Town Council Agenda
Wednesday, October 18, 2023, 3:30 p.m.
437 Old Mammoth Road, Suite Z, Mammoth Lakes
Members of the Town Council:
Mayor John Wentworth, Mayor Pro Tem Bill Sauser, Councilmember Chris Bubser, Councilmember Sarah Rea, Councilmember Amanda Rice
NOTE: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Town Clerk at (760) 965-3602. Notification 48 hours prior to the meeting will enable the Town to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 13.102-35.104 ADA Title II)
NOTE: Materials related to an item on this agenda submitted after distribution of the agenda packet are available for public inspection in the Town Offices located at 437 Old Mammoth Road, Suite 230 during normal business hours. Such documents are also available on the Town of Mammoth Lakes website at www.townofmammothlakes.ca.gov subject to staff’s ability to post the documents before the meeting.
NOTE: You may attend the Town Council meetings in person or watch them on the Town of Mammoth Lakes' website at www.townofmammothlakes.ca.gov , on the local government cable channel 18, or via Zoom. Public comments can be submitted to the Town Clerk at [email protected]. before and during the meeting, or may be made in person or via Zoom.
NOTE: All comments will be limited to a speaking time of five minutes.
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1. RIBBON CUTTING CEREMONY
1.1 Ribbon cutting ceremony for the Laurel Mountain Road Project. The ceremony will take place at 94 Laurel Mountain Road (at the corner of Laurel Mountain Road and Tavern Road).
2. CALL TO ORDER AND ROLL CALL
3. PLEDGE OF ALLEGIANCE
4. PUBLIC COMMENTS
The Public Comment portion of the agenda provides the public with an opportunity to address the Town Council on matters not otherwise listed on the agenda. Under California law the Town Council is prohibited from generally discussing or taking action on items not included in the agenda; however, the Town Council may briefly respond to comments or questions from members of the public. Therefore, the Town Council will listen to all public comment, but will not generally discuss the matter or take action on it. Requests for service from the Town may also be made at the Town offices during regular business hours.
Members of the public desiring to speak on a matter appearing on the agenda should ask the Mayor for the opportunity to be heard when the item comes up for Council consideration.
5. ADDITIONS TO THE AGENDA
Opportunity to add urgency items pursuant to Government Code Section 54954.2(b)2, if necessary.
6. REPORTS FROM COMMISSIONS AND/OR DEPARTMENTS (AS NEEDED)
6.1 Mammoth Main Base Redevelopment Project Update (Mammoth Mountain Main Lodge Area).
6.2 Town Council Subpart-C Public Comment
7. PUBLIC PRESENTATIONS
7.1 Annual Report from Robert Joki, President Southern Mono Historical Society.
8. STAFF PRESENTATIONS
8.1 The Parcel Affordable Housing Construction Update and Lease-Up Information Presented by Buckingham Property Management.
9. CONSENT AGENDA
9.1 Approve the minutes of the regular meeting of October 4, 2023.
9.2 Waive the reading and adopt the ordinance amending Municipal Code Chapter 10.12 Parking.
9.3 Accept Check Register 10/4/23 in the amount of $1,358,850.78.
10. POLICY MATTERS
10.1 Eastern Sierra Transit Authority (ESTA) Proposed Modifications to Fixed Route Transit in the Town of Mammoth Lakes.
10.2 Short-term rental program review and consideration of an urgency ordinance for temporary moratorium on the issuance of transient occupancy registration certificates
10.3 Adopt a resolution accepting the Eastern Sierra Comprehensive Economic Development Strategy (CEDS).
10.4 Continuation of emergency work authorized under Resolutions 23-29 and 23-54.
11. COUNCILMEMBER REPORTS
Informational reports from Councilmember representatives on committees, commissions, and organizations; general reports on Councilmember activities
12. CLOSED SESSION
12.1 CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section 54956.9: (One case)
12.2 CONFERENCE WITH LEGAL COUNSEL--EXISTING LITIGATION (Paragraph 1 of subdivision (d) of Section 54956.9) Name of case: Main Street Taxpayer Association v. Town of Mammoth Lakes (Case No. 23UCM12)
13. ANNOUNCEMENT OF ACTION TAKEN AFTER CLOSED SESSION
14. ADJOURNMENT
The Town Council will adjourn to a regular meeting to be held on Wednesday, November 1, 2023 at 4:00 p.m.
1 TOWN COUNCIL STAFF REPORT
Title: Mammoth Main Base Redevelopment Project Update (Mammoth Mountain Main Lodge Area)
Meeting Date: October 18, 2023
Prepared by: Jen Murillo, Contract Planner
Kim Cooke, Senior Planner
RECOMMENDATION:
No recommendation or action is needed on this item.
SUMMARY: [Changes from the 8/16/23 update are highlighted] The Mammoth Main Base Redevelopment Project is a major private development application being processed by the Town. Below is a high-level update on this application:
Environmental Review (CEQA/NEPA) – The Town is the lead agency for CEQA and the US Forest Service is the federal lead agency for NEPA. The CEQA/NEPA scoping period closed in December 2022. Scopes of work for technical studies (e.g., biological, cultural, traffic, etc.) are being refined based on scoping comments and coordination with relevant agencies (e.g., Caltrans).
Environmental fieldwork is on track for completion by end of October 2023. After technical studies are completed, the Draft Environmental Impact Report/Environment Impact Statement (EIR/EIS) will be prepared. Outreach – The Town and applicant team are working on an outreach strategy to ensure the community and stakeholders are informed, involved, and have opportunities to provide feedback throughout the process. A joint Town Council and Planning and Economic Development Commission meeting is expected to be scheduled in November to discuss key project considerations ahead of the development of the specific plan. Additionally, CEQA and NEPA provide for public comment opportunities throughout the environmental process. Senate Bill 606 (Alvarado-Gil) – This bill allows all or a portion of State Route 203 to be relinquished to the Town. The approval of SB 606 does not require the Town to take any action or make any commitments. The Town Council provided a support letter for SB 606 on June 21, 2023. SB 606 was signed by the Governor on October 8, 2023.
Target Schedule
Late 2023 Additional outreach meetings/events begin
Mid-2024 Draft EIR/EIS available for review
Mid-2025 Town Council decision on project
2 Relevant project links:
Town’s project webpage - www.townofmammothlakes.ca.gov/1155/MammothMain-Base-Redevelopment USFS project webpage - www.fs.usda.gov/project/?project=62406 Applicant’s project webpage - www.evolvingmain.com/
1 TOWN COUNCIL STAFF REPORT
Title: Town Council Subpart-C Public Comment
Meeting Date: October 18, 2023
Prepared by: Lawson Reif – Outdoor Recreation Manager
RECOMMENDATION:
Approve, or revise as needed, the attached subpart-C letter that will be submitted electronically no later than October 20th, 2023.
BACKGROUND:
The Inyo National Forest recently provided their OSV Subpart-C proposed action and seeks public comment related to the proposal. On October 4, 2023 council relayed its intent to provide a public comment as part of this procees and outlined some key recommendations. Staff was tasked with developing a letter on councils behalf to submit electronically using the Inyo National Forest’s online public comment process located here: https://cara.fs2c.usda.gov/Public//CommentInput?Project=61466 ANALYSIS:
Staff attemped to succinctly capture the recommendations in which council members agreed or seemed to agree. These suggestions are containted in the attached letter and summarized in the bullet points below.
Town Council supports the proposed staging area at the New Shady Rest Campground.
However, the chosen route for the groomer shown in the proposed action is not viable.
Council would propose the Forest groomer use the existing Multi-Use Path (MUP) from the new proposed staging area, cross the entry road into Shady Rest Park onto 3S289, east onto 3S288, then connecting with the ‘A Trail’ just north of the park. The MUP is currently groomed by TOML for non-motorized use and to ensure no net loss of nonmotorized trail milage, council supports moving TOML’s groomed route into the forest east of the MUP. This option would reduce the number of OSV’s in Shady Rest Park minimizing congestion and reducing user conflict, while maintaining the existing nonmotorized trail milage. Address need for a high elevation OSV staging area. The current cinder shed would be an ideal location for this use. To support the high elevation staging area improvements to the site are recommended, such as leveling, paving, and informational/educational signage.
Address the need for OSV staging along the Mammoth Scenic Loop Road, but not immediately adjacent to the additional paved lane used currently for snow-play parking.
The Council recommends the entrance to 3S22 (Inyo Craters Road) as a viable staging option. Council also recommends consideration of another staging area near the junction
2 of the Scenic Loop and Highway 395, allowing for staging opportunities when the Scenic Loop isn’t plowed.
Council would like to see increased safety measures implemented related to the ORMAT Pipeline. Many of these measures are spelled out in the CD IV pipeline NEPA document and the measures called for in the document should be fully implemented. Town Council is supportive of the Town of Mammoth Lakes previously submitted proposal for expanded grooming in both the Sherwin’s and Shady Rest Areas. Per the Sherwin Area Recreation Plan (SHARP), adopted by town council through the Trail System Master Plan (TSMP), the Sherwin Meadow, from roughly the Tele-Bowls west to the bluffs, is recommended as non-motorized if a trail system is groomed in the meadow. This recommendation would be for the Meadow area only, not the Sherwin Mountains. If this motorized closure is implemented, council also recommends an access corridor be established or through Sherwin meadow beginning on April 17th to allow motorized users to access the Lakes Basin. This would take pressure off the Old Mammoth Road and Lake Mary Gate parking areas.
If feasible, council is supportive of delineation of uses at minaret vista. This could include creating lanes along the road or ‘re-opening’ of the original road which sits below the existing road to the North.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Annual Report from Robert Joki, President Southern Mono Historical Society.
Council Meeting Date: 10/18/2023
Prepared by: Daniel C. Holler, Town Manager
Recommended Motion: This is an informational report only.
Summary:
The Southern Mono Historical Society is required to provide an annual year end report to the Town Council. Robert Joki, President of the Historical Society, will provide a report on the programs, events and activities, and overall status of the Historical Society. Information on the History Trolley Program will be provided as well. Currently the Town provides $50,000 annually in financial support. In discussing the status of the Historical Society with the Board this past year, limited operational support was discussed for next year for trash and restrooms (porta toilets), as these services are used by more than just visitors to the Hayden Cabin or events at the site.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: The Parcel Affordable Housing Construction Update and Lease-Up Information Presented by Buckingham Property Management.
Council Meeting Date: 10/18/2023
Prepared by: Nolan Bobroff, Acting Community and Economic Development Director Amy Callanan, Engineering Manager
Recommended Motion: This is an informational item only for Council Discussion and Direction.
Summary: Staff will provide the Town Council with an update on the construction of Phase 1 (The Sawyer) and a representative from the future property manager, Buckingham Property Management, will provide a presentation on the Parcel Phase 1 lease-up process.
Construction Update
October 18, 2023
Construction Update October 18, 2023
Project Overview:
• 25 acres
• Multiple phases
• Maximum 580 units
• Rental + Ownership
Phase Dwellings
1 81
2.1 72
2.2 76
3 (HO) 40 +/-
4/5 150 +/-
6 42 +/-
TOTAL (est) 460+
Phase 1 Overview:
• “The Sawyer”
• Building A – 66 units (1 manager)
• Building B – 15 units
• Studio, 1BR, 2BR, 3BR units
• <80% AMI rental
• Community Space, Daycare
• Public Park
• Public Infrastructure
• Road connections (Inyo, Chaparral, Tavern)
• Sidewalks and multi-use paths, Bus stops
• Utilities
Construction Update October 18, 2023
Phase 1 Current Construction Progress:
•Exteriors –
• Building B siding complete, painting in progress
• Building A siding preparation in progress
• Community space curtain walls and doors complete
•Interiors –
• Drywall and painting nearly complete
• Utility installation ongoing
• Elevators and trash chutes installed
Construction Update October 18, 2023
Construction Update October 18, 2023
• Site Work –
• “Wet” utilities complete
• “Dry” utilities complete
• Concrete curb and gutter complete
• Road paving late-October
•Park
• Additional tree removal complete
• Childcare playground this fall
• Remainder of grading, concrete,
amenities in spring
• Public 5-12 year-old playground
• Picnic pavilion
• Restroom
• Hammocks, slack lines, seating
Construction Update October 18, 2023
Construction Update October 18, 2023
Construction Update October 18, 2023
Construction Update October 18, 2023
Construction Update October 18, 2023
Construction Update October 18, 2023
Construction Update October 18, 2023
Construction Update October 18, 2023
Construction Update October 18, 2023
Construction Update October 18, 2023
Construction Update October 18, 2023
Construction Update October 18, 2023
Phase 2 – “The Kingfisher”
• 148 units in 5 buildings
• <80% AMI rental
• Central green with passive open space
• Tree removal this fall
?? Questions ??
Construction Update October 18, 2023
Lease up
Overview THE SAWYER
Current Site Waitlist
Breakdown of Units
Getting Current Information to the Public
Processing Application Timeline
Processing Guidelines
Declined Applicants
Move in and Certificate of Occupancy Logistics
Expected Concerns
Open Questions and Answers
PROCESSING APPLICATIONS
INTRODUCTIONS
Current Site Waitlist
As of 10/18/2023 there are 466 people on
the interest list.
Every interested person is added to the
interest list.
We do not pre-qualify anyone on the
interest list as it has been collecting names
since the end of 2021 and people’s
circumstances may have changed.
This means that once we begin processing,
we do not know how many applicants we
will work through to fill the site.
This is very typical for lease ups to ensure
that they are completed fairly.
Encouraging Everyone to
Like “The Sawyer” Facebook
• Site will be maintained by
Buckingham Property
Management
• Weekly updates of either blasts
of information or photos from
the property.
• General updates with
processing once started –
Example “The first 50 people
have been contacted – if you
were one of them make sure
you are responding ASAP. If you
were not contacted, you are
further down the waitlist!”
Direct Contact to Everyone
On Current Waitlist
• One time letter to all current
people on the interest list.
• Give information on the
new Facebook
• Provide copy of PDF of
Application process and
information
• Reiterate that they are on
the waitlist and give
approximation of dates
Updating the Town of
Mammoth Lakes Website
• Adjusting dates for CO and
Naming
• Adding some current photos to
update the information
provided
• Linking to the new Facebook as
a regularly updated place to get
information
• Providing link to PDF of
information on processing.
Unit Breakdown
Affordable Units
Processing and Qualification to be handled by Buckingham No Place Like Home Units
8-13 Units (8 Guaranteed and an additional 5 with preference) Applicants should be referred by the Mono County Department HHS Once referred they will be requalified and approved by Buckingham Buckingham is working with County staff
On Site Employee Unit
1 Unit to be occupied by Community Manager
CO Date (Tentatively March 2024)
90-120 Days Prior to CO Date – Hire a local Community Manager that will supervise the lease up. (Tentatively December 2023)
60-90 Days Prior to CO Date begin contacting interest list to processing applicants for units (Tentatively end of December 2023/Beginning of January 2024) Active processing of applications will happen throughout this window. If CO Dates are extended it could mean some paperwork must be redone or more current paperwork collected.
Residents are educated during the processing to be aware if they need to continue to collect items (Example: paystubs as they come continue working) or if they will need to request new documents (Example: A Social Security Letter if dated too far in the past.
THE
SAWYER
AFFORDABLE
UNIT
PROCESSING
GUIDELINES
Credit Parameters
Minimum Credit Score 540
No balances due to a Utility
No Evictions or Unlawful Detainers
Collections, huge balances on credit cards, etc will
impact overall score
Criminal Parameters
Criminal is handled on a case-by-case basis. We utilize a background company that runs applicants based on their
addresses over the last 7 years.
Issues with criminal background are handled by a
supervisor and will not be handled by the Community
Manager.
We will verify 2 years of favorable housing history to confirm:
Applicant paid rent on time
Applicant paid a comparable amount of rent
Applicant had no issues breaking rules or causing problems How many people were living in the unit?
Confirm last 12 months they have lived in Mammoth
Employment
• 3 months current consecutive
paystubs
• 3 Paystubs if paid monthly
• 6 paystubs if paid bimonthly
• 7 paystubs if paid biweekly
• Verification of Employment
Completed
• Can be faxed, emailed, or
personally delivered by
application
Other Income
• Social Security or SSI
• CashAid
• Child Support
• Veterans Benefits
• Self Employment
• Disability
• Unemployment
• Unearned Income for Minors
Excluded Income
• Food Stamps
• College or Student Loans
Calculation #1 – VOE Hourly
Hourly Wage X Number of Hours Weekly = ? X 52 = Total Hourly Overtime Wage X Number of OT Hours Weekly = ? X 52 = Total OT Shift Differential X Number of Hours Weekly = ? X 52 = Total Shift Differential Add all these numbers for your VOE Hourly Total
Calculation #2 – VOE YTD
Use Date Duration Calculator to figure out the number of days represented in the YTD date range – then divide the number of days by 7 to get number of weeks.
Take YTD income total and divide by number of weeks to the second decimal to obtain the VOY YTD Calculation #3 – Gross Paystubs
Add up all three months gross paystubs and divide by the number of paystubs and X by 52 for the Gross Paystubs Total
Calculation #4 – Paystub YTD
Use Date Duration Calculator to figure out the number of days represented from the most current paystub back to the first of the year– then divide the number of days by 7 to get number of weeks. Take the Gross total on the newest paystub and divide by the number of weeks and this gives you the Paystub YTD
Items paid monthly in the same amount are simple. Take the Gross Amount and Multiply by 12.
Items paid monthly that are different amounts we need to take a 3-month average.
Add the gross totals for the last three months, divide by three, and multiply by 12.
Once all paperwork is completed, verifications returned, calculations completed the Community Manager will
confirm the file is approved to proceed.
Passed Credit
Passed Criminal
2 Years Favorable Housing History and last 12 months in Mammoth.
Income calculations put tenant within the limits.
FILE IS SUBMITTED
TO OUR CORPORATE
COMPLIANCE
DECLINED
APPLICANTS
1. FAILED CREDIT
2. FAILED CRIMINAL
3. UNFAVORABLE HOUSING HISTORY
4. CANNOT VERIFY HOUSING HISTORY
5. OVER INCOME LIMITS
6. CANNOT VERIFY INCOME SOURCES
7. TENANT FAILURE TO RESPOND
Applicants are informed verbally and in
writing that they were declined and the
reasoning.
The last couple weeks of construction Buckingham will be walking units, working with superintendents and getting all the final set up completed for the site.
We are typically confident on dates for final CO and can then begin scheduling move ins.
Every property is different as far as move ins and logistics – and winter/timing will probably be the biggest factor for The Sawyer. We will schedule move ins based on what makes the most sense logistically for new residents to access/move into the building. An example would be moving in one person per section, on each floor, each day to avoid multiple people trying to move into the same area. We also tend to extend times for lease signings to spread out the move ins. These final decisions and scheduling won’t happen until several weeks before move in. Page 50 of 364
After the property had been successfully 100% occupied the interest list converts to a “Waitlist”.
All households remain on the list in order.
They would be contacted if a unit became vacant or
eventually we would utilize this list as the beginning for processing for “Kingfisher”.
Every 6-9 months a letter will go out to people on the Waitlist asking them to update their contact information and confirm they wish to stay on the waitlist.
Applicants anxious and wanting to get in that are too far down on the interest list for that to be possible
Applicants who are declined – but know someone who
they believe his similar circumstances that was approved. Affordable Applicant concerns about No Place Like Home households.
Community Perception about who was approved and
declined.
QUESTIONS?
1 Jamie Gray
From: Sandy Hogan <[email protected]>
Sent: Wednesday, October 18, 2023 5:20 PM
To: Jamie Gray
Subject: Pub lic comment - Parcel
[EXTERNAL EMAIL]
Jamie: several questions
Spanish written Instructions?
Spanish speakers to answer questions by phone?
Manager requirements - Spanish speaker?
Role of MLH? Why aren't the updates sent to MLH as well as the town? Are the updates in Spanish? Thanks, Sandy
1 Clerk
From: Jess Landry <[email protected]>
Sent: Wednesday, October 18, 2023 4:46 PM
To: Clerk
Subject: council meeting Qs
[You don't oŌen get email from [email protected]. Learn why this is important at hƩps://aka.ms/LearnAboutSenderIdenƟficaƟon ]
[EXTERNAL EMAIL]
Parcel Qs:
Would I have to leave the Parcel if my income went above a certain limit during my lease? What are the pet policies?
Will there be parking available?
Sent from my iPhone
Town Council of Mammoth Lakes
Minutes of Regular Meeting
October 4, 2023, 3:00 p.m.
437 Old Mammoth Road, Suite Z, Mammoth Lakes
Members Present: Mayor John Wentworth, Mayor Pro Tem Bill Sauser, Councilmember Chris Bubser, Councilmember Amanda Rice
Members Absent: Councilmember Sarah Rea
_____________________________________________________________________
1. RIBBON CUTTING CEREMONY
1.1 At 3:00 p.m. the Town Council will conduct a ribbon cutting ceremony for the Town's community tennis courts located at 1000 Forest Trail and new pickleball courts located at 416 Sierra Park Road.
Members of the Town Council participated in two ribbon cutting ceremonies.
2. CALL TO ORDER AND ROLL CALL
The Mayor called the meeting to order at 4:09 p.m. in the Council Chamber, 437 Old Mammoth Road, Suite Z, Mammoth Lakes.
3. PLEDGE OF ALLEGIANCE
Sergeant Heilman led the flag salute.
Town Council Minutes
October 4, 2023
4. PUBLIC COMMENTS
Ken Brengle, Executive Director of the Mammoth Lakes Chamber of Commerce, announced that on October 24 at Mammoth High School there would be a Career Expo for students from Mammoth, Coleville, and Lee Vining High Schools.
5. ADDITIONS TO THE AGENDA
There were no additions to the agenda.
6. REPORTS FROM COMMISSIONS AND/OR DEPARTMENTS (AS NEEDED) Office of Outdoor Recreation Manager Lawson Reif gave an update regarding current outdoor recreation activities.
Acting Community and Economic Development Director Nolan Bobroff gave an update regarding current community and economic development activities.
Town Manager Daniel C. Holler reported that the Town had applied for grants for a biomass facility and that the Town had executed a contract for economic analysis of short-term rentals.
6.1 October 2023 Public Works Engineering CIP Update.
There was discussion among members of Council and staff.
6.2 Did you Know? Dogs (August 2023).
6.3 Did you Know? Recreation Investments (September 2023).
There was discussion among members of Council and staff.
6.4 Planning update on potential federal shutdown.
Town Manager Daniel C. Holler gave an update regarding partnership opportunities in the event of a federal government shutdown. There was discussion among members of Council and staff.
7. INTRODUCTIONS
7.1 Introduce new Police Department K9 Jax.
Interim Chief of Police Dan Casabian and K9 Officer Matt West introduced Mammoth Lakes Police Department K9 Jax. Town Clerk Jamie Gray administered the oath of office to Jax.
Town Council Minutes
October 4, 2023
8. COUNCIL PRESENTATIONS
8.1 Recognition of Town Manager Daniel C. Holler for ten years of service.
Mayor Wentworth, Mayor Pro Tem Sauser, and Town Attorney Andrew Morris thanked Mr. Holler for his years of service.
9. STAFF PRESENTATIONS
9.1 October Community Recreation Center (CRC) Update.
Public Works Director Haislip Hayes and Parks and Recreation Director Stuart Brown gave an update regarding the Community Recreation Center (CRC). There was discussion among members of Council and staff.
10. CONSENT AGENDA
Moved by Mayor Pro Tem Bill Sauser
Seconded by Councilmember Amanda Rice
Approve the Consent Agenda.
For (4): Mayor John Wentworth, Mayor Pro Tem Bill Sauser, Councilmember Chris Bubser, and Councilmember Amanda Rice
Absent (1): Councilmember Sarah Rea
Carried (4 to 0)
10.1 Approve the minutes of the regular meeting of September 6, 2023.
10.2 Accept the Project Closeout Report for the Ballfields Rehabilitation Project.
10.3 Approve the resolution authorizing the Town’s participation in the CSCDA Commercial Open Property Assessed Clean Energy (PACE) Program to provide commercial property owners access to financing for renewable energy and building efficiency upgrades.
10.4 Accept Check Register 8/30/23 in the amount of $530,400.24. Accept Check Register 9/7/23 in the amount of $793,992.39. Accept Check Register 9/14/23 in the amount of $3,433,620.93. Accept Check Register 9/19/23 in the amount of $44,574.68. Accept Check Register 9/27/23 in the amount of $1,689,112.75.
Town Council Minutes
October 4, 2023
11. POLICY MATTERS
11.1 Waive the reading and introduce by title only the ordinance amending Municipal Code Chapter 10.12 Parking.
Deputy Airport Manager Sierra Shultz and Town Attorney Andrew Morris outlined the information in the staff report. There was discussion among members of Council and staff.
Moved by Mayor Pro Tem Bill Sauser
Seconded by Councilmember Amanda Rice
Waive the reading and introduce by title only the ordinance amending Municipal Code Chapter 10.12 Parking, as amended to change references to "his" to "his/hers."
For (4): Mayor John Wentworth, Mayor Pro Tem Bill Sauser, Councilmember Chris Bubser, and Councilmember Amanda Rice Absent (1): Councilmember Sarah Rea
Carried (4 to 0)
11.2 Inyo National Forest OSV Subpart-C Engagement & Public Comment.
Office of Outdoor Recreation Manager Lawson Reif gave a presentation regarding OSV Subpart C. There was discussion among members of Council and staff.
PUBLIC COMMENT:
David Page, Executive Director of Winter Wildlands Alliance, spoke about the process and timeline, and gave his comments regarding the proposed action.
CONSENSUS:
The Town Council agreed to an overall comment regarding safety and quality experiences for all users.
The Town Council supported the Trailhead at New Shady Rest dump station paring area, the High Elevation Staging Area (Cinder Shed), the Scenic Loop Staging Area, and the Sherwin's Working Group Recommendation.
The Town Council supported delineating uses on the way to Minaret Vista.
Town Council Minutes
October 4, 2023
The Town Council agreed that the Snow Depth Requirement seemed reasonable.
The Town Council supported Compliance with OSV in the Casa Diablo IV Geothermal Development Project.
The Town Council agreed to an overall comment that more regular review was needed as conditions could change dramatically.
11.3 Council finds and determines that Emergency Work Authorized by Resolutions 23-29 and 23-54 continues to be necessary for public welfare and safety.
Town Manager Daniel C. Holler gave an update regarding the emergency work.
Moved by Mayor Pro Tem Bill Sauser
Seconded by Councilmember Chris Bubser
Find and determine that emergency work authorized by Resolutions 23-29 and 23-54 continues to be necessary for public welfare and safety.
For (4): Mayor John Wentworth, Mayor Pro Tem Bill Sauser, Councilmember Chris Bubser, and Councilmember Amanda Rice Absent (1): Councilmember Sarah Rea
Carried (4 to 0)
11.4 Review of Town Manager Recruitment Information and Schedule.
The Mayor called a recess at 6:04 p.m. and the Council reconvened at 6:11 p.m.
Town Manager Daniel C. Holler introduced Roberta Greathouse, Peckham & McKenney Executive Recruiter. Ms. Greathouse outlined the language in the proposed brochure. There was discussion among members of Council, staff, and Ms. Greathouse.
12. COUNCILMEMBER REPORTS
Councilmember Rice attended the Mammoth Lakes Housing Board meeting.
Councilmember Bubser attended the two Forest Service meetings regarding OHV Subpart C.
Town Council Minutes
October 4, 2023
Mayor Pro Tem Sauser attended the League of California Cities annual conference and the Mammoth Lakes Tourism Board meeting.
Mayor Wentworth attended the Great Basin Unified Air Pollution Control District meeting, Town to Trails meetings, the Whitebark Financial Advisory Team meeting, the Mammoth Lakes Fire Protection District Board meeting, and the League of California Cities annual conference.
Town Manager Daniel C. Holler announced the Chamber of Commerce's Business Excellence Awards Gala would be held on November 1.
13. ADJOURNMENT
The Council adjourned the meeting at 6:43 p.m.
Jamie Gray, Town Clerk
1 TOWN COUNCIL STAFF REPORT
Title: Waive the reading and adopt the ordinance amending Municipal Code Chapter 10.12 Parking.
Meeting Date: October 18, 2023
Prepared by: Sierra Shultz, Deputy Airport Manager
RECOMMENDATION:
Waive the reading and adopt the ordinance amending Municipal Code Chapter 10.12 Parking.
BACKGROUND:
The Mammoth Yosemite Airport parking lot is extremely deteriorated and needs to be reconstructed. The Airport Capital Improvement Plan (ACIP) includes a project for the reconstruction of the parking lot. When meeting with the Federal Aviation Administration (FAA) last year to discuss the ACIP, they mentioned that construction or rehabilitation of a revenue producing parking lot at a non-hub airport is not eligible for Airport Improvement Program (AIP) or Airport Infrastructure Grant (AIG) grant funding per the Airport Improvement Program Handbook – Order 5100.38D, Change 1. Grant funding for parking lot rehabilitation is only eligible for non-revenue producing parking lots.
ANALYSIS:
In October of 2022, staff removed parking lot signage and stopped collecting fees for overnight parking at the Mammoth Yosemite Airport parking lot so that it would be eligible for grant funding. The Town was previously collecting a fee of $8/night per ordinance
10.12.200. The fee was used to discourage people from leaving their cars parked for extended periods of time when they were not using the airport services. The fees collected were not substantial enough to pay for any major maintenance. The ordinance needs to be updated to reflect the new operating procedure which does not include collecting a fee. If adopted, the operations will include a permit free of charge for airport users that wish to park overnight. Airport users, as proposed in the new ordinance, are all persons utilizing the Airport for legitimate purposes, including, but not limited to passengers, tenants, airlines, vendors, contractors, and subcontractors. In the event of a town emergency and if temporary overflow parking is needed at Mammoth Yosemite Airport, staff will open the parking lot for everyone and assist with the emergency as needed.
The ordinance to be amended is Municipal Code Chapter 10.12 Parking. The majority of the chapter will remain as is. The proposed amendment will consist of the following components:
Defining what an “Airport User” is.
2 Addition or alteration of text regarding the new overnight permit process. Vehicle size limitations.
Defining what hours are considered overnight and not day use hours.
The proposed ordinance was introduced at the October 4, 2023 Town Council meeting and received minimal comments from council and no public comment.
FINANCIAL CONSIDERATIONS:
In Fiscal Year 2023 the Town received an Airport Infrastructure Grant in the amount of $108,701 for the design of the parking lot reconstruction. In Fiscal Year 2024, staff will apply for an AIG grant of approximately $1,500,000 for the construction phase of the parking lot rehabilitation. The funding acquired through FAA grants greatly outweighs the funding that would ever be collected from overnight parking fees.
ORDINANCE NO. 23-__
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF
MAMMOTH LAKES, STATE OF CALIFORNIA, AMENDING MUNICIPAL CODE CHAPTER 10.12 PARKING
WHEREAS, Chapter 10.12 of the Town of Mammoth Lakes Municipal Code comprises the Town’s parking ordinance; and
WHEREAS, the parking procedures at Mammoth Yosemite Airport have changed and Town staff will no longer be collecting overnight parking fees at the airport parking lot.
WHEREAS, Town staff has reviewed Chapter 10.12, Parking, of the Town of Mammoth Lakes Municipal Code and proposes the attached revisions based on updating the code to comply with new operating procedures.
NOW, THEREFORE, the Town Council of the Town of Mammoth lakes, State of California, does ordain as follows:
Section 1: Amend Municipal Code Chapter 10.12, Parking, which is hereby amended as set forth in Exbibit A attached hereto and incorporated herein.
Section 2: EFFECTIVE DATE OF ORDINANCE
This Ordinance shall before 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 provisions 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 this 18th day of October 2023.
_____________________________
JOHN WENTWORTH, Mayor
ATTEST:
___________________________
JAMIE GRAY, Town Clerk
EXHBIT “A”
10.12.010 – Definitions.
Except as specifically provided in this section, the words used in this article shall be as defined in the California Vehicle Code.
“Airport User” means all persons utilizing the Airport for legitimate purposes, including, but not limited to passengers, tenants, airlines, vendors, contractors, and subcontractors.
10.12.030 – No parking for more than seventy-two hours.
A. No person shall cause or allow any vehicle owned by him/her or in his/her possession, custody or control, to be parked upon any street (including the right-of-way thereof), alley, or publicly owned parking lot for more than seventy-two consecutive hours, unless a permit is provided to do so.
B. Any member of the police department may remove any vehicle parked upon any street right-of-way, alley or publicly owned parking lot for more than seventy-two consecutive hours and shall, upon such removal, deal with such vehicle as provided in Sections 22650 through 22856 of the vehicle code of the state.
10.12.086 – Vehicle Size Limitations
Vehicles parked at the Mammoth Yosemite Airport parking lot, not including the long-term parking lot, shall not include trailers and shall not exceed 20 feet in length unless the town manager, public works director, or airport manager or his/her designee approves it.
10.12.200 – Overnight Parking at Mammoth Yosemite Airport A. No person shall park or leave standing any vehicle at the Mammoth Yosemite Airport between the hours of eight p.m. and eight a.m., unless such vehicle is parked in an area designated for overnight parking and displays the required parking permit for such parking for airport users.
B. No person shall leave a permitted vehicle in the area designated for overnight parking for longer than seven consecutive nights. The town manager, airport manager or his/her designee may allow longer periods of time if they deem it to be an extenuating circumstance and approve it beforehand.
C. Any person who fails to display a parking permit required for overnight parking, shall be cited or towed and liable to the town for such fees.
D. Citation charges may be collected by the town manager or his/her designee, the Mammoth Lakes Police Department, or the airport manager or his/her designee, by any means available for the collection of citation charges. Such enforcement may include the issuance of parking tickets and the use of administrative collection processes as are available under state law.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Eastern Sierra Transit Authority (ESTA) Proposed Modifications to Fixed Route Transit in the Town of Mammoth Lakes.
Council Meeting Date: 10/18/2023
Prepared by: Phil Moores, ESTA Executive Director
Haslip Hayes, PE Public Works Director
Recommended Motion: Receive a presentation from ESTA and Staff. Provide feedback on proposed changes.
Summary:
ESTA and Town Staff will present proposed changes to Town of Mammoth Lakes funded fixed route transit service. The changes would be implemented for winter 2023/24. ESTA is proposing to split the existing purple line into two lines in order to cover new areas. This split will provide better and expanded service. Proposed service changes are intended to meet community needs and address new facilities. Changes include service to Old Mammoth (additional stops plus turnaround at Woodmen), relocating the stop currently located in the Vons parking lot, and adding stops at the Community Recreation Center and within The Parcel. A new map with the proposed changes will be available at the meeting.
1 Jamie Gray
From: Amy Callanan
Sent: Monday, October 16, 2023 10:38 AM
To: Jamie Gray
Subject: FW: Bus Turn-around at Woodmen St
FYI
Amy Callanan, PE
Engineering Manager
Public Works
P: 760.965.3657
C: 760.709.6074
Disclaimer: Public documents and records are available to the public as provided under the California Public Records Act (Government Code SecƟon 6250-6270). This email may be considered subject to the Public Records Act and may be disclosed to a third-party requester.
From: Charlotte Kaufman <[email protected]>
Sent: Friday, October 13, 2023 8:16 PM
To: Amy Callanan <[email protected]>
Subject: Re: Bus Turn-around at Woodmen St
[EXTERNAL EMAIL]
This is wonderful news. Thank you!
On Fri, Oct 13, 2023, 4:31 PM Amy Callanan <[email protected]> wrote:
Letter attached this time. My apologies.
Amy Callanan, PE
Engineering Manager
Public Works
P: 760.965.3657
C: 760.709.6074
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Disclaimer: Public documents and records are available to the public as provided under the California Public Records Act (Government Code Section 6250-6270). This e-mail may be considered subject to the Public Records Act and may be disclosed to a third-party requester.
2 From: Amy Callanan
Sent: Friday, October 13, 2023 1:17 PM
To: Dan Holler <[email protected]>
Cc: Haislip Hayes <[email protected]>
Subject: Bus Turn-around at Woodmen St
Please see the attached letter from Town Manager Dan Holler regarding proposed changes to transit service on Old Mammoth Road and the bus turnaround at Woodmen St.
At a public meeting on October 18, 2023, the Town Council will evaluate Eastern Sierra Transit Authority’s (ESTA’s) proposed changes to transit service on Old Mammoth Road. The meeting will be held in the Town Council Chambers located in “Suite Z” located at 437 Old Mammoth Rd. The meeting will also be available via Zoom. The meeting starts at 4:00 pm, and the agenda is available online at https://pubtownofmammothlakes.escribemeetings.com/Meeting.aspx?Id=43a82142-c37f-4d39-96a3- d97082c15f84&Agenda=Agenda&lang=English.
Thank you,
Amy Callanan, PE
Engineering Manager
Public Works Department
Town of Mammoth Lakes
P.O. Box 1609
437 Old Mammoth Rd. Suite 230
Mammoth Lakes, CA 93546
P: 760.965.3657
C: 760.709.6074
[email protected]
www.townofmammothlakes.ca.gov
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3 Disclaimer: Public documents and records are available to the public as provided under the California Public Records Act (Government Code Section 6250-6270). This e-mail may be considered subject to the Public Records Act and may be disclosed to a third-party requester.
1 Jamie Gray
From: Amy Callanan
Sent: Monday, October 16, 2023 10:37 AM
To: Jamie Gray
Subject: FW: Bus Turn-around at Woodmen St
FYI
Amy Callanan, PE
Engineering Manager
Public Works
P: 760.965.3657
C: 760.709.6074
Disclaimer: Public documents and records are available to the public as provided under the California Public Records Act (Government Code SecƟon 6250-6270). This email may be considered subject to the Public Records Act and may be disclosed to a third-party requester.
From: [email protected] <[email protected]> Sent: Sunday, October 15, 2023 2:24 PM
To: Amy Callanan <[email protected]>
Subject: Re: Bus Turn-around at Woodmen St
[EXTERNAL EMAIL]
why bother? you are intent on degrading the nature and conditions in Old Mammoth, with no consideration or regard for the values, preferences, or choices of the residents (vis-a-vis taxpayers) of a quadrant of the town. That you offer this 'bone' for venting at a town meeting, when you have already committed to your plan, is indicative of the indifference that you have for the residents you assert to represent.
-----Original Message-----
From: Amy Callanan <[email protected]> Sent: Oct 13, 2023 1:10 PM
To: Dan Holler <[email protected]>
Cc: Haislip Hayes <[email protected]>
Subject: Bus Turn-around at Woodmen St
Please see the attached letter from Town Manager Dan Holler regarding proposed changes to transit service on Old Mammoth Road and the bus turnaround at Woodmen St.
You don't often get email from [email protected]. Learn why this is important
2 At a public meeting on October 18, 2023, the Town Council will evaluate Eastern Sierra Transit Authority’s (ESTA’s) proposed changes to transit service on Old Mammoth Road. The meeting will be held in the Town Council Chambers located in “Suite Z” located at 437 Old Mammoth Rd. The meeting will also be available via Zoom. The meeting starts at 4:00 pm, and the agenda is available online at https://pubtownofmammothlakes.escribemeetings.com/Meeting.aspx?Id=43a82142-c37f-4d39-96a3- d97082c15f84&Agenda=Agenda&lang=English.
Thank you,
Amy Callanan, PE
Engineering Manager
Public Works Department
Town of Mammoth Lakes
P.O. Box 1609
437 Old Mammoth Rd. Suite 230
Mammoth Lakes, CA 93546
P: 760.965.3657
C: 760.709.6074
[email protected]
www.townofmammothlakes.ca.gov
Disclaimer: Public documents and records are available to the public as provided under the California Public Records Act (Government Code Section 6250-6270). This email may be considered subject to the Public Records Act and may be disclosed to a third-party requester.
1 Jamie Gray
From: [email protected]
Sent: Tuesday, October 17, 2023 1:48 PM
To: John Wentworth; Amy Callanan; Dan Holler; Jamie Gray; Bill Sauser; [email protected]; Sarah Rea; Haislip Hayes; [email protected]; Amanda Rice
Cc: 'Mike Dutko'; 'Mark Dutko'
Subject: Don't chuck Old Mammoth Under the Bus!
[EXTERNAL EMAIL]
To Mammoth Town Council/City Manager/Engineering Department and Old Mammoth Community, We just received word that the town is already doing demo work on the Woodmen Bus Site today 10/17/2023 which is incredibly upsetting. What has become of the Mammoth Lakes we knew and loved? Below is the letter I was about to send before I just heard the shocking news that there is a dump truck and loader on site. What an outrage!
This project was controversial and contentious from the beginning has anyone failed to remember that. A friendly reminder to the Town of Mammoth, we had over 300 hundred signatures from the Old Mammoth neighborhood that opposed the bus stop (these signatures were gathered in less than 10 days after the bus stop was originally sprung on the community). Who knows how many additional signatures could have been gathered if we knew the project was to be “authorized” to move forward again. For comparison purposes there were only 150 signatures against the proposed Ice Rink Project. Is the bus stop the new ice rink? We shall see.
It’s upsetting but not shocking that this project has allegedly received an “authorization” as per Dan Holler’s letter dated Oct 10th. Time and time again the Old Mammoth Community has been given short notice of the project and its current resurrection. Once again being quietly slipped in the town agenda with less than 6 days for community rebuttal. I mention 6 days as that is when most of us were made aware of the letter dated October 10th. Who “authorized” this project? The Council, The Engineering Department, and/or the City Manager as the process seems very undemocratic. Where is the Environmental Impact Report for this nonministerial project? Also, where in the letter is SAFETY addressed it seems to be “overlooked” or some would say omitted.
To our recollection the only city official open to our concerns was John Wentworth. John showed a great sense of leadership with his engagement and honest interactions with the neighborhood. John, seems to be a person who truly cares about his community and its vision for the future.
2 We all know this is a project that should have never seen the light of day based purely on SAFETY, lack of ridership, scope, noise, and environmental impact. Very few people used the bus when it went past Woodmen on Old Mammoth Road so why would this change now. There is still plenty of space at Snow Creek to accommodate the turnaround which was where the original plans outline between Snow Creek and the Town, and where it should remain to service the only necessary riders who live in Aspen Village.
There is no need for public transportation past Aspen Village and if a smaller bus is going to be used and alternate option can be turned around in Aspen Village. (See phot below). Aspen Village HOA was never contacted about a bus alternative. FYI
The perception fair or not is that the developers have more say in City Planning than the people. Playing into this same narrative was evident at the very first site meeting when Haislip Hayes was asked who was funding the project and he said, “that is not your concern”. We all know it was Snow Creek funding the project which was another glaring example of a lack of transparency. Let’s be honest, the Town was going to move forward with this project as of May 21, 2021, without the input of the residents. On this date during a closed-door negotiation between the Town and the Water District there was an agreement that there would be an exchange of ownership from the Water District to the Town of Mammoth. This was made official on July 2nd with the recording of a grant deed with the County (exchanging the property from the Water district to the Town of Mammoth with other considerations). Dan’s letter misstates that the “The property is owned by the Mammoth Community Water District” when it is still owned by the Town of Mammoth Lakes since July 2nd of 2021. Why was this parcel transferred without public debate and before the City Council even voted on the project. That would be like buying a tractor before you purchased the land.
Unfortunately, there is a perception that some individuals working on the project are pushing the project for personal reasons and not for the best interest of the Old Mammoth community.
The Town never wanted our input as they tried to ram it through as a ministerial project which we all know legally based on the scope of work it was not. Has the Town attorney reviewed the safety studies? We only recently received one safety study today 10/16/2023. Was a safety study performed in the dead of winter? This year at best during the winter storms there was barely one and a third wide lane up Old Mammoth. If an accident occurred at the proposed site and Old Mammoth Road was blocked could emergency vehicles get through? These are all questions that have not been addressed. Since the beginning of this fiasco, this project was sprung on the neighborhood without timely disclosure, with secret meetings behind closed doors between the Water Department, Engineering Department, The Town Of Mammoth Lakes, and ESTA. So, when the recent letter states, “we are willing to listen to those concerns” and in the very next paragraph it states: “The authorization to move forward with construction of the turnaround has already been given and will not be considered by the council at this meeting”. Is another scathing testimony of the City of Mammoth Lakes, ESTA, and the Mammoth County Water Districts lack of transparency.
Regards,
Mitchell/Mark/Mike
19 Woodmen
3
Joyce Law, PC
Attorney at Law
_______________________________________________________________ ___________________________________________________________________________________________________ 21515 Hawthorne Boulevard, Suite 200, Torrance CA 90503 Tel: (310) 526-9984 Fax: (424) 465-3884 [email protected] October 17, 2023
Town Council
Town of Mammoth Lakes
437 Old Mammoth Road
Suite Z
Mammoth Lakes, CA 93546
[email protected]
Daniel C. Holler
Town Manager
Town of Mammoth Lakes
P.O. Box 1609
Mammoth Lakes, CA 93546
[email protected]
Re: Woodmen St. Bus Turnaround
Dear All,
My office and Victor J. Otten at the Otten Law Group, PLC, represent the Old Mammoth Coalition and John Guatelli, Mitch Dutko, Mike Dutko, Mark Dutko, all residents of Mammoth Lakes, California.
We are in receipt of Mr. Holler’s letter, dated October 10, 2023 (received by our clients on October 12, 2023), wherein he states the Town is moving forward with the Woodmen St. Bus Turnaround (the “Project”) proposed last year, but in an alleged smaller capacity. Specifically, the letter states “[i]n response to concerns raised, the footprint was reduced and amenities such as parking, lighting and the transit shelter were removed. ESTA is proposing to use a smaller bus to access Old Mammoth on a reduced schedule to mitigate noise and light concerns.” This description is vague and provides no information specifically as to how the Project has been scaled down—no route or times have been provided, the actual size of the bus has been omitted, etc.
The letter goes on to state the Town has authorized a private contractor to proceed with paving the turnaround at Woodmen St. and that the property is owned by the Mammoth Community Water District (“MCWD”). 1 We have confirmed with our clients that the pavers have already begun their work.
1 It should be noted that it is our understanding that the Town has owned the property since July 2, 2021 (and the transfer was made specifically in relation to this Project prior to any approvals).
2 It appears the Town will discuss the Project tomorrow, October 18, 2023, at the public meeting, and listen to continued neighborhood concerns, but that the Project has already been approved—“[t]he authorization to move forward with construction of the turn-around has already been given and will not be considered by Council at this meeting.” The way in which this Project has been “approved” with little to no notice is alarming.
What is the purpose of discussing the Project at the meeting if it has been approved? Who approved it? Was it brought to Town Council or simply approved by Mr. Holler or someone else in the Town? Per the Town Council Agenda and Agenda Action Sheet for tomorrow, the Project is listed as a proposal by ESTA “to split the existing purple line into two lines in order to cover new areas” and included under the heading “Policy Matters.” Again, these are very vague descriptions of the Project. We contend this has been done purposely to push the Project through under the guise of a simple ESTA route change.
As you know, when this Project was first proposed last year, members of the community raised several serious concerns regarding safety, noise, traffic, grading, etc. The concerns resulted in the Town not moving forward with the Project. Now, the Town is trying to push the Project through as some miscellaneous “Policy Matter” proposed by ESTA instead of what it really is—a Project by the Town on property owned by the Town that has serious safety and other potential environmental implications.
The one line description in Mr. Coller’s letter in no way clarifies or provides notice whether the scaled down version of the Project will address the neighborhood concerns or alleviate the need for environmental review under the California Environmental Quality Act (“CEQA”). The law is clear that environmental review is required for discretionary acts: The CEQA Guidelines (14 Cal. Code Regs., §§ 15000 et seq.) define a discretionary project as any project that requires the exercise of judgment or deliberation when an agency decides to approve or disapprove a particular activity. (Guidelines, § 15357.) Ministerial actions, on the other hand, are statutorily carved out as exempt from CEQA review. (Pub. Resources Code, § 21080(b)(1).) A ministerial decision involves “little or no personal judgment … as to the wisdom or manner of carrying out” a project. (Guidelines, § 15369.) A cursory review of the Project shows potential impacts in the following areas: greenhouse gases, aesthetics, land use, traffic, noise, and forestry resources (deer migration). Attached hereto as Exhibit 1 is CEQA Appendix 6—Environmental Checklist Form which sets forth categories to be considered.
What CEQA analysis has been done by the Town to date? We did various Public Record Act Requests last year and no CEQA documents were produced (including a Notice of Exemption).
Nonetheless, even under the scaled down Project (and its vague description), it appears there are several discretionary decisions, including, but not limited to, the decision 1) to remove trees, 2) to grade, 3) to pave the turnaround, 4) as to whether the turnaround at that location is safe,
2 and 5) as to whether the Project will result in noise and other issues in the community.
One of our clients requested additional materials from Mr. Holler and was provided, yesterday, with a Sight Distance Memorandum and Noise Memorandum from May 2022 2 Safety is not even addressed in Mr. Holler’s letter.
3 (applicable to the prior version of the Project). These documents do not apply to the scaled down version and raise serious safety concerns on their face. For instance, LSA states in the Sight Distance Memorandum, “LSA recommends that the south side of Old Mammoth Road be kept clear of any snow berms and snowbanks both 175 ft east and 175 ft west of Woodmen Street to ensure sufficient sight distance is provided looking both east and west at all times.” This would be impossible to implement given the amount of snowfall in the Town each winter. And it appears we are in an El Nino weather pattern and precipitation is supposed to increase. How then, can it be determined (without further review) that the Project is safe or even feasible? If this Project has truly been approved, our clients will proceed with any and all legal challenges available to them. If only the paving portion has been approved, we demand you halt any further approvals until such time as the community’s environmental concerns are addressed and it is determined whether the Project is subject to CEQA.
Please confirm by close of business Friday, October 20, 2023, what the Town plans to do, in detail, as to the approval and implementation of the Project.
Sincerely,
JOYCE LAW, P.C.
Brigid Joyce, Esq.
cc: Victor J. Otten, Esq.
Town Council
[email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]
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1 Clerk
From: Pracht Properties <[email protected]>
Sent: Wednesday, October 18, 2023 6:11 PM
To: Clerk
Subject: Public comment bus
[EXTERNAL EMAIL]
I lived in Mammoth for 10 years and rode the bus for 8 of those years. I never used the bus when I lived on Mill St because it was inaccessible and dangerous to walk all the way to Snow Creek. I support the bus turn around. It will make the area safer as the town will have to do better snow removal for better line of site and will be an environmental win for the area with shared public transportation. Thank You -Wesley Pracht You don't often get email from [email protected]. Learn why this is important
1 Jamie Gray
From: Charity Dubberley <[email protected]>
Sent: Thursday, October 19, 2023 8:45 PM
To: Jamie Gray
Subject: In support of Woodmen bus stop
[EXTERNAL EMAIL]
Hello,
I only heard yesterday about the bus stop at Woodmen and Old Mammoth. I live on Tamarack Lane (next block over) and am in absolute support of the bus stop! I have young kids (ages 6 and 10) and this is an essential upgrade for our neighborhood. Our family tries to bike as much as possible around town, which is hard in the winter, so having a public transportation option so close by is going to be awesome.
Thank you for all you do for the town, and please pass this support on to the council.
Charity Dubberley
You don't often get email from [email protected]. Learn why this is important
1 Jamie Gray
From: Katie Asmuth <[email protected]>
Sent: Thursday, October 19, 2023 9:09 PM
To: Jamie Gray
Subject: Support of Woodmen stop!
[You don't often get email from [email protected]. Learn why this is important at https://aka.ms/LearnAboutSenderIdentification ]
[EXTERNAL EMAIL]
Just wanted to write and say I know there is a lot of opposition from neighbors for the Woodmen bus stop- but that I know many families on Woodmen who are thrilled - including us! We can’t wait to have direct access from home to town and the mountain! I know the opposing voices are loud- and to be honest- I want to remain anonymous as to not offend any neighbors. But there are many of us- especially with kids- that are thrilled at the prospect of a bus stop safe walking distance from home!
I don’t think you are hearing this support as much as the opposition is very loud- so wanted to send a note to say thank you.
This work is tough! And I know there are pros and cons to every decision. I’ve been impressed at the transparency and professionalism surrounding this issue.
Again- prefer to be anonymous- thank you.
-Woodmen Street full time resident household
Sent from my iPhone
1 TOWN COUNCIL STAFF REPORT
Title: Short-term rental program review and consideration of an urgency ordinance for temporary moratorium on the issuance of transient occupancy registration certificates
Meeting Date: October 18, 2023
Prepared by: Dan Holler, Town Manager
Rob Patterson, Administrative Services / Finance Director RECOMMENDATION:
Staff is requesting Town Council comment and direction on proposed short-term rental program updates and consider whether to adopt urgency ordinance 2023-xx establishing 45-day moratorium on the issuance of new short-term rental registration certificates pursuant to Town of Mammoth Lakes Municipal Code Title 5
BACKGROUND:
Short Term Rental History
Since the Town was incorporated in 1984, transient rentals have been allowed in a number of different zoning districts within the Town including some residential districts. Transient rentals within residential districts (short term rentals) are common across the nation and occupancy of those rentals has increased as the market for online reservation platforms such as VRBO and AirBNB has expanded. Mammoth Lakes, like other municipalities, has dealt with a number of different issues associated with short term rentals in residential areas including noise, parking, trash, etc. In response to community interest and concern about neighborhood impacts of shortterm rentals, the Town Council adopted an ordinance in 2015 addressing short-term rental (STR) regulations which included standards to deal with issues that were affecting the community including noise, trash, parking, and occupant safety (“Quality of Life Ordinance”). The Town has been implementing the Quality of Life Ordinance for seven years now and there is an opportunity to reflect on the effectiveness and need for adjustments. The fact the Town has undertaken the process of developing these ordinances put us well ahead of the curve in addressing impacts of this new lodging solution. Many Municipalities addressing these issues today are grappling with concerns we addressed through the Quality of Life Ordinance.
The one element of that our previous ordinance did not address was the impact of STRs on the availability of housing for our local residents and workforce. One impact of these businesses appears to be, at least in part, the significant increase in the sales price of our affordable housing units as they can be utilized as lucrative business income in our resort community. Our limited
2 availability of these units along with their direct impact on affordability and availability of housing units is the most pressing issue we seek to address.
Workforce Housing Shortage
The Town has been experiencing a shortage of housing affordable for our workforce for a number of years. In 2017, the Town completed a Workforce Housing Needs Assessment which estimated a need for 595 additional workforce housing units between 2017-2022 (5 affordable units converted from existing market rate units and 221 new market rate units have been provided since that time). While affordable housing production over the past five years has been a challenge, the Town has a number of upcoming projects that are anticipated to generate 256 units over the next 2-3 years. This includes:
Parcel Phase 1 – 81 units (80 affordable, 1 manager unit – under construction) Parcel Phase 2 – 148 units (146 affordable, 2 manager units – construction is pending funding)
Innsbruck Lodge HomeKey Project (15 affordable, 1 manager unit – remodel under way) 60 Joaquin (4 for-sale affordable units – under construction) Access Apartments (11 affordable units – Project is not fully funded) The Town has acquired a small parcel and will be looking at 4-6 new units.
This list does not include units provided by private entities that are not deed restricted like the recent purchase of the Sierra Lodge by Mammoth Mountain Ski Area (36 units that will house up to 72 employees) or the Mammoth Hospital’s recent purchase of 20 apartments to use for their employees. The Town also purchased 5 employee housing units over the past few years, for a total of 7 units. Under the Town’s “Bridge Program” 6 market rate units have been purchased and all but one has been sold to households with incomes less than the 150% AMI level. The program requires a subsidy of approximately $110,000 to $150,000 per unit. Recent interest rate increases also make it difficult for households in these “missing middle” income ranges to purchase units.
While the Town and partners are working diligently to provide workforce housing for our community, anecdotal evidence suggests that the COVID-19 pandemic has exacerbated the housing shortage. This has occurred as people have moved to Mammoth Lakes from elsewhere, real estate prices have increased, and some housing units previously used as long-term rentals were sold to buyers intending to occupy them or to utilize them for short-term rentals (or a combination of use). The precise relationship between the prevalence of short-term rental properties and the lack of housing units available for long-term rental or purchase by residents is not known. Yet, anecdotally we understand that the ability to short-term rent is a factor that makes Mammoth Lakes an even more attractive real estate market for vacation home buyers. The Town has contracted with BAE Urban Economics to analyze these relationships as well as other factors related to STRs.
The same firm has been retained by Mono County to conduct a similar study.
3 Rental units continue to be in low supply as well, with the annual apartment survey showing 1% or less vacancy factor. The lack of affordable workforce housing continues to be one of the top concerns expressed by local businesses in Chamber of Commerce surveys.
A snapshot of housing sales data from 2017 through 2022 for one- and two- bedroom condo units in the RMF 2 zoning district show continued strong price increases, while the number of sales within that zone has stayed relatively consistent (average of 61 one-bedroom and 91 two-bedroom sales /year). The number of new units constructed was also limited during this time period, with only 16 new units constructed in the RMF-2 zone. The number of units in this zoning district is 3,642, with 1,898 (or 52%) having a short-term rental tax certificate.
The median sales price of these units has moved out of the price range for moderate income households to purchase. The following table and chart demonstrate what a three-person household at various AMI levels could afford to pay for a 2-bedroom condo based on a consistent set of assumptions and spending 35% of their gross income on housing costs (excluding utilities). The analysis provides some base data that suggests the transition of existing housing stock to meet workforce housing needs is challenging due to the currently unaffordable prices for moderate income households.
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
2016 2017 2018 2019 2020 2021 2022
Median Sales Price
RMF-2 Zoning District
1-br
2-br
4 As demonstrated in the chart below, the point when a household at the various AMI levels could no longer afford the median priced 2-bedroom condo in the RMF-2 zone is as follows:
120% AMI: Mid-2016 150% AMI: Mid-2020 200% AMI: Mid-2021 Assumptions: Annual income at 120%, 150%, and 200% of AMI, 10% Downpayment, $400 HOA, Property Tax at
1.5% of purchase price, Property Insurance at 0.35% of purchase price, Private Mortgage Insurance at 1% of purchase price, and Average Interest Rate for that year $-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
2-BR MEDIAN CONDO SALES PRICE (RMF-2 ZONE) vs
AFFORDABLE PRICE FOR VARIOUS AMIs
2-BR Median Sales Price
(RMF-2 Zone)
3-Person Household
120% AMI - Affordable Price
150% AMI - Affordable Price
200% AMI - Affordable Price
Year
2-BR Med
Sales Price # of
Sales Avg Yrly
Int Rate
3 Person Household
(RMF-2) 120% AMI 120% AP 150% AMI 150% AP 200% AMI 200% AP 2012 $261,000 57 3.66% $84,550 $328,000 $100,700 $403,500 $134,300 $559,000 2013 $272,000 79 3.98% $85,950 $327,000 $105,700 $416,000 $140,950 $575,000 2014 $275,000 47 4.17% $87,700 $329,500 $109,600 $427,000 $146,150 $590,000 2015 $310,000 53 3.85% $87,700 $338,500 $109,600 $438,000 $146,150 $604,000 2016 $300,000 61 3.65% $87,700 $343,000 $109,600 $445,000 $146,150 $615,000 2017 $350,000 101 3.99% $87,700 $334,000 $109,600 $433,000 $146,150 $598,000 2018 $422,500 94 4.54% $87,700 $320,000 $109,600 $415,000 $146,150 $572,000 2019 $435,000 100 3.94% $87,700 $335,000 $109,600 $435,000 $146,150 $600,000 2020 $450,100 105 3.11% $87,700 $359,000 $109,600 $465,000 $146,150 $642,000 2021 $600,000 91 2.96% $87,700 $363,000 $109,600 $470,000 $146,150 $650,000 2022 $765,000 84 5.34% $87,700 $300,000 $109,600 $389,000 $146,150 $537,000
5 The following chart shows the 2023 income limits for Mono County and our local limits calculated at the 150% and 200% AMI level using the State assigned AMI as the starting point. 2023 STATE
INCOME LIMITS
https://www.hcd.ca.gov/sites/default/files/docs/grants-and-funding/income-limits-2023.pdf Household Size
1 2 3 4 5 6 7 8
Acutely-Low
(≤ 15% AMI) $10,050 $11,500 $12,900 $14,350 $15,500 $16,650 $17,800 $18,950 Extremely-Low
(16%-30% AMI) $17,850 $20,400 $24,860 $30,000 $35,140 $40,280 $45,420 $50,560 Very-Low
(31%-50% AMI) $29,750 $34,000 $38,250 $42,500 $45,900 $49,300 $52,700 $56,100 Low
(51%-80% AMI) $47,600 $54,400 $61,200 $68,000 $73,450 $78,900 $84,350 $89,800 Median
(81%-100% AMI) $67,050 $76,650 $76,200 $95,800 $103,450 $111,150 $118,800 $126,450 Moderate
(101%-120% AMI) $80,450 $91,950 $103,450 $114,950 $124,150 $133,350 $142,550 $151,750
LOCAL INCOME
LIMITS
The state does not calculate income limits for AMI groups > 120% AMI; however, the same methodology used by the State for the income limit calculations was used to determine the higher limits Household Size
1 2 3 4 5 6 7 8
150% AMI $100,600 $114,950 $129,350 $143,700 $155,200 $166,700 $178,200 $189,700 200% AMI $134,100 $153,300 $172,450 $191,600 $206,950 $222,250 $237,600 $252,900 Current Work Programs
The Town employs a staff of 4 people in the Revenue team that is responsible for administration of the business tax certificates, Transient Occupancy Tax Certificates, tax collections, and enforcement of the Municipal Code. This team has been very effective with electronic tools to track advertisements and identify illegal operations. This effort has been beneficial in eliminating violations of the zoning restrictions and under reported revenue. This team has also made recommendations that will address some common problems with short-term rental businesses. The main update is the development of a new registration process called Certified Properties. The main concept of certified properties is to establish a relationship with the property owner, who is ultimately responsible for the activity that occurs in the unit.
The proposed process will flip the current structure of BTC / TOT certificate and start with the process of certifying the property for rental prior to issuing a BTC or allowing the property to be marketed for business. Once a property is certified, a number is issued that can be provided to every BTC holder who would like to market the property for rental activity. The key difference between certified properties and the previous TOT certificate is the fact the property owner must
6 work directly with the Town, establishing a relationship and understanding of responsibility for all rental activity conducted within their unit. While this is the case currently from a legal perspective, establishing this contact and dialogue will be helpful to understand they are engaged in business and there are specific requirements that must be met. The goal of this approach is to address some of the shortcomings of our current structure, namely the establishment of responsibility listed above, and some key elements addressed below. Staff would like input from the Town Council on the elements listed below as they are recommendations and/or on how the system can be improved and provide additional requirements for the short-term rental business.
Certified property attributes - Owners - Recommendations:
All properties require inspections, safety and compliance, every four years - Currently if someone wants to rent a property, they must secure an inspection. However, when this was implemented originally, many existing units were grandfathered into the program and have not been inspected. There is no provision requiring follow-up inspections in our current process, but this is recommended. Inspections include basic safety items such fire extinguishers, smoke detectors, and required postings, occupancy limits etc. Properties must remain in good standing – If the Town receives complaints about the operation of the property, including activity of visitors to the property, and those items are not effectively addressed, the property may be ineligible for rental until corrected. Properties information will be updated and published on an interactive map. – The Town has developed a digital map that contains information on each legal rental unit in Town. Property owners would be required to pay an annual fee - the fee collected would cover the Rentalscape annual monitoring contract which is currently charged to the Town on a per unit basis. Failure to pay the annual fee would make the property ineligible for rental until corrected.
Verified Emergency Contact and Cleaning Service – Owner required to provide a 24- hour contact and BTC for cleaning company, if not the owner. Both may be the property management company if the unit is managed. This information will be published on the interactive map.
Violations of the Municipal Code may result in revocation of certificate – In the event a violation of the Town municipal code or illegal activity occurs at the rental property, the Town reserves the right to suspend or revoke the certificate. Violations include but are not limited to, health and safety, fire, building, noise, parking, occupancy, trash and advertising without the certificate number present.
Word of Mouth Conformity – In making the owners more aware and accountable of the requirements to rent transiently, compliance should improve as owners who are held accountable will self-enforce other owners in their complex. This will also boost education of the transient rental program and combat misunderstanding or misinformation that sometimes exists in the community.
7 Enhanced Enforcement – Certifying the properties first allows for more precise enforcement for violations as we have direct contact with the responsible party (owner).
Ultimately any violations are tied to the property rather than the license to conduct business (BTC). 3 Certified property attributes - Operators
Certificate number must be displayed in all marketing ads – This will assist Town staff in identification of legal and illegal properties.
Monthly Tax returns must include gross receipts and statical data per certified unit – Currently tax returns indicate the gross receipts and tax for the entire business, which can be several to hundreds of properties. We propose a new online form where an operator can enter details on each property. # Nights rented, gross receipts, owner nights, each month.
The property management company would still only provide one tax return, but the attachment includes details listed above for each unit. Responsible Accounting – Requiring operators to remit revenues and statistical data by property will create an additional layer of accountability and property management.
Accuracy for revenue reporting as well as maintaining detailed property unit lists will improve. Statistical data will assist in staff analysis of our overall transient rental business. Property Tracking – If property was represented by a rental agency and is no longer, the operator must notify the Town of this change. Town will verify they are with another operator or no longer in business. Properties advertising or renting without an identified BTC to remit TOT may have their certificates suspended or revoked. Streamlined Transitions – If an owner chooses to transition from one property management agency to another the change doesn’t require recertification.
Staff believes the implementation of this new process will support an improved business environment within the short-term rental businesses. It will provide more accountability for knowledge of rules and regulations governing their businesses. These changes should also improve the visitor experience as rules governing the safety of the rental units are controlled more tightly within the new process. Finally, the interactive map and transparency of our short-term rental unit inventory in town will assist in identifying illegal or detrimental activity. Neighborhood concerns about the activities at a specific property can be shared with the owner, management company and the Town for resolution. If corrective action is not taken, owners will run the risk of losing their certified status and the ability to rent the unit.
The Certified Properties program is focused on ensuring STR operators/owners are held accountable for their operations. This includes compliance with Town regulations, quality of life ordinance, and payment of fees and taxes.
Town Council Direction
8 All of these items have generated comments from Councilmembers about the need to protect and preserve workforce housing for our community while also balancing the desire to provide accommodation for our growing tourism base. While staff have been involved and engaged in STR discussions, we have not analyzed or considered any ways to limit STR’s within the Town. In response to the requests from Council, staff has provided this item to allow the Council to consider options for limiting STR’s including an option to adopt an ordinance approving a temporary moratorium limiting the issuance of new TOT certificates, if the Council feels that this situation requires such action to allow for more detailed analysis and recommendations.
ANALYSIS:
If the Town Council feels that this issue is a critical issue and new certificates for STR’s within a portion of Town should be paused to allow staff time to study the issue and bring options forward for Council consideration, this will require adopting an urgency ordinance to temporarily establish a moratorium on new transient occupancy registration certificates for STRs. The urgency ordinance, if approved, will temporarily limit approval of any new transient occupancy certificate applications and will provide the Town with time to complete an analysis and bring back options for regulating STR’s. The potential to limit the issuance of new TOT Certificates for STRs has been raised off and on over the past few years. The discussion has generally been in the context of either quality of life issues as discussed above or in the context of providing affordable workforce housing. If a temporary moratorium is put in place, the primary analysis will focus on the housing related question.
Temporary moratoriums are often seen as an extreme step in pausing operations in order to allow time to analyze and develop regulations while also avoiding a “rush to the counter” scenario. When the Town Council started discussing the possibility of regulating STR’s in 2022, staff saw a marked increase in TOT applications above what we normally see. Processing a potential influx of applications could detract from staff’s ability to review and revise the program and such an influx could run counter to Town Council’s ultimate direction for the STR program.
If the Town Council were to pursue a temporary moratorium staff suggests that the moratorium be limited in scope and not include bed and breakfast, hotel, or motel uses as defined by Zoning Code Section 17.144.050:
Bed and Breakfast. A residential structure that is in residential use with one or more bedrooms rented for overnight lodging and where meals may be provided.
Hotels and Motels. Establishments providing overnight lodging to transient patrons. These establishments may provide additional services, such as conference and meeting rooms, restaurants, bars, or recreation facilities available to guests or to the general public. This use classification includes motor lodges, motels, and tourist courts, but does not include rooming houses, boarding houses, private residential clubs, transient rentals of single-family homes or condominiums, or bed and breakfast establishments within a single-unit residence, which are separately defined and regulated.
9 Additionally, staff suggests that STR’s that are located outside of residential zones not be included in the moratorium. This would result in the moratorium only affecting STR’s within the Residential Multi Family-2 (RMF-2) District. Please see Attachment B Zoning Map. If the Council is supportive, the moratorium would not include any short-term rentals within any other zoning district including Resort, North Village Specific Plan, Clearwater Specific Plan, Commercial Zoning Districts (Downtown, Old Mammoth Road, Mixed Lodging Residential), and Public/Quasi Public.
A limited moratorium would only apply to new TOT Certificate applications. The moratorium would not affect renewals, and applications in process with the Town as of the date of the ordinance.
Next Steps – STR Work Program
If the Town Council adopts an ordinance to impose a temporary moratorium limiting the issuance of new TOT Certificates, staff will need to implement a specific work program to review and study the Town’s current short-term rental program. The work program may include items such as Conduct a study on STR impacts in Town of Mammoth Lakes The Town has contracted with BAE Urban Economics (BAE) to conduct a study of impacts of STR activities in Town and Mono County as contracted with the same firm to conduct a similar study. The Study will cover the following general areas:
Statistical data on number of units available and in the program. Number of certificates and revenue.
Housing-related building permits.
Enforcement activities including all complaint details. Town Housing program elements and update reports
Housing needs assessment data
Tourism industry related data.
List of key stakeholders and best contact methods.
10 Establishment of advisory committee
Staff is recommending the commissioning of an advisory committee made up of a representative of key stakeholders in the community.
Business representative
STR Property Managers representative
Lodging Association representative
Restaurant Association representative
STR Independent Operator
Contractor / Builder representative
Town Staff – Revenue Team representative
Town Council Members (2 representatives)
Other Governmental (i.e., School District or Hospital) Analysis of STR Landscape and policies in Similar jurisdictions Summary of research regarding the relationship between short-term rental markets and workforce housing in similar jurisdictions
Summary of regulatory frameworks utilized in similar jurisdictions to manage the number of short-term rentals.
Summary of economic impacts and benefits of short-term rentals Development of a set of regulations, if any, for consideration by the Town Council.
The work program would focus on gathering data related to STR’s and working to develop potential updates to the STR program to help address the housing shortages and any other identified economic factors. Staff has prepared a draft urgency ordinance included as Attachment 1 which addresses the need to alleviate and abate the public safety, health, and welfare issues associated with permitting of Short-Term Rentals.
Government Code Section 65858 – Urgency Ordinance
Article XI, Section 7 of the California Constitution and Section 65858(a) of the California Government Code allows the Town to adopt an interim urgency ordinance, in order to protect the public safety, health, and welfare, prohibiting any uses that may be in conflict with a zoning proposal that the Town Council, Planning and Economic Development Commission or the Community and Economic Development Department is considering or studying or intends to study within a reasonable time. Pursuant to Government Code section 65858(b), an urgency ordinance can be adopted by a four-fifths vote of the Council for an initial 45-day period. If adopted, the ordinance becomes effective immediately. Pursuant to Government Code Section 65858(d), the Town Council will issue a written report not later than 10 days prior to the expiration of this ordinance describing the measures taken to alleviate the conditions which led to the adoption of this ordinance. To meet this deadline, staff will present a draft of this report to the Town Council
11 on or before November 15, 2023, for the Council’s consideration and adoption. After notice pursuant to Government Code section 65090 and public hearing, the Council may by a four-fifths vote extend the interim ordinance for up to an additional 10 months and 15 days provided such action is taken prior to the expiration of the initial 45-day period. The Council can later extend the ordinance again for up to an additional 12 months.
As proposed, the urgency ordinance would exempt complete applications that are in process at the Town prior to the adoption of the ordinance, provided that the application meets all requirements of Chapter 5.40 of the Mammoth Lakes Municipal Code.
Findings to support the proposed adoption of the urgency ordinance are included in Attachment 1.
OPTION ANALYSIS:
Option 1 - Staff is requesting Town Council comment and direction on proposed short-term rental program updates and consider whether to adopt urgency ordinance 2023-xx establishing 45-day moratorium on the issuance of new short-term rental registration certificates, outside of the Resort Zone pursuant to Town of Mammoth Lakes Municipal Code Chapter 5.40. The approval of an urgency ordinance requires a 4/5s approval by the Council.
Option 2 – Do not adopt an urgency ordinance establishing 45-day moratorium on the issuance of new short-term rental registration certificates and provide staff with direction on how to move forward if the Council wishes to see additional analysis along with the broader economic analysis by BAE.
ORDINANCE NO. ________
AN INTERIM URGENCY ORDINANCE OF THE TOWN OF MAMMOTH
LAKES ESTABLISHING A MORATORIUM ON THE ISSUANCE OF
TRANSIENT OCCUPANCY REGISTRATION CERTIFICATES
PURSUANT TO GOVERNMENT CODE SECTION 65858
WHEREAS, Mammoth Lakes is a popular tourist destination, drawing visitors from around the world to enjoy the natural environment, recreational opportunities, and amenities available in and around Mammoth Lakes and the Eastern Sierra; and WHEREAS, the Town Council recognizes the need to balance the provision of lodging options for visitors with the need of people working in and around Mammoth Lakes to have safe, secure, and affordable housing options; and
WHEREAS, the Town of Mammoth Lakes is experiencing a shortage of rental housing affordable to people with jobs in Mammoth Lakes; and
WHEREAS, Chapter 3.12 of the Mammoth Lakes Municipal Code currently requires operators of transient occupancy facilities, defined as properties rented for not more than 30 days, to obtain a transient occupancy tax registration certificate prior to acting as an operator of a transient occupancy facility and as a condition of acting as an operator; and WHEREAS, the Town of Mammoth Lakes currently does not limit the number of transient occupancy tax registration certificates that may be issued, either Town-wide or in any neighborhood where short-term rentals are allowed, and allows short-term rentals in the A (Airport), CSP (Clearwater Specific Plan), D (Downtown), MLR (Mixed Lodging/Residential), NVSP (North Village Specific Plan), OMR (Old Mammoth Road), R (Resort) (subject to specific plan compliance), and RMF-2 (Residential Multiple-Family) zoning districts; and WHEREAS, excluding hotels and motels there are currently 3,426 properties in Mammoth Lakes with active transient occupancy tax registration certificates; and WHEREAS, the number of such properties with long-term occupants is not known, nor is the precise relationship between the prevalence of short-term rental properties and the lack of housing units available for long-term rental, or the number of housing units purchased to be operated as short-term rentals; and
WHEREAS, anecdotal evidence suggests that the COVID-19 pandemic has exacerbated the housing shortage, as people have moved to Mammoth Lakes and the region from elsewhere
and some housing units previously used as long-term rentals were sold to buyers intending to occupy them; and
WHEREAS, some local residents have reported sleeping in their vehicles or moving from one crowded or unstable housing situation to another in an effort to stay in the region; and WHEREAS, the Town of Mammoth Lakes is a partner with Eastern Sierra Community Housing in working on housing solutions for Mammoth Lakes and the region, and the Town intends to continue its participation in these efforts; and WHEREAS, it is in the interest of the Town and its residents that the Town undertake a review to consider zoning, land use, and regulatory measures to limit or otherwise regulate the number, location, and/or other aspects of short-term rental properties in Mammoth Lakes; and WHEREAS, the Town Council finds that there is a current and immediate threat to the public health, safety, and welfare associated with the lack of long-term rental housing in Mammoth Lakes, that there is a link between the prevalence of short-term rental properties and the lack of long-term rental housing, and that the issuance of additional transient occupancy tax registration certificates while the Town undertakes a review and consideration of measures to regulate shortterm rentals would exacerbate the threat and diminish or postpone the effectiveness of such measures; and
WHEREAS, the CSP (Clearwater Specific Plan), NVSP (North Village Specific Plan), and R (Resort) (subject to specific plan compliance) zones have been developed to support shortterm rentals and related retail services, the ongoing operation of short-term rentals in those zones does not require review at this time, and the Town does not wish to restrict short-term rentals in those zones; and
WHEREAS, California Government Code Section 65858 expressly authorizes the Town Council to adopt by four-fifths (4/5) vote, without following the procedures otherwise required for the adoption of a zoning ordinance, an urgency ordinance that would go into effect immediately following its passage, which is necessary for the immediate protection of the public health, safety, and welfare; and
WHEREAS, on October 18, 2023, the Town Council considered the adoption of this urgency ordinance at a properly noticed public meeting; and WHEREAS, the Town Council finds that it is necessary to adopt this urgency ordinance establishing a moratorium on the issuance of new transient occupancy tax registration certificates pursuant to the Mammoth Lakes Municipal Code except as set forth herein, in order to provide time for the Town to review means of regulating short-term rental properties and possibly adopt such regulations; and
WHEREAS, pursuant to California Government Code Section 65858, this ordinance shall take effect immediately upon its adoption by at least a four-fifths vote of the Town Council, and
shall remain in effect for no more than 45 days from the date of adoption unless it is extended following notice and a hearing pursuant to Section 65858; and WHEREAS, the Town Council finds that this ordinance does not have “the effect of denying approvals needed for the development of projects with a significant component of multifamily housing” within the meaning of California Government Code Section 65858(c);
NOW, THEREFORE, THE TOWN COUNCIL OF THE TOWN OF
MAMMOTH LAKES DOES ORDAIN AS FOLLOWS:
Section 1. The recitals above are incorporated herein as the Town Council’s findings of urgency and necessity for the adoption of this ordinance.
Section 2. The Town Council hereby places a moratorium on the issuance of transient occupancy tax registration certificates in all zones other than R (Resort), NVSP (North Village Specific Plan), and CSP (Clearwater Specific Plan), provided that this moratorium shall not prohibit the issuance of a new transient occupancy registration certificate if a complete application therefor was received by the Town prior to the adoption of this ordinance, and further provided that this moratorium shall not prohibit the renewal of a transient occupancy registration certificate for 2024, if such certificate was in effect for 2023 at the time this ordinance was adopted. Nothing herein shall affect the Town’s authority to deny a certificate application, or suspend or cancel a certificate, pursuant to Chapter 3.12 of the Mammoth Lakes Municipal Code.
Section 3. The Town Council hereby enacts this interim urgency ordinance by not less than a four-fifths vote, and in light of the findings set forth herein, under the authority granted to it by Article XI, Section 7 of the California Constitution and Section 65858(a) of the California Government Code, which allows the Town to adopt an interim urgency ordinance, in order to protect the public safety, health, and welfare, prohibiting any uses that may be in conflict with a zoning proposal that the Town Council, planning commission or the planning department is considering or studying or intends to study within a reasonable time.
Section 4. The Town Council hereby directs Town staff to consider and study possible means of regulating short-term rentals in Mammoth Lakes, and to present a report to the Town Council prior to the expiration of this ordinance.
Section 5. The Town Council finds that this ordinance is not subject to the California Environmental Quality Act (CEQA) pursuant to the following provisions of Title 14 of the California Code of Regulations: Section 15060(c)(2) (the adoption of this ordinance will not result in a direct or reasonably foreseeable indirect physical change in the environment); Section 15060(c)(3) (the adoption of this ordinance is not a project as defined in Section 15378); and Section 15061(b)(3) (it can be seen with certainty that there is no possibility that the adoption of this ordinance may have a significant effect on the environment).
Section 6. If any provision of this ordinance or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications of the ordinance which can be given effect without the invalid provision or application, and to this end
the provisions of this ordinance are severable. The Town Council hereby declares that it would have adopted this ordinance irrespective of the invalidity of any particular portion thereof.
Section 7. This ordinance shall become effective immediately upon adoption and shall be in effect for 45 days from the date of adoption unless extended by the Town Council as provided for in Government Code Section 65858.
Section 8. Pursuant to Government Code Section 65858(d), the Town Council will issue a written report not later than 10 days prior to the expiration of this ordinance describing the measures taken to alleviate the conditions which led to the adoption of this ordinance.
Section 9. The Town Clerk shall certify to the passage of this ordinance and cause the same or a summary thereof to be published within fifteen (15) days after adoption in a newspaper of general circulation, printed and published in Mammoth Lakes, California.
PASSED AND ADOPTED this 18th day of October, 2023 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
___________________________________
John Wentworth
Mayor
ATTEST:
___________________________________
Jamie Gray
Town Clerk
1 Jamie Gray
From: Dylan Catherina <[email protected]>
Sent: Thursday, October 19, 2023 4:39 PM
To: Jamie Gray
Subject: Moratorium on STR
[EXTERNAL EMAIL]
To Jamie Gray Town Clerk,
My name is Dylan Catherina and I am writing regarding the moratorium on short term rentals. Last summer, my wife and I purchased a condo in Mammoth after many years of saving up for our dream home. We love the town of Mammoth and its surrounding area deeply, it is part of who we are and we want to see it flourish in the future. I proposed to my wife on the summit of Mammoth and we want to be a part of this community for the rest of our lives.
Once we purchased the property we left our apartment and lived up here full time, as we work remotely most of the time. We eat at the restaurants in town, purchase gear from the local shops, and have friends come up nearly every weekend that brings in business. A few months ago we found out we were expecting our first child in March, which really complicated things. The local hospital in Mammoth closed its labor and delivery ward in 2022, leaving our only option to stay up here is to deliver in Bishop, which is a gamble with winter storms in March that we weren't willing to take. Our best option is to rent something down south temporarily.
I am asking that you consider an exception with our request for a short term rental permit given our situation. We only intend to rent our condo the weeks before delivery and until the baby can travel in a car for several hours. If we were to rent out our apartment for 30+ days, it would cost too much for a local salary, so our intention is to lower the cost of our mortgage by renting it out nightly, until we can live up here full time again.
Please allow our exception to the moratorium.
Thank you,
--
Dylan Catherina
dylancatherina.com
@dylan.catherina
email
609.532.6783
You don't often get email from [email protected]. Learn why this is important
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Consider adopting a resolution accepting the Eastern Sierra Comprehensive Economic Development Strategy (CEDS)
Council Meeting Date: 10/18/2023
Prepared by: Daniel C. Holler, Town Manager
Nolan Bobroff, Acting Community and Economic Development Director Recommended Motion: Review the final CEDS document and adopt a resolution of acceptance Background: The Eastern Sierra, including Alpine, Inyo and Mono Counties, has completed 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 has been 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 was reviewed by the public from July 31-August 30, 2023 and comments have been incorporated into the document as appropriate. The draft document has been provided to the US Economic Development Administration (EDA) for review and they have confirmed that it meets all of the requirements for acceptance.
Summary: The draft CEDS is 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 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.
The process requires that the elected bodies of the partner agencies adopt a resolution of support for EDA acceptance of the CEDS. 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.
Attachment 1 – Resolution accepting the CEDS document
Eastern Sierra Region CEDS
RESOLUTION NO. 2023-__
RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH
LAKES, ACCEPTING THE EASTERN SIERRA COMPREHENSIVE
ECONOMIC DEVELOPMENT STRATEGY FOR ALPINE, INYO AND MONO
COUNTIES, THE TOWN OF MAMMOTH LAKES AND THE CITY OF
BISHOP AS PREPARED AND AUTHORIZING THE EASTERN SIERRA
COUNCIL OF GOVERNMENTS TO SUBMIT TO THE U.S. ECONOMIC
DEVELOPMENT ADMINISTRATION
WHEREAS, U.S. Department of Commerce, Economic Development Administration (EDA) requires the preparation and adoption of a Comprehensive Economic Development Strategy (CEDS) to be accepted by the Alpine County Board of Supervisors, the Inyo County Board of Supervisors, the Mono County Board of Supervisors, the Mammoth Lakes Town Council, and the Bishop City Council and the EDA prior to consideration of certain federal funding; and
WHEREAS, a CEDS is a document developed by jurisdictions for the United States Economic Development Administration (EDA) to apply for vital funding for community economic development initiatives; and
WHEREAS, the Counties of Alpine, Inyo and Mono, Town of Mammoth Lakes and City of Bishop conducted its CEDS process following federal Code of Federal Regulations (CFR), 13 CPR §303.6; and
WHEREAS, the CEDS takes into account and, where appropriate, incorporates or leverages other regional planning efforts, including the use of available federal funds, private sector resources, and state support which can advance a region's CEDS goals and objectives; and WHEREAS, the CEDS process analyzes existing regional conditions, opportunities, and global economic conditions, leading to a region-specific strategy-driven plan for economic prosperity; and
WHEREAS, the CEDS must be updated every five years to stay relevant with changing economic conditions and to qualify for U.S. Economic Development Administration (EDA) funding assistance under its Public Works and Economic Adjustment Assistance programs; and WHEREAS, in addition to summarizing the status of the local economy and areas of opportunities, the focal point of the CEDS is identification of projects that may be eligible for federal grant funding; and
WHEREAS, adoption of the CEDS is a federal requirement which the Alpine County, Inyo County and Mono County, Town of Mammoth Lakes, City of Bishop, and qualified organizations within the region, must meet to apply to EDA for Public Works or Economic Adjustment Assistance Program grants; and
Resolution No. 2023-__
WHEREAS, the Eastern Sierra Council of Governments serves as a regional joint powers authority representing Inyo County, Mono County, the Town of Mammoth Lakes, and the City of Bishop, and is the appropriate regional organization to serve as the lead agency to submit the CEDS to the EDA.
NOW THEREFORE BE IT RESOLVED by the Mammoth Lakes Town Council that:
1. After reviewing the CEDS document attached hereto as Exhibit A, hereby accepts the report and authorizes the Eastern Sierra Council of Governments to submit the CEDS to the Economic Development Administration.
2. Adoption of this Resolution is not a Project as that term is defined by the California Environmental Quality Act.
Passed and adopted this 18th day of October, 2023
John Wentworth, Mayor
ATTEST:
Jamie Gray, Town Clerk
Resolution No. 2023-__
EXHIBIT A
2024-2029 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY (CEDS)
COMPREHENSIVE ECONOMIC
DEVELOPMENT STRATEGY (CEDS)
2024-2029
Sierra Region
Eastern
Contents
Executive Summary 3
About the Eastern Sierra Council of Governments
SWOT Analysis
Strategic Action Plan
Introduction 8
About the Eastern Sierra Council of Governments
What is a CEDS?
Eastern Sierra Comprehensive Economic Development Strategy Summary Background
and Regional Overview 10
Cultural Assets
Natural Assets
Demographic and Socioeconomic Data
Labor Force Analysis
Infrastructure Assets
Regional Environmental Considerations
Regional Economic Overview
Economic Resiliency
SWOT Analysis 41
SWOT Process
Strategic Action Plan
& Evaluation Framework 49
Vision Statement
Goals and Objectives
Appendix 71
Appendix A: Resolution
Appendix B: CEDS Steering Committee & Participating Organizations Appendix C: Verification of the 30-Day Public Comment Period This Comprehensive Economic Development Strategy is made possible in part from a grant from US Department of Commerce Economic Development Administration (EDA).
Golden State Finance Authority is honored to have served as the contract manager and grant administrator for this project on behalf of its member counties. Page 2 Page 278 of 364 Executive Summary
The following Comprehensive Economic Development Strategy (CEDS) represents a commitment towards collaborative economic development between key stakeholders in Alpine, Inyo, and Mono Counties. These counties comprise the Eastern Sierra Region of California and together are planning for economic prosperity through the leveraging of shared strengths and navigation of shared challenges.
The plan will be adopted by the Eastern Sierra Council of Governments (ESCOG), which includes Inyo and Mono Counties as members. Alpine County will adopt the plan through a resolution and work closely with ESCOG and its member agencies throughout implementation.
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.
1 Organization description provided by ESCOG
SWOT Analysis
Strengths
• Connection to Community
• Tourism & Recreation Industry
• Community Resilience
• Natural Assets
Weaknesses
• Housing
• Public & Utility Land Ownership
• Talent Attraction & Retention
• Remoteness
Opportunities
• Housing & Infrastructure
• Education & Entrepreneurship
• Industry Diversification
• Transportation
Threats
• Climate Change & Natural Disaster
• Infrastructure
• Government Relations
• Cost of Living
Strategic Action Plan
The strategic action plan builds on this vision by
building goals and objectives around the following
focus areas:
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.
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.
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 community
resiliency.
VISION STATEMENT
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.
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.
GOVERNMENT AFFAIRS & ADVOCACY
Regional collaboration and advocacy with state
and federal entities is an important strategic
implementation item and essential to pursue
promising state and federal funding opportunities.
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 rising housing costs and lack of opportunities for
development.
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 emergency 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. • Improve partnerships and interagency collaboration to benefit localities and facilitate regionally-focused efforts.
• Garner support for new economic development-related
initiatives, projects, etc. by developing and capitalizing on strong community engagement.
• 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.
• Build upon and transform opportunities for businesses to convene by industry sector to better 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.
• Initiate and support efforts related to real estate solutions that complement industry and residential needs.
• Thoroughly study and review the status of the labor market and gaps in workforce services provision, for both employers and individuals. • Identify additional data-informed opportunities that may exist for economic diversification and expansion.
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 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 identifying and securing 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 and expand housing stock on available land. • 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 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
This CEDS represents a commitment towards collaborative economic development between key stakeholders in Alpine, Inyo, and Mono Counties. These counties comprise the Eastern Sierra region of California, and together are planning for economic prosperity through the leveraging of shared strengths and navigation of shared challenges.
The plan will be adopted by the Eastern Sierra Council of Governments (ESCOG), which includes Inyo and Mono Counties as members. Alpine County will adopt the plan through a resolution and work closely with ESCOG and its member agencies throughout implementation.
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, Alpine County, 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
.
2 Organization description provided by ESCOG
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 2024-2029 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.
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 2024-2029, encouraging new, collaborative efforts at the regional and local levels.
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.
For more information about the EDA and investment priorities related to CEDS, please visit https://www.eda.gov/funding/investment-priorities.
Summary Background and Regional Overview
Tribal Communities
The Eastern Sierra Region includes a significant population of indigenous communities. Each tribe has a rich history in the region and provides meaningful economic impact for the counties in which they are located.
Alpine County is densely populated with indigenous people making up about a quarter of the entire county’s population3
. It houses some land
belonging to the Washoe Tribe of California and Nevada, though most of the tribe’s land and resources reside in Nevada. The Hung-A-Lel-Ti Community, also known as the Woodfords Community is the Southern band of the Washoe Tribe and is located in the Woodfords/ Markleeville area of Alpine County. Key assets here include the Woodfords Indian Education Center (WIEC) which provides education services to tribal youth and the Hung-A-Lel-Ti Wellness Center and Gym which hosts recreational activities and aspires to offers Washoe language and cultural classes for the community.
3 Headwaters Economics and U.S. Census Bureau
Cultural Assets
General Community Culture
The Eastern Sierra region in California includes Alpine, Inyo, and Mono Counties. The region boasts 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 few national forests, wilderness areas, and state and national 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.
Inyo County is home to the Fort Independence Tribe of Paiute Indians, Bishop Paiute Tribe, the Lone Pine Paiute-Shoshone Tribe, the Big Pine Paiute Tribe of the Owens Valley, and Timbisha Shoshone Tribe of Death Valley. Inyo County’s active economic development efforts put forth by tribal communities have led to many unique assets. A large travel plaza within the Fort Independence reservation welcomes visitors to the area’s natural desert beauty. The Bishop Paiute Tribe boasts an exciting casino and commercial park that currently houses a Bureau of Land Management facility, DMV office, the Toiyabe Indian Health Project, and more. Finally, the Owens Valley Paiute-Shoshone Cultural Center is a critical resource for the entire Eastern Sierra region in terms of historic preservation and community programming, as a center dedicated to sharing and preserving the history and cultural heritage of those indigenous to the Owens Valley.
Mono County is home to the Bridgeport Indian Colony, Utu Utu Gwaitu Tribe of the Benton Reservation, Mono Lake Kutzadika’a Tribe, and Antelope Valley Indian Community. These tribes maintain strong connections to their land, traditions, and communities which influence many of their current activities. Benton Station, owned and operated by the Benton Paiute Reservation, has been running for several years and is a beloved stop for travelers visiting Yosemite National Park and surrounding attractions. The Bridgeport Indian Colony has taken a leadership position in Northern Mono County by recently purchasing the Walker Country Store and Bridgeport General Store. Mono Lake Kutzadika’a Indian Community Cultural Preservation Association organizes traditional walks annually coordinating with neighboring tribes to experience the land and ecosystems and pass down valuable historic knowledge.
Tribal Communities in the Eastern Sierra Region County
Washoe Tribe of California and Nevada Alpine
Antelope Valley Indian Community Mono
Bridgeport Indian Colony Mono
Mono Lake Kutzadika’a Tribe Mono
Utu Utu Gwaitu Tribe of the Benton Reservation Mono
Big Pine Paiute Tribe of the Owens Valley Inyo
Bishop Paiute Tribe Inyo
Fort Independence Tribe of Paiute Indians Inyo
Lone Pine Paiute-Shoshone Tribe Inyo
Timbisha Shoshone Tribe of Death Valley Inyo
Table 1: Tribal Communities in the Eastern Sierra Region
Regional Tourism Assets
There is significant pride across the region for the unique, accessible natural assets that attract visitors from near and far. Many visitors that come to the region for various recreation and tourism activities are residents of other areas in California. For example in Mono County, Californians comprised nearly half of the County’s total visitation in 20184
. Other visitors to the region come from all corners of the United States, as well as internationally, due to the draw of well-known assets including, but not limited to, Death Valley National Park and the Pacific Crest Trail. 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.
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.
4 Profile of Mono Visitors & Economic Impacts of Tourism
Natural Assets
The Eastern Sierra region’s natural assets are plentiful5. Death Valley National Park is located in the southeastern 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 but not limited to hiking, camping, wildlife viewing, and stargazing. Mono County boasts the Mammoth Lakes area, with worldclass 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, including the John Muir Trail, spans 2,650 miles from Mexico to Canada and passes through Alpine, Inyo, and Mono Counties, a unique experience for backpackers and equestrians.
5 California Wilderness Areas
A non-exhaustive list of notable natural assets includes:
• Alabama Hills Recreation Area
• Ancient Bristlecone Pine Forest
• Ansel Adams Wilderness
• Bodie State Historic Park
• Carson River Hot Springs
• Death Valley National Park
• Devils Postpile National Monument
• Eldorado National Forest
• Headwaters to Lake Tahoe
• Hoover Wilderness
• Humboldt-Toiyabe National Forest
• Inyo National Forest
• Manzanar Historical Site
• 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)
• Stanislaus National Forest
• Yosemite National Park (just outside the region)
Figure 1: Eastern Sierra Region Population Trends. 2010-2025 (proj.). Sources: ACS/ Lightcast Q1.2023.
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
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
2010 2015 2020 2021 2025 est
Alpine Inyo Mono Region
POPULATION TRENDS 2010-2025
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 reported margin for error. Such is the case with Alpine County, California6
. 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.
6 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. Page 14 Page 290 of 364 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.
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.
10.0 8.0 6.0 4.0 2.0 0.00 2.00 4.00 6.00 8.00 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
% Males % Females
Figure 2: Eastern Sierra Population Pyramid, Source: 2021 ACS 5-Year estimates
EASTERN SIERRA REGION POPULATION PYRAMID
Race and Ethnicity
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 AsianAmerican residents.
According to ACS estimates, the three-county
Eastern Sierra region is roughly one-quarter Hispanic
or Latino. Inyo and Mono Counties largely represent
a similar ethnic distribution. However, estimates for
Alpine County indicate that the population is just
under 15% Hispanic or Latino.
Figure 4: Eastern Sierra Population by Race. Source: ACS 2021 5-Year Estimates.
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
8,277
25,162
Hispanic or Latino
Not Hispanic or
Latino
POPULATION BY ETHNICITY
Figure 3: Eastern Sierra Population by Ethnicity, 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 threecounty 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.
POVERTY STATUS BY AGE BRACKET
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
Total Under 18 years 18 to 64 years 65 years and over
Figure 5: 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. However, as is often the case in many popular tourism areas, these figures may be inflated by incomes associated with vacation or other second-homes. It is likely that the median income for full-time residents is significantly lower.
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.
Seasonal Homes & Vacancy
Given the region’s natural beauty and recreational appeal, a significant amount of the housing stock is owned by non-permanent residents.
Owners of these homes likely use their properties as vacation homes for short-term stays, and they hold permanent residence elsewhere. Since these seasonal homes are unoccupied for much of the year, they are considered to be “vacant” by the American Community Survey. As such, the data associated with the homes (and their owners) is excluded from the analysis of the non-vacant housing stock provided throughout the remainder of this report.
MEDIAN HOUSEHOLD INCOME BY TENURE
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
Alpine Inyo Mono
Total Owner-Occupied Renter-Occupied
Figure 6: Median Household Income by Tenure. Source: ACS 2021 5-Year Estimates.
SEASONAL HOMES & VACANCY
1,078 779 6,986
114
846
1269
Alpine Inyo Mono
Vacancies for seasonal, recreational, or occasional use Other vacancies Figure 7: Seasonal Homes & Vacancy. 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 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.
MEDIAN HOUSING COSTS 2017-2021
$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
Alpine Inyo Mono
Figure 8: 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 threecounty region is somewhat low relative to many communities around the country. However, it should be noted that the available ACS data are 5-year estimates, with the most recent data coming from 2021. In the last two years, the housing market has experienced significant shifts which could result in greater cost burden; if regional household incomes have fallen or stagnated while housing costs have risen, the financial strain placed on owners and renters alike could be increasing. While the figures below indicate that between a fifth and a third of residents in the region are spending more than 30% of their income on housing costs, the true incidence of housing cost burden could be higher.
PERCENT OF HOUSEHOLDS COST BURDENED BY TENURE
Figure 9: Percent of Households Cost Burdened by Tenure. Source: ACS 2021 5-Year Estimates.
20%
28%
33%
22%
25%
36%
10%
32%
28%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Alpine Inyo Mono
Total Owner-Occupied Renter-Occupied
Housing Development and Trends
Housing development, like many types of development across the region, is limited by the lack of privately owned land. New housing development is likely to be infill or redevelopment, as communities have little room to expand. Additionally, some stakeholders noted that second homeowners and short-term rentals further constrict the housing market, driving up prices and limiting housing stock.
Cost of Living
Table 2 contains cost of living estimates in Alpine, Inyo, and Mono counties as determined by the MIT Cost of Living Calculator7. 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
(1 WORKING)
2 ADULTS
(1 WORKING)
2 ADULTS
(BOTH WORKING)
0 Children
1 Child
2 Children
3 Children
0 Children
1 Child
2 Children
3 Children
0 Children
1 Child
2 Children
3 Children
Alpine
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
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 2: Eastern Sierra Cost of Living. Source: MIT Cost of Living Calculator. 7 MIT Living Wage Calculator
Community Health
Table 3 displays the 2023 County Health Rankings for the State of California8. 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, encompassing all California counties) are provided for each of the Eastern Sierra counties based on its score for each ranked measure.
County
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 3: Community Health Rankings for Eastern Sierra Counties. Source: University of Wisconsin Population Health Institute. 8 California County Health Rankings
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 likely reflect national trends that show lower labor force participation in areas with indigenous communities, especially those living on reservation lands9
. For comparison, statewide
LFPR in 2023 has hovered around 62.1%, and US LFPR has hovered around 62.6% for the same time period.
County
Civilian, NonInstitutionalized
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 4: Labor Force Participation Rates. Source: Lightcast, 2023.Q1. 9 A 2019 report from the U.S. Bureau of Statistics (BLS) detailed these trends, showing that “American Indians and Alaska Natives (AIAN) 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 AIANs who lived in an AIAN 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 AIANs who lived elsewhere.”
Unemployment
As Figure 9 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.
UNEMPLOYMENT RATES 2016-2021
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
2016 2017 2018 2019 2020 2021
Alpine Inyo Mono Region
Figure 10: 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 postsecondary 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
Table 5: 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.
The region does have some opportunities for its residents to pursue higher education locally through institutions like Cerro Coso Community College in the Kern Community College District. They have campuses in Bishop and Mammoth Lakes in addition to online-only offerings. However, the community college, along with new and existing skills training providers, could be leveraged better to play a more prominent role in the region’s economic and workforce development.
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% 20.7% 20.2% 8.0% 21.7% 13.4%
United States 4.7% 6.2% 26.3% 19.8% 8.8% 20.8% 13.3%
Table 6: Educational Attainment. Source: Lightcast Q1.2023.
Infrastructure Assets
Physical infrastructure is an important component to any community, but even more so in the Eastern Sierra region where connectivity is vital to supporting the tourism industry that contributes largely to the region’s economy. Safe roads, public transportation networks, air service and more are essential in providing visitors with a seamless and enjoyable experience, encouraging repeat visits, and attracting more tourists to explore the area’s abundant natural assets, like those listed earlier.
Highways and Interstates
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, CA120 runs East-West, and US-6 crosses the Southeast corner. In Alpine County, CA-4 connects the Southwest and Northeast corners, CA-88 North crosses the Northwest corner, and CA-89 connects CA-4 and CA88.
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 and the surrounding areas for a small fee.
While Amtrak and Greyhound do not operate directly in Alpine County, some stops outside the county can be accessed by residents 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. Limited ground transportation options exist outside of the region, with routes to Lancaster and Reno running Monday through Saturday, excluding holidays. 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.
Airports
Although no international airports or major commercial airports exist in the region, residents and tourists are mostly served by neighboring Los Angeles International Airport, Reno/Tahoe 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 offering seasonal commercial service to Denver and San Francisco as well as Mammoth Yosemite Regional Airport near Mammoth Lakes. Other general aviation airports include Independence, Lone Pine, Furnace Creek, Trona, Lee Vining, and Bryant.
In 2005, an industrial site feasibility analysis identified potential for a light industrial park/real estate opportunity related to the footprint of the Eastern Sierra Regional Airport in Bishop. Should that project and infrastructure-related needs that would support that project rise to a priority level for planning and funding, this could contribute to economic diversification opportunities for current and future businesses in need of an expanded industrial real estate footprint.
Broadband & Cellular Service
Connectivity 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.
Poor broadband and cellular connection impact quality of life and economic opportunities for residents, but it also poses a threat in terms of emergency response and public safety. Gaps in cellular connection regionwide make emergency communication challenging for those who may be in need of immediate assistance, and those who may be responding.
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 currently engaging providers to discuss potential buildout from existing infrastructure.
Important state investments in broadband are incoming through California Senate Bill 156, which was signed into law in July of 2021. The bill has allocated roughly $6 billion for the construction of a statewide open access middle-mile network, some last mile infrastructure, a loan loss reserve for local governments, and local technical assistance grants. Engagement throughout planning and last-mile allocations could help to close existing broadband gaps across the region.
In addition to California SB 156, it was announced in June 2023 that the State of California will receive approximately $1.86 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.
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. Roughly 98% of Inyo County is publicly owned.
Energy Supply
Alpine County
Alpine County Residents receive energy from providers Liberty Utilities, Pacific Gas & Electric, and Kirkwood Meadows Public Utility District.
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, wildfires, public safety power shutoffs, 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 stands to be uniquely affected by power outages, as many do not have backup generators per the county’s 2018 Hazard Mitigation Plan10.
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.
10 Alpine County Hazard Mitigation Plan Page 5-11
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. Additionally, many residents rely on private wells and septic systems for their daily water supply. Hazard mitigation strategies focus on preserving water resources and ensuring the resilience of water infrastructure.
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 provide 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 can access. 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.
Recent wildland fire seasons have run 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.
The Great Basin Unified Air Pollution Control Board also highlights the emptied Owens Lakebed11, from which water was diverted to the City of Los Angeles in 1913, as one of the largest sources of particulate matter less than 10 microns in diameter, known to cause health problems when inhaled. The particulate matter affects those living up to, and in some cases exceeding, 50 miles from the lakebed, and mitigation efforts have been focused on the area, but dangerous particulate matter still remains. 11 Great Basin Unified Air Pollution Control District – Owens Lake
Climate Change & Hazard Mitigation
Climate change is expected to exacerbate existing hazards in the region and to contribute to increased frequency and extremity of natural disasters including wildland fires, drought, dam vulnerability, and more.
Existing hazard mitigation plans were developed prior to 2020 and chose not to 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.
All counties elected to assess the risk level of various hazards using slightly different frameworks and methodologies. Hazard profiles included below may lack uniformity but reflect the decisions and priorities of local leaders.
Alpine County
Alpine County’s hazard mitigation plan profiles 10 hazards:
Hazard Risk Level
Communication/Utility Loss High
Drought High
Severe Weather High
Wildland Fire High
Earthquake Moderate
Flood Moderate
Hazardous Material Event Moderate
Landslide Moderate
Avalanche Low
Dam Failure Low
Table 7: 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 8: Mono County Hazard Classification. Source: Mono County Multi-Jurisdictional 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 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
Drought High
Flood High
Seismic Hazards High
Severe Weather High
Wildfire High
Avalanche Medium
Dam or Aqueduct Failure Medium
Disease/Pest Management Medium
Geological Hazards Medium
Hazardous Materials Medium
Table 9: 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 Service, National Forest Service, 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 (categorized as a single sub-industry at this level of analysis) 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.
TOP INDUSTRIES BY 2021 JOBS
817
824
1,473
4,567
5,751
0 1,000 2,000 3,000 4,000 5,000 6,000
Construction
Other Services (except Public
Administration)
Retail Trade
Accomodation and Food Services
Government
Figure 12: Top Regional Industries by Job Count. Source: Lightcast Q1.2023.
Top Growing Industries
By number of jobs, the Accommodation and Food Services 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 Services 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).
The agriculture industry has been a focus of regional leaders and elected officials, with a 2020 report outlining opportunities in Mono and Inyo counties. The report outlines the economic impact of the agriculture industry and emerging opportunities for the region, solidifying the industry as a promising field for growth and development.
It must also be noted that growth in certain industries is limited by land availability, given that the majority of the region’s land is not privately owned. Interfacing with the agencies responsible for maintaining the region’s vast supply of publicly owned land will be a critical step in any industry expansion.
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 10: Top Growing Industries in the Eastern Sierra Region, Lightcast 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-responder positions.
Wages and historic growth in the region’s top industries can help to paint a complete picture of the workforce and economic conditions that the region must manage. Of the leading 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 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.
TOP OCCUPATIONS
810
873
880
1,157
1,322
1,350
1,882
2,697
0 1,000 2,000 3,000 4,000 5,000 6,000
Protective Service
Healthcare Practitioners and Technical
Installation, Maintenance and Repair
Management
Building and Grounds Cleaning and
Maintenance
Sales and Related
Office and Administrative Support
Food Preparation and Service Related
Figure 13: Eastern Sierra Top Occupations by Job Count. 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.
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 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.
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.
Commuting Patterns
Table 13 displays commuting data from two vantage points: 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 percentage of those who work outside of the region. As the table shows, nearly 50% of the resident workforce leaves the three-county area for their jobs. Many of these workers are commuting to the larger metropolitan regions of San Francisco, Sacramento, Fresno, San Jose, and Bakersfield as well as neighboring Douglas County in Nevada and around Lake Tahoe12. 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.
12 2020 Commuting estimates provided by the U.S. Census Bureau’s OnTheMap website.
Figure 14 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 of drawing more workers for employment, while other counties (ex:
Amador) have a residential population that tends to commute outside of the county for work.
These commuting patterns would suggest that many Eastern Sierra residents are seeking jobs outside of the region. As was mentioned earlier in the report, two of the Eastern Sierra counties show a low Labor Force Participation Rate, suggesting that even those residents who are employed are having to look outside of the region for either type of occupation or higher wages.
Figure 14: Eastern Sierra Commuting Patterns. Source: U.S. Census OnTheMap INFLOW / OUTFLOW JOB COUNTS IN 2020
4,421 Employed in Selection Area, Live Outside
6,532 Live in Selection Area, Employed Outside
7,954 Employed and Live in Selection Area
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 ways13:
• 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. 13 U.S. Economic Development Administration
Establishing Information Networks and
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 economic recovery, the region should establish systems to facilitate active and regular communication between the relevant sectors to collaborate on common challenges. This may include standing meetings, a task force, or any format that meets the needs and context of the community.
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 to 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 to 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.
Input from stakeholder engagement sessions resulted in the identification of six themes determined to be critical to the region’s economic success. The pie charts on the following pages depict the types of items, elements, and sub-themes that comprise each focus area. These items may have been discussed in any context (a regional asset, a deficiency, etc.), but were included as parts of any one of six overarching themes.
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.
ACCESS & CONNECTIVITY
14%
23%
6%
6% 15%
18%
18%
Broadband
Infrastructure
Location
Population size
Remoteness
Service availability
Transportation
COMMUNITY & CULTURE
66%
5%
3%
5%
5%
16%
Community Culture
Community events
Demographics
History
Low crime
Partnerships
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 seeking 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.
ECONOMIC EXPANSION & DIVERSIFICATION
2%
21%
12%
6%
6% 14%
14%
25%
Agriculture
Economic Diversi cation
Education & training
Employment Opportunities
Recreation expansion
Small businesses
Talent attraction and
retention
Tourism & Recreation
ENVIRONMENTAL RESILIENCE & SUSTAINABILITY
24%
11%
13%
6%
31%
11%
4%
Climate change & natural
disasters
Community resilience
Extreme weather
Irresponsible Land use
Natural Assets
Natural disaster
Renewable energy &
sustainability
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 rising housing costs and lack of opportunities for development. These constraints, stakeholders say, also limit 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.
GOVERNMENT AFFAIRS & ADVOCACY
20%
6%
28%
40%
6%
Communication
infrastructure/systems
Con ict among leadership
Funding
Government relations
Policy
HOUSING AVAILABILITY & LAND USE
13%
45%
22%
9%
6%
5%
Cost of living
Housing
Land ownership
Quality of place
Remote workers
Small tax base
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.
This pie chart represents the extent to which each focus area, described above, was included in stakeholders’ discussions of regional strengths.
STRENGTHS
14%
29%
28%
23%
1% 5%
Access & Connectivity
Community & Culture
Economic Expansion &
Diversi cation
Environmental Resilience &
Sustainability
Government & Policy
Housing & Land Use
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 and limitations 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 the City of Los Angeles, 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.
Stakeholder engagement sessions and the regional survey indicated challenges in providing basic amenities like healthcare, quality childcare and early childhood education, as well as fresh food. These issues are compounded when natural or climate disasters limit accessibility within the region during periods of the year.
WEAKNESSES
24%
6%
19%
3%
16%
32%
Access & Connectivity
Community & Culture
Economic Expansion &
Diversi cation
Environmental Resilience &
Sustainability
Government & Policy
Housing & Land Use
This pie chart represents the extent to which each focus area, described above, was included in stakeholders’ discussions of regional weaknesses.
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 a need to develop more workforce, affordable housing to to better support 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. Existing institutions like Cerro Coso Community College have limited offerings for students, and those may not match the labor market for the major employers and key industries in the region. Stakeholders believe there is opportunity for better coordination between education systems and businesses to create entry points and pathways to quality jobs and careers in high growing sectors.
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 yearround.
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.
OPPORTUNITIES
19%
10%
36%
8%
7%
20% Access & Connectivity
Community & Culture
Economic Expansion &
Diversi cation
Environmental Resilience &
Sustainability
Government & Policy
Housing & Land Use
This pie chart represents the extent to which each focus area, described above, was included in stakeholders’ discussions of regional opportunities.
Cost of Living
Rising costs of living threaten economic growth in the region. This can aggravate existing challenges including housing supply shortages, heavy reliance on recreation and tourism industries that house low-wage employment opportunities, barriers to home ownership, barriers to travel throughout the region, limited opportunities locally to pursue higher education and skills training beyond secondary education, and more.
Regional Threats
Climate Change & Natural Disaster
The impact of changing climates and regular natural disasters consistently threatens the region. Fire damages natural assets and infrastructure, floods remove access to basic services, and climate extremes including severe winter weather make economic activity unpredictable in many 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.
THREATS
18%
2%
14%
30%
17%
19% Access & Connectivity
Community & Culture
Economic Expansion &
Diversi cation
Environmental Resilience &
Sustainability
Government & Policy
Housing & Land Use
This pie chart represents the extent to which each focus area, described above, was included in stakeholders’ discussions of regional threats.
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. These inputs were used 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.
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:
• Access & Connectivity
• Community & Culture
• Economic Expansion & Diversification
• Environmental Resilience & Sustainability
• Government Affairs & Advocacy
• Housing Availability & Land Use
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.
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 emergency 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 indepth report.
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 includes 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. 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.
Funding Opportunities
California Senate Bill 156 has allocated roughly six billion dollars for the construction of a statewide open access middle-mile network, some last mile infrastructure, a loan loss reserve for local governments, and local technical assistance grants. Engagement throughout planning and lastmile allocations could help to close existing broadband gaps across the region. Stakeholders should collaborate with local and regional providers to ensure buy-in regarding the middle mile network and to plan to deploy last mile infrastructure using funding allocated from SB 156 or private investment.
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.
Mobility, Access, and Transportation Insecurity: Creating Links to Opportunity Research and Demonstration Program
This federal grant program funds initiatives 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, CAT, OES, 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 with a focus on last mile
connectivity
• 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 tied to
Senate Bill 156, the Broadband Equity, Access,
and Deployment Program, and other programs 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.
Objectives Action Items Timeline Metrics for Success
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 provisions for
transportation network
enhancement
Enhance emergency 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
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. 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. There are some strong examples of recent collaboration such as efforts to develop a trail system, with stakeholder engagement sessions occurring throughout September 2023. The Towns to Trails initiative is an effort to connect Eastern Sierra communities to each other and to the region’s extensive public lands.
Workshop participants and survey respondents indicated that community and culture, which may encompass a rugged and remote way of life, made the Eastern Sierra region appealing, while also contributing in part to its limited 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
• 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.
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
California Strategic Growth Council’s Community Resilience Centers Program
This program funds new construction and upgrades of neighborhoodlevel resilience centers to provide shelter and resources during climate and other emergencies. Additionally, funding is available for yearround services and ongoing programming that build overall community resilience.
Community Economic Resilience Fund (CERF)
CERF is a statewide opportunities to promote a sustainable and equitable recovery from the economic distress of COVID-19 by supporting new plans and strategies to diversify local economies and develop sustainable industries that create high-quality, broadly accessible jobs for all Californians.
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.
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
Garner support for new economic
development-related initiatives,
projects, etc. by developing and
capitalizing on strong community
engagement.
• 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
Objectives Action Items Timeline Metrics for Success
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 responsibilities of each participating
entity
• Align resources for implementation which may
involve securing funding for communication
equipment, technology upgrades, and training for
relevant staff
Long-term
(3-5 years)
• Completion of needs assessment
• Adoption of regionwide
communication strategy
• Communications and marketing
reach
• Funding secured for
increased capacity related to
communications strategy
Economic Expansion & Diversification
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, health care and social services, agriculture, and other top industries. Core features of any economic development strategy include services to support these business categories:
• Existing businesses 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 the development of an initiative to promote sustainable tourism, and action plans for 12 regions, including the “High Sierra region” which includes the three counties included in this CEDS, will be developed. Many goals for this initiative will complement 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.
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. Additionally, ensuring that the region’s secondary and higher education providers are partners in economic and workforce development efforts can help build a sustainable talent pipeline that meets the needs of the existing and growing industries of the Eastern Sierra. A better understanding of how ancillary services, like childcare provision, affect the dynamics of workforce availability and participation would also assist the region in addressing the labor needs of key industries.
Feedback from elected officials and the public in the region during review of the draft of this document revealed several comments related to what additional opportunities may exist for economic diversification and expansion: agriculture, renewable energy, and mining as examples. A targeted industry analysis would help determine which specific industries are a good fit for additional efforts, and a new recommendation to complete a regional targeted industry analysis is now included.
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.
• Build upon and transform opportunities for businesses to convene by industry sector to better 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.
• Initiate and support efforts related to 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.
• Identify additional data-informed opportunities that may exist for economic diversification and expansion.
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 barriers 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 wellexecuted and innovative BRE programs. They focus on assisting and supporting smaller, rural communities.
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 Business Retention & Expansion 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
Build upon and transform opportunities
for businesses to convene by industry
sector to better 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, funding
efforts, 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
• Identification and success of industryspecific initiatives 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
Objectives Action Items Timeline Metrics for Success
Initiate and support efforts related to
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
• Revisit and update potential industrial
sites in the region and determine priority,
viability, funding, etc.
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
Identify additional data-informed
opportunities that may exist for
economic diversification and
expansion.
• Conduct a regional targeted industry
analysis
Medium-term
(2-3 years)
• Completion of analysis
• Adoption of recommendations in regional
and local economic development efforts
Environmental Resilience & Sustainability
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, longterm 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.
• 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, entrepreneurial opportunities, and
infrastructure requirements.
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 climaterelated 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
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, entrepreneurial opportunities,
and infrastructure requirements.
• Embed sustainable tourism into other plan
elements to address workforce, entrepreneurial,
and infrastructure needs
• Gain support for any needed infrastructure
developments like visitor centers, trail systems,
amenities upgrades, and more
• Sustainable tourism champions identified and
actively participating in state-level initiatives
Short-term
(1-2 years)
• Sustainable tourism represented
in industry-led groups, BRE
outreach, entrepreneurial supports
and services
• Sustainable tourism represented
in workforce analysis and mapping
Government Affairs & Advocacy
The Eastern Sierra region would like to see stronger relationships and increased visibility with other leaders in neighboring 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 as well as Alpine, Inyo, and Mono Counties and other key 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.
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 region to experience its assets and needs and create space for local stakeholders to build relationships and discuss top priorities for the region.
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 as well
as Alpine, Inyo, and Mono Counties
and other key 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 identifying
and securing 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
Housing Availability & Land Use
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 Department of Water & Power to provide water to the LA metro region. Much of the privately-owned land is not located near existing communities and is limited in potential uses by infrastructure costs, demand, or access to amenities. 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 in the form of affordable housing developments earmarked for workers in a specific industry or location, rental assistance programs, or the development of a land trust for affordable housing.
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.
Zoning policy statewide supports these types of developments despite potential resistance from some community members.
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