Land Act. The bill was heard by the Assembly Local Government Committee this week and amended with a number of clarifying amendments. The bill will next be heard in the Assembly Housing Committee. Watch – Review for Comment SB 450 (Atkins) Housing development: approvals: Current law requires a proposed housing development containing no more than 2 residential units within a single-family residential zone to be considered ministerially, without discretionary review or hearing, if the proposed housing development meets certain requirements, including that the proposed housing development does not allow for the demolition of more than 25% of the existing exterior structural walls, except as provided. Current law authorizes a local agency to impose objective zoning standards, objective subdivision standards, and objective design standards, as defined, except as specified, on the proposed housing development. Current law authorizes a local agency to deny a proposed housing development if specified conditions are met, including that the building official makes a written finding that the proposed housing development project would have a specific, adverse impact upon public health and safety or the physical environment, as provided. This bill would remove the requirement that a proposed housing development does not allow for the demolition of more than 25% of the existing exterior structural walls to be considered ministerially.
The bill would prohibit a local agency from imposing objective zoning standards, objective subdivision standards, and objective design standards that do not apply uniformly to development within the underlying zone. This bill would remove the authorization for a local agency to deny a proposed housing development if the building official makes a written finding that the proposed housing development project would have a specific, adverse impact upon the physical environment. (Based on 03/16/2023 text) – Watch – Review for Comment
AB 504 (Reyes) State and local public employees: labor relations: disputes. This bill would create a system where nearly any city employee can sympathy strike regardless of their job duties. This bill would override the essential employee designation process and could result in a city-wide halt of critical services. The Meyers-Milias-Brown Act and the Ralph C. Dills Act regulate the labor relations of employees and employers of local public agencies and the state, respectively. Those acts grant specified employees, including, among others, certain employees of fire departments, of local public agencies and the state the right to form, join, and participate in the activities of employee organizations of their choosing and require public agency employers, among other things, to meet and confer with representatives of recognized employee organizations and exclusive representatives on terms and conditions of employment. The acts grant the Public Employment Relations Board the power to hear specified disputes in relation to these provisions and to make determinations regarding them. With regard to certain employees of fire departments, current law provides that those persons do not have the right to strike or recognize a picket line of a labor organization while in the course of the performance of their official duties. This bill would provide that it is not unlawful or a cause for discipline or other adverse action against a public employee for that public employee to refuse to enter property that is the site of a primary labor dispute, perform work for a public employer involved in a primary labor dispute, or go through or work behind a primary picket line. The bill would prohibit a public employer from directing a public employee to take those actions. The bill would authorize a recognized employee organization to inform employees of these rights and encourage them to exercise those rights. (Based on 04/13/2023 text) – Oppose – Position Taken
5 Transportation
AB 894 (Friedman) Parking requirements: shared parking. This bill requires a public agency to allow existing land uses with underutilized parking to share the underutilized parking with the public, a private entity, a public agency, or other users. The bill also requires a pub. lic agency to allow shared parking to be counted toward meeting automobile parking requirements for a new or existing development or use, including underutilized parking spaces, when the parking spaces meet specified conditions regarding the distance of the spaces from the applicable site. Finally, the bill requires a public agency to accept a parking analysis using peer-reviewed methodologies developed by a professional planning association, as specified, when determining the number of shared parking spaces that can be reasonably shared between different uses. The bill was heard in the Senate Governance and Finance Committee this week and was passed with committee amendments to allow for additional input by the local agency on shared parking agreements. The bill will next go to the Senate Housing Committee where it will be heard on July 10th. Watch – Review for comments related to impact on snow storage.
AB 1308 (Quirk-Silva) Planning and Zoning Law: single-family residences: parking requirements. This bill would prohibit a public agency from imposing a new minimum parking requirement on a project to remodel, renovate, or add a single-family residence, except as provided. The bill is in the Senate Housing Committee where it will be heard on July 10th. Review
General Government
AB 972 (Maienschein) Local Assistance and Grant Program Streamlining Workgroup. This Cal Cities sponsored bill, would coordinate, align, and streamline local government assistance resources to endure that every community has the same opportunity to compete for state funding opportunities by convening a statewide, cross-agency Local Assistance and Grant Program Streamlining Workgroup, no later than April 2024. The bill was heard by the Senate Governance and Finance Committee where it was amended to clarify that state entities do not have to implement recommendations that come out of the workgroup’s report required by the bill if there is no appropriation by the Legislature. The bill will next go to the Appropriations Committee. Watch
Human Resources
AB 1484 (Zbur) Temporary public employees. Sponsored by SEIU, this bill would provide that temporary employees of cities and counties are automatically included in the same bargaining unit as the permanent employees if temporary employees are not presently within the unit definition. Of note, the bill applies to temporary seasonal employees. The bill has been referred to the Senate Labor Committee, but not yet set for hearing. Oppose
Open Meetings
AB 557 (Hart) Open Meetings: local agencies: teleconferences. This bill removes the sunset in AB 361(R.Rivas), which currently provides local agencies with statutory authority for remote emergency meetings. AB 557 also makes one minor change to the timeframe for the renewal resolutions required under the AB 361 framework, increasing the time from 30 to 45 days. The bill is sponsored by Cal Cities, CSAC and CSDA. The bill passed out of Senate Governance Committee and is headed to the Senate Judiciary Committee. The bill is expected to be amended in the Senate Judiciary Committee to address concerns by Common Cause related to the scope of the bill. The bill was heard and passed by the Senate Judiciary Committee. It will next go to the Senate Floor for a vote. Watch Sold Waste
AB 573, Organic waste: meeting recovered organic waste product procurement targets.
Amended: 06/27/2023. Current law requires the State Air Resources Board to approve and begin implementing a comprehensive short-lived climate pollutant strategy to achieve a certain reduction in statewide emissions of methane, including a goal of a 75% reduction in the level of the statewide disposal
6 of organic waste from the 2014 level by 2025. Current law requires the Department of Resources Recycling and Recovery, in consultation with the state board, to adopt regulations to achieve these organic waste reduction goals, that provide for, among other things, the calculation by the department of recovered organic waste product procurement targets for each local jurisdiction, and that may include penalties to be imposed by the department for noncompliance. This bill would require the department, for purposes of those regulations, to allow a local jurisdiction, until December 1, 2039, in procuring recovered organic waste products to meet the target procurement requirements, to use California-derived recovered organic waste that the local jurisdiction sends for processing at a facility or operation outside of the state that meets certain conditions, as provided. Watch – Review for Comment Town Staff Attending Webinars on Broadband Funding
California Gets Nearly $2 Billion in Federal Funding to Boost High Speed Internet Access, Jun 26, 2023 https://www.gov.ca.gov/2023/06/26/california-gets-nearly-2-billion-in-federal-funding-to-boost-highspeed-internet-access/ Town Staff is watching and reviewing two proposed Bond proposals.
SB 638, (Eggman). Climate Resiliency and Flood Protection Bond Act of 2024.
The California Drought, Water, Parks, Climate, Coastal Protection, and Outdoor Access For All Act of 2018, approved by the voters as Proposition 68 at the June 5, 2018, statewide primary direct election, authorizes the issuance of bonds in the amount of $4,000,000,000 pursuant to the State General Obligation Bond Law to finance a drought, water, parks, climate, coastal protection, and outdoor access for all program. Article XVI of the California Constitution requires measures authorizing general obligation bonds to specify the single object or work to be funded by the bonds and further requires a bond act to be approved by a 2/3 vote of each house of the Legislature and a majority of the voters.
This bill would enact the Climate Resiliency and Flood Protection Bond Act of 2024 which, if approved by the voters, would authorize the issuance of bonds in the amount of $6,000,000,000 pursuant to the State General Obligation Bond Law, for flood protection and climate resiliency projects. his bill would become operative only if SB 867 of the 2023–24 Regular Session is enacted and takes effect on or before January 1, 2024
SB 867 (Allen). Drought, Flood, and Water Resilience, Wildfire and Forest Resilience, Coastal Resilience, Extreme Heat Mitigation, Biodiversity and Nature-Based Climate Solutions, Climate Smart Agriculture, Park Creation and Outdoor Access, and Clean Energy Bond Act of 2024.
The California Drought, Water, Parks, Climate, Coastal Protection, and Outdoor Access For All Act of 2018, approved by the voters as Proposition 68 at the June 5, 2018, statewide primary election, authorizes the issuance of bonds in the amount of $4,100,000,000 pursuant to the State General Obligation Bond Law to finance a drought, water, parks, climate, coastal protection, and outdoor access for all program. Article XVI of the California Constitution requires measures authorizing general obligation bonds to specify the single object or work to be funded by the bonds and further requires a bond act to be approved by a 2/3 vote of each house of the Legislature and a majority of the voters.
This bill would enact the Drought, Flood, and Water Resilience, Wildfire and Forest Resilience, Coastal Resilience, Extreme Heat Mitigation, Biodiversity and Nature-Based Climate Solutions, Climate Smart Agriculture, Park Creation and Outdoor Access, and Clean Energy Bond Act of 2024, which, if approved by the voters, would authorize the issuance of bonds in the amount of $15,500,000,000 pursuant to the State General Obligation Bond Law to finance projects for drought, flood, and water resilience, wildfire
7 and forest resilience, coastal resilience, extreme heat mitigation, biodiversity and nature-based climate solutions, climate smart agriculture, park creation and outdoor access, and clean energy programs. If approved the Bond measure would be placed on the March 5, 2024, statewide primary election. This bill would become operative only if SB 638 of the 2023–24 Regular Session is enacted and takes effect on or before January 1, 2024.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Eastern Sierra Comprehensive Economic Development Strategy (CEDS) Draft Review and Finalization Process.
Council Meeting Date: 7/12/2023
Prepared by: Sandra Moberly, Community and Economic Development Director Recommended Motion: Staff recommends that the Council review the draft CEDS document and provide comments as needed.
Background: The Eastern Sierra, including Alpine, Inyo and Mono Counties, is currently engaged in the development of a regional economic development strategy required to access federal funding opportunities known as a Comprehensive Economic Development Strategy (CEDS). The project is funded by a grant provided by the Rural County Representatives of California (RCRC) and is being prepared by Thomas P. Miller and Associates (TPMA). A stakeholder committee comprised of staff from each member agency as well as TPMA worked on the process to complete the draft CEDS which included comprehensive stakeholder meetings throughout the Eastern Sierra during the week of April 24, 2023. The draft CEDS is included as Attachment 1.
Summary: The draft CEDS includes a strategic roadmap to promote sustainable economic growth and prosperity in the region. This document reflects the collaborative efforts of various stakeholders, including local businesses, community organizations, and government agencies, with the aim of enhancing the economic well-being of our communities. The Eastern Sierra Council of Governments (ESCOG) will be the entity that submits the CEDS to the US Economic Development Administration (EDA) for formal approval.
The attached draft is provided to the Town Council in advance of the public review period which is anticipated to be from July 31- August 30, 2023. Staff can take comments from the Town Council and provide them to the consultant for incorporation into the public review draft.
Following the public review period, the Town Council will consider adopting a resolution of support for the CEDS which will allow the ESCOG to submit the CEDS to the EDA for approval.
The adopted CEDS will be used to help guide economic development in the Eastern Sierra and will also make the Town eligible for additional grant funding through the EDA and other sources.
Attachment:
Attachment 1: 2023‐ 2028 Eastern Sierra Region Comprehensive Economic Development Strategy (CEDS)
2023‐2028 EASTERN SIERRA REGION
COMPREHENSIVE ECONOMIC
DEVELOPMENT STRATEGY (CEDS)
SUBMITTED TO:
GOLDEN STATE
FINANCE AUTHORITY
SUBMITTED BY:
June 29, 2023
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TABLE OF CONTENTS
Executive Summary ................................................................................................................ 34 About The Eastern Sierra Council of Governments .............................................................. 34 SWOT Analysis.................................................................................................................... 34 Strategic Action Plan .......................................................................................................... 34 Introduction........................................................................................................................... 65 About The Eastern Sierra Council of Governments .............................................................. 65 What is a CEDS?.................................................................................................................... 6 Eastern Sierra Comprehensive Economic Development Strategy ......................................... 76 Summary Background and Regional Overview......................................................................... 87 Cultural Assets.................................................................................................................... 87 Natural Assets .................................................................................................................... 98 Demographic and Socioeconomic Data ............................................................................... 98 Labor Force Analysis........................................................................................................1514 Infrastructure Assets .......................................................................................................1716 Regional Environmental Considerations ...........................................................................1917 Regional Economic Overview ...........................................................................................2221 Economic Resiliency ........................................................................................................2726 SWOT Analysis (kylie w/ libby).............................................................................................2827 SWOT Process..................................................................................................................2827 Strategic Action Plan & Evaluation Framework ....................................................................3736 Vision Statement .............................................................................................................3736 Goals and Objectives (Cecilia) ..........................................................................................3736 Evaluation Framework ........................................................... Error! Bookmark not defined.55 Appendix.............................................................................................................................5256 Resolution and Other Official Documents ........................................................................5256 CEDS Steering Committee & Participating Organizations..................................................5256 Verification of the 30‐Day Public Comment Period...........................................................5256
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EXECUTIVE SUMMARY
About The Eastern Sierra Council of Governments
The Eastern Sierra Council of Governments (ESCOG) is a Joint Powers Authority (JPA) agency made up of the following member agencies: City of Bishop, the Town of Mammoth Lakes, Inyo County, and Mono County. The ESCOG coordinates regional planning and economic development efforts throughout the Eastern Sierra, working cooperatively with local, state and federal partners to support community development, economic diversification, sustainable recreation, ecosystem management and climate resiliency for a more prosperous, sustainable, and resilient region.
The ESCOG is empowered to work across jurisdictional boundaries by the Sustainable Recreation and Ecosystem Management Program, the Community Economic Resiliency Fund Pilot Program and the Inyo Mono Broadband Consortium Program, which were adopted by the resolution of all four member agencies1
.
The ESCOG will serve as the lead entity in the region to submit the plan to the US Department of Commerce Economic Development Administration (EDA), track plan progress and submit annual progress reports as required by the EDA.
SWOT Analysis
SWOT Analysis
Strengths Weaknesses
Connection to Community
Tourism & Recreation Industry
Community Resilience
Natural Assets
Housing
Land Ownership
Talent Attraction & Retention
Remoteness
Opportunities Threats
Housing & Infrastructure
Education & Entrepreneurship
Industry Diversification
Transportation
Climate Change & Natural Disaster
Infrastructure
Government Relations
Cost of Living
Strategic Action Plan
VISION STATEMENT
The Eastern Sierra region envisions a future which includes economic prosperity and environmental stewardship realized through collaborative 1 Description provided by ESCOG on their website: https://escog.ca.gov/mission-overview
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efforts to preserve natural assets and historic culture, enhance regional connectivity and resiliency, and advance vibrant and inclusive communities.
The strategic action plan builds on this vision by building goals and objectives around the following focus areas:
1. Access & Connectivity
From roadways to broadband to air travel, the importance of connectivity was a focus in stakeholder sessions and is supported by regional data and literature.
2. Community & Culture
The Eastern Sierra region boasts a strong culture of community among the residents, workers, and other key stakeholders with vested interest in the success of the region and its economies.
3. Economic Expansion & Diversification
With the undisputed asset of a healthy tourism and outdoor recreation industry, regional leaders want to leverage the industry’s benefits for economic growth while pursuing opportunities for economic diversification in pursuit of increased economic resiliency.
4. Environmental Resilience & Sustainability
The region has a robust inventory of natural assets to protect, frequent exposure to natural hazards, and a population accustomed to persevering and “bouncing back,” calling for efforts related to environmental resilience and sustainability.
5. Government Affairs & Advocacy
Regional collaboration and advocacy with state and federal entities is an important piece of strategy implementation and essential in order to pursue promising federal funding opportunities.
6. Housing Availability & Land Use
The extremely limited supply of privately owned land within the region colored the discussion around housing and land use, with stakeholders frustrated by perceived housing cost inflation and lack of opportunities for development.
Strategic Action Plan
Access & Connectivity
Goal: Improve and enhance regional access and connectivity within the region and with surrounding geographies.
Increase access to digital resources through broadband infrastructure buildout across the region.
Enhance the regional transportation network to provide residents, visitors, and businesses with more accessible, reliable options for moving in, out, and within the region.
Enhance response services to ensure remote communities are equipped for periods of time with no access to services.
Community & Culture
Goal:Maintain and capitalize on strong community culture
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Improve partnerships and interagency collaboration to benefit localities and facilitate regionally‐focused efforts.
Capitalize on strong community engagement to garner support for new initiatives, projects, etc.
Enhance the region's existing quality of life with additional amenities to attract and retain talent.
Strengthen tribal relationships in the communities and counties and involve leadership in conversations and decisions to plan and implement strategies. Build out a more robust, uniform regional communication strategy for sharing information, including emergency responses, with people who live, work, and recreate in the region.
Economic Expansion & Diversification
Goal: Grow and diversify the regional economy through support of existing and new businesses
Build relationships with existing businesses and respond to their needs. Create an environment for businesses to convene by industry to understand and address common issues related to supply chain, workforce, etc. Enhance network of entrepreneurial and small business resources to encourage new business development within the region.
Support investment of businesses in existing and new real estate solutions that complement industry and residential needs.
Thoroughly study and review the current status of the labor market and gaps in workforce services provision, for both employers and individuals.
Environmental Resilience & Sustainability
Goal: Prioritize opportunities to preserve natural assets and support service provision needs of residents during weather and disaster events
Reduce the challenges experienced by residents and visitors during winter climate events
Enhance the network of industry and community stewards to develop, adopt, and promote guidelines for sustainable tourism
Consider sustainable tourism as a budding industry with workforce needs and entrepreneurial opportunities
Government Affairs & Advocacy
Goal: Promote stronger government affairs & advocacy efforts Build capacity within ESCOG and its partners for improved government affairs, prioritizing relationship‐building with the key state and federal entities who directly impact the implementation of CEDS strategy recommendations. Study the broader economic impact of regional strategy recommendations to garner more support from state and federal government agencies. Equip local government partners with knowledge and capacity for procuring and administering federal funding to ensure relevant opportunities can be pursued.
Housing Availability & Land Use
Goal: Increase stock and availability of housing units with a focus on affordability for regional workforce
Increase amount of available land for private development Work to improve housing stock within restrictions on available land
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Expand additional housing options within affordable range for regional workforce The strategic action plan includes an evaluation framework to support implementation. It provides action steps, timelines for implementation, suggested metrics, and possible funding sources. The ESCOG will review progress on an annual basis and use the evaluation framework to assist with submission of the CEDS Annual Performance Report required of the EDA.
Strategies and implementation plans may be updated as needed as new information is gathered or new priorities are identified.
Recent updates to the EDA’s guidelines for the CEDS process include that the concept of economic resilience must be incorporated into the process and the final plan. In the Eastern Sierra CEDS, economic resilience emerged as a theme that touched several main themes and priority areas and is incorporated in several key areas throughout the plan.
INTRODUCTION
About The Eastern Sierra Council of Governments
The Eastern Sierra Council of Governments (ESCOG) is a Joint Powers Authority (JPA) agency made up of the following member agencies: City of Bishop, the Town of Mammoth Lakes, Inyo County, and Mono County. The ESCOG coordinates regional planning and economic development efforts throughout the Eastern Sierra, working cooperatively with local, state and federal partners to support community development, economic diversification, sustainable recreation, ecosystem management and climate resiliency for a more prosperous, sustainable, and resilient region.
The ESCOG is empowered to work across jurisdictional boundaries by the Sustainable Recreation and Ecosystem Management Program, the Community Economic Resiliency Fund Pilot Program and the Inyo Mono Broadband Consortium Program, which were adopted by the resolution of all four member agencies2
.
What is a CEDS?
A Comprehensive Economic Development Strategy (CEDS) is a unified, regionally focused action plan that provides a framework for an area’s economic growth and community development. The CEDS serves as an economic blueprint for the region and establishes a collaborative process that will help create jobs, foster more stable and diversified economies, and improve living conditions. It is a continuous planning process that addresses the economic challenges and opportunities of an area, providing objectives to strengthen economies through regional strategies which focus on economic and workforce development, quality of life, transportation, and other vital infrastructure. This five‐year CEDS will guide the direction of the Eastern Sierra region from 2023‐2028, encouraging new, collaborative efforts at the regional and local levels.
2 Description provided by ESCOG on their website: https://escog.ca.gov/mission-overview
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The Eastern Sierra CEDS addresses the four required elements of a CEDS, including:
Summary Background of the region’s economic conditions and demographics. SWOT Analysis to identify the region’s strengths, weaknesses, opportunities, and threats.
Strategic Direction/Action Plan – to incorporate tactics identified through the planning process, other plans, and stakeholder feedback to develop the priority strategies for the region.
Evaluation Framework – to identify and monitor performance measures associated with the plan.
Eastern Sierra Comprehensive Economic Development Strategy The CEDS builds on the region’s strengths, prioritizes key regional priorities, and emphasizes intentional collaboration to encourage coordinated growth and prosperity, as informed by data analysis and stakeholder engagement. The 2023‐2028 Eastern Sierra Regional CEDS was designed for regional, city, and county economic development practitioners, business leaders, elected officials, and stakeholders implementing programs that support the growth of businesses and enhance opportunities for individuals to access economic mobility in the region. The key component of this CEDS is to maintain and bolster the regional economy and job growth by continued linkage of the region’s workforce skills and strengths, recreational assets and amenities, and to meet the needs of high‐growth and emerging industries by maximizing assets in each of the three counties.
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SUMMARY BACKGROUND AND REGIONAL OVERVIEW
Cultural Assets
General Community Culture
The Eastern Sierra region in California includes Inyo, Mono, and Alpine Counties. The region is home to a rich history of mining, ranching, and agriculture, which has influenced the region’s cultural heritage, and it is also known for its stunning natural beauty and abundance of outdoor recreational experiences. The region is home to the Sierra Nevada Mountain Range, including Mount Whitney, the highest peak in the contiguous United States, as well as a number of national forests, wilderness areas, and state parks. Residents and visitors can experience desert and mountain landscapes with access to lake settings as well. The Eastern Sierra region is largely rural, with many small towns and communities scattered throughout the region. These rural areas offer a unique blend of traditional and modern lifestyles, with a focus on outdoor recreation and a connection to the natural environment.
Tribal Communities
The Eastern Sierra Region includes a significant presence from indigenous communities. The Bishop Paiute Tribe, the Lone Pine Paiute‐Shoshone Reservation, and the Big Pine Paiute Tribe of the Owens Valley are present in Inyo County, and the Bridgeport Indian Colony, the Lee Vining Paiute‐Shoshone Indian Reservation, the Fort Independence Indian Reservation, and the Walker River Paiute Tribe are in Mono County. The tribes’ enrollment numbers range from 400 to approximately 2,000 members in each tribe, and many of the tribes operate businesses to generate revenue, ranging from gas stations and small retail stores to a casino/resort. The tribes also have significant land holdings ranging up to 377,000 acres, but not every tribe has land that is designated as a reservation.
Tribal Communities in the Eastern Sierra Region
Fort Independence tribe of Paiute Indians
Big Pine Paiute Tribe of the Owens Valley
Bridgeport Indian Colony
Bishop Paiute Tribe
Timbi‐Sha Shoshone Tribe
Utu Utu Gwaitu Tribe of the Benton Reservation
Bridgeport Indian Colony
Regional Tourism Assets
There is significant pride across the region for the unique, accessible natural assets that attract visitors from near and far. Around half of the visitors that come to the region come from other areas of California. The region’s tourism partners showcase a wide range of experiences and activities, including guided tours and maps around themes of leaves changing and arts and culture, hot spots for wildflowers and fishing, theater festivals, and outdoor recreation activities for all four seasons. The region houses several museums that showcase artifacts and tell the stories of the tribes and settlers that have contributed to the rich history in the region.
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Outdoor enthusiasts can enjoy a wide range of activities in the Eastern Sierra, including hiking, backpacking, camping, fishing, hunting, rock climbing, mountain biking, and winter sports such as skiing and snowboarding. The region is also a popular destination for water sports, with numerous lakes, rivers, and streams offering opportunities for boating, kayaking, canoeing, and paddleboarding.
Natural Assets
The Eastern Sierra region’s natural assets are plentiful. Death Valley National Park is located in the eastern part of Inyo County and features breathtaking landscapes, including sand dunes, salt flats, and rugged mountains, and offers a wide range of activities for visitors, including hiking, camping, wildlife viewing, and stargazing. Mono County boasts the Mammoth Lakes area, with world‐class skiing and snowboarding. The John Muir Wilderness in the Inyo National Forest spans 100 miles across the Sierra Nevada mountain range and offers some of the best backpacking opportunities in the region. The Pacific Crest National Scenic Trail spans 2,650 miles from Mexico to Canada and passes through Alpine County, a unique experience for backpackers and equestrians.
Other natural assets precious and unique to the region include:
Alabama Hills Recreation Area
Ancient Bristlecone Pine Forest
Ansel Adams Wilderness
Bodie State Historic Park
Death Valley National Park
Devils Postpile National Monument
Hoover Wilderness
Humboldt‐Toiyabe National Forest
Inyo National Forest
Mono Basin National Forest Scenic Area
Mono Lake Tufa State Natural Reserve
Mount Whitney in the Sierra Nevada range
Sierra National Forest (just outside the region)
Toiyabe National Forest
Yosemite National Park (just outside the region)
Demographic and Socioeconomic Data
Population Estimates
The data presented in this section has been collected for the purpose of identifying trends and other aspects associated with economic development strategies. In many cases the data comes from public sources such as the U.S. Census Bureau (Census) and the American Community Survey (ACS), for which the 2021 5‐Year Estimates are presented. These data sets are widely regarded as the most accurate estimates available. However, these sources do have their limits. In the case of very low‐population regions, the ACS estimates have an unusually high
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reported margin for error. Such is the case with Alpine County, California3 . Because Alpine
County is only one of three counties presented in much of the data sets and estimates below, the effect on the overall accuracy is not necessarily problematic. However, in situations where only Alpine’s estimates are presented, the uncertainty in this data should be considered.
Figure 1: Eastern Sierra Region Population Trends. 2010‐2025(proj.). Sources: ACS/Lightcast Q1.2023.
Age
The population pyramid in
Figure 2 contains the
population, gender, and age
distribution estimates for the
three‐county region. Of note is
the 20+ percent of the
population that is older than
the “retirement age” of 65.
Adding individuals 55‐64 years
old who are “approaching
retirement” brings the number
of individuals over 55 years to
36.44% of the population. This
is ten percentage points higher
than the statewide average. For
context, there are fewer
individuals between 25 and 54
years of age in the region of
Alpine, Inyo, and Mono
counties than over 55 years of
age.
3 For example, the estimated 2021 population for Alpine County is 1,344, but the Margin of Error (MoE) is stated as a plus or minus 228. This means that the ACS estimates with 95% certainty that Alpine County’s population is somewhere between 1,116 and 1,572. These high MoEs suggest a relatively large uncertainty in the accuracy of the data presented.
1,176 1,131 1,159 1,344 1,486
18,434 18,373 17,930 18,804 19,599
13,905 14,146 14,395 13,291 14,133
33,515 33,650 33,484 33,439 35,218
‐
10,000
20,000
30,000
40,000
2010 2015 2020 2021 2025 est
Population Trends 2010‐2025
Alpine Inyo Mono Region
Figure 2: Eastern Sierra Population Pyramid. Source: 2021 ACS 5‐Year Estimates.
10.0 5.0 0.00 5.00 10.00
Under 5 years
5 to 9 years
10 to 14 years
15 to 19 years
20 to 24 years
25 to 29 years
30 to 34 years
35 to 39 years
40 to 44 years
45 to 49 years
50 to 54 years
55 to 59 years
60 to 64 years
65 to 69 years
70 to 74 years
75 to 79 years
80 to 84 years
85 years and over
Eastern Sierra Region Population
Pyramid
% Males % Females
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This aging population may pose a threat to the regional economy in the coming years as another 16.3% of the population will reach age 65 in the next ten years. This likely means that more people will exit the workforce than will enter it if current trends remain consistent. An aging population can also place a greater strain on regional resources, infrastructure, and services.
Race
Overall, the racial breakdown of the three‐county region is just over three‐quarters White, over eight percent American Indian and Alaskan Native, and another 8.5 percent two‐or‐more races. Mono County has the largest percentage of White and Asian‐American residents.
Figure 3: Eastern Sierra Population by Race. Source: ACS 2021 5‐Year Estimates.
Poverty
According to 2021 statistics, poverty is most prevalent among children throughout the region.
While overall poverty is estimated in the three‐county region at just over 10.5%, Alpine County is estimated to have the highest rate of poverty at 12%. For residents in the region ages 25 and over, poverty is most prevalent among those who are not high school graduates at 22%.
Although White residents make up a vast majority of the counties, the poverty rate for these individuals is below 9%, where poverty rates in the Native American and African American communities is 15.41% and 14.29% respectively.
Alpine
Inyo
Mono
3‐County
Alpine Inyo Mono 3‐County
White 59.20% 74.00% 80.30% 75.92%
Black or African American 0.60% 0.50% 0.10% 0.34%
American Indian and Alaska Native 28.80% 11.20% 1.70% 8.12% Asian 0.70% 1.60% 4.60% 2.75%
Native Hawaiian and Pacific Islander 0.50% 0.10% 0.00% 0.09% Some other race 0.30% 3.10% 5.90% 4.12%
Two or more races 9.80% 9.50% 7.30% 8.65%
Population by Race
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Figure 4: Poverty Status by Age Bracket. Source: ACS 2021 5‐Year Estimates.
Housing Statistics
Median Household Income
According to ACS estimates, Alpine County has the highest median household income (MHHI) in the region at $96,000. This would be higher than the statewide median of $84,907. The MHHI for renter‐occupied households in all three counties is roughly the same at around $54,000. For Inyo county, there is an unusually small gap between the MHHI of owner‐ occupied and renter‐occupied households. Alpine County shows the largest gap between these two groups of residents.
Figure 5: Median Household Income by Tenure. Source: ACS 2021 5‐Year Estimates.
Housing Costs 2017-2021
From 2017‐2021, housing costs across the three counties appear to have been affected differently by the COVID‐19 pandemic. These costs rose dramatically in many regions across the country due to the pandemic, and Mono County appears to have shown a similar trajectory with a 31.32% increase in housing costs from 2017 to 2021. Housing costs in Alpine County rose by about 12.4% over the same period. Estimates in Alpine County show a significant
12.90%
10.80% 10.00%
17.00%
14.20%
19.30%
16.40%
10.20%
7.90%
3.70%
9.00%
6.40%
Alpine Inyo Mono
Poverty Status by Age Bracket
Total Under 18 years 18 to 64 years 65 years and over
$96,000
$60,925
$71,138
$106,442
$67,966
$88,073
$55,781 $53,953 $54,764
Alpine Inyo Mono
Median Household Income by Tenure
Total Owner‐Occupied Renter‐Occupied
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adjustment during the years of 2020 and 2021. Housing costs had been dropping in the years leading up to the COVID‐19 outbreak but jumped significantly after 2020.
Figure 6: Median Housing Costs 2017‐2021. Source: ACS 2021 5‐Year Estimates.
Housing Cost Burden
The U.S. Department of Housing and Urban Development (HUD) designates a household as “cost burdened” if more than 30% of the household’s income is spent on housing costs, which include mortgage/rent and utilities. Where housing costs top this 30% threshold, it is determined that the household is having to limit expenses on other essential needs such as food, clothing, etc.
According to ACS estimates, Alpine County has the lowest incidence of housing cost burden, with a highly unusual 10% of renter‐occupied households receiving this designation. The causes for this anomaly are yet to be fully determined but is in part the result of higher‐than‐ average income estimates and relatively low median rental costs.
In general, the percentage of cost‐burdened households in the three‐county region are somewhat low relative to many communities around the country. It is not uncommon to see higher percentages of renter‐occupied households experiencing cost burden. That being said, roughly 30% of these households are still experiencing difficulty in making ends meet due to housing costs.
$1,240
$1,397
$856
$962
$1,114
$1,463
$800
$900
$1,000
$1,100
$1,200
$1,300
$1,400
$1,500
2017 2018 2019 2020 2021
Median Housing Costs 2017‐2021
Alpine Inyo Mono
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Figure 7: Percent of Households Cost Burdened by Tenure. Source: ACS 2021 5‐Year Estimates.
Cost of Living
Table 1 below contains cost of living estimates in Alpine, Inyo, and Mono counties as determined by the MIT Cost of Living Calculator4
. These figures compare what is considered a
“living wage” and “poverty wage” to the state’s minimum wage. In almost all cases, the minimum wage does surpass the poverty wage throughout the region, although in some cases it does not. According to these estimates, the minimum wage is not considered a living wage for any type of household. While this is not necessarily uncommon, it is not currently possible in any scenario to live comfortably on a minimum wage in the region. 1 ADULT
2 ADULTS 2 ADULTS
(1 WORKING) (BOTH WORKING)
Alpine
0 Children
1 Child
2 Children
3 Children
0 Children
1 Child
2 Children
3 Children
0 Children
1 Child
2 Children
3 Children
Living
Wage $16.39 $35.08 $45.57 $61.40 $26.80 $33.63 $38.58 $43.82 $13.40 $19.69 $25.07 $30.65 Poverty
Wage $6.53 $8.80 $11.07 $13.34 $8.80 $11.07 $13.34 $15.61 $4.40 $5.54 $6.67 $7.81 Minimum
Wage $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 Mono
Living
Wage $18.48 $39.33 $52.97 $72.23 $28.40 $35.43 $40.38 $46.06 $14.20 $21.80 $28.46 $35.91 Poverty
Wage $6.53 $8.80 $11.07 $13.34 $8.80 $11.07 $13.34 $15.61 $4.40 $5.54 $6.67 $7.81 Minimum
Wage $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 Inyo
4 https://livingwage.mit.edu/states/06/locations
19.60%
27.60%
33.40%
21.70%
25.20%
36.10%
10.10%
32.10%
28.30%
Alpine Inyo Mono
Percent of Households Cost Burdened by Tenure
Total Owner‐Occupied Renter‐Occupied
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Living
Wage $16.60 $35.57 $46.61 $63.00 $27.17 $33.65 $38.61 $43.86 $13.59 $19.93 $25.55 $31.40 Poverty
Wage $6.53 $8.80 $11.07 $13.34 $8.80 $11.07 $13.34 $15.61 $4.40 $5.54 $6.67 $7.81 Minimum
Wage $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 $15.50 Table 1: Eastern Sierra Cost of Living. Source: MIT Cost of Living Calculator.
Community Health
Table 2 displays the 2023 County Health Rankings for the State of California5. Prepared by the University of Wisconsin Population Health Institute, the County Health Rankings and Roadmaps program develops health metrics for nearly every county in the country. These rankings represent data from dozens of measures from health outcomes and behaviors. In Table 2, the county ranks (from 1 to 58) are provided for each of the Eastern Sierra counties based on its score for each ranked measure.
Length of
Life
Quality of
Life
Health
Behaviors
Clinical
Care
Social &
Economic
Factors
Physical
Environment
Alpine
County
29th 21st 29th 49th 53rd 1st
Inyo
County
45th 45th 28th 36th 21st 2nd
Mono
County
1st 34th 25th 31st 12th 6th
Table 2: Community Health Rankings for Eastern Sierra Counties. Source: University of Wisconsin Population Health Institute.
Labor Force Analysis
Labor Force Participation
Although the three‐county Eastern Sierra Region exhibits a 64.6% Labor Force Participation Rate (LFPR), the regional numbers are significantly impacted by the higher LFPR in Mono County (82.4%). The lower rates in Alpine and Inyo Counties reflects national trends that show lower labor force participation in areas with Native American communities, especially those living on reservation lands.6 Some researchers argue that the LFPR metric is inadequate for measuring the number of individuals who are actively looking for work in remote areas that do not offer many job opportunities. For regions like the Eastern Sierra region, Labor Force Participation may not be a useful assessment of the regional labor force. 5 https://www.countyhealthrankings.org/explore‐health‐
rankings/california?year=2023&measure=Air+Pollution+‐+Particulate+Matter 6 A 2019 report from the U.S. Bureau of Labor Statistics (BLS) detailed these trends, showing that “American Indians and Alaska Natives (ALAN) had… a higher unemployment rate, and a lower labor force participation rate than the overall U.S. population. In addition, the unemployment rate was higher for ALANs who lived in an ALAN area—that is, a federal or state American Indiana reservation or off‐reservation trust land, tribal statistical area, or Alaska Native village statistical area—than ALANs who lived elsewhere.”
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County Civilian, Non‐
Institutionalized
Population (16+
years)
Labor Force Labor Force
Participation Rate
(LFPR)
Alpine 1,137 578 50.8%
Inyo 15,472 8,236 53.2%
Mono 10,773 8,879 82.4%
3‐County Region 27,382 17,693 64.6%
Table 3: Labor Force Participation Rates. Source: Lightcast, 2023.Q1.
Unemployment
As Figure 8 demonstrates, unemployment rates across the three counties remained relatively close to one another up to 2019, with Alpine County showing slightly higher unemployment.
Inyo County’s labor force participation was affected the least by the COVID‐19 pandemic.
Figure 8: Unemployment Rates 2016‐2021. Source: ACS 2021 5‐Year Estimates.
Job Opportunities in the Region
Healthcare jobs lead the region in terms of monthly job postings, with administrative, sales, maintenance, management, and food service roles following and closely grouped together. Job postings represent opportunities in a range of industries and occupations, indicating that the region can support residents with diverse and varied skillsets. Of the top occupations in terms of job postings, high levels of educational attainment may not be required, but technical training or some post‐secondary education is likely needed to meet job requirements.
Occupation
Unique Average Monthly Postings
(Apr 2022 - Mar 2023)
Healthcare Practitioners and Technical 50
Office and Administrative Support 30
Sales and Related 29
Installation, Maintenance, and Repair 29
Management 27
Food Preparation and Serving Related 26
8.09%
5.88%
6.82%
6.41%
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
2016 2017 2018 2019 2020 2021
Unemployment Rates 2016‐2021
Alpine Inyo Mono Region
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Table 4: Average Monthly Job Postings for Eastern Sierra Region. Source: Lightcast Q1.2023.
Educational Attainment Levels
Among Eastern Sierra counties, Mono ranks last in educational attainment levels at the low end, with over 6% of the population never entering high school and another 7% not finishing high school. All three counties rank evenly with nearly a quarter of the population having attended some college but without earning a degree. Alpine County ranks highest among the three with bachelors and graduate degrees.
County Less
than
9th
Grade
Some HS,
No
Diploma
HS
Diploma
Some
College,
No
Degree
Associate’s
Degree
Bachelor’s
Degree
Graduate
Degree
and
Higher
Alpine 3.1% 2.1% 21.0% 24.6% 4.2% 23.3% 21.6%
Inyo 3.1% 4.7% 30.9% 24.5% 9.1% 16.3% 11.4%
Mono 6.3% 7.3% 22.2% 24.7% 10.9% 18.1% 10.4%
Eastern
Sierra
Region
4.3% 5.6% 27.1% 24.6% 9.6% 17.3% 11.4%
California 8.9% 7.1% 80.7% 80.2% 8.0% 21.7% 13.4%
United
States
4.7% 6.2% 26.3% 19.8% 8.8% 20.8% 13.3%
Table 5: Educational Attainment. Source: Lightcast Q1.2023.
Infrastructure Assets
Highways and Interstates
A number of major thoroughfares connect the region to surrounding geographies. In Inyo County, US‐395 runs North‐South, CA‐190 runs East‐West, CA‐127 and CA‐178 cross the Southeast corner, and I‐168 crosses the northwest corner. In Mono County, US‐395 runs North‐ South, CA‐120 runs East‐West, and US‐6 crosses the Southeast corner. In Alpine County, CA‐4 connects the Southwest and Northwest corners, CA‐88 North crosses the corner, and CA‐89 connects CA‐4 and CA‐88.
Public Transportation
In Alpine County, public transportation options include Alpine County Community Development’s Dial‐A‐Ride program, which operates Monday through Friday from 8am to 9pm to a limited number of destinations in the county for a small fee. Other providers operating in the county include Amtrack and Greyhound, which operate routes throughout the US with access to local stops outside of the county but accessible via the Dial‐A‐Ride program.
The Eastern Sierra Transit Authority exists as a joint agency serving Inyo and Mono Counties and provides routes throughout the region accessible from several in‐demand locations.
Expanding and improving access to public transit is a priority for the two counties, as a more robust system could serve indigenous communities and through‐hikers as well as facilitate any forced evacuation necessary in response to natural disaster.
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Airports
Although no international airports or major commercial airports exist in the region, the region is served by neighboring Fresno Yosemite International Airport, Sacramento International Airport, and Las Vegas Harry Reid International Airport.
The region does contain regional and general aviation airports, including Eastern Sierra Regional airport in Bishop, and Mammoth Yosemite Regional Airport near Mammoth Lakes.
Other general aviation airports include Independence, Lone Pine, Furnace Creek, Trona, Lee Vining, and Bryant.
Broadband
Broadband availability in the region is poor compared to federal goals and minimum thresholds for service. Although data about levels of service reported to the FCC by internet service providers is not made publicly available in real time, Form 477 indicates that for much of the region, no provider reports service faster than the minimum threshold to be considered broadband, 25/3mbps.
Speed test results reinforce the
level of service providers report,
with large portions of the region
producing average speed test
results below 25/3mbps. Slow
speeds are likely the result of
legacy technology or wireless
infrastructure failing to meet
consumers not in close‐range.
Although existing service is less
than adequate to meet the needs
of residents relying on broadband
connectivity for work, school, or
leisure, a significant fiber backbone
exists in the region as a resource
for potential network expansion.
Regional officials are interested in
engaging providers to discuss
potential buildout from existing
infrastructure.
It was announced in June 2023 that the State of California will receive approximately $1.9 billion in funding from the federal Broadband, Equity, Accessibility, and Deployment (BEAD) grant program, created to ensure all Americans can access affordable, accessible, and reliable high‐speed internet service by 2030. This is an important advocacy opportunity for the region to ensure the region receives a fair share of California’s BEAD funds to improve high‐speed internet access for residents and businesses.
Figure 9: Broadband Speed Scores. Source: FCC Form 477 Summary Report.
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Regional Environmental Considerations
Alpine County was founded at the onset of the discovery of silver deposits in the Sierra Nevada Mountains, and since its formation residents have celebrated the beauty of the landscape and the natural resources present while simultaneously recognizing the natural hazards and conservation needs that accompany the landscape. The county is 96% public land, and residents and local officials are invested in preserving the natural assets present.
Mono County, with arid valleys alternating between Eastern Sierran peaks, was also formed at the onset of the discovery of natural resources in the area. The gold rush attracted thousands of new residents, some of whom continued to stay and ranch or engage in other enterprise after mining for gold was no longer lucrative. Roughly 94% of Mono County is publicly owned.
Inyo County also contains arid valleys and tall peaks, with silver mines originally drawing settlers to the area. Those originally drawn to the area to mine silver expanded to salt, tungsten, and borax. Mining was lucrative throughout the early 1900s, with ranching activity also popular among settlers.
Energy Supply
Alpine County
Power lines supply energy to county residents and businesses, but the lines are especially vulnerable due to the environmental extremes the area experiences. Historically, high winds, severe thunderstorms, and winter storms have been the main causes of electrical utility loss in Alpine County. The fragmented water and wastewater utility provision in the county stand to be especially affected by power outages, as most do not have backup generators.
Mono County
Privately‐owned Southern California Edison serves the Town of Mammoth Lakes and most of Mono County. Unincorporated Coleville and Walker are served by Liberty Utilities, and the southeastern tip of the county is served by member‐owned Valley Electric Transmission. The county is primarily served by two main transmission lines and 13 substations, and failure or disruption of a line or substation due to natural hazards or equipment malfunction is a more‐ frequent countywide disruption.
Inyo County
Three agencies provide electricity to Inyo County: Southern California Edison serves most of the county, and Los Angeles Department of Water And Power (LADWP) and The Valley Electric Association serve some smaller communities. The county has 17 power plants, 14 hydroelectric facilities, and three geothermal power plants. The county has two major power lines and 25 substations, which must remain secure in order to prevent outages.
Water Quality & Supply
Aging infrastructure and environmental hazards may threaten water quality for humans and for wildlife. Regionally, provision of water is fragmented and relies on several small suppliers with limited resources and communication. Hazard mitigation strategies focus on preserving water resources and ensuring the resilience of water infrastructure.
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Much of the region’s land is owned by the City of Los Angeles and is restricted for use as an important watershed for the city. This extreme restriction on land use within the region for the benefit of communities outside the region has been a topic of contention politically and has contributed to the extremely limited land that is available to the region for development.
Alpine County
A few public utility districts operate or provide water services in Alpine County, including Bear Valley Water District, Kirkwood Meadows Public Utility District, Markleeville Public Utility District, South Tahoe Public Utility District, and Washoe Utility Management Authority. Private utility companies Lake Alpine Water Company, Markleeville Water Company, and Woodfords Mutual Water Company also bring water and wastewater services to consumers.
Mono County
Largely unincorporated Mono County is supplied through a number of special districts tapping into groundwater wells. Other areas rely on private wells and septic systems for their water supply. Although Mono Lake exists in the region as a significant resource, the LADWP diverts water that previously flowed into the lake and has rights to the surface water as part of a controversial purchase.
Inyo County
Similar to Mono County, a controversial purchase by the City of Los Angeles limits the water resources that county residents have access to. Los Angeles purchased water rights to the Owens River and diverts almost all of the water through an aqueduct. Many water systems exist in the county relying on groundwater and surface water.
Air Quality
Wildland fires pose the biggest threat to air quality in the region. Residents must remain alert to air quality reports when in proximity to a wildland fire, as it can take weeks for smoke and fire‐related particulates to clear.
The 2022 wildland fire season ran longer than anticipated and resulted in air quality alerts to the Eastern Sierra from the Great Basin Unified Air Pollution Control Board. Sensitive groups including those with respiratory illnesses must be especially cautious in response to these alerts.
Climate Change & Hazard Mitigation
Climate change is expected to exacerbate existing hazards in the region. Climate change is expected to contribute to increased frequency and extremity of natural disasters including wildland fires, draught, dam vulnerability, and more.
Existing hazard mitigation plans were developed prior to 2020 and chose to not profile the hazard type “Epidemic,” as no recent or historic events had occurred at the time. Soon after, COVID‐19 interrupted all parts of daily life, guaranteeing that future planning efforts will include considerations for similar situations.
Alpine County
Alpine County’s hazard mitigation plan profiles 10 hazards:
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Hazard Risk Level
Avalanche Low
Dam Failure Low
Drought High
Earthquake Moderate
Flood Moderate
Hazardous Material Event Moderate
Landslide Moderate
Severe Weather High
Communication/Utility Loss High
Wildland Fire High
Table 6: Alpine County Hazard Classification. Source: Alpine County Hazard Mitigation Plan.
Nature, location, extent, and probability of future events are discussed for each hazard. After extensive profiling, strategies and recommendations were developed to reduce the possibility of damage and losses due to each hazard. Goals include expanding existing avalanche warning systems, updating ordinances pertaining to septic system maintenance, reviewing and retrofitting county buildings and schools to withstand earthquake events, increasing capacity of drainage systems, and adopting a County grading ordinance. The plan also recommends that a feasibility study be conducted to determine whether a biomass‐to‐bioenergy facility is viable in the county.
Mono County
Mono County’s hazard mitigation plan profiles 12 hazards:
Hazard Risk Level (1‐4)
Wildfire 3.4
Severe Winter Weather & Snow 3.2
Earthquake & Seismic Hazards 2.9
Volcano 2.8
Climate Change 2.8
Drought 2.6
Severe Wind 2.4
Flood 2.3
Landslide 2.2
Avalanche 2.1
Dam Failure 2.0
Hazardous Materials 1.9
Disease/Pest Management 1.6
Table 7: Mono County Hazard Classification. Source: Mono County Hazard Mitigation Plan.
Each hazard is discussed in terms of hazard level, hazard history, and likely impacted locations.
Risk is also discussed in terms of likelihood and land ownership. Measures recommended to mitigate hazards include improving cell and radio coverage, considering the creation of additional emergency access routes, requiring newly designed structures to be retrofitted to withstand priority hazards, developing a grant program to ensure building exteriors can
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become code‐compliant, maintaining a list of isolated and vulnerable residents who may require special emergency response services, and acquiring properties in avalanche zones.
Inyo County
Inyo County’s hazard mitigation plan profiles 10 hazards:
Hazard Risk Level
Avalanche Medium
Dam or Aqueduct Failure Medium
Disease/Pest Management Medium
Drought High
Seismic Hazards High
Severe Weather High
Flood High
Geological Hazards Medium
Hazardous Materials Medium
Wildfire High
Table 8: Inyo County Hazard Classification. Source: Inyo County Hazard Mitigation Plan.
Hazards are discussed in terms of history, impacts, locations, extent, future risk, and climate change considerations. Actions for mitigation include improving telecommunication infrastructure, informing residents of potential hazards, restricting access to avalanche‐prone areas, encouraging the use of pest‐resistant vegetation in landscaping projects, exploring opportunities to diversify water sources, and requiring new development to occur outside of fault rupture hazard zones.
Regional Economic Overview
The region’s economy is supported by a robust and diverse outdoor tourism and recreation sector, with Government and Accommodation and Food Services appearing as top industries in terms of number of jobs, location quotient, and competitive effect. The success of these industries can be attributed to the diverse and largely publicly owned natural assets that drive outdoor recreation and tourism across the region.
Government, manufacturing, and utilities are also notable components of the region’s economic fabric. Government activity makes up a large portion of the region’s jobs and economic activity. The sector is amplified by the National Park, National Forests, and other federally owned and maintained land. Manufacturing also accounts for a large number of jobs and share of economic output, primarily in beverage and tobacco products as well as wood products and electronics. Utilities account for about 110 jobs in the region, which is notable relative to population size and contributes to a high location quotient.
Top Industries
The region’s top industries when examining 2‐digit NAICS codes enforce the importance of government jobs, which include roles at all levels of government, but excludes public schools and hospitals. Accommodation and food services in addition to retail trade follow government at key employers in the region and indicate the importance of tourism to the region’s economy.
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Figure 10: Top Regional Industries by Job Count. Source: Lightcast Q1.2023.
Top Growing Industries
By number of jobs, the accommodation and food service industry was the top growing industry in the region from 2017 to 2022. The estimated 100‐job growth only represents a 4% increase for the already‐robust industry, a lower rate of growth than smaller industries included. It should also be noted that the accommodation and food service industry has the lowest wages and highest location quotient of all industries on the list below, with average annual earnings of $39,624 (the only top growing industry with average annual earnings below $50,000) and a location quotient of 3.82 (the only top growing industry to exceed a location quotient of 1).
NAICS
Code Industry 2017 Jobs
2022
Jobs
Change
in Jobs
%
Change
in Jobs
72 Accommodation and Food Services 4,935 5,143 207 4%
56 Administrative and Support and Waste Management and Remediation Services 307 408 100 33% 31 Manufacturing 361 454 93 26%
62 Health Care and Social Assistance 468 555 86 18%
23 Construction 766 790 24 3%
48 Transportation and Warehousing 71 87 16 23%
61 Educational Services 95 105 10 11%
11 Agriculture, Forestry, Fishing and Hunting 96 101 5 6% Table 9: Top Growing Industries in the Eastern Sierra Region, Lightcast 2023 Top Employers
An analysis by Lightcast using data from job postings in the region identified Mammoth Resorts as the region’s top employer. Mammoth Resorts operates several year‐round enterprises, including a variety of options for accommodation, dining, and recreation. Other key employers include regional hospitals and government positions, including the Forest Service.
The region’s top employers reinforce the geography’s status as a tourism & recreation‐focused region with significant environmental conservation priorities and natural assets to care for.
With top regional employers in tourism and hospitality, wages consistent with cost of living 5,751
4,567
1,473
824
817
Government
Accommodation and Food Services
Retail Trade
Other Services (except Public Administration)
Construction
Top Industries by 2021 Jobs
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and availability of workforce housing may be a concern. The presence of federal government activity is also apparent in the region’s top employers, with both domestic stewardship efforts and defense activity occupying a significant presence in the region.
Top Companies Job Profiles
Mammoth Resorts 318
Mammoth Hospital 172
Northern Inyo Hospital 159
Forest Service 78
Mono County 76
County Of Inyo 71
Caltrans 68
Owens Valley Career Development Center 52
Toiyabe Indian Health Project 51
Marine Corps Recruiting Ofc 43
Table 10: Eastern Sierra Top Companies by Employment Count. Source: Lightcast, Q1.2023.
Top Occupations
Regional top occupations include jobs in industries related to tourism and hospitality, with retail, food service, and facilities jobs represented as a sizeable share of the top spots.
Healthcare occupations also appear on the list, re‐enforcing the importance of the healthcare industry as hospitals also include two of the region’s largest employers. The presence of protective service jobs in the region’s top occupations indicates again the importance of government‐supported positions and mostly include public safety and first‐response positions.
Figure 11: Eastern Sierra Top Occupations by Job Count. Source: Lightcast Q1.2023.
Wages and historic growth in the region’s top industries can help to paint a complete picture of workforce and economic conditions that the region must manage. Of the top eight occupations, the top three have shed jobs in the past five years, and the following five have added jobs. Jobs loss data in food service, and to a lesser extent, sales, likely is still reflecting 2,697
1,882
1,350
1,322
1,157
880
873
810
Food Preparation and Serving Related
Office and Administrative Support
Sales and Related
Building and Grounds Cleaning and Maintenance
Management
Installation, Maintenance, and Repair
Healthcare Practitioners and Technical
Protective Service
Top Occupations
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pandemic‐era job shocks in these industries. Growth in the remaining top industries contribute to a modest total job growth of 266, a reflection of the region’s stable population size in recent years.
Of the region’s top eight occupations, only three typically support wages adequate to support cost of living in most scenarios. Individuals with children or without a working partner may struggle to manage expenses while working in food service, facilities, sales, and potentially office and administrative work or maintenance and repair work.
Occupation Growth Wages
Food Preparation and Serving Related -416 $15.86
Office and Administrative Support -214 $20.01
Sales and Related -84 $15.92
Building and Grounds Cleaning and Maintenance +96 $16.27 Management +282 $40.98
Installation, Maintenance, and Repair +85 $23.62
Healthcare Practitioners and Technical +73 $49.33
Protective Service +29 $30.49
Table 11: Eastern Sierra Job Growth. Source: Lightcast Q1.2023.
Regional Industry Clusters
In Table 12, the region’s top industry clusters are displayed in terms of job count, including their projected growth over a ten‐year period from 2018 to 2028 and the average annual earnings per job within the industry. Average earnings significantly above the regional average of $64,913 are presented in green and those significantly lower are presented in red.
Industry (3-Digit NAICS Code) 2022
Jobs
2018-2028
% Job Growth
Avg. Earnings
Per Job
Local Government (903) 4,018 7% $95,669
Food Services and Drinking Places (722) 2,791 60% $34,264 Accommodation (721) 2,476 6% $48,293
Federal Government (901) 936 -17% $87,168
Specialty Trade Contractors (238) 546 39% $61,820
Amusement, Gambling, and Recreation Industries (713) 486 1% $46,102 State Government (902) 449 16% $113,622
Real Estate (531) 401 -6% $61,130
Table 12: Eastern Sierra Top Industries Trends. Source: Lightcast Q1.2023.
In general, most workers in the Eastern Sierra region are employed by local governments. Food service and accommodation industries employ roughly 5,200 workers, with the food industry projected to continue to grow significantly in the years to come. Jobs in these industry clusters
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make significantly less than the average earnings in the region and workers in these jobs are likely to struggle to meet the area’s cost of living.
Commuting Patterns
Table 14 displays commuting data from two vantagepoints: where workers live and where workers work. The top half of the table displays the percentage of resident workers (those who live in the region and have jobs) who work in the region and the percent of those who work outside of the region. As the table shows, nearly 50% of the resident workforce leaves the three‐county for their jobs. Many of these workers are commuting to the larger metropolitan regions of San Francisco, Sacramento, Fresno, San Jose, and Bakersfield7. Out of state employment destinations include Reno and Las Vegas markets.
Within the region, the largest employment centers are in Bishop (19.2% of Eastern Sierra’s resident workers) and Mammoth Lakes (14.7%). 64.3% of all jobs in the region are held by residents. However, only 54.9% of Eastern Sierra resident workers hold jobs in the region itself, whereas 45.1% of resident workers leave the region for their jobs.
Work in Eastern Sierra Work Outside of Eastern Sierra
Workers Living in
Eastern Sierra Region 54.9% 45.1%
Live in Eastern Sierra Live Outside of Eastern Sierra
Workers Employed in
Eastern Sierra Region 64.3% 35.7%
Table 13: Where Eastern Sierra Workers Live and Work. Source: U.S. Census OnTheMap. 7 2020 Commuting estimates provided by the U.S. Census Bureau’s OnTheMap website.
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Figure 12 depicts the net commuting
patterns for the three‐county region.
As a whole, the Eastern Sierra region is
experiencing a net negative as more
people are leaving the region for their
jobs than are entering it. An estimated
5,140 residents both live and work in
the region, while 4,853 residents
commute outside of the region to
work, and 3,741 residents commute
into the region to work. Neighboring
counties vary in this measure, with
some counties (ex: Fresno) retaining or
drawing more workers for
employment, while other counties (ex:
Amador) have a residential population
that tends to commute outside of the
county for work.
Economic Resiliency
Establishing economic resilience in a
local or regional economy requires the ability to anticipate risk, evaluate how that risk can impact key economic assets, and build a responsive capacity. Often, the shocks/disruptions to the economic base of an area or region are manifested in three ways8 :
Downturns or other significant events in the national or international economy which impact demand for locally produced goods and consumer spending; Downturns in particular industries that constitute a critical component of the region’s economic activity; and/or
Other external shocks (a natural or man‐made disaster, closure of a military base, exit of a major employer, the impacts of climate change, etc.).
A focus on resiliency and recovery has become a global focus, especially in the aftermath of the COVID‐19 pandemic. Negative impacts from an economic disaster or event, either natural or manmade, will require some immediate action on the community’s part to minimize any threats to future economic challenges. Too often, communities are unprepared for the devastation and destruction that is likely to come post‐disaster. By preparing for foreseen economic shocks, communities can endure these situations, and take steps toward long‐term recovery.
Establishing Information Networks & Pre‐Disaster Recovery Planning In February 2023, the EDA incorporated “Establishing Information Networks” and “Pre‐ Disaster Recovery Planning” to enhance a region’s ability to address economic resiliency.
Because economic development organizations tend to serve as response mechanisms in 8 U.S. Economic Development Administration
Figure 12: Eastern Sierra Commuting Patterns.
Source: U.S. Census OnTheMap
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economic recovery, the region should establish systems to facilitate active and regular communication between the relevant sectors to collaborate on common challenges.
Additionally, regions that are prone to natural disasters have engaged in resilience planning by focusing on the development of disaster recovery strategies, integrated with economic development strategies.
Plans and resources exist at the local/county level to assist with disaster preparedness and response, and there is great opportunity further enhance planning for disaster recovery across the entire region. Alpine County adopted a Hazard Mitigation Plan in 2018. Inyo County has an Office of Emergency Services with an Emergency Operations Plan and communications to support residents making a disaster preparedness plan. Mono County also has an Office of Emergency Services with a “READY Mono” communications initiative. The Eastern Sierra Wildfire Alliance exists to coordinate stakeholders in Alpine, Inyo, and Mono Counties address risks and challenges from the threat of wildfires.
SWOT ANALYSIS
SWOT Process
In April of 2023, stakeholders across the Eastern Sierra region in Alpine, Inyo, and Mono counties were invited to participate in one of six engagement workshops over four days. Five workshops were held in person across the region, while one was held virtually to offer a better opportunity for stakeholders in the western part of Alpine County.
These sessions were interactive for participants, introducing the regional background data compiled in advance as well as time spent identifying regional strengths, weaknesses, opportunities, and threats. Participants were given time for individual brainstorming and reflection but spent substantial time in group discussion to rank top SWOT items. All information was collected via a workshop handout as well as on post‐it notes and note cards.
SWOT session results recorded on note cards were then coded twice, resulting in six key themes used for analysis and to inform the strategic framework of the CEDS. Every item listed as a strength, weakness, opportunity, or threat was categorized into one of the following themes, and analysis was performed across themes, SWOT items, and geography.
Following the review of information from the interactive workshop sessions, an online survey was distributed to seek additional feedback from the greater community. The survey yielded 670 responses (22 in Alpine County, 359 in Inyo County, and 289 in Mono County), and the results are incorporated into the SWOT analysis.
It is important to note that participation from tribal communities was extremely limited.
Including tribal communities in the CEDS development process was very important to the steering committee, but this proved to be very difficult. Relationships between tribal leaders and community entities have significant room to grow in strength, including asking tribal leaders what forms of engagement and communication best meet their needs.
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Theme 1: Access & Connectivity
From roadways to broadband to air travel, the importance of connectivity was a focus in stakeholder sessions and is supported by regional data and literature. Access and connectivity include inter‐regional travel and access for both essential services and leisure, as well as the region’s level of connectivity with the surrounding state and nation. Strategic actions towards improving regional access and connectivity will contribute to the region’s economic diversity and vitality.
Theme 2: Community & Culture
Many participants in workshops as well as survey respondents indicated that community and culture made the Eastern Sierra region appealing, while also slightly contributing to some of its weaknesses in terms of population size. Individuals expressed a strong desire for the small‐ town culture of individual communities in the region to remain strong even as opportunities for economic growth are pursued. This category also includes elements of historic preservation, quality of life, low crime rates, and opportunities for improved partnerships.
Broadband
14%
Infrastructure
23%
Location
6% Population size
6%
Remoteness
15%
Service availability
18%
Transportation
18%
Access & Connectivity
Community Culture
Community events 66%
5%
Demographics
3%
History
5%
Low crime
5%
Partnerships
16%
Community & Culture
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Theme 3: Economic Expansion & Diversification
With the undisputed asset of a healthy outdoor recreation and tourist economy, regional leaders want to leverage the industry’s benefits for economic growth while pursuing opportunities for economic diversification in pursuit of increased economic resiliency. The Eastern Sierra region has the opportunity to determine current and future needs of existing businesses and develop programs and policies to address those needs. This can lead to employment growth through business expansion and industry diversification by encouraging business growth that aligns with regional strengths and opportunities.
Theme 4: Environmental Resilience & Sustainability
With a robust inventory of natural assets to protect, frequent exposure to natural hazards, and a population accustomed to persevering and “bouncing back,” environmental resilience and sustainability was discussed across SWOT components. The Eastern Sierra’s key economic strengths are inextricably tied to the protection of the region’s natural assets, making much of the conversation around Environmental Resilience and Sustainability about emergency preparedness, hazard mitigation, and threat minimization.
Agriculture
2%
Economic
Diversification
21%
Education & training
12%
Employment
Opportunities
6%
Recreation expansion
6%
Small businesses
14%
Talent attraction and
retention
14%
Tourism & Recreation
25%
Economic Expansion & Diversification
Climate change &
natural disasters
24%
Community resilience
11%
Extreme weather
Irresponsible Land use 13%
6%
Natural Assets
31%
Natural disaster
11%
Renewable energy &
sustainability
4%
Environmental Resiliance & Sustainability
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Theme 5: Government Affairs & Advocacy
Although government affairs and advocacy was the smallest theme to emerge, the regional policy landscape, and the networks and communication occurring within it, emerged as an important piece of both the SWOT and the CEDS strategic framework. Regional collaboration is an important piece of strategy implementation and essential to pursue promising state and federal funding opportunities. Strengths related to this theme included the strong relationships and knowledge that local government leaders have with and about their communities. Weaknesses and threats included a lack of mobilization towards funding opportunities due to lack of knowledge or capacity, and perceived limited communication with neighboring municipalities.
Theme 6: Housing Availability & Land Use
The extremely limited supply of privately owned land within the region colored the discussion around housing and land use, with stakeholders frustrated by perceived housing cost inflation and lack of opportunities for development. These constraints, stakeholders say, also limit Communication
infrastructure/systems
20%
Conflict among
leadership
6%
Funding
28%
Government relations
40%
Policy
6%
Government Affairs & Advocacy
Cost of living
13%
Housing
45%
Land ownership
22%
Quality of place
9%
Remote workers
6%
Small tax base
5%
Housing Availability & Land Use
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population growth and in turn limit the size of the region’s economic base. Some opportunities were raised to access land owned by the City of Los Angeles, although optimism regarding suggested opportunities was not high. Infill development and main street/downtown corridor investments were discussed as opportunities across the region, while second‐home ownership was identified as a potential threat.
Regional Strengths
Connection to Community
Due to the size and geographic location of many of the communities in the Eastern Sierra region, residents experience close connection to the community. Due to the rural nature of the area, the region was characterized as a place with vibrant civic life, low crime, and genuine care for neighbors and other members of the community who live, work, and recreate in the area.
Tourism & Outdoor Recreation Industry
Residents and visitors of the region can enjoy an abundance of outdoor recreation activities.
Diverse options for recreation appeal to a wide base of people. Tourism consistently drives traffic into the communities in each county, providing a mostly dependable source of revenue for the businesses in these small towns and driving the economy in a large way.
Community Resilience
In the face of positive and negative changes, the communities in the region demonstrate great determination. Their individual and community resilience allows them to withstand many of the natural disasters and climate‐related effects that threaten them.
Natural Assets
The natural beauty in the outdoors is apparent in the Eastern Sierra region, making it an attractive place to spend time as a resident, worker, or visitor. This is a unique resource and competitive advantage compared to other communities. The region’s preserved natural assets also play into what makes the region environmentally healthy with cleaner air and water.
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Regional Weaknesses
Housing
A lack of available and affordable housing stymies the region’s ability to flourish with a thriving workforce and economy. With the limited housing stock there is, without the ability to develop more, competition is steep and outprices workers who are employed in the Eastern Sierra region, many of whom are working in the hospitality and tourism industries with lower wages.
Land Ownership
The lack of private land for development contributes to many of the communities’ challenges.
Over 95% of the land is publicly owned by local, state, and federal government agencies. This negatively affects economic growth as it restricts the establishment of new businesses and expansion of existing ones and impedes job creation and entrepreneurial endeavors.
Talent Attraction & Retention
Communities in the Eastern Sierra face challenges in filling jobs with qualified candidates.
There is not a large workforce base to pull talent from due to a small and aging population.
Additionally, retaining good workers is difficult with a shortage of homes and generally high cost of living.
Remoteness
The remote towns and cities of the Eastern Sierra region face challenges related to that geographical reality. Remoteness negatively affects what public and private services and amenities are available to residents. These issues are compounded when natural or climate disasters limit accessibility within the region during periods of the year.
Strengths
Access & Connectivity Community & Culture
Economic Expansion & Diversification Environmental Resilience & Sustainability Government Affairs & Advocacy Housing Availability & Land Use
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Regional Opportunities
Housing & Infrastructure
Updating existing housing and infrastructure as well as developing additional housing to meet the high demand within the region’s communities was identified as a major opportunity during the stakeholder engagement process. Within this general opportunity was the identification of an opportunity to develop more workforce, affordable housing to meet the needs of low to middle income earners.
Education & Entrepreneurship
The region will benefit from growing the development of high‐quality education and occupational trainings for relevant industries, digital literacy efforts, and coordinated resources for small businesses.
Industry Diversification
Communities expressed the need to diversify the regional economy with investments in industries outside of hospitality and tourism as well as optimizing those existing core sectors, leveraging the region’s abundant agricultural resources, exploring options to bring in new technology industries, and increasing outdoor recreation and tourism activities year‐round.
Transportation
With the buildout of the Bishop Airport, stakeholders identified the opportunity for expanded air service with more airlines, routes, and year‐round air service. To accommodate more visitors in the region, it is also an opportunity to build out more ground transit regionally to simplify travel in each of the counties.
Weaknesses
Access & Connectivity Community & Culture
Economic Expansion & Diversification Environmental Resilience & Sustainability Government Affairs & Advocacy Housing Availability & Land Use
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Regional Threats
Climate Change & Natural Disaster
The impact of changing climates and regular natural disasters consistently threatens the region. Fires damage natural assets and infrastructure, floods remove access to basic services, and climate extremes make economic activity unpredictable in many of the communities.
Infrastructure
Buildings that are aging, unoccupied, or even failing make some of the region’s communities appear less attractive to visitors and residents, especially in main street/downtown commercial corridors that must remain vibrant for quality of life, tourism, and business development. This is a threat to future growth and community safety the longer it is not redeveloped or improved.
Government Relations
Difficulties engaging state and federal agencies to support community needs are compounded by threats like staff (and point‐of‐contact) turnover and apathy towards the desires of the community for change. Additionally, it is important that communities avoid dependency on these government agencies to drive forward the initiatives and strategies for economic development and growth.
Cost of Living
Rising costs of living threaten economic growth in the region. This can aggravate existing challenges with housing supply shortages, heavy reliance on recreation and tourism industries that house low‐wage employment opportunities, and more.
Opportunities
Access & Connectivity Community & Culture
Economic Expansion & Diversification Environmental Resilience & Sustainability Government Affairs & Advocacy Housing Availability & Land Use
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Threats
Access & Connectivity Community & Culture
Economic Expansion & Diversification Environmental Resilience & Sustainability Government Affairs & Advocacy Housing Availability & Land Use
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STRATEGIC ACTION PLAN & EVALUATION FRAMEWORK
This section synthesizes the background information about the Eastern Sierra region, the rich insights and feedback gained during stakeholder engagement activities, and a collaboratively derived vision for the future of the region to determine actionable areas of priority for the region with specific, measurable objectives, steps, or initiatives.
Vision Statement
The core stakeholder committee for the Eastern Sierra CEDS participated in several facilitated sessions to develop and refine the vision statement, which was shared and validated during stakeholder engagement activities. The vision statement served as the focal point for determining and developing key themes that serve as the foundation for the plan’s goals and objectives.
The Eastern Sierra region envisions a future which includes economic prosperity and environmental stewardship realized through collaborative efforts to preserve natural assets and historic culture, enhance regional connectivity and resiliency, and advance vibrant and inclusive communities.
Of note is how stakeholders chose to incorporate resiliency into the vision statement. As shared in the SWOT portion of the process and confirmed repeatedly through additional stakeholder engagement, economic and environmental resiliency is of great importance to the region through multiple lenses.
Goals and Objectives
The goals and objectives that inform the action plan incorporate all foundational elements of the CEDS development process: data gathering and fact‐finding, regional background, stakeholder engagement, and SWOT analysis.
The following focus areas were identified through the research and engagement processes and used to define and prioritize goals and objectives:
1. Access & Connectivity
2. Community & Culture
3. Economic Expansion & Diversification
4. Environmental Resilience & Sustainability
5. Government Affairs & Advocacy
6. Housing Availability & Land Use
Access & Connectivity
Narrative
From roadways to broadband to air travel, the importance of connectivity was a focus in stakeholder sessions and is supported by regional data and literature. Access and connectivity includes inter‐regional travel and access for both essential services and leisure, as well as the
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region’s level of connectivity with the surrounding state and nation. These considerations are critical to residents, businesses, and visitors as the region pursues economic expansion and sustainability.
Physically, the region faces accessibility and connectivity challenges as a collection of remote communities with unique geographical considerations. Located several hours from major cities by car, residents must consider the types of specialized goods and services they will have trouble accessing in the region, and visitors must devote additional time and attention to their travel plans. These challenges are exacerbated in the winter months, when snow and ice often close critical roadways, leaving communities isolated and without vital resources including food and gas. Some communities in the region are accessible through regional air travel, but the service is often seasonal and limited, with existing flights subsidized by local governments.
Broadband connectivity also challenges residents. While those in the region’s few densely populated communities may have adequate service, those in more remote, less dense communities are likely to lack connection that meets federal minimum standards for high‐ speed internet. Fiber backbone infrastructure exists along the region’s most important thoroughfare, but internet service providers have not been adequately enticed to expand into communities where a return on investment for infrastructure buildout is projected to exceed preferable benchmarks.
Strategies
Increase access to digital resources through broadband infrastructure buildout across the region.
Enhance the regional transportation network to provide residents, visitors, and businesses with more accessible, reliable options for moving in, out, and within the region.
Enhance response services to ensure remote communities are equipped for periods of time with no access to services.
Best Practices
West Virginia Speed Test that is monitored and maintained by a diverse stakeholder group for the purpose of measuring achieved speeds against advertised speeds. California case study that includes cost sharing for transportation upgrades among benefactors.
Emerging technology in winter maintenance practices include Integrated Modeling for Road Condition Prediction (IMRCP) ‐ overview and in‐depth report.
Funding Opportunities
Broadband Equity, Access, and Deployment Program – The BEAD program is a national program through which the State of California has received $1.86 billion dollars to fund broadband infrastructure buildout and workforce development programming. The state must plan for the allocation of these dollars and will seek input from stakeholders across the state to inform the use of the funds.
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Mobility, Access, and Transportation Insecurity: Creating Links to Opportunity Research and Demonstration Program – This federal grant program funds programs that research transportation access and explore mobility solutions across community stakeholders. If renewed for 2024 (2023 NOFO was posted in August 2022), it could allow the region to assess the feasibility of transportation interventions and upgrades.
Other Funding Opportunities:
Innovative Coordinated Access and Mobility Grants
USDA Reconnect Loan and Grant Program
Public Transit on Indian Reservations Program
Evaluation Framework: Access & Connectivity
Goal: Improve and enhance regional access and connectivity within the region and with surrounding geographies.
Partners/Champions: Local governments, Internet service providers, Caltrans Objectives Action Items Timeline Metrics for Success Increase access to
digital resources
through broadband infrastructure
buildout across the region.
Catalog existing assets that may help to
offset the cost of buildout for providers.
Include capital resources as well as in‐kind
resources and donations, such as waived
permitting fees, access to poles for aerial
networks, or efficiencies with other utility
maintenance or buildout projects
Encourage local governments to partner
with internet service providers to apply for
state and federal broadband funding
Develop, deploy, and monitor a broadband
speed test tool that will allow communities
to track achieved speeds vs advertised
speeds, potentially expanding the locations
eligible for federal funding
Participate in statewide planning efforts for
the Broadband Equity, Access, and
Deployment Program to ensure that the
region’s challenges are accounted for in
funding distribution
Medium‐
term (2‐3
years)
Creation of local
asset & incentive
catalog
Number of grant
opportunities
pursued
Creation of speed
test tool
Meeting
attendance,
committee
membership, etc.
Enhance the regional
transportation network to
provide residents, visitors, and
businesses with more accessible,
reliable options for moving in,
out, and within the region.
Catalog and prioritize existing roadway
infrastructure deficiencies, including but
not limited to depressions in asphalt,
dangerously narrow roadways, and areas
lacking critical safety infrastructure
Determine which populations lack
transportation options most severely, and
describe the transportation needs of these
groups
Explore options to meet the transportation
needs of populations identified above,
potentially ranging from fixed route
services to major metros or local anchors
to responsive services provided at a
subsidy
Ensure that local planning efforts include
provisions for commercial corridors and
surrounding neighborhoods in existing
communities to enhance walkability and
options for multi‐modal transit
Long‐term
(3‐5 years)
Creation of
roadway need
prioritization
document
Creation of
transportation
need summary
Report written,
committee
formed, # of
interventions
considered, etc.
# of local
planning efforts
incorporating
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Community & Culture
Narrative
The Eastern Sierra region boasts a strong culture of community among the residents, workers, and other key stakeholders with vested interest in the success of the region and its economies.
From the stakeholder engagement sessions to the widely distributed community survey, people contended that neighbors are supportive of one another, that there are opportunities to participate actively within the communities through events and other activities, and that the people of the region are resilient.
Workshop participants and survey respondents indicated that community and culture made the Eastern Sierra region appealing, while also slightly contributing to some of its weaknesses in terms of population size. Without a larger tax and income base, many find it difficult to ensure that amenities and services are available, especially in the more rural areas of the counties.
Throughout the stakeholder engagement process, individuals continuously expressed a strong desire for the small‐town culture of individual communities in the region to remain intact even as opportunities for economic growth are pursued. They do not want to risk completely losing the appeal of smaller, tight‐knit communities, which indicates a need for thoughtful growth strategies.
Other elements that were important to participants in the workshops were quality of life and low crime that many believe to be a direct result of the close relationships in the communities as well as historic preservation and finding new ways to leverage that in the tourism industry to promote a deeper understanding of the region’s rich history and culture.
One area of concern in this theme is that engagement of tribal communities was challenging, highlighting the need for proactive outreach and relationship building with tribal communities, creating engagement opportunities that reflect their needs and preferences for inclusion.
Strategies
Improving partnerships and interagency collaboration to benefit localities and facilitate regionally‐focused efforts.
Capitalize on strong community engagement to garner support for new initiatives, projects, etc.
Enhance the region's existing quality of life with additional amenities to attract and retain talent.
Enhance response services to
ensure remote communities
are equipped for periods of time
with no access to services.
Support communities at risk for isolation in
winter months in efforts to reserve critical
supplies to sustain residents through
periods of isolation
Collaborate with Caltrans and county
partners to accelerate response times for
road clearance and maintenance in isolated
communities
Explore emerging tools to anticipate
response needs and accelerate response
times
Short‐term
(1‐2 years)
Amount and type
of additional
supplies reserved
Correspondence
facilitated,
improved
average response
times
# & summary of
emerging tools
evaluated
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Strengthen tribal relationships in the communities and counties and involve leadership in conversations and decisions to plan and implement strategies. Build out a more robust, uniform regional communication strategy for sharing information, including emergency responses, with people who live, work, and recreate in the region.
Best Practices
USDA Resource Guide for Rural Workforce Development
This guide is designed to help communities that are looking for ways to support their workforce needs, including talent attraction and retention efforts. The focus on rural communities is widely applicable to the communities of the Eastern Sierra region.
Collaborating for Prosperity with American Indians and Alaska Natives Relationships with tribal communities are critical for helping the Eastern Sierra realize its economic growth potential. This guide demonstrates the many resources and past successes of tribal communities in funding their projects and initiatives for community and economic prosperity.
Funding Opportunities
Next Generation Warning System Grant Program
The Next Generation Warning System Grant Program (NGWSGP) supports investments improving the resiliency and security of public broadcasting networks and systems. It enables public television broadcasters, public radio stations, and more to update their digital capabilities so that information about disasters and emergencies is properly distributed to members of the community, including individuals with disabilities, limited English proficiency, and other accessibility needs.
Community Heart & Soul Seed Grant Program
The Community Heart & Soul Seed Grant Program provides $10,000 in funding for resident‐ driven groups in small cities and towns to start the Community Heart & Soul model. Grant funding requires a $10,000 cash match from the participating municipality or a partnering organization.
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Evaluation Framework: Community & Culture
Goal: Maintain and capitalize on strong community culture Partners/Champions: Community‐based organizations, arts and culture partners, emergency services providers/responders, tribal communities
Objectives Action Items Timeline Metrics for Success Improve partnerships and
interagency collaboration to
benefit localities and
facilitate regionally‐focused
efforts.
Conduct a mapping exercise to identify
all partnerships critical to CEDS
execution with point of contact
information
Devise an outreach strategy to bring
these partners in as stakeholders
Create regular opportunities for these
partnerships to engage in the
implementation process
Establish regular communication
channels and platforms to facilitate
information sharing among the partners
Short‐term (1‐2
years)
CEDS execution partners
map
Creation of outreach
strategy
Number of meetings with
regional partners
Capitalize on strong
community engagement to
garner support for new
initiatives, projects, etc.
Effectively educate the public on
continuous activities related to the
implementation of the CEDS
Provide opportunities for community
members to actively participate in the
implementation of new initiatives and
projects
Short‐term (1‐2
years)
Number of region
residents participating in
activities
Number of agencies and
organizations engaged
with CEDS
implementation
Annual publication and
promotion of CEDS
progress
Enhance the region's
existing quality of life with
additional amenities to
attract and retain talent.
Support individual communities in their
development of achievable plans for
talent attraction and retention based on
each community’s assets and needs
Engage employers about talent
retention priorities and strategies
Incorporate natural and cultural assets
in local and regional marketing efforts
Long‐term (3‐5
years)
See Economic Expansion
& Diversification section
Marketing plan updates
that reflect incorporation
of natural and cultural
assets
Strengthen tribal
relationships in the
communities and counties
and involve leadership in
conversations and decisions
to plan and implement
strategies.
Designate a point of contact for the
region to provide ongoing, focused
communication and ensure tribal
leadership is engaged in conversations
and decisions
Organize regular engagements with
tribal leaders and representatives from
tribal communities
Support each tribal community’s
ongoing and future economic
development initiatives
Short‐term (1‐2
years)
Number of meetings with
tribal representatives and
leaders
Partnerships with tribal
communities to support
economic development
initiatives
Incorporate plan
adjustments
recommended by tribal
leadership
# of executed
opportunities to support
each tribal community’s
economic development
initiatives
Build out a more robust,
uniform regional
communication strategy for
sharing information,
including emergency
responses, with people who
live, work, and recreate in
the region.
Conduct a comprehensive needs
assessment to understand the existing
communication landscape throughout
the region across government partners
and key partners like chambers of
commerce and business associations
Collaboratively develop a
comprehensive communication plan
that outlines the strategies, tactics, and
Long‐term (3‐5
years)
Completion of needs
assessment
Adoption of regionwide
communication strategy
Communications and
marketing reach
Funding secured for
increased capacity related
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responsibilities of each participating
entity
Align resources for implementation
which may involve securing funding for
communication equipment, technology
upgrades, and training for relevant staff
to communications
strategy
Economic Expansion & Diversification
Narrative
The Eastern Sierra region has the opportunity to determine current and future needs of existing businesses and develop programs and policies to address those needs. This can lead to employment growth through entrepreneurship, business expansion, and industry diversification.
The Eastern Sierra region is ready to evolve its business and economic development support efforts to build on existing networks that support core industries that include accommodation and food services, manufacturing, and health care and social services. Core features of any economic development strategy include services to support these business categories:
Existing business seeking to grow or in need of navigating challenges (business retention and expansion)
Businesses seeking to invest in the region for the first time with a new facility (business attraction)
Entrepreneurs and small businesses with unique needs related to starting up and scaling a business
With outdoor recreation as a vital component of the business community that impacts employment, visitors, and the region’s tax base, it is a strong example of how economic development efforts can make a difference in a region. Efforts to help existing outdoor recreation companies thrive and expand, helping new outdoor recreation businesses find a home and a platform in the region, and providing entrepreneurs and small businesses with tools to start up and grow sustainably in the region are all worthwhile efforts to have available in this region.
Visit California announced in early 2023 an initiative to promote sustainable tourism, and action plans for 12 regions, including the “High Sierra region” that includes the Eastern Sierra region, will be developed. Many goals for this initiative will compliment this plan, including creating responsible travel principles to protect the environment and natural assets and assessment of climate impacts from tourism with mitigation recommendations.
A strong economic development strategy can also leverage existing industrial sector strengths to encourage innovation in areas that are important to stakeholders, such as sustainable tourism or disaster preparedness and response. The region can seek out opportunities and deploy interventions that address key areas of importance to stakeholders, like economic resiliency and protection of precious natural assets, diversifying the economic base of the region while promoting entrepreneurship and sustainability at the same time.
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Main street/downtown corridors across the region are a special opportunity that can address several different needs in the region: real estate locations for small businesses, vital resources and collaboration for entrepreneurs, and a continued destination for residents and visitors for lodging, dining, and activities. Business and visitor experiences in downtown corridors can evolve though infrastructure upgrades, façade improvements, and multi‐modal transportation enhancements.
Increased opportunities to match available workers with the needs of existing industry would help address workforce concerns that exist for most industry sectors. Like most regions, there is room to improve the skill sets of available workers to better match the needs of existing businesses.
Objectives
Build relationships with existing businesses through a formal business retention and expansion (BRE) program and respond to their needs through supportive services and connections to service providers.
Create an environment for businesses to convene by industry to understand and address common issues related to supply chain, workforce, etc. Enhance network of entrepreneurial and small business resources to encourage new business development within the region.
Support investment of businesses in existing and new real estate solutions that complement industry and residential needs. Downtown corridors are areas of great need in the region as vibrant centers for convention, recreation, and visitors. Thoroughly study and review the current status of the labor market and gaps in workforce services provision, for both employers and individuals. Provide new workforce development solutions that address gaps and improve outcomes for companies and individuals.
Best Practices
Guide to Building a Business Retention & Expansion Program by the University of Wisconsin‐ Madison Division of Extension
This article provides step‐by‐step guidance on how to build a BRE program. It emphasizes how both leaders in business support services and government partners can coordinate outreach, use a uniform data collection approach (like a survey) to capture important data points and identify opportunities and barrier related to growth and warning signs of downsizing, closure, etc.
BRE Resource Library and Program Awards by Business Retention and Expansion International Business Retention and Expansion International (BREI) is a membership‐based organization dedicated to helping communities build and improve formalized BRE programs. They have an extensive resource library and an annual awards program that showcases well‐executed and innovative BRE programs. They focus on assisting and supporting smaller, rural communities.
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Funding Opportunities
Rural Community Development Initiative (RDCI) Grants
RCDI is a matching‐funds program through the US Department of Agriculture designed to assist communities to build capacity in areas of housing, community facilities and community and economic development projects. Projects can receive $50,000 to $500,000 and support efforts related to BRE programs, entrepreneurial support, childcare facilities, and much more. This funding stream can support efforts in this goal area and others in this CEDS, such as Housing Availability & Land Use.
Evaluation Framework: Economic Expansion & Diversification Goal: Grow and diversify the regional economy through support of existing and new businesses.
Partners/Champions: Regional economic development organizations, local chambers of commerce, entrepreneurial supportive services
Objectives Action Items Timeline Metrics for Success Build relationships with
existing businesses and
respond to their needs.
Build a formal business
retention and expansion
(BRE) program
Assemble and deploy a
network of supportive
services and providers to
provide technical
assistance
Seek funding opportunities
to build capacity to grow
the BRE program over time
Medium‐term (2‐3 years) Number of BRE visits
conducted annually
Established network of
service providers and
supportive services
Number of firms
referred/connected to
service providers and
supportive services
Tracked outcomes of
companies that
successfully navigate
services/resources
Create an environment for
businesses to convene by
industry to understand and
address common issues
related to supply chain,
workforce, etc.
Leverage existing groups
convened by partners like
chambers or industry
associations and adopt a
sector partnership model
Assist industry‐identified
priorities with supportive
services, advocacy, etc.
Short‐term (1‐2 years) Number of industry‐
specific groups led by
industry active in the
region
Annual report of
successful outcomes from
industry groups
Enhance network of
entrepreneurial and small
business resources to
encourage new business
development within the
region.
Support and promote
opportunities for
entrepreneurs to convene,
network, and learn
Collaborate with service
providers like SBDC,
SCORE, and local service
providers to bring
workshops and trainings to
the region
Create a regional asset
map of entrepreneurial
and small business
resources
Develop a plan to address
gaps in the regional asset
map
Long‐term (3‐5 years) Number of networking
events
Number of
workshops/trainings
Asset map
Plans to address one or
more gaps in the asset
map
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Support investment of
businesses in existing and
new real estate solutions
that complement industry
and residential needs.
Create façade
improvement programs for
downtown areas
Leverage historic
designations to secure
funding for building
improvements
Establish a revolving loan
fund to support
investment in real estate
solutions that support the
needs of businesses
Invest in business district
upgrades that improve
walkability and bikeability
Long‐term (3‐5 years) Establishment of programs
Number of businesses or
buildings receiving
assistance
Improved walkability
scores in main
street/downtown districts
Thoroughly study and review
the current status of the
labor market and gaps in
workforce services
provision, for both
employers and individuals.
Conduct a workforce and
skills gap analysis with
asset mapping of
workforce and
employment services
Provide new workforce
development solutions
that address gaps and
improve outcomes for
companies and individuals
Short‐term (1‐2 years) Workforce and skills gap
analysis
Asset map of workforce
and employment services
Environmental Resilience & Sustainability
Narrative
Environmental stewardship and preservation of natural assets is a critical component of the region’s vision for the future. Residents emphasized the enjoyment received from accessing and appreciating the landscape and access to recreation as a key feature to quality of life. The region’s natural assets are also a key feature of the vitality of the tourism industry and must be preserved and protected for future, long‐term enjoyment.
The region’s exposure to extreme weather events pass uncertainty, risk, inconvenience, and isolation to businesses and residents. With record snowfall in Winter 2022‐2023, some communities only accessible by mountain pass were isolated from the surrounding region for months, unable to access vital resources. Small business owners shared that accessibility challenges in winter months prevent customers from accessing their businesses and impact the revenue that they are able to generate. Additionally, wildfires have occurred throughout the region with increased frequency in recent years, straining the capacity of first responders and threatening residencies and businesses in vulnerable areas.
The State of California releases an updated climate adaptation strategy every three years, most recently in 2021. The current strategy has priorities that include building capacity in climate vulnerable communities, encouraging tribal and local governments to incorporate climate considerations into emergency planning efforts, and to strengthen climate resilience of natural systems. The strategy divides the State into regions with specific engagement opportunities.
Objectives
Reduce the challenges experienced by residents and visitors during winter climate events
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Enhance the network of industry and community stewards to develop, adopt, and promote guidelines for sustainable tourism.
Consider sustainable tourism as a budding industry with workforce needs and entrepreneurial opportunities
Best Practices
Adaptation Clearinghouse by State of California’s Governor's Office of Planning & Research This searchable database includes planning resources, case studies, and tools to support planning and initiatives that help address climate‐related challenges and issues. It also highlights plans and initiatives led by tribal communities.
Funding Opportunities
CoolCalifornia.org Local Government Portal
CoolCalifornia.org hosts a tool kit to assist local governments with the development of a climate action plan with a resource library, interactive map of case studies and examples, and a searchable funding database for sustainability projects.
Evaluation Framework: Environmental Resilience & Sustainability Goal: Prioritize opportunities to preserve natural assets and support service provision needs of residents during weather and disaster events
Partners/Champions: Local government, emergency services providers/responders, tribal communities, California Climate Adaptation Strategy
Objectives Action Items Timeline Metrics for Success Reduce the challenges
experienced by residents
and visitors during winter
climate events
Create a regional working
group that encourages
collaboration across the
three counties with their
current plans, offices, and
staff related to emergency
response and disaster
preparedness
Pursue climate action
planning as a region,
leveraging resources for
greater impact
Short‐term (1‐2 years) Working group established
and meeting regularly
Climate action plan for the
region
Enhance the network of
industry and community
stewards to develop, adopt,
and promote guidelines for
sustainable tourism
Designate a group of
sustainable tourism
champions to plug into
state‐level initiatives to
leverage plans and
resources to advance
outcomes in the region
Develop regional
guidelines to inform and
encourage sustainable
tourism initiatives and
practices
Short‐term (1‐2 years) Sustainable tourism
champions identified and
actively participating in
state‐level initiatives
Adoption of state‐level
sustainable tourism
initiatives at the regional
level
Consider sustainable tourism
as a budding industry with
workforce needs and
Embed sustainable tourism
into other plan elements
Short‐term (1‐2 years) Sustainable tourism
represented in industry‐
led groups, BRE outreach,
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entrepreneurial
opportunities
to address workforce and
entrepreneurial needs
Sustainable tourism
champions identified and
actively participating in
state‐level initiatives
entrepreneurial supports
and services
Sustainable tourism
represented in workforce
analysis and mapping
Government Affairs & Advocacy (Kylie)
Narrative
The Eastern Sierra region would like to see stronger relationships and increased visibility with other leaders in neighbor regions and at state and federal levels where residents do not feel they are valued or heard by those entities. Staff turnover was identified as a contributor to the challenge of building and maintaining strong relationships with key offices.
Community leaders and stakeholder believe that funding sources are available to support the identified needs of the region based on the stakeholder engagement activities, but the region lacks the capacity to seek out, apply for, and successfully secure grant opportunities.
Strategies
Build capacity within ESCOG and its partners for improved government affairs, prioritizing relationship‐building with the key state and federal entities who directly impact the implementation of CEDS strategy recommendations. o
Study the broader economic impact of regional strategy recommendations to garner more support from state and federal government agencies. Equip local government partners with knowledge and capacity for procuring and administering federal funding to ensure relevant opportunities can be pursued.
Best Practices
Local Government Solutions for COVID‐19 and Beyond: Grants Management Capacity This resource guide is part of a set of documents developed by FEMA in response to the disaster recovery challenges state, local, tribal, and territorial (SLTT) governments have faced; however, these solutions are easily applied outside the context of disaster. Here, grants management capacity is addressed with examples of solutions from varying community types, intended to provide guidance and resources.
Familiarization Experiences
Chambers of commerce and economic development organizations have a best practice of familiarization experiences that are embedded into advocacy or business development programs. Advocacy examples include a Day at the Capital or a DC Fly‐in where local stakeholders visit the state or national capital with an agenda to meet with specific lawmakers or agencies to promote their region’s priorities on topics like transportation, workforce, etc.
Business development programs will often have a familiarization tour for site selection consultants to visit the region and learn more about its assets. State and federal officials and leaders can be invited to the community to experience its assets and needs and create space for local stakeholders to build relationships and discuss top priorities for the region.
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Funding Opportunities
Rural Community Development Initiative Grants in California RCDI grants are awarded to help non‐profit housing and community development organizations, low‐income rural communities and federally recognized tribes improve housing, community facilities, and community and economic development projects in rural areas.
Community Economic Development
CED grants are awarded to fund initiatives designed to improve the economic self‐sufficiency of low‐income individuals in communities with high unemployment and poverty rates through sustainable business development and new employment opportunities helping to create resilient communities that address the needs of individuals, families, and children.
Evaluation Framework: Government Affairs & Advocacy
Goal: Promote stronger government affairs & advocacy efforts Partners/Champions: Local elected officials, local government entities, state government agencies, federal agency representatives and regional offices, philanthropic and private funders Objectives Action Items Timeline Metrics for Success Build capacity within ESCOG
and its partners for
improved government
affairs, prioritizing
relationship‐building with
the key state and federal
entities who directly impact
the implementation of CEDS
strategy recommendations.
Map all local, state, and federal
government agencies who can directly
impact the implementation of CEDS
strategy recommendations
Conduct strategic outreach to these
government agencies to pinpoint an
effective point of contact for
conversations and activities related to
the CEDS
Short‐term (1‐2
years)
Completion of map of
target government
agencies for collaboration
Number of agencies with
base relationship and
point of contact
established
Study the broader economic
impact of regional strategy
recommendations to garner
more support from state and
federal government
agencies.
Gather the necessary data to assess the
economic impact of the CEDS strategy
recommendations and relevant future
projects or initiatives
Use impact results to communicate the
importance of government agency
partnership and support to the
implementation of the CEDS to
stakeholders, policymakers, and the
public
Long‐term (3‐5
years)
Number of economic
impact assessments
completed
Number of presentations,
meetings, and
communication pieces
related to communicating
economic impact
Equip local government
partners with knowledge
and capacity for procuring
and administering federal
funding to ensure relevant
opportunities can be
pursued.
Create and maintain database of
relevant programs and funding
opportunities
Designate individuals or create a cross‐
agency team specifically responsible for
researching, identifying, and pursuing
funding opportunities
Establish relationships with other
nonprofits, community organizations,
and regional entities and collaborate on
grant applications with shared expertise
and resources
Leverage support and resources
available at the state and federal levels
to help regions collaborate and access
funding
Medium‐term
(2‐3 years)
Creation of funding
opportunities database
Number of funding
applications submitted
Number of funding
awards
Number of partnerships
with MOUs and/or letters
of intent to collaborate
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Housing Availability & Land Use (Aaron)
Narrative
A vast majority of the land in the Eastern Sierra Region is publicly owned, with significant portions under federal and state management or owned by the City of Los Angeles to provide water to the metro region. Much of the privately‐owned land is not located near existing communities and is restricted in potential uses by infrastructure costs or regulation. Working within these parameters significantly limits the options available for additional housing development.
The importance of the tourism industry in certain areas of the region is also impacting housing.
In tourism‐focused areas, high land cost makes it difficult to develop housing for both year‐ round and seasonal workers. County and local governments throughout the region might seek partnerships with local employers to meet their shared workforce housing needs.
While the cost of living in the Eastern Sierra Region is relatively lower than in many other areas of the state, the lack of available housing could continue to put the region’s economy at risk.
Due to limited space, efforts to encourage denser multifamily and mixed‐use development may help to limit rising housing costs in the area and provide opportunities for the region’s workforce to find suitable housing close to employment centers.
Limited available land also places a high importance on maintaining the quality and integrity of existing structures or determine opportunities for infill redevelopment. Striking a balance between the two will require current conditions assessment and the identification of existing federal and state funding opportunities to make the best use of existing infrastructure while balancing the needs of existing residents and community‐members.
Strategies
Increase available land for private development
Work to improve housing stock within restrictions on available land Expand additional housing options within affordable range for regional workforce Funding Opportunities
HUD: Community Development Block Grants
The Community Development Block Grant (CDBG) Program supports community development activities to build stronger and more resilient communities. Activities may address needs such as infrastructure, economic development projects, public facilities installation, community centers, housing rehabilitation, homeowner assistance, etc.
USDA: Multifamily Programs
Multifamily Housing assists rural property owners through loans, loan guarantees, and grants that enable owners to develop and rehabilitate properties for low‐income, elderly, and disabled individuals and families as well as domestic farm laborers. The program works with the owners of its direct and farm labor housing loan properties to subsidize rents for low‐ income tenants who cannot afford to pay their full rent.
State of California: Homekey Program
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Homekey is an opportunity for state, regional, and local public entities to develop a broad range of housing types, including single‐family homes and multifamily apartments and the conversion of commercial properties and other existing buildings to permanent or interim housing.
Evaluation Framework: Housing Availability & Land Use
Goal: Increase stock and availability of housing units with a focus on affordability for regional workforce
Partners/Champions: County planning and zoning departments, City of Los Angeles, Federal and State government entities
Objectives Action Items Timeline Metrics for Success Increase amount of available
land for private
development
Explore opportunities to
purchase, trade, or lease
land from public entities
who own or manage land
in the region
Identify any parcels in
unincorporated areas that
are eligible for private
purchase and explore
opportunities to
incentivize private
purchase and development
of these lands
Long‐term (3‐5 years) Exploration of processes
for land trades, purchase,
or lease of public lands
Assessment of status of
past negotiations and
strategic direction for
utilization or sale of any
procured land
Work to improve housing
stock within restrictions on
available land
Identify areas with
opportunities for infill
redevelopment, in both
residential or non‐
residential zones, to take
advantage of existing
infrastructure and create
additional housing where
available land is limited
Consider the creation of
overlay districts to
promote higher density or
mixed‐use development in
nonresidential zones
Pursue federal and state
funding programs designed
to redevelop, improve, or
maintain conditions of
existing housing stock
Short‐term (1‐2 years) Complete Housing Needs
Assessment and Strategic
Plan
Expand additional housing
options within affordable
range for regional workforce
Identify and potentially
incentivize opportunities
for workforce (low‐ and
moderate‐ income)
housing near employment
centers
Explore opportunities for
employers to contribute to
or develop housing for
year‐round and seasonal
employees
Medium‐term (2‐3 years) Complete funding scan
Convene business
resources group and
establish workforce
housing working group
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APPENDIX (TO BE COMPLETED PRIOR TO SUBMISSION)
Resolution and Other Official Documents
CEDS Steering Committee & Participating Organizations
Verification of the 30‐Day Public Comment Period
1 TOWN COUNCIL STAFF REPORT
Title: Resolution finding emergency circumstances to justify the award of an emergency contract to repair storm damaged Town infrastructure at the Mammoth Yosemite Airport.
Meeting Date: July 12, 2023
Prepared by: Sierra Shultz, Deputy Airport Manager
RECOMMENDATION:
Approve the Resolution finding the emergency circumstances to justify awarding a contract for Town infrastructure damaged by extreme weather including fencing and related items at Mammoth Yosemite Airport without competitive bidding (requires 4/5ths vote to approve).
BACKGROUND:
The 2022-2023 extreme winter weather event caused substantial damage to the Town’s infrastructure at the Airport. The amount and weight of snow resulted in severe damage to the entire barbed wire fence surrounding the Airport and some chain link fence. As the snow melted the extent of the fence damage became more apparent. The ability of the Town to award contracts to effect repairs through the normal process will not result in the timely repair of the infrastructure. The failure to timely repair damaged fence continues to threaten the safety of residents and visitors in the Town of Mammoth Lakes. Public interest and necessity demand the immediate expenditure of public money to safeguard life, health, safety, and property in the Town of Mammoth Lakes. The attached resolution makes the necessary findings for Town staff to proceed with the award of an emergency contract to repair Town infrastructure damaged by the extreme weather event.
ANALYSIS:
The Town of Mammoth Lakes has been under a local state of emergency since March 3, 2023. The Town is also under a declared County, State, and Federal state of emergency.
The amount of snow received during the 2022-23 winter has reached record levels. The amount of snow has created significant hazards and damages to public and private buildings and infrastructure. The Town has been working diligently to identify the amount of damage to infrastructure and facilities.
The Airport fence is critical to comply with the Airport’s Wildlife Hazard Management Plan to keep wildlife off of the airfield. The fence is also critical for security around the Airport’s domestic water system per Environmental Protection Agency (EPA) and U.S.
Department of Homeland Security (DHS) policy. The photos below provide samples of the type of fence damage that occurred. The amount and severity of these damages are substantially beyond those incurred in a normal winter.
2 Due to the extreme circumstances, limited capacity of Town staff, and the normal timelines required to complete specifications, plans and designs to do competitive bidding, staff is recommending that findings be made to award an emergency contract to complete repairs.
The need to make repairs as soon as possible is in the public interest and necessity and demands the immediate expenditure of public money to safeguard life, health, safety, and property in the Town of Mammoth Lakes.
FINANCIAL CONSIDERATIONS:
The cost estimate to repair damaged infrastructure is approximately $215,000. The funding for this work will come from Fund 990. As the Town experiences larger than budgeted revenues staff has recommended and Council has allocated funds for future capital projects.
One of the defined reasons for this allocation is to address unforeseen damages to Town infrastructure and facilities. The current circumstances, state of emergency, and need to act immediately to address damaged infrastructure and facilities to provide the safeguard of life, health, safety, and property of residents and visitors in the Town of Mammoth Lakes.
Staff is recommending approval of the attached resolution making the required findings to authorize staff to award an emergency contract without competitive bidding. This action will address the immediate needs of the Town and provide for the repair of damaged infrastructure at the Airport.
LEGAL CONSIDERATIONS:
The Council may take recommended action under Public Contract Code sections 20168 and 22050. The relevant sections to the Code are noted here:
20168 In case of emergency, the legislative body may pass a resolution by a four-fifths vote of its members declaring that the public interest and necessity demand the immediate expenditure of public money to safeguard life, health, or property. Upon adoption of the resolution, it may expend any sum required in the emergency without complying with this chapter. If notice for bids to let contracts will not be given, the legislative body shall comply with Chapter 2.5 (commending with Section 22050).
22050 (a)(1) In the case of an emergency, a public agency pursuant to a four-fifths vote of its governing body, may repair or replace a public facility, take any directly related and immediate action required by that emergency, and procure the necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts. (2) Before a governing body takes any action pursuant to paragraph (1), it shall make a finding, based on substantial evidence set forth in the minutes of its meeting, that the emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to that emergency. (b)(1) The governing body, by a four-fifths vote, may delegate, by resolution or ordinance, to the appropriate county administrative officer, city manager, chief engineer, or other nonelected agency officer, the authority to order any action pursuant to paragraph (1) of subdivision (a).
3 (3) If person with authority delegated pursuant to paragraph (1) or (2) orders any action specified in paragraph (1) of subdivision (a), that person shall report to the governing body, at its next meeting required pursuant to this section, the reasons justifying why the emergency will not permit a delay resulting from a competitive solicitation for bids and why the action is necessary to respond to the emergency. (c)(1) If the governing body orders any action specified in subdivision (a), the governing body shall review the emergency action at its next regularly schedules meeting and, except as specified below, at every regularly scheduled meeting thereafter until the action is terminated, to determine, by a four-fifths votes, that there is a need to continue the action. (2) If a person with authority delegated pursuant to subdivision (b) orders any action specified in paragraph (1) of subdivision ((a), the governing body shall initially review the emergency action not later than seven days after the action, or at its next regularly scheduled meeting if that meeting will occur not later than 14 days after the action, and at least at every regularly scheduled meeting thereafter until the action is terminated, to determine, by a four-fifths vote, that there is a need to continue the action, unless a person with authority delegated pursuant to subdivision (b) has terminated that action prior to the governing body reviewing the emergency action and making a determination pursuant to this subdivision.
(3) When the governing body reviews the emergency action pursuant to paragraph (1) or (2), it shall terminate the action at the earliest possible date that conditions warrant so that the remainder of the emergency action may be completed by giving notice for bids to let contracts.
4 Sample Photos of Fence Damage
5
RESOLUTION 23-
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH LAKES, STATE
OF CALIFORNIA, FINDING THAT EMERGENCY CIRCUMSTANCES JUSTIFY AWARDING
A CONTRACT FOR TOWN INFRASTRUCTURE DAMAGED BY EXTREME WEATHER
INCLUDING FENCING AND RELATED ITEMS AT THE MAMMOTH YOSEMITE AIRPORT
WITHOUT COMPETITIVE BIDDING
WHEREAS, California law generally requires the Town to award contracts for “public projects” in excess of $1,000 to the lowest bidder after the completion of a competitive bidding process; and WHEREAS, Public Contract Code Section 20168 provides that in case of emergency the Town Council may pass a resolution by a four-fifths vote declaring that the public interest and necessity demand the immediate expenditures of Town funds to safeguard life, health, or property, and that if such a resolution is adopted the Town may expend any sum required in the emergency without complying with competitive bidding requirements; and
WHEREAS, Public Contract Code Section 22050 authorizes the Town Council, with a fourfifths vote, to “repair or replace a public facility, take any directly related and immediate action required by that emergency, and procure the necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts” if the Town Council finds, based upon substantial evidence, that the emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency; and WHEREAS, Mammoth Lakes has experienced extreme weather conditions during the winter of 2022-2023, with historic accumulations of snow, leading the Town Manager to proclaim a state of emergency on March 3, 2023, which proclamation was ratified by the Town Council on March 7, 2023, with a renewed state of emergency declared by the Town Manager on March 27, 2023, and ratified by resolution of the Town Council on March 31, 2023; and
WHEREAS, the extreme weather conditions, response and snow accumulations have caused significant damage to the Town infrastructure including damage to the fence surrounding the Mammoth Yosemite Airport (Airport); and
WHEREAS, the Town Council finds that as a result of the weather-caused damage to Town infrastructure and pursuant to Public Contract Code Section 20168 the public interest and necessity demand the immediate expenditure of public money to safeguard life, health, safety, and property in the Town of Mammoth Lakes; and
WHEREAS, the Town Council finds that based on substantial evidence, including without limitation the staff report presented to the Town Council on July 12, 2023, pursuant to Public Contract Code Section 22050, the emergency will not permit a delay resulting from a competitive solicitation for bids, and that responding to the emergency requires repair of public infrastructure, other directly related and immediate actions, and procurement of the necessary equipment, services and supplies for those purposes, without a competitive bidding process.
NOW, THEREFORE, BE IT RESOLVED by the Town Council of the Town of Mammoth Lakes as follows:
Resolution No. 23-
Section 1. The foregoing recitals are true and correct and incorporated herein by reference.
Section 2. The Town Council hereby directs and authorizes the Town Manager to contract for repairs to Town infrastructure damaged by the winter of 2022-2023 at the Airport, to take any directly related action, and to procure the necessary equipment, services, and supplies for the repair, without a competitive bidding process.
Section 3. Pursuant to Public Contract Code Section 22050, the Town Council shall review the emergency action authorized by this resolution at its next regular meeting and at each regular meeting thereafter until the emergency repair work is complete, to determine, by a four-fifths vote, that there is a need to continue the action.
Section 4. The Town Manager and Finance Director are authorized to amend the FY23-24 Budget in the amount of two hundred and fifteen thousand dollars ($215,000) plus up to a 20% contingency amount to fund the emergency work utilizing resources in Fund 990.
Section 5. The Town Clerk shall certify as to the adoption of this resolution.
APPROVD AND ADOPTED this 12th day of July 2023.
________________________________
JOHN WENTWORTH, Mayor
ATTEST:
________________________________
JAMIE GRAY, Town Clerk
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Emergency Declaration Update and approval of necessity to continue emergency contract work as provided for in Resolution 23-29.
Council Meeting Date: 7/12/2023
Prepared by: Daniel C. Holler, Town Manager
Recommended Motion: Staff is recommending, Council make the finding that existing damages to Town facilities and infrastructure resulting from the extreme winter weather are such that the emergency work provided for in Resolution 23-29 is still necessary.
Summary:
Town facilities and infrastructure impacted by the extreme winter weather are still in a state of disrepair impacting the welfare and safety of the community. Damage to sidewalks, drainages, fencing, signage, and facilities is substantial. As the snow melts additional damage to curbs and gutters, drain inlets, signage, fencing, facilities, ADA detectable surfaces, and sidewalks continue to be more apparent. On May 17, 2023, the Council adopted Resolution 23-29 authorizing the emergency repair of these damages and the procurement of the necessary equipment, services, and supplies for the repair, without a competitive bidding process. The need for the work authorized by this resolution continues to be necessary to provide for public welfare and safety. A copy of the resolution is attached for Council information.
Staff has continued to monitor snow melt and minor areas of flooding and will continue to monitor areas over the next several days of warm weather. Staff is interviewing firms to prepare a detailed After-Action Report (AAR) of the declared emergency and the overall response and management of the event. We have also reached out to partner with Mono County and Inyo County. The AAR will take 6+/- months to complete given the level of work involved. We do not have a cost estimate as yet, but it will be expensive. Once a consulting firm is selected and we determine the scope of the AAR a contract will be brought forward for Council consideration.
RESOLUTION 23- 29
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH
LAKES, STATE OF CALIFORNIA, FINDING THAT EMERGENCY
CIRCUMSTANCES JUSTIFY AWARDING A CONTRACT FOR TOWN
INFRASTRUCTURE AND FACILITIES DAMAGED BY EXTREME WEATHER
INCLUDING FENCING, PARKS, REGULATORY, STREET AND WAY
FINDING SIGNAGE, SIDEWALK, CURB, GUTTER, DRAINAGE INLETS, ADA
REQUIRED DETECTABLE WARNING SURFACES AND RELATED ITEMS
WITHOUT COMPETITIVE BIDDING
WHEREAS, California law generally requires the Town to award contracts for public projects" in excess of $1, 000 to the lowest bidder after the completion of a competitive bidding process; and
WHEREAS, Public Contract Code Section 20168 provides that in case of emergency the Town Council may pass a resolution by a four -fifths vote declaring that the public interest and necessity demand the immediate expenditure of Town funds to safeguard life, health, or property, and that if such a resolution is adopted the Town may expend any sum required in the emergency without complying with competitive bidding requirements; and
WHEREAS, Public Contract Code Section 22050 authorizes the Town Council, with a four -fifths vote, to " repair or replace a public facility, take any directly related and immediate action required by that emergency, and procure the necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts" ifthe Town Council finds, based upon substantial evidence, that the emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency; and
WHEREAS, Mammoth Lakes has experienced extreme weather conditions during the winter of 2022- 2023, with historic accumulations of snow, leading the Town Manager to proclaim a state of emergency on March 3, 2023, which proclamation was ratified by the Town Council on March 7, 2023, with a renewed state of emergency declared by the Town Manager on March 27, 2023 and ratified by proclamation ofthe Town Council on March 31, 2023; and
WHEREAS, the extreme weather conditions, response and snow accumulations have caused significant damage to Town facilities and infrastructure including damage to fencing, curbs, gutters, drain inlets, roads, ADA required Detectable Warning Surfaces, street signs, wayfinding signs, warning signs and regulatory signage; and WHEREAS, the Town Council finds that as a result ofthe weather - caused damage to Town facilities and infrastructure and pursuant to Public Contract Code Section 20168 the public interest and necessity demand the immediate expenditure of public money to safeguard life, health, safety, and property in the Town of Mammoth Lakes; and
Resolution No. 23- 29
WHEREAS, the Town Council finds that based on substantial evidence, including without limitation the staff report presented to the Town Council on May 17, 2023, pursuant to Public Contract Code Section 22050, the emergency will not permit a delay resulting from a competitive solicitation for bids, and that responding to the emergency requires repair of public facilities and infrastructure, other directly related and immediate actions, and procurement of the necessary equipment, services, and supplies for those purposes, without a competitive bidding process.
NOW, THEREFORE, BE IT RESOLVED by the Town Council of the Town of Mammoth Lakes as follows:
Section 1. The foregoing recitals are true and correct and incorporated herein by reference.
Section 2. The Town Council hereby directs and authorizes the Town Manager and Public Works Director to contract for repairs to Town facilities and infrastructure damaged by the winter of 2022- 2023, to take any directly related action, and to procure the necessary equipment, services, and supplies for the repairs, without a competitive bidding process.
Section 3. Pursuant to Public Contract Code Section 22050, the Town Council shall review the emergency action authorized by this resolution at its next regular meeting and at each regular meeting thereafter until the emergency repair work is complete, to determine, by a four -fifths vote, that there is a need to continue the action.
Section 4. The Town Clerk shall certify as to the adoption of this resolution.
APPROVED AND ADOPTED this 17' h
day of T
ATTEST:
J lE GRAY, Town Jerk
STATE OF CALIFORNIA )
COUNTY OF MONO ) ss.
TOWN OF MAMMOTH LAKES)
I, JAMIE GRAY, Town Clerk of the Town of Mammoth Lakes, DO HEREBY CERTIFY under penalty of perjury that the foregoing is a true and correct copy of Resolution No. 23- 29 adopted by the Town Council of the Town of Mammoth Lakes, California, at a meeting thereof held on the 17th day of May 2023, by the following vote:
AYES: Councilmembers Bubser, Rea, Rice, Mayor Pro Tern Sauser, and Mayor Wentworth
NOES: None
ABSENT: None
ABSTAIN: None
DISQUALIFICATION: None
JANO GRAY,- Town Cleril
Agenda Item ________
File No. ____________
AGENDA BILL
Subject: Councilmember Reports
Initiated by: Jamie Gray
______________________________________________________________________ BACKGROUND:
Each member of the Town Council is appointed to serve as a Town representative to a number of committees, commissions, and organizations.
These groups meet infrequently and from time to time the representatives will report to the rest of the Council at a regularly scheduled meeting.
In addition, Councilmembers on occasion participate in meetings, conferences and seminars, and their reports on these educational opportunities are of benefit to the rest of the Council.
ANALYSIS/DISCUSSION:
California Government Code requirements pertaining to the open meeting act stipulate that all items for discussion must be listed on the agenda before the matter can be discussed and/or acted upon. To meet this requirement, and the intent of the Brown Act, Councilmember Reports are listed on each agenda to allow representatives to report to the rest of the Council at these meetings.
The following is a list of the commission/committees on which members of the Council serve:
Land Use:
Local Agency Formation Commission (LAFCO) – Rea, Rice, and Bubser as alternate
Airport Land Use Commission – Rea, Rice, and Bubser as the alternate Mono County Collaborative Planning Team (CPT) – Community and Economic Development Director and Rice as alternate
Intergovernmental Relations:
Town and County Liaison Committee – Sauser, Bubser, and Town Manager and Rea as alternate
Desert Mountain Division of the League of California Cities – Sauser and Town Manager as alternate
Eastern Sierra Council of Governments (ESCOG) – Bubser, Wentworth, and Sauser as alternate
Great Basin Unified Air Pollution Control District – Wentworth and Bubser as alternate
League of California Cities City Voting Delegate – Sauser and the Town Manager as the alternate
California Joint Powers Insurance Authority Board – Rea and Assistant to the Town Manager as alternate
Transportation:
Local Transportation Commission (LTC) – Wentworth, Sauser, and Paul Chang; Town Manager as alternate
Eastern Sierra Transit Authority (ESTA) Board – Bubser and Sauser Local Issues:
Mammoth Lakes Tourism (MLT) Board – Sauser
Mammoth Lakes Recreation (MLR) Board – Rea
Mammoth Lakes Housing (MLH) Board – Rice
Treasury Oversight Committee – Finance Director; Town Manager as alternate LEGAL CONSIDERATIONS:
According to the California Open Meeting Act, commonly referred to as the Brown Act, the agenda must reflect every matter to be discussed by a governing body.
RECOMMENDATION(S):
This agenda bill is submitted for information only.