Town of Mammoth Lakes
2022-23 Winter Storms AAR
14 (100/200/700/800/300/400), there is a need for continued, actionable, and hands-on training in real-world event response.
Recommendation: Develop an integrated preparedness plan or training and exercise plan to document the Town’s preparedness priorities for a specific multi-year period.
Consider:
• Utilizing existing training materials and guidance, such as the California Specialized Training Institute (CSTI) for command and general staff training for training/education materials.
• Conducting annual refresher training on common ICS courses to ensure staff proficiency and readiness.
• Engaging and collaborating with county, regional, and state training, exercise, and workshop opportunities in addition to locally focused training.
Area for Improvement 4: The documentation and tracking process for reimbursement of incident response costs was unclear. This led to challenges in recouping reimbursement for equipment used and services rendered throughout the response.
Recommendation: Identify and train additional staff in ICS with a focus on documentation management and reimbursement procedures to ensure incident response staff is knowledgeable and prepared for future emergencies. Consider:
• Developing packets of ICS forms and Job Action Sheets that are ready to use, simplifying the documentation process during emergencies. • Establishing standardized procedures for documentation management during a response to ensure consistency and accuracy in record-keeping. • Exploring the integration of technology solutions to streamline the documentation process and implement digital platforms or software applications that allow for real-time resource tracking.
• Conducting training and exercises specifically focused on the financial aspects of incident response and recovery, including documentation, material submission, and the cost reimbursement process.
Area for Improvement 5: The current Hazard Mitigation Plan lacks detailed projects aimed at mitigating potential risks and effectively addressing future emergencies. Without detailed projects, the Town may struggle to prepare for and deal with hazards. Adding specific projects tailored to risks will strengthen the plan and help the Town respond better to future emergencies.
Recommendation: Enhance the Town/County Hazard Mitigation Plan by incorporating projects and policy recommendations identified in this AAR. Consider:
• Collaborating with relevant stakeholders, including community organizations, to develop and prioritize mitigation projects aligned with the Town's needs and vulnerabilities.
• Allocating resources and funding to implement prioritized mitigation projects identified in the Hazard Mitigation Plan, ensuring a proactive approach to reducing the community's vulnerability to future emergencies.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
15 Public Information and Messaging
The Town Public Information Officer (PIO) collaborated with the CAL FIRE, Inyo County, and Mono County PIO Teams to collect, coordinate, and disseminate critical public safety information to Mammoth Lakes community members and visitors during the response.
Various tools and methods were employed to ensure widespread dissemination of emergency messaging. Winter storm updates, NWS forecasts, road conditions, shelter locations, sandbag availability, evacuation information, propane and power line safety messages, and other resources, were distributed daily or as necessitated by storm warnings or conditions.
Table 1: Public Information and Messaging Tools and Methods Public Information Tool/Method Description
Townofmammothlakes.ca.gov TOML website (includes News Flash and Quick Links) ReadyMono Emergency Alert
System (Code Red) Public subscriber-based alerts (phone, text, email) Integrated Public Alert and
Warning System (IPAWS) Geo-fenced emergency alerts (phone) Civic Plus’ Notify Me
Subscriber-based alerts (phone, text, email). Lists include Mammoth Media, Public Service Announcements, and
Town e-News
Reverse 911 Geographic Information Systems (GIS)-based alerts (phone)
Zonehaven
Evacuations of county areas with Avalanche/Evacuation
Warnings for zones tagged yellow/red in the software
(web application that connects with alert systems)
KMMT: 106.5 FM, Sierra Wave:
92.5 FM, and KIBS 100.7 FM Radio stations
Facebook, Instagram, and X
(formally Twitter)
Social media
NBC Reno, LA Times, The
Weather Channel, NPR News media outlets
Strengths
Strength 1: The implementation of a virtual Joint Information Center (JIC) enabled Public Information Officers (PIOs) to work remotely, increasing local situational awareness and providing redundancy in communication. Scheduled daily PIO calls at 9:00 AM PST facilitated information sharing and allowed for daily input to a shared "Talking Points" Google Doc, which was distributed daily by the CAL FIRE IMT 2 PIO Team.
“2022-2023 winter was so
overwhelming, the Town
did a great job of
offering public forums for
residents and business
people to share their
thoughts, grievances,
and requests…”
- Survey Response
Town of Mammoth Lakes
2022-23 Winter Storms AAR
16 Strength 2: The Town used the ready.mono.ca.gov website as a comprehensive “one-stop shop” for incident information. By leveraging this resource, the Town facilitated unified public information and messaging efforts, ensuring that residents and stakeholders could access timely and relevant updates regarding the emergency.
Strength 3: The Town proactively began upgrading its emergency notification system to Genasys Emergency Management (GEM), when faced with delays and disruptions in disseminating critical life safety updates. Recognizing the crucial need for maintaining robust, trusted, and reliable emergency messaging tools, the Town expanded its emergency messaging, operational communications, and situational awareness capabilities through the transition to GEM.
Strength 4: The Town utilized a list of individuals with Access and Functional Needs (AFN) to contact community members ahead of each storm. This approach, developed during the COVID-19 response, demonstrated a proactive commitment to supporting the AFN population.
Recognizing many AFN community members expressed a need for assistance in clearing their driveways and walkways of snow; the Town promptly updated websites with snow removal resources and other available support services to address these needs.
Areas for Improvement and Recommendations
Area for Improvement 1: The Town faced challenges in translating important messaging from English to Spanish in a timely manner. While PIOs could swiftly develop and disseminate Englishbased messaging, there was a pressing need to expedite the translation of critical information.
Notably, the translation process experienced delays of one to three days, impacting the timely dissemination of essential public information to Spanish-speaking residents and visitors. 2 Recommendation: Establish a process for facilitating rapid access to language translation resources during emergencies. Consider:
• Establishing partnerships with local Spanish-speaking community organizations or individuals to facilitate rapid translation and dissemination of emergency messaging.
• Developing pre-translated templates for common emergency messaging in both English and Spanish.
• Building a roster of Disaster Service Workers (DSWs) that can be utilized to translate simple messaging during an incident.
Area for Improvement 2: The Town did not have the capability to provide services for individuals with hearing impairments. Although American Sign Language interpreters were available through County Social Services and present at shelters, broader and longer-term solutions were absent for local media coverage and press releases.
2 Survey Response
Town of Mammoth Lakes
2022-23 Winter Storms AAR
17 Recommendation: Explore and implement alternative communication methods to reach individuals with hearing impairments for public meetings. Consider:
• Utilizing technologies such as closed captioning and video relay services to enhance accessibility in media coverage and press releases. • Creating guidelines for producing accessible media content and press releases tailored to individuals with visual or hearing impairments.
Area for improvement 3: The Town lacks the capability to deliver crucial emergency and safety information to visitors. This deficiency posed a significant challenge in ensuring that visitors were adequately informed and prepared to respond appropriately in the event of emergencies while visiting the town.
Recommendation: Explore the installation of permanent digital signage infrastructure, such as Electronic Message Boards (EMBs), Variable Message Signs (VMSs), or Changeable Message Signs (CMSs) to deliver real-time emergency updates, safety instructions, and important information to both residents and visitors. Consider:
• Strategically placing signs at key entry points and high-traffic areas within the town.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
18 Social Services and Sheltering
On December 31, 2022, as a large winter storm caused
widespread power outages, the Town promptly established a Warming Center at Suite Z, located at 437 Old Mammoth
Road.3 This center provided vital assistance and resources to residents affected by the adverse weather conditions.
Recognizing the growing need for information and guidance, the Town expanded the facility into an Information Center by March 10, 2023, offering support to those seeking updates and assistance during the ongoing emergency.
As the severity of the winter storms increased and snow accumulation became unmanageable in certain areas, the
Town took proactive measures to address the escalating
situation. A temporary emergency Evacuation Shelter was set up at the Mammoth Middle School gymnasium on March 16,
2023, providing refuge and essential services to displaced individuals. Additionally, in collaboration with the Mammoth Mountain Community Foundation and Alterra Mountain Company Community Foundation, a Snow Removal Emergency Fund was established to aid residents and businesses in addressing urgent snow removal needs.
Furthermore, to support long-term recovery efforts, a DRC was established at the Mono County Civic Center. This center served as a crucial hub for businesses and homeowners seeking assistance in obtaining SBA loans and accessing other resources to aid in the recovery process following the winter storms. Through these concerted efforts, the Town and its partners demonstrated a commitment to ensuring the safety and well-being of the community amidst challenging weather conditions.
Strengths
Strength 1: Shelter trailers were strategically placed throughout the county to provide shelter to the public. These trailers were meticulously stocked with essential supplies, ensuring that all individuals in need of shelter received not only accommodation but also necessary provisions.
Additionally, the shelter team was well-prepared to accommodate additional displaced community members for evacuation if needed.
Strength 2: Shelter staff frequently and effectively performed multiple functions, including managing shelters and developing communications. In addition to managing the shelters and overseeing the well-being of evacuees, shelter staff adeptly handled communication tasks, disseminating vital information to residents and coordinating with emergency response teams.
Staffs’ ability to perform these diverse functions played a crucial role in ensuring smooth shelter operations and in enhancing overall emergency response efforts.4 3 Town of Mammoth Lakes, Notify Me “WARMING CENTER NOW OPEN (12/31) @ 5:00pm”, December 31, 2023. https://www.townofmammothlakes.ca.gov/List.aspx?MID=3129 4 Facilitated Discussion
“The Town took an
unprecedented situation
and responded very well
with limited resources and
capabilities. They were the
most gracious hosts and
ensured we had everything
we needed, which wasn’t
always easy to come by. I
was impressed by the
various departments’ ability
to adapt and have a ‘cando’ spirit.”
- Survey Response
Town of Mammoth Lakes
2022-23 Winter Storms AAR
19 Strength 3: Social Services teams conducted outreach for disaster medical benefits and compiled a comprehensive list of resources for individuals, including those checking into shelters. The Social Services teams compiled a comprehensive list of resources tailored to the needs of individuals, including those seeking refuge in shelters. This proactive approach ensured that evacuees and other community members had access to essential support services during the emergency, enhancing overall disaster response and recovery efforts.
Areas for Improvement and Recommendations
Area for Improvement 1: The limited number of American Red Cross (ARC) and general volunteers in the county posed a significant challenge for shelter staffing and support. With only eight local ARC volunteers, many of whom also work for County Social Services, and ongoing emergencies across California and other states, additional volunteers had to be sourced from various distant locations, including Colorado, Texas, Maine, and Alaska. To ensure proper operation, local staff had to supplement the volunteer workforce, with one to two individuals managing each shelter for 12-hour shifts.
Recommendation: Develop and maintain reserve lists of volunteers within the community who are willing to serve as backup shelter staff during emergencies. Consider:
• Launching targeted campaigns to recruit additional local volunteers for emergency response and shelter staffing.
• Collaborating with community organizations, schools, and businesses to raise awareness and encourage volunteer participation in disaster preparedness and response efforts.
• Partnering with the North County Community Emergency Response Team (CERT) for opening warming and cooling centers.
• Developing job action sheets for shelter operations with clear roles and expectations of shelter staff.
Area for Improvement 2: There is a limited number of pre-identified locations suitable for sheltering. Currently, the Town has only one pre-identified shelter, as the availability of large spaces to accommodate an unpredictable number of people during disasters is constrained.
Although Crowley Lake was considered as an alternative shelter location, it presented difficulties in accommodating a large volume of individuals effectively.
Recommendation: Identify and assess additional potential shelter locations within the Town and surrounding areas. Consider:
• Prioritizing spaces that can accommodate a larger number of individuals effectively during disasters.
• Collaborating with local businesses, hotels, schools, and community organizations to establish agreements for using their facilities as emergency shelters when needed.
• Improving the effectiveness of sheltering efforts by ensuring shelter locations are clearly identified and integrated into platforms like Zonehaven.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
20 Area for Improvement 3: Upon activating shelters, the County shelter supply trailer was inaccessible due to snow accumulations. Stakeholders alluded to the fact that upon arrival to set up shelters they were unable to access the County shelter supply trailer due to the accumulated snow around it; this delay in accessing essential supplies impeded the setup and opening of the shelter.
Recommendation: Prioritize snow removal around the County shelter supply trailer and other essential supply storage locations to facilitate rapid access during emergencies.
Consider:
• Assigning responsibility for snow removal and establishing clear procedures for timely clearance.
• Coordinating with relevant stakeholders to ensure adequate resources are allocated for snow clearing efforts.
Area for Improvement 4: The Town faced challenges in securing lodging for volunteers and USAR teams due to limited hotel room availability. Traditional lodging spaces were fully operational and occupied by tourists, exacerbating the challenge of finding accommodations for emergency responders. In response to this issue, the Town Manager proposed relocating the public shelter, originally located at the middle school, to accommodate the USAR teams.
However, identifying an alternative location for the shelter proved challenging, as the high school was undergoing construction, and the elementary school was deemed unsuitable.
Despite repeated requests to relocate the shelter to free up space at the middle school, the lack of viable alternatives posed significant obstacles. Ultimately, arrangements were made to accommodate the USAR team at the existing shelter, albeit with some difficulties and delays.
Recommendation: Identify and evaluate potential temporary shelter locations that can be activated quickly during emergencies to accommodate emergency responders and volunteers. Consider:
• Developing formal agreements with local hotels, businesses, and other organizations to reserve a portion of their accommodations for emergency responders and volunteers during times of crisis.
• Creating contingency plans that outline alternative shelter locations and procedures for relocating shelters when needed.
Area for Improvement 5: The Town lacks a dedicated emergency relief facility for the public.
Without a designated facility, the Town lacks a centralized location equipped to efficiently coordinate and distribute essential resources such as food, water, shelter, medical supplies, and other critical aid to those in need. This deficiency hampers the Town's ability to respond promptly and effectively to emergency situations, potentially resulting in delays and inefficiencies in delivering vital relief services to affected individuals and communities.
Recommendation: Construct a dedicated emergency relief facility equipped with essential resources and facilities to serve as a centralized hub for distributing aid, disseminating critical information, and providing a cooling/warming center and community kitchen for the public during emergencies. Consider:
• Co-locating the EOC at this facility, which should include dedicated restrooms, showers, and bunk rooms for responding staff.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
21 Visitation and Business Impacts
During the 2022-23 winter season, Mammoth Lakes
Tourism (MLT) continued its tradition of supporting the community during times of crisis. As storms persisted for months and locals grappled with the daunting task of
clearing snow, MLT responded to Town Leadership's
decision to keep the Town operational by swiftly
adjusting its messaging strategy. MLT prioritized the
safety of residents and visitors by disseminating 62
emergency messages across various communication
platforms. This strategic effort effectively raised public awareness of the evolving situation without
discouraging tourism. The campaign, lasting from midJanuary through April 2023, underscored the acknowledgment that the prolonged winter storms could, under different circumstances, be classified as a natural disaster.
The enduring nature of the winter storms posed significant challenges to local businesses, particularly in terms of access to roads and walkways. Reliant on snow removal operations to clear pathways, businesses faced an uphill battle in ensuring that their premises remained accessible to customers. Compounding these difficulties was the struggle to secure private snow removal services, aggravated by already strained resources. Consequently, many business owners found themselves dealing with exorbitant costs associated with snow removal, with some expenditures reaching tens of thousands of dollars.
Strengths
Strength 1: MLT devised a clear and impactful message,
urging visitors to embody the values of patience,
consideration, and kindness through their campaign, "Be Patient. Be Considerate. Be Kind." Rather than being
purely promotional, the campaign took on an
educational tone, aiming to inform visitors about what to expect when planning their trip to Mammoth Lakes and
encouraging empathetic behavior upon arrival. Through
close collaboration with local partners, MLT successfully crafted a unified message that resonated well with both visitors and locals. Despite adverse weather conditions, the community persevered, with community members
demonstrating unwavering dedication to their roles. A
total of 62 pieces of crisis communication and safety
messaging were shared across various platforms such as
social media, newsletters, and the website, reaching approximately 11.9 million individuals on social media alone.5
5 Mammoth Lakes Tourism, Fiscal Year 22/23 Annual Report.
Figure 3: Snapshot of crisis communication
campaign stats. Source: Mammoth Lakes
Tourism
Figure 4: "Be Patient. Be Considerate. Be
Kind." Instagram post that reached 51,351
accounts. Source: Mammoth Lakes Tourism
Town of Mammoth Lakes
2022-23 Winter Storms AAR
22 Strength 2: Community partners established a Snow Removal Emergency Fund to assist residents and businesses in addressing the challenges posed by heavy snowfall. Launched on March 16, 2023, by the Mammoth Mountain Community Foundation and Alterra Mountain Company Community Foundation, this fund aimed to provide financial assistance and coordinate snow removal contractors for residents and businesses facing imminent danger or damage due to heavy snow loads. The fund was accessible to full-time resident-occupied homes and businesses in town, June Lake, or Crowley Lake areas. Recognizing the urgent need for support, the Town Council approved $200,000 in matching funds during a special Town Council Meeting on March 22, 2023, to ensure the sustainability of the Snow Removal Emergency Fund program amidst overwhelming community demand for assistance.
Strength 3: The Town launched an extreme weather business recovery program to provide much-needed funding for small businesses. The Mammoth Lakes Town Council approved a $500,000 allocation for this program, aimed at providing grants to small, local businesses significantly impacted by the 2023 Extreme Weather Disaster. Through the Community First initiative, Town funds were invested in these businesses to preserve local jobs, maintain active commercial spaces, prevent blight in commercial sectors, and sustain the local economy. The program offered support funding in the form of grants, with businesses eligible for awards of up to either $5,000 or $7,500 each.6
Areas for Improvement and Recommendations
Area for Improvement 1: Business owners experienced significant challenges stemming from unplowed streets. This hindered business owners' ability to travel to their business locations and maintain access for guests or patrons. Additionally, the high costs associated with snow removal posed a financial burden for many businesses. Delays in clearing roads, particularly to and from Lakes Basin or due to Highway 395 closures, further exacerbated the situation. The closures and lack of snowplow services impacted customers' ability to reach businesses, leading to disruptions in operations. One respondent in the Business Survey reported that their business was forced to shut down as a result of the winter storms.
7 Recommendation: Explore options for financial assistance or subsidies to alleviate the burden of snow removal costs on businesses, such as grants or low-interest loans specifically tailored for emergency snow removal efforts. Consider:
• Capturing the documentation and framework created for establishing the Snow Removal Emergency Fund and Extreme Business Recovery Program for use as a template for developing funding options for business owners/residents during future winter weather emergencies.
• Implementing a proactive communication strategy to keep businesses informed about road closures, snow removal schedules, and alternative routes during extreme weather events, minimizing disruptions to operations. 6 Town of Mammoth Lakes, Press Release “ Town Launches Extreme Weather Business Recovery Program To Provide Much Needed Funding For Mammoth Lakes Small Businesses”, May 15, 2023. https://webapps.mono.ca.gov/ERRR/readyresources/PSA_TOWN%20LAUNCHES%20EXTREME%20WEATHER%20BUSINESS%20RECOVERY%20PROGRAM%20TO%20P ROVIDE%20MUCH%20NEEDED%20FUNDING%20FOR%20MAMMOTH%20LAKES%20SMALL%20BUSINESSES_5-15-2023.pdf 7 Survey Response
Town of Mammoth Lakes
2022-23 Winter Storms AAR
23 Area for Improvement 2: Some business owners felt there was a lack of communication between the Town and private businesses. Business owners emphasized the critical need for robust collaboration in emergency planning, training, and exercises. Strong coordination and communication between the Town and private sector entities are vital for enhancing overall preparedness and response effectiveness during emergencies.8 Recommendation: Advise businesses of the proper channels to receive information.
Develop outreach programs to ensure businesses know where to get up-to-date information. Consider:
• Establishing a dedicated liaison position within the Town Leadership Team to serve as a point of contact for communication and collaboration with local businesses during emergencies.
• Developing a comprehensive communication plan tailored specifically for engaging with businesses during emergencies, including protocols for disseminating critical information and obtaining feedback. • Conducting in-person forums to engage with the small business community and address the highest impact issues and potential mitigation measures prior to or following the initial response.
• Identify websites and social media accounts that will be used to disseminate information and market this information consistently, utilizing all opportunities. • Utilize the Mammoth Lakes Chamber of Commerce text alert system to rapidly disseminate emergency information and ensure timely communication with businesses.
8 Survey Response
Town of Mammoth Lakes
2022-23 Winter Storms AAR
24 Fire and Public Safety Response
During the Winter Storms response, Mammoth Lakes Fire
Protection District (MLFPD) and MLPD assumed multifaceted roles beyond their regular public safety duties. Their
involvement encompassed crucial support for County EOC
operations, dissemination of essential public information, active participation in snow removal endeavors, and thorough building inspections facilitated by state-provided resources.
Among the array of challenges faced, MLFPD identified
propane explosions as a primary public safety concern,
recognizing the vulnerability of approximately 300 buildings to such incidents, as elaborated in the Propane/Utilities Issues section. Concurrently, MLFPD and MLPD collaborated closely with a spectrum of structural and USAR partners to mitigate the threat of structural collapse attributed to the accumulation of heavy snow and ice. A partnership with Cal OES facilitated the provision of SAP training to MLFPD and Town personnel. This training increased the local capacity to conduct safety assessments of buildings and facilities.
Strengths
Strength 1: MLFPD, MLPD, and USAR teams worked
collaboratively to prioritize life safety amidst the challenging conditions posed by the Winter Storms. Together, they
responded to a total of 142 reported propane leaks, mitigating potential risks to residents and properties. Additionally, the teams effectively managed two significant propane explosions and two incidents of structural collapse, showcasing their resilience and adaptability in navigating the complex
landscape of severe winter weather conditions. Despite
encountering access challenges exacerbated by heavy
snowfall and the discovery of unmapped utility locations, MLFPD, MLPD, and USAR teams remained steadfast in their mission to ensure the safety and well-being of the community throughout the emergency response period.
Strength 2: MLFPD and Emergency Medical Services (EMS) maintained consistent communication with Mammoth Hospital, ensuring situational awareness of ongoing and future response activities. This consistent and transparent communication facilitated a shared understanding of the evolving situation and allowed for effective coordination of ongoing and future response activities. By keeping Mammoth Hospital informed of pertinent developments, MLFPD and EMS ensured that the hospital remained well-prepared to provide necessary medical support and resources to the community as needed.
Strength 3: Fire hand crews and additional engine companies were used effectively to dig out fire hydrants and propane tanks from snow. Leveraging the existing map of fire hydrant locations maintained by the MLFPD, these teams were able to promptly identify and prioritize snow “…every facet of the Town
I worked with (Police, Fire,
Town Leadership) was
amongst the most
professional, welcoming,
and easily displayed an
‘adapt and overcome’
attitude with limited
resources and isolation. The
Town should be proud of
the people tasked with
public safety.”
- Survey Response
“I really appreciated all the
collaboration and
connection. … I felt well
communicated with. Chief
Tomaier did an outstanding
job with the resources that
he has available and was
still working on other things
like the AFN population,
volunteer staff, and mental
health.”
- Survey Response
Town of Mammoth Lakes
2022-23 Winter Storms AAR
25 clearing. Crews also worked to clear snow from propane tanks and to facilitate roadway and walkway access for emergency responders. This work benefited from systems built and shared by the Mammoth Community Water District.
Areas for Improvement and Recommendations
Area for Improvement 1: The MLFPD Fire Chief juggled dual roles at the County and Town levels, posing a challenge to prioritize the Town's versus the County’s response efforts. This issue persisted from previous emergencies, such as the COVID-19 response, reflecting the ongoing strain on staff availability for managing incident response roles.9 Compounded by the MLFPD's limited fire capabilities as a combination/volunteer agency with minimal full-time staff, the region's reliance on scarce supporting fire resources further exacerbated the challenge. With Mono County lacking a dedicated fire department and limited mutual aid resources available for widespread incidents, coordination with Cal OES and CAL FIRE became imperative but also posed logistical hurdles.
Recommendation: Explore options to increase firefighting capacity of MLFPD through increased staffing, training, and equipment acquisition. Consider:
• Developing a comprehensive staffing plan for prolonged events including volunteers and Town employees.
• Exploring agreements between fire districts to create a Type III Team and identify individuals who can step into that leadership role(s).
• Engaging local retired federal subject matter experts (such as U.S. Forest Service retirees) and the Fire Chief’s Association to form an All Hazards Team to participate in the Town’s preparedness and incident response activities. • Advocating to the County for EOC/fire operations to be a rotating position if one is not appointed.
Area for Improvement 2: In the initial response phases, maintaining accountability and effective communication with USAR teams presented significant challenges. Coordination efforts were hindered as multiple agencies operated separate USAR teams independently rather than collaborating and integrating their efforts. This fragmented approach led to inefficiencies and duplication of efforts, hampering the overall effectiveness.
Recommendation: Develop standardized reporting protocols and procedures for USAR teams to regularly communicate their locations, activities, and resource needs. Consider:
• Implementing a centralized reporting system to facilitate real-time information sharing and improve situational awareness among all involved stakeholders. • Organizing joint training exercises and drills involving multiple agencies and USAR teams to enhance interoperability, build relationships, and improve coordination during emergency situations.
9 Facilitated Discussion
Town of Mammoth Lakes
2022-23 Winter Storms AAR
26 Area for Improvement 3: The Town experienced delays in requesting and receiving critical resources and equipment. This issue arose due to the absence of a pre-determined list detailing the required items, their specifications, and availability. This lack of preparedness resulted in delays in procuring essential resources, impacting the timely execution of response activities.
Recommendation: Develop and maintain a comprehensive inventory of critical resources and equipment required for emergency response, including their specifications and availability, to facilitate swift procurement during crises. Consider:
• Establishing pre-determined agreements or contracts with suppliers for essential resources and equipment, ensuring availability and expedited delivery in emergency situations.
• Purchasing two to four snowmobiles with toboggan attachments or snowcats for MLFPD to ensure the capability to evacuate/transport individuals from areas that vehicles cannot reach due to snow or road closures.
Area for Improvement 4: MLFPD lacks comprehensive protocols specifically designed to address the hazards associated with propane in potentially explosive environments. This deficiency hindered the fire department's ability to effectively respond to propane-related incidents.
Recommendation: Establish clear and standardized operating procedures for MLFPD personnel when dealing with propane emergencies, including protocols for assessing, containing, and mitigating propane leaks or explosions. Consider:
• Collaborating with propane industry experts and regulatory agencies to review and enhance existing safety protocols and incorporate best practices into MLFPD's response procedures.
• Providing comprehensive training to MLFPD personnel on the propane safety and response protocols established.
• Conducting regular exercises to ensure MLFPD personnel are proficient in implementing the procedures during emergencies.
• Continuously evaluating and updating the procedures based on lessons learned from real-world incidents and evolving industry standards.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
27 Transportation and Snow Removal
Emergency trucking operations commenced on March 15,
2023, with support from Cal OES, providing essential resources to the region. Initially, the Town received 14 trucks, a loader, and an operator through this program. Subsequently, the resources expanded to include three loaders, 44 trucks, and additional support staff, concluding efforts on April 7, 2023.
Upon initiating the trucking operation, the Town prioritized creating more snow storage for future storms and enhancing visibility at intersections. The primary focus, however, remained on widening roads to improve access for EMS, establish safer travel routes, and enhance drainage infrastructure for the impending spring melt.
Shortly after widening Forest Trail and Canyon Boulevard, an explosion at Val D'Isere occurred on March 22, 2023. EMS swiftly accessed the site with the necessary personnel and equipment, underscoring the importance of the road-widening efforts. Additionally, teams comprising loaders, trucks, and inmate crews collaborated with MLFPD to access over 100 fire hydrants.
Throughout the program's duration, the Town transported more than 5,700 truckloads of snow to designated snow pits, totaling 57,170 cubic yards. This volume, estimated to be about 15,000 tons or 4,625,000 gallons, alleviated pressure on Mammoth Lakes' storm drain system. 10 Strengths
Strength 1: During peak snowfall periods with
limited equipment and personnel, the Town swiftly
adapted to severe and changing conditions,
ensuring road accessibility and safety. Leveraging
both private contractors and state-provided
resources, a total of 5,717 truckloads and 57,170
yards of snow were swiftly removed. This strategic
utilization of private contractor resources
effectively supported snow removal operations.
Strength 2: The Town proactively facilitated snow
removal operations on sidewalks and walking
trails, enabling pedestrians to navigate through
adverse conditions without relying on vehicles. By
prioritizing the upkeep of sidewalks and trails, the Town ensured that individuals could move around efficiently, regardless of the challenges posed by snow accumulation. 10 Cal OES, Snow Removal Operation Summary Report, April 12, 2023. “The team's creativity and
ability to adjust on the fly
were integral to the Town's
successful response. On the
snow removal and trucking
operations side, we did
everything we possibly
could to make our streets
as safe as possible. It was a
monumental effort, and
Town staff stepped up to
the challenge.”
- Survey Response
Figure 5: Snow trucking operations unloading snow
at the snow storage site.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
28 Strength 3: The Town, in response to diesel shortages for private snow removal, demonstrated resilience by promptly transporting diesel from Mono and Inyo Counties. Despite facing challenges, such as frustration from fuel stations, the Town took proactive measures to ensure the availability of fuel. Upon being notified of the situation, the Town organized shuttles to transport diesel from Bishop to supply stations and operators. This proactive response mitigated potential disruptions, although it required significant efforts from the JIC to address rumors and misinformation.
Areas for Improvement and Recommendations
Area for Improvement 1: Delays in the procurement of essential snow removal resources occurred due to the lack of a standardized list outlining equipment specifications. Without a comprehensive reference, the process of requesting and acquiring necessary resources through the IMT/EOC was protracted. Significant time was spent identifying specific equipment requirements to fulfill resource requests, contributing to overall delays in the response effort.
Recommendation: Develop a standardized list of snow removal equipment and specifications to streamline the process of requesting and acquiring necessary resources during emergencies Additionally, request a list of available equipment from CAL OES to ensure adequate preparedness for future winter storms. Consider:
• Establishing pre-determined agreements or contracts with snow removal equipment providers to expedite the procurement process during emergencies. • Establishing a cache of snow removal tools and framing material to deploy quickly in future responses.
Area for Improvement 2: The Town faced difficulties in plowing and maintaining narrow roadways and parking areas in high elevations due to lack of snow storage. As snow accumulation persisted, the limited availability of designated snow storage areas hindered snow removal operations, leading to congestion and reduced accessibility in these areas.
Recommendation: Develop plans to increase snow storage capacity in high-elevation areas by identifying additional storage locations or optimizing existing ones. Consider:
• Acquiring land for designated snow storage areas or implementing innovative solutions such as snow melting systems.
Area for Improvement 3: Mapping applications like Google Maps, Apple Maps, and Waze inadvertently directed visitors and residents to closed, damaged, or impassable roads. For instance, a section of U.S. 395 was closed due to avalanches north of Lee Vining, remaining shut for weeks. Despite the closures, these routes continued to display as "open" on the apps, causing confusion and inconvenience. Additionally, avalanches triggered power outages in communities north of Mono Lake, such as Mono City and Bridgeport. Other road closures resulted in isolation for visitors and residents, leading to temporary shortages of food and fuel.
The apps only updated road statuses after a considerable delay, exacerbating the situation.
Recommendation: Explore the integration of emergency response data directly into popular navigation apps, enabling automatic updates on road closures and hazardous conditions.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
29 Area for Improvement 4: The Town, Caltrans, and Mono County experienced challenges in coordinating service sharing effectively. Resource sharing between these entities was hampered by a lack of formal mutual aid agreements. Solidifying such agreements would help improve efficiency and strengthen response capabilities during emergencies.
Recommendation: Develop a formal mutual aid agreement between the Town, Caltrans, and Mono County to facilitate efficient sharing of services during emergencies and highimpact events. Consider:
• Outlining clear protocols, responsibilities, and resource-sharing mechanisms to ensure seamless coordination and mutual support in times of need.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
30 Building and Structural Issues
The heavy snow and ice accumulation on buildings and
residences in Mammoth Lakes posed a significant risk of structural collapse, prompting proactive inspections to assess building integrity. To streamline this process, an inspection database using QuickBase was established and utilized by MLFPD and state-provided resources.
Out of 850 inspections conducted, a total of 645 tags were issued (some structures received multiple tags), affecting 398 buildings. Public surveys reporting damage totaled 336, with not all resulting in inspections or tags. In terms of building permits, 317 repair permits were submitted and 298 issued in 2023, compared to 46 submitted and 40 issued in 2022.
During the 2022-23 winter season, Mammoth Lakes faced a series of structural challenges. First, on March 14, 2023, the Mammoth Mall parking garage buckled under the immense weight of accumulated snow, resulting in damage to parked vehicles. Thankfully, no injuries were reported. However, the impact was significant, setting the stage for further disruptions.
Tragically, the string of incidents continued when, on March 22, 2023, a propane explosion rocked the Val D’Isere Condominium, leading to its collapse. The explosion sent shockwaves through the area, prompting emergency response efforts and highlighting the urgent need for structural reassessment amidst the ongoing winter emergency.
As the storms persisted the town grappled with the aftermath of extensive property damage caused by excessive snow loads. With 16% of damaged homes, approximately 77 residents found themselves displaced, and numerous businesses experienced severe disruptions, exacerbating the strain on the community.
Strengths
Strength 1: The Town streamlined building and
structural activities into an integrated database
and application using QuickBase for field data
collection. With the support of state resources, a
total of 850 inspections were completed.
Dedicated IT staff played a crucial role in
developing the integrated database and
applications, enabling effective management of
recovery efforts by documenting damaged
structures and coordinating data from various
organizations and resources.11 Of the 850
inspections conducted, 205 were performed by
state resource agencies, although they did not
result in recording building tags in the Town’s
11 Survey Response
“There was lots of crosstraining between the USAR
teams and Mammoth
Lakes Fire, and that free
flow of information was
informative to all of us.
MLFPD was able to adapt
to building structural
failures with the information
we received.”
- Survey Response
Figure 6: Responder conducting a building and
structural inspection.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
31 system. Nonetheless, some evacuations were necessary. Subsequent follow-up inspections by Town inspectors were conducted to appropriately tag the impacted structures, ensuring accurate documentation and assessment of damage.
Strength 2: The Town expanded its workforce trained in utilizing Cal OES’ SAP system for building inspections through training provided by the state. This initiative bolstered the Town's capacity to conduct thorough and efficient structural assessments. Additionally, the Town received valuable support from experienced and specialized USAR teams, facilitating seamless coordination of building and structural activities during the emergency response efforts. The SAP training proved immensely beneficial for inspectors, offering clear standards for structural assessment and ensuring consistency in evaluation practices. All eligible staff members underwent one-on-one training sessions, equipping them with the necessary skills to effectively utilize the SAP system and contribute to the Town's inspection efforts.
Areas for Improvement and Recommendations
Area for Improvement 1: Confusion among response partners regarding tagging procedures and inspection coding post-inspection hindered operational efficiency and communication.
Initially, inconsistencies in tagging systems across different agencies led to confusion, highlighting the necessity for standardized procedures. Additionally, challenges arose in determining appropriate responses to structural damage reports, underscoring the need for clearer guidance and protocols.
Recommendation: Develop clear and consistent tagging procedures for identifying and documenting structural damage across all response agencies involved in emergency operations. Consider:
• Developing comprehensive guidance documents outlining procedures for response partners to follow when conducting inspections. • Implementing improved communication protocols to facilitate efficient exchange of information among response partners regarding inspection coding, tagging procedures, and follow-up actions.
• Updating the system to be more user-friendly and error-tolerant regarding data collection and insertion by using dropdown lists and checkboxes. • Updating the database so responders are tagging data in the same system as building permit data to eliminate the manual labor of connecting the two.
Area for Improvement 2: The Town encountered challenges due to the absence of a comprehensive documentation follow-up process for the outcomes of building tagging and resolution activities. Following the completion of building inspections and tagging procedures, there was a lack of a structured system to document and track the subsequent permitting actions and resolution efforts. This led to difficulties in maintaining a clear record of the status of tagged structures and the progress of necessary repairs or mitigation measures. As a result, there was a risk of oversight or inefficiency in addressing identified structural issues and ensuring compliance with regulatory requirements.
Recommendation: Establish clear and standardized documentation procedures for building tagging and resolution activities, outlining the necessary steps and information to be recorded for each tagged structure.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
32 Area for Improvement 3: Public confusion arose regarding the damage reporting process due to conflicting messages conveyed to the community. One message suggested that submitting damage reports could aid in obtaining financial relief assistance, while another advised reporting damages for property inspection to ensure safety. This discrepancy led to ambiguity, with some individuals seeking financial support without desiring property inspection for habitability or permit requirements.12
Recommendation: Ensure public messaging regarding public survey/damage reporting is consistent and clearly outlines the purpose and process, distinguishing between financial assistance and property inspection requirements.
Area for Improvement 4: Building codes and community standards were not adequate to address the significant snow loads and propane infrastructure deficiencies. This deficiency in regulatory measures left buildings vulnerable to structural damage and increased the risk of propane-related incidents during severe weather events. There was a notable gap in regulations governing building construction and propane infrastructure maintenance, particularly concerning the resilience of structures against heavy snow loads and the safety of propane storage and distribution systems.
Recommendation: Review and update building codes to incorporate provisions for structures to withstand heavy snow loads, ensuring structural integrity during severe weather events. Consider:
• Revising regulations related to propane infrastructure to address deficiencies identified during the emergency.
• Developing plans and standards to implement isolation valves for underground propane infrastructure, residential tank remote shutoffs, and retrofits for emergency shutoffs for existing commercial and residential properties. • Conducting comprehensive risk assessments to identify vulnerable areas and structures susceptible to snow-related hazards and propane infrastructure failures. 12 Survey Response
Town of Mammoth Lakes
2022-23 Winter Storms AAR
33 Propane/Utilities Issues
The prolonged winter weather event had significant impacts on both electric and gas utility services. Southern California Edison (SCE) demonstrated proactive and effective response measures, maintaining communication with Town personnel and implementing pre-determined trigger points to activate IMTs in areas experiencing power outages.
Regarding propane gas services, Mammoth Lakes relies on two utility companies, AmeriGas and Eastern Sierra Propane. AmeriGas operates a unique pipeline infrastructure covering much of the Town. However, heavy snow and ice accumulation on propane tanks and lines led to dangerous situations, resulting in two propane explosions in residential areas. MLFPD responded to 138 propane-related calls between February 1 to April 30, 2023. 13 Val D’Isere Condominiums Explosion
At 9:23 AM PST on March 22, 2023, an explosion
rocked the Val D’Isere Condominiums located at
194 Hillside Drive in Mammoth Lakes. First
responders arrived to find a building collapsed
near the pool area. Two workers from the
complex were visible, one of whom required
extraction from the snow and debris. Both
individuals were transported to Mammoth
Hospital for further evaluation.
During the rescue operation, a man approached
first responders, informing them that his wife and
son were trapped inside their residence. Rescuers
navigated around the northwest side of the
collapsed structure to reach them. The son was
found in the bedroom area and transported to
Mammoth Hospital for evaluation, while the wife
was located in the kitchen area and airlifted to Sierra Life Flight at Mammoth Yosemite Airport.
USAR teams and Eastside K-9 units were also present, conducting thorough sweeps for any additional victims amidst the wreckage. Agencies who responded to the incident included:
• Bishop Fire Department
• CAL FIRE
• Cal OES
• California Highway Patrol
• Carlsbad Fire Department
• Eastside K-9
13 Firehouse Report Code 412
• Los Angeles County Fire Department
• Los Angeles County Sherriff’s
Department
• Mammoth Mountain Ski Patrol
• MLFPD
• MLPD
• Mono County EMS
Figure 7: MLFPD and USAR teams responding to the
Val D’Isere Condominiums Explosion site.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
34 • Mono County Sheriff’s Office
• Murrieta Fire & Rescue
• Pasadena Fire Department
• Riverside County Fire Department
• San Diego Fire-Rescue Department
• San Marcos Fire Station 1
• Santa Fe Spring Fire Department
• Sierra Lifeflight
Juniper Road Explosion
On April 1, 2023, around 1:30 AM PST, a propane
explosion impacted a single-family home
located in the 200 block of Juniper Road. The
blast likely triggered a structural fire, prompting
the evacuation of neighboring residences. The
ensuing fire caused snowmelt flooding, leading
to the evacuation of a nearby condominium
complex.
MLFPD and AmeriGas personnel swiftly
conducted propane safety inspections, shutting
off propane services to several properties in the
vicinity. Affected property owners were
instructed to contact AmeriGas directly for
updates on service restoration. Additionally,
AmeriGas proactively reached out to customers
via phone to provide timely updates on the
situation. Agencies who responded to the incident included:
• Bishop Fire Department
• CAL FIRE
• CAL FIRE Office of the State Fire
Marshal Arson & Bomb Investigators
• Carlsbad Fire Department
• Chula Vista Fire Department
• City of San Diego Fire-Rescue
Department
• Cal OES
• Los Angeles County Fire Department
• MLFPD
• MLPD
• Mono County EMS
• Murrieta Fire Department
• Oakland USAR California Task Force
4 • Owens Valley Conservation Camp
#26
• Pasadena Fire Department
• Riverside Fire Department
• San Bernardino/Inyo/ Mono Unit
• San Marcos Fire Department
• Santa Barbara City Fire Department
Figure 8: MLFPD responding to the structural explosion
on Juniper Road.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
35 Strengths
Strength 1: In response to the April 1, 2023 explosion on Juniper Road, the MLFPD Fire Chief and Town's PIO took proactive steps to disseminate crucial safety information and snow
management resources to the public. This information was prominently featured on the Town's website under the
dedicated 2023 Snow Damage Resources webpage, ensuring
easy access for residents seeking updates. The resources provided encompassed a range of important topics including propane safety, snow and ice mitigation strategies, and informational resources. Furthermore, the PIO utilized multiple communication channels by sending a Notify Me notification to the public and posting the update on the Town's official Facebook page, ensuring widespread dissemination of critical safety information.14
Strength 2: SCE served as a proactive and communicative incident partner, demonstrating a swift and effective response to mitigate electrical hazards during the crisis. SCE promptly deployed IMTs upon reaching pre-determined triggers, ensuring the prepositioning of teams and resources to address anticipated needs in the affected area. These proactive measures played a crucial role in minimizing the impacts on public safety, essential services, and critical infrastructure. The Town commends SCE for its unwavering commitment to proactive emergency management and acknowledges the invaluable 24/7 access to communication with SCE both before and during critical incidents.
Strength 3: The Town implemented a streamlined approach to its building tagging database within QuickBase by incorporating a dedicated propane option. This enhancement allowed for the inclusion of specific notes pertaining to propane-related issues, thereby addressing a notable gap in the system's functionality. By facilitating the integration of propane-related data and enabling the addition of pertinent notes, this modification significantly reduced confusion among departments. Particularly noteworthy was the improvement in clarity when buildings were red-tagged without accompanying information, a capability that was previously absent from the system.
Areas for Improvement and Recommendations
Area for Improvement 1: Prolonged disruptions in phone and internet services revealed a critical gap in emergency response capabilities. With Verizon serving as a primary telephone provider east of the Sierra Mountains and playing a crucial role in internet connectivity, the absence of a dedicated liaison can exacerbate the impact of service outages. Coordination with Verizon, alongside other service providers such as AT&T, Suddenlink, Frontier Communications, and Hughes Net, is essential for effective emergency planning and operations. Improved engagement with these partners can enhance coordination, bolster communication systems, and mitigate the consequences of service interruptions during emergencies. 14 Town of Mammoth Lakes, Notify Me: “HOUSE EXPLOSION ON JUNIPER ROAD IN MAMMOTH LAKES”, April 1, 2023. https://www.townofmammothlakes.ca.gov/List.aspx?MID=3271 Publicly released resources
included:
• Propane Safety Video
• Winter Storm Damage
Assessment Form
• Snow Removal
Emergency Fund
• Return to Occupancy
Information
• Heavy Snow Load
Information
• List of engineers/
designers
Town of Mammoth Lakes
2022-23 Winter Storms AAR
36 Recommendation: Invest in redundant communication systems and infrastructure to minimize the impact of service disruptions. Consider:
• Identifying telecommunications partners’ points of contact and including them in emergency planning, training, and exercises.
• Implementing robust coordination protocols with telecommunications partners to ensure seamless communication and information sharing during emergencies.
Area for Improvement 2: The accessibility and responsiveness of propane providers via the local emergency dispatching system posed significant challenges during propane hazard incidents.
Town staff encountered difficulties in reaching utility providers promptly to relay critical public safety concerns and coordinate response efforts. Using a general hotline instead of direct lines hampered communication with partners like AmeriGas, resulting in delays in sharing operational and public safety information. It's important to acknowledge that adverse weather conditions and the severity of the long-term snow event affected the availability and timeliness of utility IMT personnel in responding to incidents. In some instances, personnel faced travel restrictions or significant delays in reaching incident sites, further impeding response efforts.
Recommendation: Encourage propane providers to establish a dedicated emergency response protocol, including sharing a direct contact number for the Town to use during emergencies. Ensure that personnel and resources are readily available and staged in the area during times of increased hazard to respond promptly to emergency situations.
Area for Improvement 3: Unknown locations and mapping of propane tanks and lines caused significant delays in snow clearing and rescue operations. The intricate and expansive pipeline infrastructure of AmeriGas, coupled with unidentified cutoff valve locations, led to confusion and delays in gas shutdown procedures by MLFPD. This was particularly evident during the response to the Val d ’Isere Condominiums explosion in the Sierra Nevada. Existing infrastructure systems may not have adequately addressed the risks associated with abnormal snow and ice accumulation on gas distribution systems. It is imperative to accurately identify and map the locations of utility infrastructure to ensure timely arrival of first responders and swift mitigation of hazards. Due to a lack of up-to-date information, first responders were forced to rely on outdated Google satellite images, significantly impeding their ability to locate gas shutoff points and effectively manage the incident.
Recommendation: Coordinate with providers to invest in advanced technology solutions, such as real-time GIS mapping tools, to provide accurate and up-to-date information on utility infrastructure locations and flow during emergencies.
Area for Improvement 4: The limited transparency and collaboration from certain propane providers regarding incident data, communication protocols, emergency plans, and response procedures impeded the Town's ability to respond to and recover from incidents effectively. This deficiency poses ongoing risks to the safety and well-being of community members, visitors, and responders. An illustrative case occurred before the 2022-23 Winter Storms, exemplified by a three-tank explosion on Old Mammoth Road in January 2017. During this incident, AmeriGas technicians were unaware of existing propane leaks caused by snow pressure while attempting to refill tanks, highlighting the critical need for improved communication and awareness.
Recommendation: Encourage propane providers to adhere to the recommendations outlined in the Mono County Grand Jury Final Report.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
37 Conclusion
Implications for Future Winter Storm Response
The insights gained from the various findings underscore the critical importance of strategic planning and resource allocation for future winter storm response efforts. The comprehensive analysis of strengths, areas for improvement, survey insights, and stakeholder feedback provides a roadmap for enhancing preparedness and response capabilities.
It is clear that the Town must prioritize enhancing its snow removal capabilities and infrastructure to effectively manage unprecedented snow volumes and minimize disruptions. This includes strategic investments in equipment, proactive maintenance programs, and updated protocols for efficient snow removal operations. Moreover, improving communication and coordination among stakeholders, including utility providers and emergency services, is paramount to ensure cohesive emergency operations and timely responses to various incidents.
Additionally, there is a need to improve communication strategies with residents and visitors to enhance public awareness, safety, and preparedness during winter storms. Establishing dedicated emergency relief facilities with essential resources can serve as centralized hubs for aid distribution, critical information dissemination, and providing shelter and support during emergencies. Moreover, developing comprehensive hazard mitigation plans with detailed projects aimed at mitigating potential risks is crucial for strengthening the Town's resilience and preparedness.
In conclusion, by implementing the recommendations discussed and addressing the identified areas for improvement, the Town can significantly enhance its capacity to respond to and recover from future winter storms. This proactive approach will safeguard the community, infrastructure, and well-being of residents and visitors, ensuring a more resilient and adaptive response to extreme weather events in the future.
A Call to Action to Utility Providers
To mitigate the risk of explosions and potential damage caused by snow and ice accumulation on pipeline facilities, gas utility providers must take proactive measures to address safety risks.
These efforts should be well-documented and integrated into existing plans, policies, procedures, and training programs.
The February 11, 2016, Pipeline Safety Advisory Bulletin (Docket No. PHMSA–2016–0013) by the Pipeline and Hazardous Materials Safety Administration emphasizes the importance of preventing damage to gas distribution systems from abnormal snow and ice build-up.
Regardless of regulatory oversight by the Pipeline and Hazardous Materials Safety Administration or state agencies, utility providers should heed the recommendations outlined in the bulletin to safeguard the community and protect residences, facilities, services, and infrastructure.15 15 Pipeline and Hazardous Materials Safety Administration; Department of Transportation, Pipeline Safety: Dangers of Abnormal Snow and Ice Build-Up on Gas Distribution Systems, February 11, 2026.
Town of Mammoth Lakes
2022-23 Winter Storms AAR
38 Appendices
Acronyms
Table 2: Acronyms
Acronym Description
AAR After-Action Report
AFN Access and Functional Needs
ARC American Red Cross
CERT Community Emergency Response Team
CSTI California Specialized Training Institute
DRC Disaster Recovery Center
EMS Emergency Medical Services
EOC Emergency Operations Center
FEMA Federal Emergency Management Agency
GEM Genasys Emergency Management
GIS Geographic Information Systems
IMT Incident Management Team
IP Improvement Plan
IPAWS Integrated Public Alert and Warning System
JIC Joint Information Center
MLFPD Mammoth Lakes Fire Protection District
MLPD Mammoth Lakes Police Department
MLT Mammoth Lakes Tourism
NWS National Weather Service
PIO Public Information Officer
SAP Safety Assessment Program
SBA Small Business Administration
SCE Southern California Edison
USAR Urban Search and Rescue
https://www.federalregister.gov/documents/2016/02/11/2016-02704/pipeline-safety-dangers-of-abnormal-snowand-ice-build-up-on-gas-distribution-systems
Town of Mammoth Lakes
2022-23 Winter Storms AAR
39 References
1. Cal OES, Snow Removal Operation Summary Report, April 12, 2023.
2. Facilitated Discussion
3. Firehouse Report Code 412
4. Mammoth Lakes Tourism, Fiscal Year 22/23 Annual Report.
5. Mammoth Mountain Ski Patrol Storm Summaries | 18/19-22/23
6. Pipeline and Hazardous Materials Safety Administration; Department of Transportation, Pipeline Safety: Dangers of Abnormal Snow and Ice Build-Up on Gas Distribution Systems, February 11, 2026. https://www.federalregister.gov/documents/2016/02/11/2016- 02704/pipeline-safety-dangers-of-abnormal-snow-and-ice-build-up-on-gas-distributionsystems
7. Survey Responses
8. Town of Mammoth Lakes, Notify Me “WARMING CENTER NOW OPEN (12/31) @ 5:00pm”, December 31, 2023. https://www.townofmammothlakes.ca.gov/List.aspx?MID=3129
9. Town of Mammoth Lakes, Notify Me: “HOUSE EXPLOSION ON JUNIPER ROAD IN MAMMOTH LAKES”, April 1, 2023. https://www.townofmammothlakes.ca.gov/List.aspx?MID=3271
10. Town of Mammoth Lakes, Press Release “Town Launches Extreme Weather Business Recovery Program To Provide Much Needed Funding For Mammoth Lakes Small Businesses”, May 15, 2023. https://webapps.mono.ca.gov/ERRR/readyresources/PSA_TOWN%20LAUNCHES%20EXTREME%20WEATHER%20BUSINESS%20RECOVER Y%20PROGRAM%20TO%20PROVIDE%20MUCH%20NEEDED%20FUNDING%20FOR%20MAM MOTH%20LAKES%20SMALL%20BUSINESSES_5-15-2023.pdf
Town of Mammoth Lakes
2022-23 Winter Storms AAR
40 Acknowledgments
Special thanks to the many individuals who contributed to the production of this report, generously sharing their time and expertise despite their busy schedules.
Name Project Role
Haislip Hayes Project Manager, Town of Mammoth Lakes
Dan Holler Planning Team, Town of Mammoth Lakes
Daniel Casabian Planning Team, Town of Mammoth Lakes
Rob Patterson Planning Team, Town of Mammoth Lakes
Stuart Brown Planning Team, Town of Mammoth Lakes
Ales Tomaier Planning Team, Mammoth Lakes Fire Protection District Chris Mokracek Mono County Emergency Management
Manuel Rodriguez Project Manager, Constant Associates
Aleks Baran Deputy Project Manager, Constant Associates Kim Hayward Buys Project Sponsor, Constant Associates
Alyssa Antczak Project Support, Constant Associates
Jessica Driskill Project Support, Constant Associates
Joe Jordan Project Support, Constant Associates
Nathan Carpenter Project Support, Constant Associates
Town of Mammoth Lakes
2022-23 Winter Storms Improvment Plan
1 Improvement Plan
This Improvement Plan (IP) was developed to assist the Town of Mammoth Lakes in implementing the recommended improvement actions identified in the 2022-23 Winter Storms After-Action Report. While the Town has made significant strides in learning from the impacts of the 2022-23 Winter Storm season, the recovery and improvement process is ongoing. Special consideration must be given to prioritizing the following improvement recommendations and the time frames for their full implementation, taking into account the availability of necessary resources and support. It is important to note that the Town may not be able to fully accomplish every improvement action listed here, and programmatic goals and resource availability over time may necessitate changes or revisions. Therefore, this IP should be reviewed regularly to document the progress of the recommended improvement actions and adjust as needed.
Town Leadership Management
Area for Improvement Recommendation
Primary
Responsible
Organization
Organization POC Level of Priority Due Date Status
At the onset of the emergency,
there was a lack of clarity
regarding the delegation of
authority, responsibilities, and
coordination between the County
EOC and the State IMTs.
Advocate for the County to develop clear
protocols outlining the delegation of
authority, responsibilities, and coordination
between County and state IMTs.
Town of
Mammoth
Lakes (TOML)
Town Manager
and Public Works
Director
Medium 3/21/2024 In-Progress
Challenges with real-time
information sharing and
coordination among response
partners impacted decisionmaking efforts and operational efficiency.
Encourage the County to utilize online
platforms like Zoom and Microsoft Teams to
conduct virtual EOC operations and
meetings.
TOML / Mono
County (Co)
All parties High Now Complete
A lack of understanding of ICS and
incident response principles
negatively impacted response
operations.
Develop an integrated preparedness plan
or training and exercise plan to document
the Town’s preparedness priorities for a
specific multi-year period.
TOML / Mono
Co
Mono Co
Emergency
Management
Director
Medium 7/1/2025 Not
Started
Town of Mammoth Lakes
2022-23 Winter Storms Improvment Plan
2 Area for Improvement Recommendation
Primary
Responsible
Organization
Organization POC Level of Priority Due Date Status
The documentation and tracking
process for reimbursement of
incident response costs was
unclear.
Identify and train additional staff in ICS with
a focus on documentation management
and reimbursement procedures to ensure
incident response staff is knowledgeable
and prepared for future emergencies.
TOML Finance Staff /
Mono Co
Emergency
Management
Director
Medium 7/1/2025 Not
Started
The current Hazard Mitigation Plan
lacks detailed projects aimed at
mitigating potential risks and
effectively addressing future
emergencies.
Enhance the Town/County Hazard
Mitigation Plan by incorporating projects
and policy recommendations identified in
this AAR.
TOML / Mono
Co
TOML Town
Manager & Public
Works Director /
Mono Co
Emergency
Management
Director
High FY 25-26 In-Progress
Town of Mammoth Lakes
2022-23 Winter Storms Improvment Plan
3 Public Information and Messaging
Area for Improvement Recommendation
Primary
Responsible
Organization
Organization POC Level of Priority Due Date Status
The Town faced challenges in
translating important messaging
from English to Spanish in a timely
manner.
Establish a process for facilitating rapid
access to language translation resources
during emergencies.
TOML TOML Public
Information Officer
/ MLPD
Medium FY 24/25 Not
Started
The Town did not have the
capability to provide services for
individuals with hearing
impairments.
Explore and implement alternative
communication methods to reach
individuals with hearing impairments for
public meetings.
TOML Mono Co
Information
Technology
Manager and
TOML Public
Information Officer
High FY 25/26 In-Progress
The Town lacks the capability to
deliver crucial emergency and
safety information to visitors.
Explore the installation of permanent digital
signage infrastructure, such as Electronic
Message Boards (EMBs), Variable Message
Signs (VMSs), or Changeable Message
Signs (CMSs) to deliver real-time
emergency updates, safety instructions,
and important information to both residents
and visitors
TOML Public Works
Engineering /
Mammoth Lakes
Tourism
None FY 25/26 Not
Started
Town of Mammoth Lakes
2022-23 Winter Storms Improvment Plan
4 Social Services and Sheltering
Area for Improvement Recommendation
Primary
Responsible
Organization
Organization POC Level of
Priority Due Date Status
The limited number of
American Red Cross (ARC)
and general volunteers in the
county posed a significant
challenge for shelter staffing
and support.
Develop and maintain reserve lists
of volunteers within the community
who are willing to serve as backup
shelter staff during emergencies.
Red Cross
Mono Co
Leanna Carskaddon
Sr. Volunteer Recruiter
American Red Cross I Kern and
Eastern Sierra Chapter
[email protected]
805-795-1817
Cathy Young
Supervising Staff Services Analyst
1290 Tavern Rd
Mammoth Lakes, CA 93546
[email protected] 760-924-
1780
High Ongoing In-Progress
There is a limited number of
pre-identified locations
suitable for sheltering.
Identify and assess additional
potential shelter locations within the
Town and surrounding areas.
Mono Co Cathy Young
Supervising Staff Services Analyst
1290 Tavern Rd
Mammoth Lakes, CA 93546
[email protected] 760-924-
1780
Medium Assessments
ongoing
In-Progress
Upon activating shelters, the
County shelter supply trailer
was inaccessible due to
snow accumulations.
Prioritize snow removal around the
County shelter supply trailer and
other essential supply storage
locations to facilitate rapid access
during emergencies.
Mono Co
MUSD
Public Works – Karyn Spears
Maintenance - Gary Taylor
Medium 4/30/2024 In-Progress
Town of Mammoth Lakes
2022-23 Winter Storms Improvment Plan
5 Area for Improvement Recommendation
Primary
Responsible
Organization
Organization POC Level of
Priority Due Date Status
The Town faced challenges in
securing lodging for
volunteers and USAR teams
due to limited hotel room
availability.
Identify and evaluate potential
temporary shelter locations that can
be activated quickly during
emergencies to accommodate
emergency responders and
volunteers.
TOML Town Manager and
Administrative Staff
Low FY 25-26 Not
Started
The Town lacks a dedicated
emergency relief facility for
the public.
Construct a dedicated emergency
relief facility equipped with essential
resources and facilities to serve as a
centralized hub for distributing aid,
disseminating critical information,
and providing a cooling/warming
center and community kitchen for
the public during emergencies.
TOML Town Manager and Public
Works Director
High FY 25-26 In-Progress
Town of Mammoth Lakes
2022-23 Winter Storms Improvment Plan
6 Visitation and Business Impacts
Area for Improvement Recommendation
Primary
Responsible
Organization
Organization POC Level of Priority Due Date Status
Business owners experienced
significant challenges stemming
from unplowed streets.
Explore options for financial assistance or
subsidies to alleviate the burden of snow
removal costs on businesses, such as grants
or low-interest loans specifically tailored for
emergency snow removal efforts.
Chamber Exec Director Medium 12/1/2024 Not
Started
Some business owners felt there
was a lack of communication
between the Town and private
businesses.
Advise businesses of the proper channels to
receive information. Develop outreach
program to ensure businesses know where
to get up to date information.
Chamber /
Mono Co
Emergency
Services / Exec
Director
High FY 2024/25 Not
Started
Town of Mammoth Lakes
2022-23 Winter Storms Improvment Plan
7 Fire and Public Safety Response
Area for Improvement Recommendation
Primary
Responsible
Organization
Organization POC Level oof
Priority Due Date Status
The MLFPD Fire Chief juggled dual
roles at the County and Town
levels, posing a challenge to
prioritize the Town's versus the
County’s response efforts.
Explore options to increase firefighting
capacity of MLFPD through increased
staffing, training, and equipment
acquisition.
MLFPD Fire Chief High Ongoing In-Progress
In the initial response phases,
maintaining accountability and
effective communication with
USAR teams presented significant
challenges.
Develop standardized reporting protocols
and procedures for USAR teams to
regularly communicate their locations,
activities, and resource needs.
MLFPD Fire Chief Low FY 25-26 Not
Started
The Town experienced delays in
requesting and receiving critical
resources and equipment.
Develop and maintain a comprehensive
inventory of critical resources and
equipment required for emergency
response, including their specifications and
availability, to facilitate swift procurement
during crises.
TOML / Mono
Co
TOML Town
Manager & Public
Works Director /
Mono Co
Emergency
Management
Director
Medium FY 24-25 Not
Started
MLFPD lacks comprehensive
protocols specifically designed to
address the hazards associated
with propane in potentially
explosive environments.
Establish clear and standardized operating
procedures for MLFPD personnel when
dealing with propane emergencies,
including protocols for assessing,
containing, and mitigating propane leaks
or explosions.
MLFPD Fire Chief High FY 24-25 In-Progress
Town of Mammoth Lakes
2022-23 Winter Storms Improvment Plan
8 Transportation and Snow Removal
Area for Improvement Recommendation
Primary
Responsible
Organization
Organization POC Level of
Priority Due Date Status
Delays in the procurement of
essential snow removal resources
occurred due to the lack of a
standardized list outlining
equipment specifications.
Develop a standardized list of snow
removal equipment and specifications to
streamline the process of requesting and
acquiring necessary resources during
emergencies. Additionally, request a list of
available equipment from CAL OES to
ensure adequate preparedness for future
winter storms.
TOML / Mono
CO
TOML Public Works
/ Mono Co
Emergency
Management
Director
Medium FY 24/25 Not
Started
The Town faced difficulties in
plowing and maintaining narrow
roadways and parking areas in
high elevations due to lack of
snow storage.
Develop plans to increase snow storage
capacity in high-elevation areas by
identifying additional storage locations or
optimizing existing ones.
TOML Public Works
Director
High Ongoing In-Progress
Mapping applications like Google
Maps, Apple Maps, and Waze
inadvertently directed visitors and
residents to closed, damaged, or
impassable roads.
Explore the integration of emergency
response data directly into popular
navigation apps, enabling automatic
updates on road closures and hazardous
conditions.
TOML / Mono
Co / USFS /
Caltrans
Emergency Ops/ IT
/ Sherriff / PW
Urgent Summer
2024
In-Progress
The Town, Caltrans, and Mono
County experienced challenges
in coordinating service sharing
effectively.
Develop a formal mutual aid agreement
between the Town, Caltrans, and Mono
County to facilitate efficient sharing of
services during emergencies and highimpact events.
TOML / Mono
Co
Public Works
Directors
Medium FY 24/25 In-Progress
Town of Mammoth Lakes
2022-23 Winter Storms Improvment Plan
9 Building and Structural Issues
Area for Improvement Recommendation
Primary
Responsible
Organization
Organization POC Level of Priority Due Date Status
Confusion among response
partners regarding tagging
procedures and inspection coding
post-inspections hindered
operational efficiency and
communication.
Develop clear and consistent tagging
procedures for identifying and
documenting structural damage across all
response agencies involved in emergency
operations.
Mono Co Emergency Ops Low FY 25/26 In-Progress
The Town encountered challenges
due to the absence of a
comprehensive documentation
follow-up process for the
outcomes of building tagging and
resolution activities.
Establish clear and standardized
documentation procedures for building
tagging and resolution activities, outlining
the necessary steps and information to be
recorded for each tagged structure.
TOML Building Medium Ongoing In-Progress
Public confusion arose regarding
the damage reporting process due
to conflicting messages conveyed
to the community.
Ensure public messaging regarding public
survey/damage reporting are consistent
and clearly outline the purpose and
process, distinguishing between financial
assistance and property inspection
requirements.
Town / Mono
Co
TOML Building
Department /
Mono Co
Emergency
Management
Director
Low Ongoing Complete
Building codes and community
standards were not adequate to
address the significant snow loads
and propane infrastructure
deficiencies.
Review and update building codes to
incorporate provisions for structures to
withstand heavy snow loads, ensuring
structural integrity during severe weather
events.
Town / Mono
Co
TOML & Mono Co
Building Dept and
Comm Dev
High Ongoing In-Progress
Town of Mammoth Lakes
2022-23 Winter Storms Improvment Plan
10 Propane/Utilities Issues
Area for Improvement Recommendation
Primary
Responsible
Organization
Organization POC Level of Priority Due Date Status
Prolonged disruptions in phone
and internet services revealed a
critical gap in emergency
response capabilities.
Invest in redundant communication
systems and infrastructure to minimize the
impact of service disruptions.
All Agencies Mono Co
Emergency
Operation Director
High FY 24-25 In-Progress
The accessibility and
responsiveness of propane
providers via the local emergency
dispatching system posed
significant challenges during
propane hazard incidents.
Encourage propane providers to establish
a dedicated emergency response
protocol, including sharing a direct
contact number for the Town to use during
emergencies. Ensure that personnel and
resources are readily available and staged
in the area during times of increased
hazard to respond promptly to emergency
situations.
TOML & Utilities Town Manager &
Public Works
Director
High 7/1/2025 In-Progress
Unknown locations and mapping
of propane tanks and lines caused
significant delays in snow clearing
and rescue operations.
Coordinate with providers to invest in
advanced technology solutions, such as
real-time GIS mapping tools, to provide
accurate and up-to-date information on
utility infrastructure locations and flow
during emergencies.
TOML & Utilities Town Manager &
Public Works
Director
High 7/1/2025 In-Progress
The limited transparency and
collaboration from certain
propane providers regarding
incident data, communication
protocols, emergency plans, and
response procedures impeded the
Town's ability to respond to and
recover from incidents effectively.
Encourage propane providers to adhere to
the recommendations outlined in the
Mono County Grand Jury Final Report.
TOML & Utilities Town Manager &
Public Works
Director
High 7/1/2025 In-Progress
1 TOWN COUNCIL STAFF REPORT
Title: Presentation on budget performance through the third quarter of FY23-24 and approval of Budget Amendments.
Meeting Date: May 15, 2024
Prepared by: Rob Patterson, Town Manager
RECOMMENDATION:
Receive the third quarter Fiscal Year 23-24 Budget Report and adopt the proposed resolution amending the Fiscal Year 23-24 budget as recommended in Attachment A – Budget Adjustments.
BACKGROUND:
Proper administration of the budget requires regular review of performance against budget expectations.
While staff review performance on a monthly basis, staff provide Town Council with the opportunity to review our financial performance at the close of each quarter. This report reflects the third quarter’s performance and provides updates on the general operating budget. The analysis primarily focuses on the General Fund and Reserve Accounts.
ANALYSIS/DISCUSSION:
A critical element of the Town budget practice is to realize revenue when received. This update focuses on Transient Occupancy Tax unallocated revenue realized in the third quarter. As these unallocated revenues become available, making the funding available for current projects or critical needs is important. The requests included in this report are timely as projects launch for the building season or needed based on the timing of civic center debt. The Town budget practices are sometimes criticized for not estimating at the full capacity and allocating funds at the beginning of the year to projects that are deemed one-time rather than normal operating budget. However, as each year progresses, the critical needs of the community change and retaining the ability to be nimble and fund those critical needs is a great strength of this process.
Transient Occupancy Tax
The primary revenue driver for the General Fund is Transient Occupancy Tax (TOT). This means the budget forecast for TOT drives the size of the Town’s operating budget. It also means this is the revenue item that can generate the most unallocated revenue for the year. Staff made estimates on the performance in the second quarter and continued interest in winter recreation, which had a late start this year, was still strong. The TOT collection delivered record months for both February and March, exceeding staff projections by $1.0M for the two months combined.
2 The budget of $18.0M was adjusted in the second quarter by $5.0 million to bring the total budget to $23,000,000 for FY23-24. Through March, this budget was realized as actuals achieved $22,956,598.
The estimate remaining for the year is $4.3 million, bringing the total estimated TOT to $27.2M for the year. Staff is recommending a split of the estimated remaining revenue between each quarter with $2.0M recommended as the third quarter adjustment and likely another $2 million available in the fourth quarter.
The estimate for the fourth quarter should be adequate to cover any operational needs to close out the year.
The recommended increase to Transient Occupancy Tax revenue will result in additional contributions to reserve accounts for Tourism, Housing, and Transit based on Council direction and political commitments. Based on the second quarter recommendation of $2.0M, the following adjustments will be made to reserve accounts, rounded to the nearest $100.
3 There are no further adjustments recommended for the third quarter review. Staff has generated a list of potential one-time expenditures to address the critical needs of the community and provide flexibility to accomplish a long list of capital projects in progress.
Staff Recommendations
Police Facility Bond Defeasance – $450,000
The financing plan for the Town Hall had originally included a bond reserve that would be the financing vehicle used to secure the debt. The Town Council set aside $1.0M to support this effort during the 1st quarter review earlier this year. The strategy on this debt issuance has now shifted and will use Town owned facilities as collateral therefore eliminating the requirement for a bond reserve. In order to use the Police facility as an asset, the Town is required to effectively “pay off” the outstanding debt on the building. Since the note on the facility cannot be paid early, the Town must open an escrow account for all remaining payments. Once this escrow account is established the building is considered free and clear to use as collateral. All remaining payments on the building will be paid on their due date, from the funds held in escrow. This process is called debt defeasance and the total required to establish the escrow account is just over $1.450,000. Staff is recommending $450,000 be added to the original $1,000,000 to provide funding necessary. This process will need to be completed by the time the debt issuance occurs, likely late June.
Capital Projects – Undesignated - $371,900
The Town has a number of capital projects set to begin this summer. The future capital fund is designated to accumulate funding, across multiple quarters, to provide sufficient funding for large projects. It can also be used for contingency on existing projects with variable costs of construction. As staff worked on
4 the CIP plan for FY24-25, a number of projects were identified but not funded. Staff will prioritize the funding of these smaller projects from these available funds based on timing or coordination with other capital projects.
Shady Rest Park Restrooms - $200,000
The Parks and Recreation Commission made several recommendations on how to invest in deferred maintenance funds. The Commission recommended setting aside $200k to replace the existing restroom at Shady Rest Park. The existing facility is showing significant wear, does not meet the demand of the facility, and is not ADA compliant. A new restroom would provide a long-needed update and meet all current standards. Staff advised the Commission that a project like this would certainly exceed the proposed budget as the facility would be a custom design and investigations would need to be done on the existing utilities. It is possible a costly new septic system would need to be installed. Staff will use a portion of these funds to complete the design for the facility and return to Commission with a final cost estimate for future consideration.
Whitmore Track and Sports Field Rehabilitation Project - $100,000 This work summary covers both the repairs for the track surface and the synthetic turf field at the Whitmore Track and Sports Field located at 575 Benton Crossing Road. Since opening in 2012, only minor maintenance has been performed on the synthetic turf field. To date, no major rehabilitation work has been conducted on the track. The typical life span of the track and turf field is 8-10 years, so while we have been able to extend this time period by a few years, this scope of work will ensure this facility is well maintained, safe, and accessible for all users in the coming years. Both scopes of work include prevailing wages that are appropriate to the State of California and any applicable taxes. The work is planned to take 7-10 days.
Track repair: Rekortan Tracks shall provide 10 square yards of repair area for four damaged and deteriorating locations on the track. Rekortan will also glue down 150 linear feet of delaminated track surface, pressure wash the track surface for cleaning, stripe the track per NFHS standards, and cleanup and disposal of debris into dumpsters. All work will be fully accessible in one mobilization; if not, additional mobilization fees will apply.
Synthetic Turf repair: Rekortan will assess the field and fix inlays up to 200 linear feet of inlay repair.
Park Signage - $100,000
The Town has added a number of new amenities that need proper wayfinding and identification. Staff are recommending the set aside of $100,000 to provide monument signs that tie in with the Town’s signage and wayfinding standards. The signs will be located at the Community Recreation Center, Park at the Parcel, and the dog park.
Ballot Support - $50,000
The Town Council directed staff to prepare a ballot measure increasing TOT for the fall 2024 election.
The Town will use a consultant who specializes in organizing successful ballot measures to help prepare ballot measure language and conduct analysis on strategy. A proposal has been requested but not received to date. The $50,000 set aside will support this effort.
5 SHARP Trailhead Construction – $50,000
This project has been in process for several years now. A grant for construction has been received and there is a gap in funding for the full construction and a need for contingency. The total cost is estimated at $1,015,000 with a grant award of $950,000. Staff are recommending $150,000 in additional funds be secured to complete the construction phase of the project. The Town has requested $100,000 from Measure R and $50,000 from the General Fund. As the bulk of this is contingency, the Town will commit to spending the grant and general fund contribution first and only use Measure R funds as needed up to the cap of $100,000.
Building Relocation - $35,000
The Town of Mammoth Lakes has an opportunity to acquire four portable classrooms from the Mammoth Unified School District. These portables are being disposed of as part of the Mammoth High School modernization project. The Town obtained six of the same style of portable for the Childcare project. Each portable is almost 900sf and can be installed for approximately 20-25% of the cost of new construction. This funding will be used to relocate and store the buildings at the Airport while staff work to develop plans for permanent installation. The building will ultimately be installed and leased to partner agencies looking for office space near the Airport.
Trail Grooming Equipment - $20,000
The Nordoni has reached the end of its useful life and is ready for replacement. The Office of Outdoor Recreation staff leased a Mammoth Mountain snowmobile last year to test capabilities of a modern, 4- stroke unit to pull the tid-tech groomer. This equipment is used to groom the non-motorized portion of the groomed trail system. This process worked extremely well this last year and the Town can purchase a similar machine for $20,000.
Total staff recommendation from the General Fund is $1,376,900.
Tourism Reserve
The tourism reserve was established to provide funding for tourism expenditures and is based on the normal allocation of TOT for tourism which is 2.35 points or 18.08% of TOT collected. This is considered a political commitment established by the Town Council to ensure tourism-related activities and more recently housing activities, have a stable funding source. The distribution from the unallocated TOT was $361,500 for the third quarter. Staff has recommended $115,000 be allocated to a project that will professionally light 14 large trees on major routes in Town. The trees will be lit year-round and the lifecycle for the lighting is five years. The project includes lightning on the monument signs welcoming visitors to the Town on Highway 203. The Town is also expanding the lighted snowflake project on Main Street and Old Mammoth Road with the addition of 27 snowflakes. The cost of this expansion is $27,000 and Town staff will install the decorations for the winter months and exchange with the banner program in the summer months. This will complete the plan for this seasonal decoration, up during the winter months, that has been in place for a few years. These additions will cost $27,000. Last year, Mammoth Lakes Tourism (MLT) contracted Clean Up the Lake, an organization that specializes in underwater work to clean up recreational lakes. The signage program will provide interpretive signage, in our design standard, that would inform the public of those efforts and how they can do their part. The cost of this program is $15,000.
6 The Housing and Transit reserves received their allocation of TOT, $130,800 each and there were no requests for those reserve accounts in the third quarter.
Other Funds
Staff has reviewed all funds in preparation for this Town Council update. In all other funds, there are no adjustments that require attention at this time.
OPTIONS ANALYSIS
Option 1: Receive the third quarter Fiscal Year 23-24 Budget Report and adopt the proposed resolution amending the Fiscal Year 23-24 budget as recommended in Attachment A – Budget Adjustments.
Option 2: Provide staff with alternate direction on the proposed budget amendments.
RESOLUTION NO. 24-
RESOLUTION OF THE TOWN COUNCIL
OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA,
ACCEPTING THE MID-YEAR UPDATE AND AMENDING THE
FISCAL YEAR 2023-24 BUDGET
WHEREAS, the Town Council has adopted a Fiscal Year 2023-24 Budget; and WHEREAS, the Town Council wishes to make modifications to that Budget as necessary to the efficient administration of the Town; and WHEREAS, the Town Council received an update from the Town Manager at the May 15th Town Council meeting regarding the financial performance through March 31, 2024; and
WHEREAS, the Town Council provided direction to modify revenues and expenses in various funds and departments.
NOW, THEREFORE, BE IT RESOLVED that the Town Manager is hereby directed to make the following modifications to the FY2023-24 budget, as provided for in Attachment A.
APPROVED AND ADOPTED THIS 15th day of May 2024.
___________________________
BILL SAUSER, Mayor
ATTEST:
________________________________
JAMIE GRAY, Town Clerk
Attachment A
Date of Request: 5/15/2024 Requested By: Rob Patterson
Department: Finance
CR DR DR CR
Revenue Revenue Expense Expense
Account Name Fund-Dept-Account Activity Increase Decrease Increase Decrease 1 Transient Occupancy Tax 100-000-30604 2,000,000 2 Bond Reserve ‐ Town Hall 100-599-49999 450,000 3 Capital Projects Undesignated 100-599-49999 371,900 4 Bond Reserve ‐ Town Hall 990-000-39999 450,000 5 Future Capital 990-000-39999 371,900
6 Shady Rest Bathroom 100-599-49999 200,000 7 Whitmore Track & Sports Field Rehabilitation 100-599-49999 100,000 8 Park Signage 100-599-49999 100,000
9 Portable Relocation and site restore 100-599-49999 43637 35,000 10 Capital Projects Fund 300-000-39999 435,000 11 Ballot Initiatve Narrative Development 100-413-43031 50,000 12 SHARP Trailhead 100-599-49999 50,000 13 Measure R ‐ SHARP Trailhead 216-000-39999 50,000 14 Trails Grooming Equipment 100-599-49999 20,000 15 Vehicle Services 915-000-39999 20,000 16 Machinery and Equip ‐ Capital 915-570-48200 20,000 17 Tourism ‐ Tree Lighting 100-480-49999 115,000 18 Tourism ‐ Street Animation 100-480-49999 27,000 19 Tourism ‐ Clean up the Lake Program 100-480-43031 15,000 20 Tourism‐Capital Projects Fund 300-000-39999 142,000 21 22
23 24
25 26
27 Political Commitments (Not Captured Above)
Tourism Reserve- 2.35 Points or 18.0769% of TOT 231,500.00 Transit Reserve ‐ .85 Points or 6.5385% of TOT 130,800.00 Housing Reserve ‐ .85 Points or 6.5385% of TOT 130,800.00 Reason for Transfer:
Fund Balance Adjustments
Reason Budget Available:
Increased Revenue from TOT and Interest
Funding Source
Department Head Signature:
Town Manager or Administrative Services/Finance Director Signature:
Town Council Approval Date (if required) : Date, Item # -
BUDGET TRANSFER
FY23-24 - 3rd Qtr Budget Amendment
FY23-24 Budget Presentation
Third Quarter Update
Rob Patterson
Town Manager
May 15, 2024
Transient Occupancy Tax
General Fund Revenue
Revenue Summary & Staff Recommendations
Staff Recommendations
Staff Recommendations
Staff Recommendations
Reserve Accounts
Agenda Item ________
File No. ____________
AGENDA BILL
Subject: Councilmember Reports
Initiated by: Jamie Gray
______________________________________________________________________ BACKGROUND:
Each member of the Town Council is appointed to serve as a Town representative to a number of committees, commissions, and organizations.
These groups meet infrequently and from time to time the representatives will report to the rest of the Council at a regularly scheduled meeting.
In addition, Councilmembers on occasion participate in meetings, conferences and seminars, and their reports on these educational opportunities are of benefit to the rest of the Council.
ANALYSIS/DISCUSSION:
California Government Code requirements pertaining to the open meeting act stipulate that all items for discussion must be listed on the agenda before the matter can be discussed and/or acted upon. To meet this requirement, and the intent of the Brown Act, Councilmember Reports are listed on each agenda to allow representatives to report to the rest of the Council at these meetings.
The following is a list of the commission/committees on which members of the Council serve:
Land Use:
Local Agency Formation Commission (LAFCO) – Rea, Rice, and Bubser as alternate
Airport Land Use Commission – Rea, Rice, and Bubser as the alternate Mono County Collaborative Planning Team (CPT) – Senior Planner Kim Cooke and Rice as alternate
Intergovernmental Relations:
Town and County Liaison Committee – Sauser, Bubser, and Town Manager and Rea as alternate
Desert Mountain Division of the League of California Cities – Sauser and Town Manager as alternate
Eastern Sierra Council of Governments (ESCOG) – Bubser, Wentworth, and Sauser as alternate
Great Basin Unified Air Pollution Control District – Wentworth and Bubser as alternate
League of California Cities City Voting Delegate – Sauser and the Town Manager as the alternate
California Joint Powers Insurance Authority Board – Rea and Assistant to the Town Manager as alternate
Transportation:
Local Transportation Commission (LTC) – Bubser, Sauser, and Paul Chang; Town Manager as alternate
Eastern Sierra Transit Authority (ESTA) Board – Bubser and Sauser Local Issues:
Mammoth Lakes Tourism (MLT) Board – Wentworth
Mammoth Lakes Recreation (MLR) Board – Rea
Eastern Sierra Community Housing Board – Rice
Treasury Oversight Committee – Finance Director; Town Manager as alternate STR (Short Term Rental Advisory Committee) – Rice and Bubser LEGAL CONSIDERATIONS:
According to the California Open Meeting Act, commonly referred to as the Brown Act, the agenda must reflect every matter to be discussed by a governing body.
RECOMMENDATION(S):
This agenda bill is submitted for information only.