Mammoth Lakes City Council
November 20, 2024

Town Council Agenda

Wednesday, November 20, 2024, 4:00 p.m.
437 Old Mammoth Road, Suite Z, Mammoth Lakes
Members of the Town Council:

Mayor Bill Sauser, Mayor Pro Tem Chris Bubser, Councilmember Sarah Rea, Councilmember Amanda Rice, Councilmember John Wentworth NOTE: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Town Clerk at (760) 965-3602. Notification 48 hours prior to the meeting will enable the Town to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 13.102-35.104 ADA Title II)
NOTE: Materials related to an item on this agenda submitted after distribution of the agenda packet are available for public inspection in the Town Offices located at 437 Old Mammoth Road, Suite 230 during normal business hours. Such documents are also available on the Town of Mammoth Lakes website at www.townofmammothlakes.ca.gov subject to staff’s ability to post the documents before the meeting.

NOTE: You may attend the Town Council meetings in person or watch them on the Town of Mammoth Lakes' website at www.townofmammothlakes.ca.gov , on the local government cable channel 18, or via Zoom. Public comments can be submitted to the Town Clerk at [email protected]. before and during the meeting, or may be made in person or via Zoom.

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

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1. CALL TO ORDER AND ROLL CALL

2. PLEDGE OF ALLEGIANCE

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

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

4. ADDITIONS TO THE AGENDA
Opportunity to add urgency items pursuant to Government Code Section 54954.2(b)2, if necessary.

5. WORKSHOP

5.1 Joint workshop with the Parks and Recreation Commission.

6. INTRODUCTIONS

6.1 Introduce Colin Brownlee as the recently promoted Assistant Engineer.

7. REPORTS FROM COMMISSIONS AND/OR DEPARTMENTS (AS NEEDED)

7.1 Receive Mammoth Main Base Redevelopment Project (“Evolving Main”) Update (Mammoth Mountain Main Lodge Area).

7.2 Housing Now! Program Update – November 2024.

8. STAFF PRESENTATIONS

8.1 Mammoth Yosemite Airport Presentation.

9. CONSENT AGENDA

9.1 Approve the minutes of the regular meeting of November 6, 2024.

9.2 Award Landscape Maintenance Contract to Gray’s Grasshopper.

9.3 Approve and adopt Side Letter 02-2024 between the Town of Mammoth Lakes (“Town”) and the Mammoth Lakes Police Officers’ Association (“MLPOA”).

9.4 Approve Letter from Town of Mammoth Lakes in Support of Office of Personnel Management (OPM) – Federal Wage System, Change in Criteria for Defining Appropriated Federal Wage System Wage Areas.

9.5 Accept Check Register 10/30/24 in the amount of $1,130,715.16. Accept Check Register 11/6/24 in the amount of $1,489,408.11. Accept Check Register 11/13/24 in the amount of $6,750.00.

10. POLICY MATTERS

10.1 Presentation of Pre-Audit Financial Results for Fiscal Year 23-24, Fund Balance, Projects and Contuining Commitments.

10.2 Town Council Strategic Planning Series – Core Services.

11. COUNCILMEMBER REPORTS
Informational reports from Councilmember representatives on committees, commissions, and organizations; general reports on Councilmember activities.

12. ADJOURNMENT
The Town Council will adjourn to a regular meeting to be held on Wednesday, December 4, 2024 at 4:00 p.m.

Town Council & Parks and Recreation Commission
Joint Workshop Agenda
November 20, 2024

1. Introductions and review of agenda

2. 2025/26 Parks and Recreation Department Fee Schedule Recommendations  Receive a brief presentation from Parks and Recreation Department staff on the 2025/26 Parks and Recreation Department Fee Schedule Options.  Participate in a dialogue with the Parks and Recreation Commission on their consensus recommendation.
 Provide consensus comments or direction to Town staff regarding Option A, B or C and direct staff to present a 2025/26 Park and Recreation Department Fee Schedule for consideration in March that incorporates the preferred Option.

3. Development of new Parks and Recreation Master Plan
 The Parks and Recreation Commission is recommending the Town develop a new Parks and Recreation Master Plan that includes updated goals and policies, an analysis of the supply, demand and needs for park and recreation facilities and services within and surrounding the Town of Mammoth Lakes and an action plan with conceptual site plans that articulate a clear vision and “roadmap” over the next 10 years or longer.  Participate in a dialogue with the Parks and Recreation Commission on their recommendations and next steps.

4. Other discussion items

5. Wrap-up

MAMMOTH LAKES TOWN COUNCIL

STAFF REPORT
1 Council Meeting Date: November 20, 2024 Date Prepared: November 6, 2024 Prepared by: Stuart Brown, Parks and Recreation Director Katrina Kelly, Recreation Manager
Warren Boling, Parks Manager
Douglas Gebhart, Recreation Supervisor
Mark Bell, Recreation Supervisor
Andrew McEachron, Recreation Supervisor
Sydney Schulz, Program and Facilities Administrator
Title: 2025/26 Parks and Recreation Department Fee Schedule Recommendations.

Agenda: Workshop
RECOMMENDATION:
1) Receive a brief presentation from Parks and Recreation Department staff on the 2025/26 Parks and Recreation Department Fee Schedule Options. 2) Participate in a dialogue with the Parks and Recreation Commission on their consensus recommendation.
3) Provide consensus comments or direction to Town staff regarding Option A, B or C and direct staff to present a 2025/26 Park and Recreation Department Fee Schedule for consideration in March, 2025 that incorporates the preferred Option.

BACKGROUND INFORMATION:

It is well documented that having access to quality parks and recreation services improves physical and mental health, reduces crime and violence, increases access to healthy foods, builds community and boosts economic activity. The fundamental purpose of the Parks and Recreation Department is to deliver on these community values and provide multi-purpose, year-round, indoor, and outdoor recreation opportunities accessible to all residents and visitors.

On March 20, 2024, Town Council by resolution approved the 2024/25 Parks and Recreation Department fee schedule amendments as approved by the Parks and Recreation Commission on March 5, 2024.

On June 19, 2024, Town Council directed Town staff to introduce Resident/Non-resident fees and amend the 2024/25 Parks and Recreation Department Master Fee Schedule prior to winter operations at the Community Recreation Center (CRC), which opened on Thursday, October 3, 2024.

On September 4, 2024, Town Council approved the following:

A. Resolution No. 24-50 for LA Kings Ice Membership Products and Pricing for the 2024/25 Winter season.

B. Directed the Parks and Recreation Commission to discuss, analyze and provide recommendations for Town Council consideration regarding the identified resident/nonresident fee discussion questions and department operational concerns and present these

recommendations to Town Council as part of the joint Commission/Town Council workshop scheduled on Wednesday, November 20, 2024.

On October 1, as directed by Town Council, the Parks and Recreation Commission was presented with several resident/non-resident fee discussion questions and department operational concerns.

The Commission discussed these items and due to the breadth and complexity of the issues, scheduled a special meeting on November 5, 2024 to provide a recommendation for Town Council consideration.

At the November 5, 2024 special meeting of the Parks and Recreation Commission, by motion, the commission approved Option A: Town residents should be given priority for Parks and Recreation Department products and services in the form of in-person registration and limitedtime heavily discounted products.

ANALYSIS AND DISCUSSION:

For the past several weeks, Town staff identified several discussion questions and operational concerns related to the introduction of a resident/non-resident fee schedule and presented these to the Parks and Recreation Commission in detail on October 1, and subsequently on November 5, 2024.

Further research included correspondence with the Inyo National Forest, Mammoth Ranger District (USFS) regarding the introduction of resident/non-resident fees on federal lands. The Town holds several use-permits that require the submittal of operational plans detailing the implementation of summer camps, programs and special events/activities on federal land. The Town was concerned that fees based on residency may be inconsistent with the USFS issued Town use permits. Correspondence received from USFS representatives stated that a non-discrimination clause requires that activities must be open to the general public on an equal basis without regard to any non-merit factor. The interpretation of “equal basis” would mean the same pricing and being a resident is not a merit-based factor (factor based on skill or knowledge), thus restricting a permittee to charge preferential fees (resident vs. non-resident) for outfitting and guiding services.

Based on these restrictions by the USFS where the majority of summer camps, rentals and activities take place, it restricts the ability of the Parks and Recreation Department to offer resident/nonresident fees on public lands.

To facilitate a recommendation for Town Council consideration on November 20, staff presented three (3) options for the Parks and Recreation Commission’s consideration. These include the following. By motion, the Commission approved Option A.

1. Option A: Town residents should be given priority for Parks and Recreation Department products and services in the form of in-person registration and limited-time, heavily discounted products.

2. Option B: Town residents should be given priority for Parks and Recreation Department products and services in the form of resident/non-resident fees.

3. Option C: Take no action and recommend the Town Council direct the Town Manager to conduct a comprehensive analysis of Parks and Recreation Department fees and subsidies (cost recovery) based on market, environmental and financial factors.

Option A: Town residents should be given priority for Parks and Recreation Department products and services in the form of in-person registration and limited-time heavily discounted products.

Overview
Prioritize Residents by expanding and enhancing in-person registration and limited-time, heavily discounted season membership pass products based on product demand (availability) and capacity (resources) for products and services. Table 1 below lists those product categories in red with high demand and limited/medium capacity or resources, such as staffing, funding, space, etc. that justifies resident priority access and access to discounted products. Product categories with lowmedium demand such as facility rentals, adult programming and special event permits have sufficient capacity to meet the current demand, so no priority classification is recommended.

Table 1:

Product Category Demand/Capacity Proposed Amendment Comment Special Event Permits Low/Medium  No change – online
permit submittal
 $250/$500 fee
schedule based on
road closure
Facility Rentals Low-Medium/Med.  No change – online or in-person reservation
 Community Center
and Shady Rest
Park experience
Med – high
demand.

Facility Tournament Rentals Low/Low  No change - Online reservation
Facility Admissions (LA
Kings Ice/ Mammoth
RecZone, Whitmore Pool)
Medium/Medium 1) Heavily discounted
season memberships
available during
specified time periods.
 Limited sale
periods
 In-person 50%
disc.
 Scholarships
available
Youth Summer Camps High/Limited 1) Expanded in-person
registration – Goal is
to provide a minimum
of 1 camp per child
with a maximum camp
enrollment of 3 camps
per child.
2) Online registration (no
limits) based on
availability
 Scholarships
available
Youth Spring/Fall Programs High/Limited  Online registration based on availability.
 Consider limiting
enrollment to one
program per child.
 Non-residents in
school in LA
 Capacity related to
available staff, not
demand from nonresidents
 Scholarships
available
Youth Events/Activities at
Town Facilities (Halloween,
Bike Rodeo, etc.)
Medium/Medium  Online and in-person
registration
 Pre-registration
available for high
demand events and
activities, with

many people
paying at the
facility.

Adult Programs Medium/Medium  Online registration
 Introduction of a $120 x
10 use Adult Winter
Play Pass ($200 value)
– good for hockey pickup, stick-time, drop-in,
curling and more!
Adult Tournaments Medium/Medium  No change - Online
registration
Option Summary
This option meets the goal of increasing access and availability for community members in a meaningful way for Parks and Recreation programs and services and is not affected by the USFS non-discrimination clause. This is achieved by utilizing one-on-one in-person registration at selected time periods and expanding targeted community-centric products and programs that have high value to the community. One of these valued community products is the Winter Skate Membership offered at a 50% discount during the month of October at LA Kings Ice at Mammoth Lakes. The discounted membership was received extremely well with 565 memberships (150 MLYH) purchased in October (as of 11/7). This compares to a total of only 145 (120 MLYH) memberships sold in 2023/24 representing a 290% increase in membership sales.

Affordability for those families with financial need is achieved through the robust and expanded scholarship program now available for camps, memberships/passes, youth sport teams and some third-party providers, such as the LA Kings (Lil’ Kings program) and UK/Challenger Soccer Camps. For adults, the Department is exploring discounted products and programs targeted specifically for this demographic. This includes the new Winter Play Pass at LA Kings Ice at Mammoth Lakes as listed above in the table and requested in user surveys. Option A has a minimal financial impact on the general fund, minimal impact to front-line staff and the guest experience, does not burden staff with producing a duplicate fee schedule on the reservation platform, and preserves the established foundation of inclusivity along with the intent of the General Plan Parks, Open Space, and Recreation element.

Option B - Town residents should be given priority for Parks and Recreation Department products and services in the form of resident/non-resident fees.

Overview
Prioritize Residents by introducing Non-Resident/For-Profit fees based on product demand (availability) and capacity (resources) for products and services. Table 2 below lists those product categories in red with high demand and limited/medium capacity or resources, such as staffing, funding, space, etc. that justifies a higher fee percentage (costs more to deliver). Product categories with low-medium demand such as facility rentals, adult programming and special event permits have sufficient capacity to meet the current demand, so a lower percentage is recommended for Non-Residents/For-Profit organizations.

Table 2:

Category Demand/Capacity Proposed Non-Resident/For
Profit Fee Percentage Increase
Comment
Special Event Permits Low/Medium +10%
Facility Rentals Low-Medium/Med. +10%
Facility Tournament Rentals Low/Low +10%
Facility Admissions (LA
Kings Ice/Mammoth
RecZone and Whitmore
Pool)
Medium/Medium +20%  Scholarships
available for
residents
Youth Summer Camps High/Limited +25%  Scholarships
available for
residents
Youth Spring/Fall Programs High/Limited +25%  Scholarships available for
residents
Youth Events/Activities at
Town Facilities (Halloween,
Bike Rodeo, etc.)
Medium/Medium +10%  Scholarships
available for
residents
Adult Programs Medium/Medium +10%
Adult Tournaments Medium/Medium +10%
Option Summary
Based on the USFS non-discrimination clause, this option becomes problematic and to a large extent, not feasible or implementable. In essence, this fee schedule meets Town Council’s goal of introducing resident/non-resident fees, but as proposed, does not lower resident fees, but rather increases fees for non-residents based on the demand and capacity of the Department’s products and ability of the Department to deliver those services. The majority of fees are adjusted annually based on the Consumer Price Index (CPI) and typically increase by 3-5% each year. This fee schedule will have a significant financial impact as it affects all products and services and will require extensive analysis as part of the annual budget process.

Registration and facility admissions will all have to be conducted in-person as the Department’s reservation platform (DaySmart) does not have the functionality to verify residential addresses. In addition, customers can simply change their address online to meet the geographical region for eligibility. As such, this process significantly affects the registration and admission process, burdens front-line staff and adds extra time to the process as all customer verification steps will have to be conducted in-person resulting in long admission lines. It may also erode our established foundation of inclusivity and welcoming culture nurtured over the past decade.

Option B requires policy recommendations for the following three items. a) Proposed Definition of a Resident:

A resident is any person residing within the Town’s municipal boundary, or within the Mammoth Unified School District (MUSD) boundary which includes the Census Designated Places (CDPs) of McGree Creek and Crowley Lake, or any person owning property in these two areas (second homeowners). In order to qualify for resident pricing, the resident must supply proof of residency or property ownership, by one of the following methods:

 Valid California Driver’s License, or official identification (“I.D.”) card issued by the Department of Motor Vehicles for non-drivers, displaying an address within the specified boundary area(s) on the license or I.D.
 Pay stub from a local business located within the stated geographic area.  Current year utility bill and/or property tax statement in the Resident’s name for an address within the specified boundary area(s).
 School ID for those people under the age of 18 or unlicensed drivers. b) Should a resident/non-resident fee schedule apply to all camp, lessons and program fees or just facility memberships and passes?
Based on staff research, municipalities typically apply non-resident fees to Town-operated youth sports camps/programs, facility rentals and contract classes. Based on identified fee conflicts, staff recommends fees only apply to facilities on Town-owned land and not summer camps, lesson products or programs. This includes the Community Center/Tennis Courts/playground, Mammoth Creek Park, Community Recreation Center (CRC) – LA Kings Ice at Mammoth Lakes/Mammoth RecZone, Trails End Park/Volcom Brothers Skatepark and the Park at the Parcel.
c) How should fees be amended? Increase non-resident fees or decrease resident fees? Analysis of similar municipalities found that they typically increase non-resident fees by an average of $10 per product/service and/or up to 25% with a set-dollar amount as a cap.

Staff believe that lowering fees will increase already high waitlists, further strain capacity of our limited programs and services and increase the community’s frustration to enroll in programs. In addition, selling products at lower rates will decrease Departmental revenues resulting in the General Fund making up the shortfall. The Department introduced the Tony Colasardo Scholarship Program to level out this financial inequity by providing 50%, 75% or 90% product discounts. These scholarships are intended to remove financial barriers facing a family when deciding to participate in our many camps, programs or facilities.

The benefit of scholarships is that they protect the perceived value of our products and services by increasing enrollments from all socioeconomic classes resulting in a win-win for the department and community.

Option C – Take no action and recommend Town Council direct the Town Manager to conduct a comprehensive analysis of Parks and Recreation Department fees and subsidies (cost recovery) based on market, environmental and financial factors.

This option is part of a larger discussion centered around user fees and fee recovery. Community Services and Parks and Recreation Departments throughout the State are facing significant challenges. These include increases in labor/benefits, utility costs, services and supplies, insurance related costs, minimum wage increases over the last several years (+25% increase since 2019), inflation and cost of living increases. Based on historical Town Council adopted subsidies (Ord. 91-08 & Ord. 95-07) for recreation programs, the Department currently applies a high subsidy (approx. 70-80%) or lower cost recovery for youth programs and facility operations, and a lower subsidy (approx. 10-20%) or higher cost recovery for adult programming.

Many municipalities use a pyramid model for establishing fees to determine appropriate cost recovery. The methodology is based on tiers aligned with a hierarchy of varying degrees of community versus individual benefit. Based on the established need and the desire of the Commission and/or Town Council, a comprehensive analysis and study of our current fees and

associated subsidies (cost recovery) based on market, environmental and financial factors with the desire to better serve residents would provide a quantitative and objective foundation from which fees could be amended in the future.

RECOMMENDATION:
1) Provide consensus comments or direction to Town staff regarding Option A, B or C and direct staff to present a 2025/26 Park and Recreation Department Fee Schedule for consideration in March, 2025 that incorporates the preferred Option.

2012 Parks and Recreation Master Plan Evaluation Matrix Criteria Comments
Document
published/adopted
The Parks and Recreation Master Plan1 was published in 2008 and adopted by Town Council on February 1, 2012. Resolution 12-08 approved a General Plan amendment adopting the Parks and Recreation Master Plan and amending the Parks, Recreation, and Open Space Element.

Plan Lifecycle The Plan outlines the vision, goals, and tasks for enhancing parks and recreation for Mammoth Lakes through 2025 (17 years)
Plan Vision Provide multipurpose, year-round, indoor and outdoor recreation opportunities accessible to all residents and visitors.

Plan Goals 1. Maintain parks and open space within and adjacent to town for outdoor recreation and contemplation.

2. Provide additional parks within town.

3. Create a Master Plan for an integrated trail system that will maintain and enhance convenient public access to public lands from town.

4. Provide and encourage a wide variety of outdoor and indoor recreation readily accessible to residents and visitors of all ages.

5. Link parks and open space with a well-designed year-round network of public corridors and trails within and surrounding Mammoth Lakes.

6. Provide parks and recreational facilities and programs that foster a sense of community and nurture the emotional connection people have with each other and Mammoth Lakes.

Public Input The recommendations for parks and recreation elements outlined in the Master Plan are based on the results of field analysis, inventories, demand analysis, workshop planning sessions, and survey results from residents and second households.

Needs Assessment The Town of Mammoth Lakes conducted a survey during March 2007 to evaluate usage of and needs for parks and recreation facilities and programs.  12,940 surveys distributed – 580 surveys completed (4.5%) Connectivity with
other plans
The Trail System Master Plan (TSMP) was adopted by Town Council on October 19, 2011, along with the certification of its EIR. The TSMP is a comprehensive trails and public access plan that updates the Town’s 1991 Trails System Plan. The TSMP will integrate and adopt the Sherwins Area Recreation Plan (SHARP) as a component of the TSMP, which includes proposals for trails, public access, and recreation facilities within the Sherwins area, south of the Town’s urbanized area.

Relevance today The values expressed in the PRMP continue to be relevant, along with the vision and framework to serve the recreation needs of Mammoth Lakes’ residents and visitors. However, the goals, level of service recommendations, and primary tasks need to be realigned with the ever changing and evolving recreation needs and expectations of the community, second homeowners, transient workforce, and visitors to Mammoth Lakes.

Plan Completion Tremendous progress delivering the recreation needs and expectations of the community have been made these past 16 years as highlighted in this report.

The majority of these goals and tasks have been completed, with some underway, and others that require further analysis, funding and appropriate sites for development.

In addition to delivering additional park improvements, new recreation facilities and elevated maintenance levels, the Town has significantly increased its resources and capacity to provide high-quality, innovative, and affordable recreation programming. The development and implementation of these programs has been the result of producing an annual Parks and Recreation

1 https://www.townofmammothlakes.ca.gov/DocumentCenter/View/2308/Final-_TOML_Parks_Rec_Master_Plan_Adopted-2-1- 12X?bidId=

Department Strategic Priorities and Key Objectives Statement aligned with the Town Council adopted strategic priorities.

The strategic plan integrates and aligns with the PRMP by providing community-established high-level goals and measurable objectives for the department to achieve in a calendar year. It also provides distinct and unifying direction for staff in guiding day-to-day decisions with a goal of maximizing resources (time, money, staff) while minimizing or eliminating ambiguity.

Plan Tasks 1. Maintain and upgrade existing parks and recreation facilities to improve accessibility, usability, and service capacity. o Outcomes:
 2017 – 2023: Allocated over $1.29 Million in deferred maintenance funds
 Annual: Conduct annual project CIP/maintenance analysis and recommendations for scheduling, funding, and
implementation.
 2023: Invested $175,000 on a new Sport Court surface on Tennis courts 5 & 6. Also includes painted lines for 2
pickleball courts and an all-weather basketball backboard.  2023: Invested over $100,000 to convert the old ice rink to a new 6 court Pickleball Complex.

2. Complete construction of recreation-related projects already underway.
o Outcome:
 Trails End Park
 2004: Trails End Park project planning began and
was completed in October 2016 for a total cost of
$2.5 Million dollars. Trails End Park is a 4.1-acre
park that features the world-renowned 42,000 sq.
ft. Volcom Brothers and Little Brothers Skate Park
including an enhanced complementary
community park, themed playground, restroom
and pavilion.
 2007: Awarded California Park and Recreation
Society (CPRS) District 7: Outstanding Facility
Award

3. Expand partnerships with public agencies, private organizations, and businesses to share resources in providing facilities and programs. o Outcome:
 2012: Executed a 30-year lease agreement with the
LADWP (#1423) for the Whitmore Recreation Area.
 2016: Executed a new Joint Use Agreement for facilities with the Mammoth Unified School District
 2023: Executed a new 5-year lease with the Mammoth
Unified School District for the use of the Pickleball
Complex

4. Design additional park improvements and recreation facilities to meet recreation needs in all seasons. These facilities include (in alphabetical order):
o Aquatic Center
 Outcome:
o 2016: Formed the Aquatic Center Ad-Hoc
Committee to explore the development of an
aquatic facility and agreed that professional
expertise was needed to determine the feasibility

of constructing and operating an aquatics facility
in Mammoth Lakes, particularly a facility designed
for community-wide access and financial
sustainability.
o 2017: Hosted a custom Build a Pool Workshop
with USA Swimming Facilities Development Staff.

The custom workshop was designed to help
project advocates identify options for the size and
type of facility and the associated programming
needs and scope for budget. It also identified
industry experts and professionals for feasibility,
design, construction, operations and maintenance
of aquatic facilities.
o Annual: Collated published aquatic facility plans
and proformas.
o Dog Park
 Outcome:
 2021: Town received a $50,000 T-Mobile
Hometown Grant to construct a community Dog
Park in Mammoth Lakes.
 2023: Town Council awarded the Dog Park and
Infrastructure bid to DG Construction. Work was
completed in the Fall of 2024 with the official
ribbon cutting ceremony on November 6, 2024.
 2023: Town submits a Use Permit Modification
with Mono County to permit the construction and
operation of a dog park at the Whitmore
Recreation Area.
o Event and Performance Venues
 Outcome:
 Special Event Venue
o 2013: HVS publishes an Entertainment
and Cultural Event Facilities Study. The
report assessed the events market,
analyzed potential sites for the proposed
facilities, and projects future demand in
Mammoth Lakes.
o 2016: Town publishes an economic
development strategy for special events.
o 2016: MLR forms an Outdoor Performing
Arts Center Steering Committee to
analyze the HVS Study results to
determine a venue to construct and
operate an Outdoor Performing Arts
Venue.
o Picnic/Park Areas
 Outcome:
 Park at the Parcel
o 2023: Park at the Parcel project approved
by Town Council. Completed in 2024, this
project has a play area for childcare
operations and a public park for the
residents and neighbors of The Parcel.
 Mammoth Creek Park
o 2023: Town Council allocates $500,000
for the rehabilitation of Mammoth Creek
Park west. Will include a new picnic

pavilion/small amphitheater, natural
grass, picnic tables/benches and a
bouldering area.
o Multi-use Recreational/Cultural Facility
 Outcome:
 Mammoth Lakes Arts and Cultural Center (MACC)
o 2022: Town Council approved an
agreement with the Mammoth Lakes
Foundation for the Parks and Recreation
Department to operate the Edison Hall &
Theatre. Town Council also approved an
agreement that outlines a planning effort
on property owned by the Mammoth
Lakes Foundation. The planning
agreement includes an expanded theatre
facility, childcare site, a temporary dog
park and future housing site, parking and
summer amphitheater site.
o 2023: Town Council allocated $300,000
for the design of the outdoor amphitheater
on the Mammoth Lakes Foundation site.
o 2024: Town Council adopted a Resolution
approving the acquisition of certain land
and improvements with the Mammoth
Lakes Foundation for approx. 9 acres of
land.
o 2024: Mammoth Lakes Recreation
approved the allocation of Measure U
Funds to contribute to the construction of
the new Mammoth Lakes Arts and
Cultural Center (MACC), funds for
operation funding (Endowment) and
funds to support the debt service.
 Community Recreation Center (CRC)
o 2021: Town Council awards the contract
to Hamel Contracting Inc.
o 2021: Groundbreaking (April)
o 2023: Ribbon Cutting Ceremony
(November)
o The Community Recreation Center (CRC)
is a Sprung Performance Arena enclosing
an Olympic size ice rink (LA Kings Ice at
Mammoth Lakes) that will operate in the
winter and in the summer, sport tiles will
cover the rink creating a 20,000 sq. foot
Mammoth RecZone.
o Snow and Winter Play Areas
 Outcome:
 Shady Rest Park paved staging area and winter
play area.
o Sports fields and courts
 Outcome:

 Bell Shaped Parcel
o 2010: Amendment 4 - Ordinance 10-07
approving a General Plan amendment
resulting in a change of the land use
designation for the Bell-Shaped parcel
(16.7 acres) from Resort (R) to Open
Space (OS) (DZA 10-001).
 Whitmore Track and Sports Field
o 2012: The Whitmore Track and Sports
Field was completed. The facility is an allweather, 9-lane polyurethane running track, with a full-size synthetic turf infield
that will serve to enhance Mammoth
Lakes’ reputation as the premier highaltitude training destination for a multitude of endurance sports and recreation.
o At a cost of $2.3 Million, construction
began for Phase I of this facility on July 9,
2012, and was completed on November
17, 2012.
o Phase 2 includes the construction of a
sports building, paved parking lot, field
lighting, a decomposed granite path with
fitness stations around the track, an openair picnic pavilion and an entry sign. In 2021, staff and MLR applied for a Prop 68
Regional Park Program (RPP) grant ($3
million) that was not successful.
 Whitmore Recreation Area and Pool
o 2022: Town submitted a request to the
LADWP for a new 50-year lease
agreement for expanded ball fields that
incorporates the expired Whitmore Pool
lease. The new lease will be
approximately 112 acres that would meet
the defined LOS standards for additional
park acreage of 28 acres.
o Other
 2019: Installed and opened the professionally designed and community supported 18-hole Shady Rest DiscGolf Park.

5. Ensure that the Town’s parks and recreation facilities will become part of an integrated system that encompasses parks, activity centers, trails, and access to public lands around Mammoth Lakes. o Outcome:
 Lake Mary Bike Path
 2008: The 5.3-mile Lake Mary Road Bike Path
project was completed.
 Trail System Master Plan2
 The Trail System Master Plan (TSMP) was
adopted by the Mammoth Lakes Town Council on
October 19, 2011, along with the certification of its
EIR.
 The TSMP is a comprehensive trails and public
access plan that updates the Town’s 1991 Trails

2 https://www.ci.mammoth-lakes.ca.us/371/Trails-System-Master-Plan

System Plan. The TSMP will integrate and adopt
the Sherwins Area Recreation Plan (SHARP) as a
component of the TSMP, which includes
proposals for trails, public access, and recreation
facilities within the Sherwins area, south of the
Town’s urbanized area.

What’s Next Town staff is recommending the development of a new Parks and Recreation Master Plan that includes updated goals and policies, an analysis of the supply, demand and needs for park and recreation facilities and services within and surrounding the Town of Mammoth Lakes and an action plan with conceptual site plans that articulate a clear vision and “roadmap” over the next 10 years or longer.

Time frame A comprehensive master plan is expected to take 12-18 months with a price range of $150,0000 - $300,000 depending on the requested scope of services and desired outcomes.

Mammoth Lakes Town Council
Agenda Action Sheet
Title: Receive Mammoth Main Base Redevelopment Project (“Evolving Main”) Update (Mammoth Mountain Main Lodge Area).

Council Meeting Date: 11/20/2024
Prepared by: Jen Murillo, Contract Planner
Recommended Motion: This is an informational item only. No recommendation or action is needed.

Summary: The Mammoth Main Base Redevelopment Project is a major private development application being processed by the Town. Below is a high-level update on this application:
[changes from 8/21/24 update are highlighted]
 Environmental Review (CEQA/NEPA) – Environmental analysis (i.e., preparation of the Draft Environmental Impact Report/Environment Impact Statement (EIR/EIS)) has not started. The USFS, Town, and applicant are coordinating on the study plan for the EIR/EIS, which identifies the strategy for ensuring a comprehensive and thorough analysis in the EIR/EIS. Additional project information is needed to begin preparing the EIR/EIS.
 Outreach – Meetings with the project’s “Working Group” are ongoing to discuss key project topics and issues. The Working Group consists of Town staff, the applicant, and various stakeholders (e.g., Mammoth Lakes Fire Protection District (MLFPD), Mammoth Lakes Police Department, etc.). Future public meetings are anticipated to be topic focused as discussions with the Working Group proceed.  State Route (SR) 203 – The Town, applicant, and Caltrans continue to coordinate on the proposed realignment and design for the realignment of SR 203. Discussions related to relinquish are on hold as progress continues with Caltrans on review of the proposed realignment design.
 Housing – The Applicant is working on their housing plan proposal. Once it is submitted, it will be reviewed and discussed by the Working Group before being scheduled for a joint Council and Planning and Economic Development Commission workshop.
 Target Schedule
Ongoing Working Group meetings
2025 Additional outreach meetings/events (TBD)
Late 2025 Draft EIR/EIS available for review
Late 2026 Town Council decision on project
Relevant project links:
 Town’s project webpage -
www.townofmammothlakes.ca.gov/1155/Mammoth- Main-Base-Redevelopment  USFS project webpage - www.fs.usda.gov/project/?project=62406  Applicant’s project webpage - www.evolvingmain.com/

Mammoth Lakes Town Council
Agenda Action Sheet
Title: Housing Now! Program Update – November 2024.

Council Meeting Date: 11/20/2024
Prepared by: Nolan Bobroff, Community & Economic Development Director Recommended Motion: This is an informational item only. No recommendation or action is needed.

Summary: The Housing Now! initiative is a multi-faceted program intended to provide a range of community housing that is available and affordable to those working in the community. The program aims to provide housing opportunities across the entire housing affordability spectrum ranging from low-income earners (≤ 80% Area Median Income) up to upper-middle income earners (150% - 200% Area Median Income).1
Staff will provide a verbal update on the Small-Site Development component of the Housing Now! program and the status of the update to the Housing Needs Assessment.

1 Income limits for Mono County for the various AMI categories and household sizes are available here:
https://www.townofmammothlakes.ca.gov/DocumentCenter/View/11723

Mammoth Lakes Town Council
Agenda Action Sheet
Title: Mammoth Yosemite Airport Presentation.

Council Meeting Date: 11/20/2024
Prepared by: Sierra Waugh, Deputy Airport Manager
Recommended Motion: No motion is being requested.

Summary: In April 2022, the Town of Mammoth Lakes signed a contract with Aviation Insights for assistance in identifying the Airport’s value to our community and the Airport’s role in the larger state system and National Plan of Integrated Airport Systems (NPIAS). Additionally, Aviation Insights evaluated administrative processes and made recommendations based on industry standards and compliance obligations required by the Federal Aviation Administration (FAA). The principal for Aviation Insights, Dennis Roberts, worked for the FAA for many years as the Regional Administrator and has brought his expertise to Mammoth to help enhance the Airport’s relationships with the FAA. Aviation Insights has also made recommendations for enhancing Airport safety which led to a project that is currently underway to amend the Airport’s Instrument Approach Procedure (IAP), making it easier for aircraft to land.

After two and a half years working with Aviation Insights a lot has been gained and learned. During this presentation, Airport staff and Aviation Insights will be sharing a wide range of information and what has been learned. The presentation will provide status updates and points for future consideration by the Town Council and community.

Curriculum Vitae
Dennis E. Roberts, President
Aviation Insights, LLC
My aviation career spans 48 years. As the sole-proprietor and President of Aviation Insights, LCC, I provide professional consulting services to airports and aviation-related entities on airport policy, planning, engineering, operations/compliance, certification, capital development, environmental and community engagement matters.

From 2004 until my retirement in October 2018, I worked at the Federal Aviation Administration where I held multiple, senior executive management positions including FAA Regional Administrator at three of FAA’s nine regions (Northwest-Mountain Region in Seattle, Washington; Southern Region in Atlanta, Georgia; and Western-Pacific Region in Los Angeles, California). In these capacities, I served as the FAA Administrator’s senior, executive representative for each of the agency’s lines-of-business (Airports, Air Traffic, Aviation Safety/Regulation, Security/Hazardous Materials, Government/Industry Affairs, Legal and Human Relations).

Before taking my first assignment as FAA’s Northwest-Mountain Regional Administrator, I served as FAA Executive Director of the Agency’s Division of Airport Planning and Programming (APP-1), responsible for the nationwide management of the annual $6.2 billion Airport Improvement Program (AIP), Passenger Facility Charges (PFC), Letters of Intent (LOI) and the Military Airports Program (MAP).

My duties included technical and fiscal policy development and compliance, allocation, and management of federal grant funds, as well as project oversight and close-out auditing. As a result, I am very familiar with how airports plan for, develop and provide both aeronautical and nonaeronautical services throughout the nation.

Other FAA executive positions included Director of the Flight Service Station (FSS) Program Office and Director of the FAA Air Traffic Organization’s (ATO) Airspace Services Division.

As the FAA FSS Program Director, I managed the nation’s largest A-76 transition (outsourcing of the FAA’s FSS to private contractor – Lockheed Martin) and FAA’s FSS operations in the State of Alaska.

As Director of the FAA ATO’s Airspace Services Division, I led the transition from ground-based air traffic procedures to satellite-based technologies. This included establishment of Performance-Based Navigation (PBN) procedures, environmental analysis, and community outreach/engagement. Also included was the development and implementation of PBN procedures at 21 of the nation’s busiest metropolitan areas – known as Metroplexes. Additionally, Airspace Services carried out obstruction evaluations (OE) related to wind turbines, solar farms, broadcast towers and building structures which could be deemed hazards to air navigation, managed the ATO’s environmental policy and served as its

focal point-of-contact for Unmanned Aircraft Systems (UAS) policy and all ATO-related federal rulemaking.

Prior to working at the FAA, I served as Deputy Executive Director (DED) for the Louisville, Kentucky Regional Airport Authority (LRAA), overseeing airport operations, property and real estate development, airport planning and engineering, aircraft rescue and firefighting certification (ARFF-FAR Part 139). Tasks specifically included general aviation, commercial air carriers, Kentucky Air National Guard, and United Parcel Service tenant relations. As DED, I served as the Authority’s technical point-of-contact with all local, state and federal agencies, including the US Congress and FAA on matters involving both the LRAA’s commercial-service airport (Louisville Mohammed Ali International Airport) and it’s general-aviation, reliever airport (Bowman Field).

From 1998 to 2001, I was the Executive Vice-President of Government and Technical Affairs for the Aircraft Owners and Pilots Association (AOPA), serving as an advocate with both domestic and international regulators on aircraft/airmen certification, airport policy and member engagement. In this position, I managed the Association’s regional representatives as well as the all-volunteer Airport Support Network (ASN) cadre – both who focused on the preservation of pubic airport facilities.

Prior to joining AOPA, I held regional and state government positions at the Denver Regional Council of Governments (DRCOG) and the State of Colorado Department of Transportation-Division of Aeronautics. As the DRCOG regional aviation expert, I interacted with the region’s 42-member local governments on the planning/development of the new Denver International Airport plus developed the region’s first Regional Aviation System Plan and the Denver Heliport System Plan.

As the first Executive Director for the Colorado Division of Aeronautics, I advised and carried out the directives of the Colorado Aeronautics Board to analysis, develop and maintain the State’s system of 92 public-use airports.

I began my aviation career in the Midwest with consulting engineering firms performing airport master plans, statewide/regional aviation system plans, airport planning/design/construction projects and serving as a company corporate pilot.

I am an instrument-rated, commercial pilot with a bachelor of science degree in aviation management and a master’s degree in aviation safety from Central Missouri State University. As a member of the federal Senior Executive Service (SES), I held a top-secret clearance. I now reside in Chevy Chase, Maryland with my wife of 48 years.

PROJECT-SPECIFIC EXPERTISE
Federal Sector:

FAA Office of Airports: Executive Director – Airport Planning and Programming Division (APP-1) • Managed FAA’s Airport Improvement Program, Passenger Facility Charges, Airport Capital Improvement Program (ACIP) and Military Airports Program (MAP).
• Co-Lead, with the US Department of Transportation, the Small Community Air Service Development Grant Program. Provided technical support and data analysis on Essential Air Service (EAS) designations to Congressional and USDOT leadership.
• Supported Regional Airports’ Divisions and local Airport District Offices with the formulation and implementation of annual ACIP budget and grant allocations. Specific to Mammoth Lakes, these interactions included Mr. Mark McClardy, Manager-FAA Western Pacific Region Airports Division (AWP600), Ms. Faviola Garcia, Deputy Airports Division Director, Mr. Brian Armstrong, Manager-Western Pacific Airports Compliance & Standards, Ms. Laurie Suttmeier, Manager-Western Pacific Airport Planning & Programming and Ms. Amy Choi, Manager-FAA San Francisco Airports District Office (encompassing Mammoth-Yosemite Airport).

FAA Regional Administrator: Northwest Mountain Region, Seattle, WA • As the senior executive representative for the FAA Administrator, my responsibilities included all congressional and inter/intra-agency communications within my 7-state region. This included engaging with the US Department of the Interior, US Forest Service and the FAA’s Air Traffic Organization on matters related to the National Interagency Fire Center at the Boise, ID airport and the establishment of temporary air traffic control facilities across the region during firefighting operations. • Prior to establishment of Alaska-Horizon Airlines’ commercial air service into Mammoth Lakes, it was my responsibility to evaluate and approve the Agency’s Record of Decision on granting a commercial air service certificate to Horizon Airlines. This is due to fact Horizon Airlines is based and certificated in Portland, Oregon – part of the FAA’s NW Mountain Region.

FAA Regional Administrator: Western Pacific Region, Los Angeles, CA • As the primary executive representative for the FAA Administrator, my responsibilities included regular interface with all FAA lines-of-business, including the Office of Airports both at the Regional and District levels. Additionally, I worked with the region’s Airport compliance/standards teams, led by Mr. Brian Armstrong, specifically on airport usage by US DOD, USFS and contract firefighting teams at both Napa and Sonoma County airports.
• Maintained close contact with local, state and national political leaders on the prioritization, development and financial assistance for the Region’s public-use airports. This included regular engagement with CALTRANS and the CA Division of Aeronautics.

State Sector:

Colorado DOT - Division of Aeronautics, Executive Director • As founding Director of the Division, developed and maintained the Colorado State Aviation System Plan covering 92 public-use airports.
• Developed the Colorado Part 139 Live Fire Training Academy with the USAF at Peterson AFB, CO.

Procured 2 ARFF vehicles which, when not used for training, were available for deployment to Colorado’s ski-country, commercial-service airports.
• Developed a surplus equipment program between Colorado DOT-Highway Division and public-use airports statewide.

• Provided financial and technical support to the Eagle County and Lake County (Leadville) Airports for the development of helicopter landing areas used for both military and civil high-altitude helicopter training and manufacturing/operational research.
• Developed public and special air traffic arrival/departure procedures at Colorado Ski Country airports with the aim to enhance safety and provide greater operational reliability. • Worked closely with Colorado Ski Country USA and area Chambers of Commerce on promoting aviation’s value to Colorado’s year-round tourism industry.

Regional Government Sector:

Denver Regional Council of Governments (DRCOG), Director-Regional Aviation Planning • As Director, I oversaw the development and implementation of the Region’s Aviation and Heliport System Plans.
• Working with 42 units of local government, I coordinated aviation facility requirements, mitigation of environmental impacts, surface transportation interfaces and land use compatibility relating to the siting and development of the Denver International Airport. • With the FAA and Federal Highway Administration (FHWA), I integrated aviation capital improvement needs into the region’s Transportation Improvement Program (TIP).

Local Government Sector:

Louisville Regional Airport Authority, Louisville, KY – Deputy Executive Director • I was responsible for the planning and development of both the Louisville International Airport and the Authority’s general aviation airport – Bowman Field. • I served as the principal point-of-contact with the FAA, United Parcel Service Air Group (chief airport tenant), commercial/general aviation users and the KY Air National Guard. • Oversaw the airport’s operations, engineering and planning groups – including the airport’s P-139 ARFF team. Secured and managed the funding, design and construction of a state-of-the-art ARFF building.
• In conjunction with the FAA, Boeing, MIT-Lincoln Labs, MITRE Corp. and UPS, developed noiseabatement procedures for aircraft arrivals which are now the international standard for Continuous Descent Approaches (now referred to as Optimized Profile Descents).

Private Sector:
• Principal planner on multiple airport master plans, regional/state aviation system plans and noise compatibility projects with national airport A/E consultants (2).

Not-For-Profit Association Sector:

Aircraft Owners and Pilots Association (AOPA) – Frederick, MD – Executive Vice-President • Primarily responsible for the Government and Technical Affairs Division. Represented members on all technical and regulatory matters with the FAA and international regulators. • Managed the association’s 9 regional representative.
• Established and managed AOPA’s Airport Support Network (ASN) cadre of volunteers whose purpose is to be the “eyes and ears” for the organization and help preserve general aviation airports across the US.

Town Council of Mammoth Lakes
Minutes of Regular Meeting
November 6, 2024, 3:00 p.m.
437 Old Mammoth Road, Suite Z, Mammoth Lakes
Members Present: Mayor Bill Sauser, Mayor Pro Tem Chris Bubser, Councilmember Amanda Rice, Councilmember John Wentworth
Members Absent: Councilmember Sarah Rea
_____________________________________________________________________

1. RIBBON CUTTING CEREMONY
The Town Council participated in the ribbon cutting ceremony for the new dog park.

2. CALL TO ORDER AND ROLL CALL
The Mayor called the meeting to order at 4:02 p.m. in the Council Chamber, 437 Old Mammoth Road, Suite Z, Mammoth Lakes.

3. PLEDGE OF ALLEGIANCE
John Urdi led the flag salute.

4. PUBLIC COMMENTS
Betsy Truax, VP of Community Engagement for Mammoth Lakes Tourism (MLT), gave an update regarding the special events funding application period.

Richard Lawson, Patriot Long Haul Towing, said that he wanted to lease a portion of the Town's storage lot to have an impound/storage lot.

Town Council Minutes
November 6, 2024

5. ADDITIONS TO THE AGENDA
There were no additions to the agenda.

6. COUNCIL PRESENTATIONS

6.1 Recognition of Maintenance Superintendent Warren Boling for twenty years of service.

Parks and Recreation Director Stuart Brown thanked Mr. Boling for his years of service. Mayor Sauser presented Mr. Boling with a certificate of appreciation.

6.2 Recognition of Equipment Mechanic Lead Worker Luis Cepeda for twenty years of service.

Fleet Superintendent Lon Adams thanked Mr. Cepeda for his years of service. Mayor Sauser presented Mr. Cepeda with a certificate of appreciation.

7. INTRODUCTIONS

7.1 Introduce Riley Griesenbeck as the recently promoted Facilities and Asset Manager.

Public Works Director Haislip Hayes introduced Mr. Griesenbeck to the Council and the community.

7.2 Introduce Shaun Troy as the recently promoted Finance Analyst & Technology Coordinator.

Town Manager Rob Patterson introduced Mr. Troy to the Council and the community.

7.3 Introduce new Sustainability Coordinator Anthony Ottati.

Assistant to the Town Manager Pam Kobylarz introduced Mr. Ottati to the Council and the community.

8. PUBLIC PRESENTATIONS

8.1 Mammoth Lakes Chamber of Commerce Program Overview
presented by Brianna Goico, President & CEO of the Mammoth Lakes Chamber of Commerce.

Brianna Goico, Mammoth Lakes Chamber of Commerce President and CEO, Marcy Castro, Mammoth Lakes Chamber of Commerce

Town Council Minutes
November 6, 2024

Membership Manager, and Gina van Hest, Mammoth Lakes Chamber of Commerce Communications Manager, gave a presentation regarding the Mammoth Lakes Chamber of Commerce Program Overview. There was discussion among members of Council and Ms. Goico.

9. REPORTS FROM COMMISSIONS AND/OR DEPARTMENTS (AS NEEDED) Deputy Airport Manager Sierra Waugh gave an update regarding current activities at the Airport. There was discussion among members of Council and staff.

Town Manager Rob Patterson reported on the update to the Local Hazard Mitigation Plan.

9.1 November 2024 Public Works Engineering CIP Update.

9.2 November 2024 Office of Outdoor Recreation Update.

9.3 Did you Know? Defensible Space.

9.4 Did you Know? Housing.

Councilmember Wentworth requested that the Housing Now! Programs note the source of their funding.

10. CONSENT AGENDA
Moved by Mayor Pro Tem Chris Bubser
Seconded by Councilmember Amanda Rice
Approve the Consent Agenda.

For (4): Mayor Bill Sauser, Mayor Pro Tem Chris Bubser, Councilmember Amanda Rice, and Councilmember John Wentworth
Absent (1): Councilmember Sarah Rea
Carried (4 to 0)

10.1 Approve the minutes of the regular meeting of October 2, 2024.

10.2 Accept the Project Closeout Report for Facilities Exterior Painting Project FAC 24-001.

10.3 Accept the Project Closeout Report for the 2024 Slurry Seal Project.

Town Council Minutes
November 6, 2024

10.4 Approve and adopt Side Letter 01-2024 between the Town of Mammoth Lakes (“Town”) and the Mammoth Lakes Police Officers’ Association (“MLPOA”).

10.5 Accept Check Register 10/10/24 in the amount of $524,046.13. Accept Check Register 10/16/24 in the amount of $1,555,965.41. Accept Check Register 10/18/24 in the amount of $6,000.00.

11. POLICY MATTERS

11.1 Authorize the Town Manager to sign a collection agreement with the Inyo National Forest for $70,000.

Office of Outdoor Recreation Manager Lawson Reif outlined the information in the staff report. There was discussion among members of Council and staff.

Moved by Councilmember John Wentworth
Seconded by Councilmember Amanda Rice
Authorize the Town Manager to sign a 5-year Collection Agreement with the Inyo National Forest, pending final review from the Town Attorney.

For (4): Mayor Bill Sauser, Mayor Pro Tem Chris Bubser, Councilmember Amanda Rice, and Councilmember John Wentworth
Absent (1): Councilmember Sarah Rea
Carried (4 to 0)

11.2 2025 Town Council Strategic Planning Series introduction and review of public comments received from the Town’s 40th Anniversary Visioning Exercise.

Town Manager Rob Patterson outlined the information in the staff report.

There was discussion among members of Council and staff.

12. COUNCILMEMBER REPORTS
Councilmember Wentworth attended the California Forward Economic Summit in Sacramento, the California Wildfire Task Force in Tahoe, the Eastern Sierra Council of Governments Board meeting, the Governor's Office Land Use and Climate Initiative Department meeting, the Great Basin Unified Air Pollution Control District Board meeting, the virtual workshop for Climate Assessment for the State of California, and the Mammoth Lakes Tourism Board meeting.

Town Council Minutes
November 6, 2024

Councilmember Rice attended the Eastern Sierra Community Housing Board meetings and the Local Agency Formation Commission meeting.

Mayor Pro Tem Bubser attended the Local Transportation Commission meeting and the Eastern Sierra Transit Authority Board meeting. She noted that the Town had joined Civic Well. Mayor Pro Tem Bubser reported on the low voter turnout and encouraged members of the public to vote.

Mayor Sauser attended the League of California Cities annual conference in Sacramento and the Local Hazard Mitigation Plan meeting.

13. ADJOURNMENT
The Council adjourned the meeting at 5:42 p.m.

Jamie Gray, Town Clerk

1 TOWN COUNCIL STAFF REPORT
Title: Award Landscape Maintenance Contract to Gray’s Grasshopper.

Meeting Date: November 20, 2024
Prepared by: Riley Griesenbeck, Facilities and Asset Manager Amy Callanan, Engineering Manager
Shaun Troy, Finance Analyst & Technology Coordinator
RECOMMENDATION:

Staff recommends Town Council:
 Approve the Project Scope.
 Award the maintenance contract to the lowest responsive bidder, Gray’s Grasshopper, Inc. for an amount not to exceed $75,000 per year.  Authorize the Town Manager to execute the maintenance contract.  Authorize the Public Works Director to review and approve minor changes to the contract.
 Authorize the Public Works Director to accept the work performed as part of this project.

BACKGROUND:

In the summer of 2024, installation of new irrigation systems and landscaping was completed at the Parcel, Mammoth Creek Park, and along both sides of Main St/Hwy 203.

These systems and landscaping are all located either within public right-of-way or on Town-owned land, and include five backflow prevention devices, three along Main St/Hwy 203 and one each at the Parcel and Mammoth Creek Park, their associated irrigation systems, and various plantings.

Because Town Parks Maintenance staff do not currently have staffing or equipment capacity to provide the necessary maintenance and attention to keep these new landscape systems in a pristine working condition, and because these types of services are more efficiently performed by consistent and experienced personnel, Town staff advertised a bid for a landscape maintenance contract to provide the various work components. The contract would be administered in a similar fashion to the Town’s snow removal contracts, which are generally billed at hourly rates for work performed with a not-to-exceed amount per fiscal year.

Maintenance Contract Scope Items:
 Spring irrigation system pressurization and clean-up: this work will commence after the last forecasted hard freeze, after snow has melted off the

2 landscaped areas, and includes re-installation of backflow prevention devices and their certification, pressurization and inspection of the irrigation systems, clean-up of trash and debris, and inspection of landscaping components for health and viability. This work will be billed on a lump sum basis once per year.  Fall winterization: this work will commence prior to the first forecasted hard freeze of the season and includes wrapping of trees and shrubs, clean-up of trash and debris, blowing out of irrigation systems, and removal of backflow prevention devices. This work will be billed on a lump sum basis once per year.  Weekly maintenance: this work will occur on a weekly basis and includes inspection of the five irrigation systems for their proper functioning, weeding and clean-up of trash and debris. This work will be billed on a lump sum basis once per week throughout the summer season.
 Mowing at Mammoth Creek Park: this work will occur on a weekly basis throughout the summer and includes mowing the sod at Mammoth Creek Park, as well as three fertilizations per summer season. This work will be billed on a lump sum basis once per week throughout the summer season.  Irrigation repairs: this work will occur on an as-needed basis and will be billed on an hourly basis for one irrigation repair lead and an assistant to perform necessary repairs to the various irrigation systems. Contractor will be reimbursed for materials costs separately.
 Removal and replacement of landscape materials: this work will occur on an as-needed basis and only at the direction of Town staff and includes the removal and replacement of various landscaping materials, including cobble rip rap, mulch, topsoil, and plantings. This work will be billed on an hourly basis for labor and Contractor will be reimbursed for materials costs.

ANALYSIS:

Staff solicited bids for the maintenance contract beginning September 27, 2024. Bids were publicly opened on Friday, October 25, 2024 at 3:00 PM. One (1) bid was received from Gray’s Grasshopper, Inc. with pricing broken down as follows:

3 Estimated
Quantity per
Season
Unit of
Measure Unit Cost Total
Spring Clean Up and
Irrigation Pressurization 1 LS $9,318.00 $9,318.00
Fall Clean Up and
Winterization 1 LS $12,424.00 $12,424.00
Weekly Maintenance 23 LS $1,553.00 $35,719.00
Irrigation Repairs 25 HR $108.88 $2,722.00
Remove and Replace
Landscape Materials 25 HR $86.25 $2,156.25
Mowing 23 LS $338.05 $7,775.15
Total $70,114.40
The not-to-exceed amount of this contract, $75,000, provides for the reimbursement, to the Contractor, for a small number of irrigation parts and landscaping materials at a rate of invoice cost of materials plus an additional fifteen percent (15%) for profit and overhead.

FINANCIAL CONSIDERATIONS:

This project will be funded in the budget adjustment agenda item being presented to Town Council for approval on November 20, 2024. The landscape maintenance project will be accounted for in Department 458 (Parking and Streetscapes) of Fund 210. Future Town Council approved budgets will include an increase to fund 458 to continue this work.

ENVIRONMENTAL CONSIDERATIONS:

The project is categorically exempt from CEQA under California Code of Regulations Section 15304.b. Minor Alterations to Land.

In addition, Town Staff will continue to work closely with the Community and Economic Development Department Planning Division and Mammoth Community Water District (MCWD) to ensure that all plantings and irrigation systems comply with the Town’s Water Efficient Landscaping Ordinance (WELO) and all current and projected water use restrictions.

Mammoth Lakes Town Council
Agenda Action Sheet
Title: Approve and adopt Side Letter 02-2024 between the Town of Mammoth Lakes (“Town”) and the Mammoth Lakes Police Officers’ Association (“MLPOA”).

Council Meeting Date: 11/20/2024
Prepared by: Amanda Pelham, Human Resources Manager
Recommended Motion: Approve and adopt Side Letter 02-2024 between the Town and the MLPOA, establishing modification to the of the terms and conditions set forth in the Memorandum of Understanding (“MOU”), and Side Letter 03-2023 between the Town and the MLPOA, as it pertains to Article 15. Special Assignment Pay for the Police Corporal position.

Summary: The Town recognizes the bargaining unit MLPOA, has bargained in good faith, and entered a MOU dated July 1, 2022 through June 30, 2025, as well as Side Letter 03-2023 effective September 6, 2023.

Town management have met and conferred in good faith with the MLPOA to address Special Assignment Pay appointments for the Police Corporal position represented by the MLPOA.

Employees in the Police Corporal position shall remain ineligible to work in the classification of Officer-In-Charge (“OIC”) per Section 15.1 in the MLPOA MOU. Following approval and adoption from Town Council, employees in the Police Corporal position shall be eligible for special assignments outside of patrol, including the position(s) of Detective and School Resource Officer (“SRO”) as outlined in Section 15.2 of the MLPOA MOU. Employees in the Police Corporal position remain eligible for Field Training Officer (“FTO”), Sexual Assault Response Team (“SART”), and Special Enforcement Detail (“SED”) assignments as outlined in Article 15.

Special Assignment Pay. Both parties have met and conferred in good faith and agreed to amend the current MLPOA MOU and Side Letter 03-2023 to include the conditions set forth in Side Letter 02-2024.

Side Letter 02-2024 between the Town and the MLPOA shall be effective November 25, 2024, following approval and adoption. Except as modified in Side Letter 02-2024, the terms and conditions of the MLPOA MOU shall remain in effect through June 30, 2025.

SIDE LETTER NO. 02-2024

TO THE MEMORANDUM OF UNDERSTANDING

BETWEEN

THE TOWN OF MAMMOTH LAKES
AND
THE MAMMOTH LAKES POLICE OFFICERS’ ASSOCIATION
The Town of Mammoth Lakes (“Town”) and the Mammoth Lakes Police Officers’ Association (“MLPOA”) hereby agree to modification of the terms and conditions set forth in the Memorandum of Understanding (“MOU”), dated July 1, 2022 through June, 30, 2025, and Side Letter 03-2023 effective September 6, 2023 between the Town and the MLPOA, as it pertains to Article 15. Special Assignment Pay as follows:

1. Article 15. of the MLPOA MOU outlines special assignments for employees selected and assigned to detail in the positions of Officer-In-Charge (“OIC”), Field Training Officer (“FTO”), Detective, School Resource Officer (“SRO”), Sexual Assault Response Team (“SART”), and Special Enforcement Detail (“SED”).

2. Section 4. of Side Letter 03-2023 between the Town and the MLPOA states that employees in the classification of Police Corporal shall not be eligible for any special assignments outside of patrol. Section 4. of Side Letter 03-2023 continues to outline special assignments not eligible for employees in the position of Police Corporal, including “section 15.1 “Officer In Charge”, section 15.2 “School Resources Officer”, and a Detective position, should one become available.” Section 4. of Side Letter 03- 2023 further states a “Police Corporal would still be eligible for section 15.3 “Sexual Assault Response Team” (SART) and “Special Enforcement Detail” (SED) assignments and corresponding pay adjustments.”

3. The MLPOA and Town management have met and conferred in good faith to discuss the proposed modifications to Article 15 to address Special Assignment Pay appointments for the Police Corporal position represented by the MLPOA.

4. Employees in the Police Corporal position shall remain ineligible to work in the classification of Officer-In-Charge (“OIC”) per Section 15.1 of the MLPOA MOU.

5. Employees in the Police Corporal position shall be eligible for special assignments outside of patrol, including the position(s) of Detective and School Resource Officer (“SRO”) as outlined in Section 15.2 of the MLPOA MOU.

6. Employees in the Police Corporal position remain eligible for Field Training Officer (“FTO”), Sexual Assault Response Team (“SART”), and Special Enforcement

Side Letter 02-2024 MLPOA
Detail (“SED”) assignments as outlined in Article 15. Special Assignment Pay.

7. The MLPOA and Town management have reached a tentative agreement to modify the terms and conditions of Article 15 as outlined in this Side Letter.

8. The amended terms and conditions of the MLPOA MOU and Side Letter 03-2023 will be effective as of November 25, 2024.

9. Except as modified above, the terms and conditions of the MLPOA MOU shall remain in effect through June 30, 2025.
[SIGNATURES ON FOLLOWING PAGE]

Side Letter 02-2024 MLPOA
TOWN OF MAMMOTH LAKES: MAMMOTH LAKES POLICE
OFFICERS’ ASSOCIATION:
________________________________ ___________________________________ Robert Patterson Amanda Muir
Town Manager Mammoth Lakes Police Officers’
Association Representative
Date: __________________________ Date: ______________________________ ___________________________________
Christopher Hoodman
Mammoth Lakes Police Officers’
Association Representative
Date: ______________________________

Mammoth Lakes Town Council
Agenda Action Sheet
Title: Approve Letter from Town of Mammoth Lakes in Support of Office of Personnel Management (OPM) – Federal Wage System, Change in Criteria for Defining Appropriated Federal Wage System Wage Areas.

Council Meeting Date: 11/20/2024
Prepared by: Lawson Reif, Office of Outdoor Recreation Manager Pam Kobylarz, Assistant to the Town Manager
Recommended Motion: Approve Letter from Town of Mammoth Lakes in Support of Office of Personnel Management (OPM) – Federal Wage System, Change in Criteria for Defining Appropriated Federal Wage System Wage Areas.

Summary:

The Town staff has been working to support our partners at the Inyo National Forest with a locality pay issue for the past year. The OPM conducts an annual review of the pay to determine if a special pay classification is warranted. Currently both Inyo and Mono county areas are not considered a special classification because of the number of employees and the distance from major metropolitan areas where wage issues can be more prevalent.

The cost of living in our region is a major issue that we are trying to address. While it does not fit the metric assigned by the OPM, the issue is impacting the ability for the Inyo to attract and retain employees. The challenges felt by the Inyo can have a direct impact on the Town and our visitor experience.

Supporting agencies include Inyo County, Mono County and Mountain Warfare Training Facility and Congressman Kiley’s office.

______________________________________________________________________________ November 20, 2024
Office of Personnel Management
Submitted via Federal Rulemaking Portal http://www.regulations.gov Docket ID OPM-2024-0016
RIN 3206-A069
RE: Town of Mammoth Lakes Support for Prevailing Rate Systems; Change in Criteria for Defining Appropriated Fund Federal Wage System Wage Areas.

To Whom it May Concern:

Thank you for the opportunity to comment on the proposed rule “Prevailing Rate Systems; Change in Criteria for Defining Appropriated Fund Federal Wage System Wage Areas.” The Town of Mammoth Lakes supports the inclusion of the whole of Inyo and Mono Counties in the Los Angeles Survey Area, Area of Application. The economy of Mammoth Lakes, as well as that of surrounding Mono and Inyo Counties, are closely tied to Los Angeles and prices of key goods in Inyo and Mono counties closely reflect the prices of goods in Los Angeles in Southern California.

The Office of Personnel Management (OPM) rule as currently classifies Inyo and Mono Counties into three different sections, that don’t accurately reflect the cost of living in our area. From a cost-of-living perspective, Mammoth Lakes, Mono and Inyo Counties, all have closer ties to the Los Angeles area and a higher cost of living, and should be included in the Los Angeles Survey Area, Area of Application.

The Town of Mammoth Lakes, the only incorporated town in Mono County, is surrounded by the Inyo National Forest. Our economy is highly tourism-dependent, in large part due to the recreational opportunities on the public lands surrounding us. Our partnerships with the Inyo National Forest are invaluable, and our staff struggle with staffing shortages and turnover.

The high cost of living with low locality pay adjustments in Inyo and Mono Counties is having significant impacts on workers, including federal workers. The Inyo National Forest estimates that about 50% of prospective employees decline job offers due to lack of a locality pay and about 70% of employees who leave their jobs with the agency do so because of the lack of sufficient locality pay. This high rate of turnover is detrimental to the delivery of high-quality natural resource management and a robust visitor and outdoor recreation experience, which the American public has come to expect from our national forests. Fire management and wildfire response is one of the most important programs for the Inyo National Forest, protecting communities, sensitive wildlife habitat, cultural resources, and other ecosystem services such as critical water supply for urban areas like Los Angeles from the effects of catastrophic wildfire. Yet the Inyo carries one of the Town of Mammoth Lakes
P.O. Box 1609, Mammoth Lakes, CA, 93546
(760) 965-3600
www.townofmammothlakes.ca.gov

highest vacancy rates (about 40%) for firefighters among forests in the entire state of California due to the lack of a locality pay and high cost of living.

Other local government and quasi-governmental agencies such as city government, county government, state government, the Los Angeles Department of Water and Power, and Southern California Edison, who have jobs that require similar levels of skill and expertise as jobs with the Forest Service, pay much higher wages than any jobs with the U.S. Government, oftentimes up to 50-75% higher. The result is that local federal agencies are losing qualified employees to other employers in the area who have taken into account the extremely high cost of living in the area and set their wages to ensure their employees can afford to live in the area, raising families and contributing to the organizations in the long term.

Attracting a diverse and skilled workforce into the future is critical to the success of the missions of these locally based federal jurisdictions. As a partner agency, we depend heavily on a strong and stable workforce such that our joint missions can effectively be carried out. As a region that is so directly connected to the important value of public land, losing skilled workers creates a unique threat to land management and protection – not to mention the local economy. Ultimately, Inyo County sees locality pay as a critical component to sustain the health, diversity, and access to one of the nation's most important assets – our public land system.

Thank you for the opportunity to comment on this proposed rule. We strongly encourage the OPM to consider all of Inyo County a part of the Los Angeles Survey Area, Area of Application, and provide a realistic locality pay adjustment to federal workers in our area.

Sincerely,
Bill Sauser
Mayor

1 TOWN COUNCIL STAFF REPORT
Title: Presentation of Pre-Audit Financial Results for Fiscal Year 23-24, Fund Balance, Projects and Contuining Commitments.

Meeting Date: November 20, 2024
Prepared by: Rob Patterson, Town Manager
RECOMMENDATION:

Staff Recommends the Town Council receive the pre-audit actual financaial presentation for Fiscal Year 23-24 and adopt the resolution amending the FY24-25 budget as recommended on Attachment A BACKGROUND:

Fund balance is the difference between revenue generated and expenses incurred in a particular fund.

These balances can grow if generated revenue exceeds expenses or decline in a planned use of fund balance or an unexpected economic downturn. Any available fund balance is retained in the fund where it was generated, if restricted, or can be allocated to other funds if unrestricted. Most of the discussion around staff recommendations are for General Fund, unrestricted, fund balance and use to support strategic Town Council initiatives.

An audit of the Town’s financial transactions is completed by an independent auditor each fiscal year.

In preparation for the audit, staff works to finalize all financial transactions and in doing so prepares a pre-audit actual for Town Council to consider. This provides the Council with an opportunity to review the prior year-end balances, to ratify adjustments to fund balances, to carry over funds for encumbrances, and review staff recommendations on remaining balances. The pre-audit financials are included in this report. The report provides an overview of all the Town’s funds with information provided as appropriate and staff recommendation for allocation of existing fund balances. The overview will provide the Council with a “snapshot” of the Town’s financial position by fund as of June 30, 2024.

ANALYSIS/DISCUSSION:

The review of our financial performance always begins with General Fund. Most of the activity is captured in this fund as it provides financial support for Town operations and can provide funding for the shortfall of other restricted funds throughout the year. Transient Occupancy Tax, the main driver of General Fund revenue, had another strong performance year in FY23-24 with $27.67M received against a budget of $18.0M. This unallocated revenue is available for allocation by Town Council to fund projects with one-time funding to further strategic priorities and our Capital Improvement Program (CIP). Funds are allocated throughout the year as part of regular budget updates. These one-time contributions are a way to fund projects without incurring ongoing annual expenditures within the operating budget.

As stated above, review of fund balances involves a review of both revenue and expenditures to determine how all financial transactions impacted fund balance for the year. While the revenue was very strong for FY23-24, and expenses were kept within or close to budget, the fund balance for General Fund increased by $2,602,266. The Town Council did allocate realized revenues and expenses during the year

2 so this final increase in fund balance does not capture the entire community benefit realized in FY23-24.

In total, through these quarterly budget reviews, the Town Council allocated a total of $15,325,500 in General Fund through the quarterly review process.

It is customary through prudent financial analysis that some funds are unallocated to provide a cushion for unforeseen events. It is not until the final review of the year, where pre-audit analysis is completed that any additional funds are available. As noted above, in FY23-24, there was a balance of $3,644,400 available from FY22-23, which was recommended for allocation during the fund balance discussion last year. This year another $2,845,586 is available and recommended for allocation in this presentation.

Staff will make recommendations based on Town Council strategic priorities and key objectives.

This fund balance of $2,845,586 does not include items listed above as Un-spendable, Committed, or Assigned as they are not available for use of fund balance. However, the balance does include items committed in the prior year, by contract, project, or other allocation, to be expended in FY24-25. These items are identified below and will require the fund balance necessary to cover those expenditures to be reserved for such purposes. The carryover commitments are listed below and the total of $150,000 will reduce available fund balance to $2,695,586.

3 The carryover for the fuels reduction project is a part of commitment made earlier in FY23-24 that was not paid until the new year (August 2024). Since these funds were allocated for this purpose, staff is carrying over the funding to cover these expenditures.

Staff Recommendations
There are a few one-time funding needs that staff are recommending for Council consideration. They include General Fund support for Housing NOW! programs, Future Capital, critical staff acquisition and training, equipment purchases and other expenses. Projects are listed below in order of priority.

Housing Now! – Small Site Development
The Town has been successful in addressing the needs of our lowest income earners with the restricted funding opportunities provided by State grants. These elements were key in the development of the first two phases of the Parcel. However, these programs are limited to 80% of Area Median Income (AMI) which is not a large percentage of the need within our community. The Town also has the desire to increase long-term housing through home ownership. Our target AMI is 150% to 200% and the bulk of the success in these areas is our Bridge Program but that is a one unit, one family approach. Our small site development seeks to obtain land for building larger scale projects. Our typical subsidy per unit in the Bridge Program is $150,000 for which the Town obtains a deed restriction for the contribution of those funds. The Town does have a number of opportunities to build with recently acquired land as well as phase 3 of the Parcel. Staff is actively seeking a partnership to build these units within the affordability and subsidy level that is achievable. The goal is to generate $7.0M in funding for this element of Housing Now! over the next 6 months. To that end, staff is recommending four sources of funding to achieve that goal. The first three elements are $1.0M allocated from the General Fund, $1.3M from the Tourism reserve, and $1.2M from the Housing reserve. These three allocations are recommended in this fund balance presentation and will generate half of the goal. The remaining funds can be allocated from the Housing Now! – undesignated fund balance, currently with $5.6M in available funds. Staff would recommend this once a suitable plan is developed with an effective partnership for construction.

Future Capital – MACC Construction for DSA oversight
The Division of State Architects (DSA) provides design and construction oversight for K-12 schools, community colleges, and various other state owned or state leased facilities to ensure that they comply with all structural, accessibility, and fire and life safety codes. The MACC design was completed earlier this year to meet original design goals while remaining affordable for construction in our area. However, during the due diligence phase of review, a concern was raised that this project could qualify for this oversight based on the fact it was funded by school bond for construction. The grant of $7.5M from

4 Kern Community College District (KCCD) is a key element in our ability to construct as designed. When DSA oversight is required, the cost of construction can increase by as much as 30% due to the higher classification of safety the building will require and the onsite construction review. We continue to work with DSA to determine if this is required; however, staff are recommending we set aside $1,350,000 to cover these additional costs. Our desire is to secure necessary funding and move forward with the purchase and sale agreement to obtain the property and prepare bid documents for construction. The anticipated cost escalation is roughly 5% per year so any delays are costly.

Police Recruits
Staffing levels within the Police Department have always been right at the minimum required to maintain the schedule the Town desires. This minimum staffing does not allow for any long-term absences, due to illness or otherwise. We have experienced these types of events and are currently operating at a 20- hour per day schedule. Previously we could attract a lateral police officer to fill vacant positions; however, this is becoming more competitive, and we are less likely to obtain the resources when we need them. The decision to seek the position of Police Recruit will have many benefits. We are able to look at local candidates who may already have deep connections to the community and likely already have local housing. They also obtain training for a career; one they may not be able to obtain on their own and they would remain committed to our organization for the opportunity. The process takes approximately one year to complete academy training and finish on the job training with our Field Training Officers. This is not a quick process to solve our staffing issues, but an approach we believe will build stability in the Department. Staff is recommending $145,000 be allocated to this process, which will include a portion of the wages and academy costs for three recruits, related to FY24-25 budget cycle. Staff will include the remaining cost in the next operational budget.

Airport Equipment
The Airport is in need of two vehicles to replace several existing and beyond end-of-life equipment.

Historically the Airport has funded equipment through grant activities with the FAA. They have also received vehicles that were handed down from other departments as they were replaced through the Town’s vehicle replacement program. Because of those actions, there are very few vehicles at the Airport that are a part of our traditional replacement program. The recommendation here is to fund one new pickup truck and a general command vehicle for response and staff transportation. Once these vehicles are acquired, they will be a part of the vehicle replacement program, similar to recent acquisitions. Staff is recommending $125,000 be allocated for the purchase of these vehicles.

Maintenance Contract – Main Street Landscaping
This last summer, the Town completed a landscaping project for Main Street. We expect this work to need an annual refresh as we bring things back to standards, deal with winterization of all irrigation systems and general care and maintenance. This plan also includes mowing and landscaping work at Mammoth Creek Park (CRC). Staff did a request for proposals with the one responsive bidder quoting $75,000 per year. The recommendation is to fund the efforts for FY24-25 and include in the annual budget process moving forward.

5 Other Reserve funds held in General Fund
Town Council has also comitted some of the reserve accounts (Housing, Transit, and Tourism) that are listed below and will be discussed in the reserve account discussion below. These items only effect the available reserve account balance and have no impact on the available fund balance listed above.

Housing Reserve
This reserve account is considered “Assigned Fund Balance” within the General Fund and is included in the overall fund balance of $17,660,381 listed above. The housing reserve was established to provide funding for housing projects and is based on the normal allocation of TOT for housing which is .85 points or 6.54% of TOT collected. The housing reserve receives this same rate of allocation on any TOT received above the adopted budget for the fiscal year. Below is a reconciliation of the housing reserve for FY23-24. This reconciliation includes a carryover or allocation of $10,000 from the prior year. The $10,000 deed monitoring program invoice is still outstanding at the time of this report. The unallocated reserve balance of $1,321,817 is available for Town Council allocation to Housing programs. Staff is recommending $1.2M of those available funds be allocated to Housing Now! Parcel phase 3 or small site development to support home ownership in the 150% - 200% AMI. The narrative for this allocation was described above where a similar recommendation was made from available General Fund.

6 Transit Reserve
This reserve account is considered “Assigned Fund Balance” within the General Fund and is included in the overall fund balance of $17,660,381 listed above. The transit reserve was established to provide funding for transit projects and is based on the normal allocation of TOT for transit which is .85 points or 6.54% of TOT collected. The transit reserve receives this same rate of allocation on any TOT received above the adopted budget for the fiscal year. Below is a reconciliation of the transit reserve for FY23-

24. This reconciliation has no carryover of anticipated items to include. The reserve balance of $2,782,422 remains available for Town Council allocation to transit related items. The Eastern Sierra

7 Transit Authority (ESTA), which provides public transportation services within the Town, is requesting an allocation of funds to replace their aging fleet of buses. The recommendation is for the replacement of 6 buses with an approximate cost of $4.8M. Staff is recommending an allocation of $2.3M from available transit reserves for this purpose. ESTA will use these funds, combined with their own reserve and other grant funds to complete the purchase.

Tourism Reserve
This reserve account is considered “Assigned Fund Balance” within the General Fund and is included in the overall fund balance of $8,780,650 listed above. The tourism reserve was established to provide

8 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. The tourism reserve receives this same rate of allocation on any TOT received above the adopted budget for the fiscal year. Below is a reconciliation of the tourism reserve for FY23-24. This reconciliation includes a carryover of $350,000 from the prior year and previous Town Council action in FY23-24. On October 5, 2022, Town Council authorized $300,000 from this reserve be allocated to a three-year sponsorship agreement with the LA Kings; $100,000 remains in carry over. In September 2024, the Town Council authorized $200,000 for a Destination Management Plan from these available funds. The reserve balance of $1,553,981 remains available for Town Council allocation. Staff is recommending $1.3M of those available funds be allocated to Housing Now! Parcel phase 3 or small site development to support home ownership in the 150% - 200% AMI.

The narrative for this allocation was described above where a similar recommendation was made from available General Fund and Housing Reserve. In total, staff is recommending $3.5M for this important Housing Now! initiative.

9

10 Other Key Funds
Fund 105 – Emergency Response
In the fourth quarter of FY2019-20 the Town established a new fund, 105 – COVID-19 Response, to track the funding used to fight this health emergency. There were a number of revenue sources used to start the fund and staff have tracked the expenses and reimbursement through this fund. In 2022 staff renamed this fund for use on all emergency response accounting. The current balance of $74,022 is a combination of general fund support and reimbursement from various agencies. Below is a reconciliation of this fund for the prior year as expenses and reimbursement were realized from the winter storm 2023 response. Staff recommends the fund balance remain in this fund for future emergency response that may be necessary.

11 Fund 205 – Solid Waste
The Solid Waste Fund accounts for restricted revenues related to providing solid waste related services and programs and was established in FY18-19. The majority of the solid waste programs and services are provided by Mammoth Disposal under a Solid Waste Franchise Agreement. Solid Waste Parcel fees levied in Mono County were previously shared with the Town to assist in post closure costs of the Benton Crossing Landfill; however, in FY21-22 the agreement expired and no funds from this parcel tax were shared with the Town in FY23-24. Staff has negotiated a new agreement that will return a portion of the revenue to the Town in FY24-25. This fund has an available balance of $1,093,701 with no carryover commitments. These funds are restricted in use to support recycling efforts and solid waste related services.

12 Fund 210 – Gas Tax
Gas Tax fund is designed to capture the cost of road maintenance and snow removal. As the name implies, the major source of funding is California State Gas Tax. The tax revenue covers approximately 50% of snow removal cost for the Town. In addition, some portion of tax revenue funds road projects and updates. The snow removal reimbursement is delayed a year as reporting and reconciliation is provided by the State. The Town will continue to budget a normal year for snow and a normal year for snow removal gas tax as to avoid a whipsaw effect of this variable revenue stream. In addition to the snow removal support, the engineering team has been busy this last year with significant road projects, some of which were funded from Gas Tax. The reconciliation below shows, in summary, the revenue and expenditures of this fund and any funds allocated by previous Town Council action have been moved to capital projects, meaning no carry over is identified. The current balance of $2,425,424 is available for future road projects or up-front funding of a heavy snow year. There is no carry over items or staff recommendations for this fund.

13 Fund 215 – Measure R Trails
This fund is one of two that account for our Measure R restricted funds. The revenue from this fund comes from an annual allocation from Measure R – Sales Tax. In addition to these annual commitments, an additional $250,000 in one-time funds for capital projects were committed at Council direction in FY23-24. There is a planned use of fund balance with ongoing trails construction as outlined in the Trails System Master Plan. The plan includes concepts the team develops into prioritized projects. The available fund balance at the close of FY23-24 is $842,947 with no identified carryover commitments.

14 Fund 216 – Measure R
This fund is one of two that account for our Measure R restricted funds. This fund provides debt service payments for the Community Recreation Center (CRC), support for the Town’s Office of Outdoor Recreation and other recreation related projects. In FY22-23, the Town requested funds that would normally support Whitmore and Trails End Park be transferred to Fund 858 in support of the CRC operations. This transfer of $112,000 contributes to the operational expenses. The Town absorbed the expense previously committed from Measure R for the maintenance of those parks in the General Fund.

The projected balance in this fund is $3,172,993 with no carry over commitments. This remaining available fund balance remains open to MLR recommendation and Town Council action to commit to recreation-based projects.

15 Fund 217 – Measure U
This fund finished the year with a restricted fund balance of $3,393,400 with some carryover commitments from prior Town Council action. The Town Council had previously committed $2.5M to MACC construction. This original commitment was increased by $300,000 as part of the FY22-23 budget review and again by $300,000 for the FY23-24 budget allocation. As the MACC construction is getting closer to reality, Town Council made additional commitments of $1.0M from available fund balance during the FY24-25 budget process. In total $2.8M remains in the fund balance committed to this project. With the carryover considered, the remaining unallocated balance of $593,400 remains

16 available to MLR recommendation and Town Council action to commit to mobility, recreation, and arts & culture-based projects.

Fund 220 – Airport Restricted Revenue Fund
This Restricted Revenue fund means that part of the funding revenue comes from charges to external users for goods and services. This fund receives support and ongoing commitment from the General Fund and FAA grant revenues. This fund consists of activity from Airport Operations, Air Subsidy commitments, as well as Airport Capital Projects. All funds transferred to the Airport remain in this fund, designated for future capital projects. In FY23-24, the operational support normally provided by General Fund was covered, in part, by the FAA grant funding. During the pandemic, the FAA generously

17 provided over $3.2M in operational funding for MMH. In FY23-24, these contributions and the operational performance provided $146,110, recommended for capital projects.

The Town Council has contributed Tourism Reserve support for air service subsidy. Staff is accounting for this allocation in fund 220 as a committed fund balance. Below is a reconciliation of transactions for air service subsidy funded by the Town. The majority of subsidy is provided by Mammoth Lakes Tourism (MLT) with additional contributions made from partners like Inyo and Mono Counties.

18 The Airport performed extensive work on capital projects for FY23-24, working on six projects resulting in capital project expenditure of $454,450. These projects are funded using AIP Grant Revenue, Restricted Passenger Facility Charge (PFC), and use of fund balance. The cumulative effect of this project work and grant revenue brings the capital reserve to $1,735,415, with an overall fund balance of $2,329,415.

19 Fund 245 – Housing Programs
The Housing Program fund has been used for several years to track grant funding for first time buyers and Mammoth Lakes Housing buyback program for deed restricted properties. In FY20-21, staff adjusted the fund to include other housing programs and has recommended that all housing related allocations be transferred to this fund for better tracking. With this change, along with a strong commitment to Town Council priorities to address community housing needs, Town Council has allocated unprecedented funding for this purpose. Staff has developed the Housing Now! Initiative which is a multi-program approach to meet local housing needs. This includes subsidized sales of deed restricted property, as well as acquisition of land for development, housing development and funding of partnership projects. The reconciliation below shows some traditional elements of the fund and additional General Fund contributions and their designated projects.

20

21 Fund 858 – Fractional Mello Roos
This fund finished the year with a restricted fund balance of $152,564. As the Community Recreation Center (CRC) completed its first year of operation, there were significant differences in the activity within this fund. This activity resulted in a growth of fund balance of $110,000 for the year. As the CRC enters its second year of operation, staff expects a continued evolution of both revenue potential and refinement of operational expenses. To accommodate this evolving performance, staff is not recommending any allocation or adjustment to the fund balance.

22 Assessment Districts
These districts exist to provide a funding source for improvement projects and maintenance of the property within the special district. These districts are reviewed on an annual basis considering the total funds available and the anticipated projects or maintenance needs. NBS consulting group performs an annual review of each district in order to recommend district assessments based on projected needs for

23 the coming year. Below is a chart of the current assessment district and their individual balances as of June 30, 2024.

24 Development Impact Fee Accounts
Development Impacts Fees continue to be recorded through the permit process within the Community Development Department. All funds collected are restricted for specific use intended under the Development Impact Fee schedule. The Town has experienced a growth in construction resulting in significant permit revenue for the Town. Below is the balance of each account as of June 30, 2024.

25 Fund 910 – Garage Services
The Vehicle Service Fund, also referred to as the Garage, is used to track cost of maintenance for our vehicle fleet. The garage staff is comprised of four mechanics, two mechanic trainees, and one fleet superintendent. The staff maintains all vehicles in the Town’s fleet, including most repairs, fuel, and periodic maintenance. When work is performed on a vehicle, the department where that vehicle is assigned will be charged the cost of repair including staff time. This type of an account is known as internal service fund where expenses are covered by work performed for other departments. Typically,

26 the cost charged for services covers the expense incurred in Fund 910. There are two significant occurrences in this fund for FY23-24. The first is a full rebuild software that tracks both maintenance work and parts inventory. As a part of this project, staff rebuilt the inventory and removed any obsolete parts that remained in inventory resulting in a shrink associated with this purge. The second significant factor was the analysis of billing rate that occurred as part of the budget process for FY24-25. The previous billing rate of $108 per hour had not been updated in several years. As a result, the cost of operating this department was not being recouped through the normal billing process. The rate has subsequently been increased to $125 per hour starting in July 2024. Below is a reconciliation of all activity in this fund for FY23-24.

27 Fund 915 – Vehicle Replacement Fund
The vehicle replacement fund was new for FY21-22, separating vehicle replacement from garage services. This change was made to separate two diverse but equally important motor pool functions and provide clarity on the cost of operations for the unit. The vehicle replacement portion supports the purchase of a replacement vehicle once the existing piece of equipment has reached end of useful life.

This is accomplished using a calculation to estimate required annual set aside to cover future replacement costs based on expected lifespan, original vehicle costs and annual CPI increases. The vehicle is assigned to a division which charges specific funds and departments who use the vehicle.

In FY23-24, the Town paid off all outstanding debt borrowed from this fund. That simplified the balance, removing any outstanding debt that was being held against the vehicles and only available cash remains in the accounting.

28 Fund 980 – Future Capital Reserve
This fund was created in FY23-24 by separating elements of Fund 990. In previous years, fund 990 contained both debt service activities and a fund balance for future capital. As the complexity of tracking in future capital has increased, a separation of these elements has become necessary. To accomplish this separation, the fund balance committed for future capital was transferred from fund 990 to fund 980 in FY23-24. Below is a reconciliation of these activities as well as the specific elements contained in the balance. While these elements may be committed, they may be reallocated based on Town Council direction.

29 Fund 990 – Debt Service
With the adjustment noted above, this fund is now designated only to pay our annual debt service requirements. The majority of the debt service payments are from the General Fund; however, both Measure R and Measure U contribute to debt service annually. The required funds are transferred into fund 990 and all payments are made from the same account. The reconciliation below shows some activity remaining from FY23-24 that were intended for future capital. The remaining balances were transferred to fund 980 as noted above. In future years, the reconciliation should be simplified to show only transfers in and payments out for debt service activity. There is a remaining balance in Fund 990 associated with the debt defeasance of the police facility. This is due to timing as the funds were available in FY23-24 but not expended until FY24-25.

30

31 Conclusion
The Town of Mammoth Lakes remains in a strong financial position from the continued revenue growth provided by visitation and conservative budget practices to provide strategic funding for one-time projects. This fiscal discipline remains the cornerstone of our success and ability to invest in our community.

OPTIONS ANALYSIS
Option 1: Staff recommends the Town Council receive the pre-audit actual financial presentation for Fiscal Year 23-24 and adopt the resolution amending the FY24-25 budget as recommended on Attachment A.

Option 2: Council provide alternate direction on staff recommendations and direct staff to bring back appropriately amended budget adjustments for future Council adoption.

FINANCIAL CONSIDERATIONS:

The Town has adequate resources to meet unknown financial needs, including reserve funds that are committed to specific work program areas. All these actions are taken together to meet the needs of the Town in providing public services.

FY23-24 Financial Results
Fund Balances
Rob Patterson
Town Manager
November 20, 2024

Fund 100 - General Fund

FY22-23 – Carry Over Commitments

Staff Recommendations

Staff Recommendations

Staff Recommendations

Date 11/20/2024 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 Future Capital - MACC for DSA Oversight 980-000-39999 1,350,000 2 Housing Now! - Small Site Development 245-000-39999 83176 1,000,000 3 Staff Recommendations 100-599-49999 2,350,000
4 3 Recruits through the Police Academy 100-420-43150 145,000 5 Maintenance Contract for Main Street 210-458-43031 75,000 6 Airport Equipment 220-471-48200 125,000
7 Staff Recommendations 100-599-49999
8 Housing Reserve - Housing Now! Small Site 100-445-49999 1,200,000 9 Tourism Reserve - Housing Now! Small Site 100-480-49999 1,300,000 10 Housing Now! - Small Site Development 245-000-39999 83176 2,500,000 11 Capital Funding for Bus Replacement 100-475-43031 2,300,000 12 13
14 15
Political Commitments (Not Captured Above)
Reason for Transfer:

Fund Balance Adjustments
Reason Budget Available:

Carryover to new fiscal year.

Funding Source
Prior year unexpended funds.

Department Head Signature:

Town Manager or Administrative Services/Finance Director Signature:

Town Council Approval Date (if required) : Date, Item # -

BUDGET TRANSFER
FY24-25 - 1st Qtr Budget Amendment

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 FY2024-25 BUDGET WHEREAS, the Town Council has adopted a Fiscal Year 2024-25 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 November 20th Town Council meeting regarding the pre-audit fund balance for FY23-24 ending June 2024; and
WHEREAS, the Town Council provided direction to modify revenues and expenses in various funds and departments; and
NOW, THEREFORE, BE IT RESOLVED that the Town Manager is hereby directed to make the following modifications to the FY2024-25 budget, as provided for in Attachment A.

APPROVED AND ADOPTED THIS 20th day of November 2024

___________________________
Bill Sauser, Mayor
ATTEST:
________________________________
JAMIE GRAY, Town Clerk

1 TOWN COUNCIL STAFF REPORT
Title: Town Council Strategic Planning Series – Core Services.

Meeting Date: November 20, 2024
Prepared by: Rob Patterson, Town Manager
Pam Kobylarz, Assistant to the Town Manager
Stuart Brown, Parks and Recreation Director | PIO
RECOMMENDATION:

Receive presentation of Town Core Services from staff and provide consensus comments or direction regarding the 2025 Strategic Planning Series.

BACKGROUND:

On November 6, 2024, the Town Council began the Strategic Planning Series with the goal of adopting a one-page statement defining the Council’s Strategic Priorities and Key Objectives for 2025.

The order and outline of the planned Strategic Planning Series are as follows:
 November 6, 2024 - Overview of Strategic Planning Series and review of public comments received from the Town’s 40th Anniversary Visioning Exercise  November 20, 2024 - Town Core Services Update
 December 4, 2024 - Review 2023 Town Council Strategic Priorities and Key Objectives
 December 18, 2024 - Presentation and review of large policy items  January 22, 2025 - Strategic Planning Workshop to discuss and determine 2025 strategic priorities.

The first session of the Strategic Planning Series was the review of public comments received at the Town’s 40th Anniversary as part of the Town’s visioning exercise on November 6 where the Council provided comments and recommendations to staff. The second session is a presentation and review of the Town’s Core Services.

The Town’s Core Services are categorized as ‘mandated,’ ‘essential’ or ‘important’ and are identified in this report and detailed in Attachment A.

Many of the Town Core Services are mandated, meaning they are required of the Town by State and/or local laws and policies. Some examples of mandated items include preparation and approval of an annual budget, enforcement and maintenance of the Town’s Municipal Code, and processing of payroll. The other services have been identified as either ‘essential’ or ‘important.’

2 Essential services are not legally required but are critical to the operation of the Town and have value to the community and are important to residents by enhancing quality of life.

These include providing year-round recreation programs for all ages and abilities; operating the Community Recreation Center (CRC), Whitmore Pool, new Pickleball Complex, maintaining the Town’s multi-use paths; parks; sidewalks and other facilities, and repairing minor street issues including annual restriping.

Important services are additional services provided by Town staff that work to support the type of inclusive and supportive community that we want to provide for our residents and visitors. Important services are things such as winter snow patrol, community events (Halloween, Tree Lighting Ceremony, Easter Egg Hunt) and providing assistance (such as providing sandbags) to the public during severe winter storms.

In this report, Staff have prepared detailed information on the scope and breadth of the existing Core Services. Understanding the commitment of current resources to meet the ongoing operational efforts of the Town is important as the Council looks to define nearterm priorities. Balancing the need to provide Core Services and the desire to invest time and additional limited resources in other projects, programs and services is an ongoing challenge for the Council and Staff.

ANALYSIS:

Town Operational Structure:

The Town organization consists of the following departments: Administration, Finance, Community and Economic Development, Parks and Recreation, Office of Outdoor Recreation, Public Works/Parks Maintenance, Airport, and Police. Each department is responsible for numerous functions that work to achieve the Town’s Core Service categories. All of the Town’s functions fall within one of three categories:
administrative/internal operations, regulatory compliance, and services and facilities.

A. Administrative and internal operations are those functions and services that are required for the Town to function as an efficient and effective organization. These include:
 Employee Support
 Budget and Fiscal Responsibility
 Operational Management
 Town Council Support and Records Management
B. Regulatory compliance ensures that the Town is both complying with all applicable local, state, and federal regulations, as well as enforcing its own laws, Municipal Code, and policies. These functions include:
 Municipal Code and Policy Implementation
 Planning and Development

3  Regulatory Compliance
C. Services and facilities consist of the public services and facilities that the Town provides and maintains for our residents and visitors. These include:
 Airport
 Community Services
 Facilities and Infrastructure
 Public Safety
Town staff have historically been successful at accomplishing these Core Services and functions, along with numerous additional projects, with existing resources. Although staff is generally able to adjust its workload to accommodate unanticipated or opportunistic work program assignments, this can be challenging and can result in a number of Core Service areas not receiving adequate attention. Some examples of areas that have not had sufficient attention at times are oversight of franchise agreements and the NGO contracts, mandate compliance, deferred maintenance, USFS permit management, intergovernmental relations, community building, police services, and staff leadership development.

Staff are capable of accomplishing tasks as directed by Town Council, provided adequate resources are allocated. All functions require resources, which are finite and limited. As Council reviews the Core Services and works to determine additional priorities, the resources available to work on these items also need to be considered. Resources come in many forms, and a combination of resources is generally required to conduct Town business. Resources can include talented staff, monetary support, time, NGOs, consultants, grants, technology, and equipment.

The Town currently provides a wide range of Core Services and functions. These are listed in detail in Attachment A and a brief discussion of each Core Service category is provided below. These functional areas are defined as necessary to meet the existing operations of the Town thereby being our “Core Services.”
Airport: The Town owns and operates Mammoth Yosemite Airport, which accommodates seasonal scheduled charter air service, as well as general aviation. There are many ongoing work items related to the airport, including safety and grant administration and compliance with FAA guidelines. The Town is also responsible for performing ongoing maintenance duties and maintaining appropriate documentation to maintain Part 139 Certification, which allows the airport to have commercial air service.

Budget and Fiscal Responsibility: To ensure the appropriate use of public funds and government transparency, responsible fiscal and budget oversight is imperative. The Town is responsible for the preparation and administration of an annual budget, which requires participation from every Town department. Prudent financial management practices are developed and implemented, such as setting reserve levels, annual audits, managing ongoing cost increases, leveraging grant funding, and being able to respond to unforeseen needs or emergencies. There are also standard administrative duties, such as accounts

4 payable, accounts receivable, and daily cash balancing. The Town performs specialized financial duties, including tax collection, issuance of business tax certificates, and enforcement of transient rentals and transient occupancy tax collection.

Community Services: The Town provides a wide array of community services that contribute to making Mammoth Lakes a great place to live, work and play. It is well documented that having access to quality parks and recreation services improves physical and mental health, reduces crime and violence, increases access to healthy foods, builds community and boosts economic activity. The fundamental purpose of the Parks and Recreation Department is to deliver on these community values and provide multi-purpose, year-round, indoor, and outdoor recreation opportunities accessible to all residents and visitors.

The Office of Outdoor Recreation (OOR) is tasked with providing accessible, sustainable, and high-quality recreational opportunities for community members and visitors alike with a specific focus on the interface of Town and adjacent public lands. The OOR leverages voter approved Measure R and U funding to maintain and enhance trails along with other recreational infrastructure while implementing the necessary stewardship mechanisms to ensure enjoyment by future generations.

The Police Department provides many services for the community such as a full-time School Resources Officer (SRO), conducts Lakes Basin patrols, offers Livescan services and supports and assists in the implementation of community events and programs.

Employee Support: As with any successful organization, time and energy needs to be committed to supporting and developing employees. This includes recruitment and hiring of new employees, as well as dealing with personnel issues that may arise. It also includes supporting employees when they have questions, processing payroll, and administering the employee contracts and benefits. The Town is required to conduct a variety of mandated trainings as well as focused training on staff education and development.

Facilities and Infrastructure: The Town owns and operates several facilities, including those on Town-managed or leased lands, as well as being responsible for all of the Town’s street, sidewalk, and storm water infrastructure. This includes maintenance of public facilities for public use and enjoyment such as parks, ball fields, restrooms, community center, bus shelters, tennis/pickleball courts and trails/MUPs. Maintenance of the Town’s operational facilities, including the Community Recreation Center (CRC), Community Center, Police Station, Airport, Town Yard and Town Administrative Office is also required. As the Town continues to add facilities and assets, ongoing maintenance and management of these facilities will add to the Town’s required work program. The largest capital investment is in pavement, which requires annual maintenance including rehabilitation and reconstruction of several streets and sidewalks. The construction of new sidewalks and related infrastructure is completed as funding allows.

Municipal Code and Policy Implementation: The Town is responsible for enforcing and implementing its Municipal Code. The Municipal Code governs, among other things, the

5 Town’s Commissions, personnel system, and parks and recreation facilities. Active code enforcement efforts are critical to ensuring compliance with zoning and building requirements, including timely updates to the Municipal Code which was recently completed.

Operational Management: These efforts ensure smooth and efficient operations of the Town. It includes tasks such as supervising employees, ensuring staff has the necessary equipment needed to do their job, and day-to-day administrative office functions. It also includes fostering and maintaining partnerships with other agencies and overseeing contracts for services and the NGOs.

Planning and Development: The Town provides Planning and Development services to the community. This includes the processing of all applications for development, ranging from small home remodels or additions to use permits for large hotel projects and master plans to develop or redevelop larger areas. Plan reviews for compliance with building, fire and Town codes are also conducted. The Town is responsible for long-range planning efforts ranging from special plans directed by Council to updating the General Plan.

Public Safety: The Town provides mandated Police services to the community. This includes the full spectrum of Police services such as traffic and parking control and enforcement, patrol, responding to calls for service, reporting and investigating crimes, and handling wildlife calls. Public safety services also include snow removal and ensuring the streets are safe and passable for our citizens, along with required regulatory signage, signals, and crosswalks.

Regulatory Compliance: In addition to the Town’s Municipal Code, there are a number of state and federal regulations that the Town must enforce and comply with. These include the Public Records Act, Americans with Disabilities Act (ADA), elections, ensuring Fair Political Practices Commission (FPPC) compliance, and solid waste mandates to name a few.

Town Council Support and Records Management: Supporting the Town Council, by providing information, preparing reports and agendas, and attending meetings is an important part of Staff’s job. The Town is also responsible for maintaining all Town Council agendas, minutes, resolutions, and ordinances, along with many other Town records, consistent with the adopted Record Retention Schedule. Staff also provide similar support to the Planning and Economic Development Commission, the Parks and Recreation Commission, and the Board of Appeals/Building Advisory Committee.

Additionally, Town Staff provide clerking services for a number of our NGO and other local partners.

Between day-to-day operations and the delivery of the Town’s Core Services, along with several ongoing major Town projects (The Parcel, construction of Town Hall, Mammoth Arts and Cultural Center (MACC), staff has limited capacity and resources to take on additional functions or projects without additional resources. As Council moves to define

6 or update its strategic priorities, it should first review the Core Services described in this report.

STAFFING CONSIDERATIONS:

The vast majority of Staff time is spent conducting the Core Services of the Town, as defined in this report. Changes to this list of services may impact Staff’s availability to work on other Council priorities, special projects, and assignments. Across departments there is less than 5-10% of time available for any significant level of new work program items. The available capacity is often committed to unanticipated or opportunistic shortterm assignments or work programs. Staff continue to identify options to add capacity through operational efficiency, effectiveness in program delivery and innovation, reallocation of existing resources and the defining of additional resources.

FINANCIAL CONSIDERATIONS:

Significant financial resources are expended to support the Town providing Core Services.

Resources are also needed to complete other items described in this report, and additional Town Council priorities.

CONCLUSION:

The purpose of this presentation is to provide an outline of the Core Services provided to our community. The ability to deliver those services depends on a balance of effective management, developing a strong cohesive team, and resource availability. Town Council should consider these requirements as they seek to enhance our service to the community through the development of Strategic Priorities and Key Objectives.

ATTACHMENTS:

A. Detailed list of Core Services

Town of Mammoth Lakes
Core Services
Town Council Presentation: November 20, 2024 Page 106 of 127 Background
On November 6, the Town Council began the Strategic Planning Series with the goal of adopting a one-page statement defining the Council’s Strategic Priorities and Key Objectives for 2025.

The order and outline of the planned Strategic Planning Series are as follows:
 November 6 - Overview of Strategic Planning Series and review of public comments received from the Town’s 40th Anniversary Visioning Exercise
 November 20 - Town Core Services Presentation
 December 4 - Review 2023 Town Council Strategic Priorities and Key Objectives  December 18 - Presentation and review of large policy items  January 22, 2025 - Strategic Planning Workshop to discuss and determine 2025 strategic priorities.

Traditional Town Core Services
 Mandated - required of the Town by State and/or local laws and policies  Essential - services are not legally required, but are critical to the operation of the Town  Important services are additional services provided by Town staff that work to support the type of community environment that we want to provide for our residents and visitors The Town’s Core Services are categorized as ‘mandated,’ ‘essential’ or ‘important’ and are identified in this report and detailed in Attachment A.

Three Core Service Areas
 Administrative and internal operations
 Regulatory compliance
 Services and facilities
The Town organization consists of the following departments: Administration, Airport, Finance, Community and Economic Development, Parks and Recreation, Office of Outdoor Recreation, Public Works/Parks Maintenance, and Police.

Each department is responsible for numerous functions that work to achieve the Town’s Core Service categories. All of the Town’s functions fall within one of three categories:

Administrative and Internal Operations
 Budget and Fiscal Responsibility
 Employee Support
 Operational Management
 Town Council Support and Records Management

Regulatory Compliance
 Planning and Development
 Municipal Code and Policy Implementation
 Regulatory Compliance

Services and Facilities
 Community Services
 Airport
 Facilities and Infrastructure
 Public Safety

Town Work Program
 Day-to-day operations
 Major projects and initiatives
 Grant and contract management
 Capital Improvement Program (CIP)
 Emerging projects

Summary
• The vast majority of staff time is spent conducting the Core Services of the Town. • Changes to this list of services may impact Staff’s availability to work on other Council priorities, special projects, and assignments.
• Across departments there is less than 5-10% of time available for any significant level of new work program elements. The available capacity is often committed to unanticipated or opportunistic short-term assignments or work programs.
• Staff continue to identify options to add capacity through operational efficiency, effectiveness in program delivery and innovation, reallocation of existing resources and the defining of additional resources.

Attachment A
Airport
Core Service Level of Service Department
Maintain documentation related to appropriate Federal Aviation Administration requirements for Part 139 Certification
Mandated PW/Airport
Perform maintenance duties to maintain Part 139 Certification Mandated PW/Airport Maintain documentation related to California Department of Transportation Division of Aeronautics Mandated PW/Airport Provide training to employees related to FAA and State requirements Mandated PW/Airport Maintain airside airport facility to enable general aviation use and use by first responders Mandated PW/Airport Maintain documentation related to Airport Improvement Program Grants Mandated PW/Airport Maintain landside facilities to enable safe access, parking and operations. (This is shown as essential rather than mandated solely because there is some leeway as to the level of service.) Essential PW/Airport
Prepare five year Airport Capital Improvement Program (ACIP) projections and coordinate with FAA regarding grant funding
Essential PW/Airport
Plan, design and construct airport improvements – other than maintenance – to enable the airport to provide an ever-changing level of service in an ever-changing air service market Important PW/Airport

Budget and Fiscal Responsibility
Core Service Level of Service Department
Perform quarterly and year-end tax reporting Mandated Admin/HR Perform Monthly Tax Collection; Administer Penalty and Interest on delinquent tax returns Mandated Finance Open new business tax certificates and help businesses obtain license Mandated Finance Issue Transient Occupancy Tax (TOT) certificates to all short-term rental businesses Mandated Finance Develop and administer proper accounting controls to protect Town assets Mandated Finance Daily bank deposits both cash and checks Mandated Finance Facilitate annual financial audit performed by independent auditor Mandated Finance Perform Accounts Payable functions weekly – providing timely payment of Town invoices Mandated Finance Perform Accounts Receivable functions, monthly reporting and collection Mandated Finance Prepare and submit an annual budget for Town Council adoption Mandated Multiple Review and update fee schedules, annual appropriations limits, and investment policy for Town Council adoption annually
Mandated Finance
Provide reporting to bond issuing agencies annually Mandated Finance Manage approved budgets Mandated Multiple
Monitor financial performance (actual to budget) monthly Essential Finance Forecast revenue and expenditures quarterly, updating Town Council for budget modification Essential Finance Reconcile bank accounts monthly by 10th of the following month Essential Finance Daily cash balancing routines following separation of duties and established accounting controls Essential Finance Download payments from xpressbill pay for online payments Essential Finance Record journal entries to maintain accurate General Ledger Essential Finance Provide accounting support for capital projects and grants Essential Finance Monthly Reporting of TOT, Penalty and Interest to Town stakeholders Essential Finance Monitor online rental sites for illegal activity and conduct enforcement routines on all illegal activity Essential Finance

Community Services
Core Service Level of Service Department
Administration of Special Event funding agreements and appropriations Mandated P&R Full time School Resources Officer (SRO) funded by CA Tobacco Grant Mandated Police Provide patrol for USFS areas per contract Mandated Police Programming of activities, programs, and events for all Town-owned facilities Essential P&R Maintain all Town-owned or managed parks and facilities Essential P&R Maintain 20+ miles of Town-owned or managed Multi-Use Path and Sidewalks Essential P&R, OOR Develop plans for recreation facilities and prioritize annual Capital Improvement Program (CIP) for parks and recreation facilities
Essential P&R
Work with applicants/property owners to resolve specific zoning and/or building code related issues Essential CED Activity programming for a variety of recreational activites year-round for ages 4+ Essential P&R Customer Service – Staff the public counter, respond to questions from the public Essential Multiple Manage contract, routes and infrastructure (not equipment) for transit services with ESTA Essential PW/Transit Provide snow management for Town roads in accordance with current written programs/standards for residents and businesses access
Essential PW/Maintenance
Provide snow management services to assist Caltrans on State Route 203 Essential PW/Maintenance Manage contract snow management services Essential PW/Multiple Provide additional traffic control staffing and equipment for busiest visitor days Essential PW/Maintenance Provide traffic control and miscellaneous service to support Town events (4th of July) Essential PW/Maintenance Livescans for the public Essential Police
Public Outreach meetings or informative talks Essential Police Provide vehicle and equipment maintenance to third-parties such as Mono County, School Districts, MLFPD, and ESTA
Essential PW/Fleet
Assist other agencies with the booking and use of Suite Z Important Admin/Town Manager Respond to public complaints Important Multiple
Represent the department to outside agencies and organizations and participate in outside community and professional groups and committees
Important Multiple
Provide support and facilitation for community events (such as Town Clean-up Day, 4th of July fireworks, etc.) Important P&R, OOR Administer Youth Sports Funding Program Important P&R
Provide support services or enhancements (animation) as required by the community (ex. Streetlight banners, special event permitting, etc.)
Important P&R
Support and administer Parks and Recreation Donor Program Important P&R Support and administer Mammoth Ice Rink Dasherboard Program Important P&R Support and administer Lakes Basin Fish Stocking Program Important P&R Assist/coordinate with ESTA to provide additional transit as needed for events (with Rec) Important PW/Transit Provide fuel service to third parties vehicle and equipment Important PW/Fleet Provide snow management for Town roads in accordance with current written programs/standards for access to ski area portals
Important PW/Maintenance

Community Services - continued
Core Service Level of Service Department
Provide general assistance to the Public during storm events (sandbags, etc.) Important PW/Maintenance Provide snow management services to assist USFS in Lakes Basin Important PW/Maintenance Provide traffic control, cleaning and miscellaneous service to support private events Important PW/Maintenance Trails Planning and Design – Development of Trail Plans, Concepts and Project Proposals; Trail alignment studies, MLTS Standards/Guidelines
Important PW/OOR
Trails Implementation/Construction – Signage Updates and repairs, New Trail Construction Important PW/OOR Trails Operations – Governance, Communications, Website, Information Systems, Interpretive, Image Library Important PW/OOR Trails Maintenance – Soft Surface Trail Maintenance, Trailhead Maintenance, Winter Trail Grooming Important PW/OOR Trails Stewardship – Community Engagement Programs, Volunteer Trail Days, Adopt-A-Trail, Trail Corps, Mammoth Trails (consortium of user groups)
Important PW/OOR
Trails Marketing/Promotion – Trail Maps/Handouts Important PW/OOR Employee Support
Core Service Level of Service Department
Negotiation, administration, and implementation of all employee labor contracts Mandated Admin/HR Process bi-weekly payroll including payment of applicable taxes Mandated Admin/HR Administration of employee benefits Mandated Admin/HR
Investigate personnel complaints Mandated Admin/Town Manager Facilitate recruitment and selection of new employees Essential Admin/HR Serve as the primary resource to Town employees, employee associations, and the Town Manager for human resources, payroll, and benefits-related services
Essential Admin/HR
Assist with employee development, leadership, and succession planning Essential Admin/HR Plan, schedule, implement, and oversee training for all employees Essential Admin/Multiple

Facilities and Infrastructure
Core Service Level of Service Department
Maintain general infrastructure to a high standard (Maintenance of infrastructure to a barely acceptable standard is mandated; however maintaining a higher standard is essential for resident and visitor enjoyment) Mandated PW/Maintenance
Maintain the Garage Facility, including the building, equipment and tools to provide a safe and secure workplace in which vehicle and equipment maintenance can take place Mandated PW/Fleet
Provide project management services to implement Capital Projects for funded projects Mandated PW/Engineering Maintain transit facilities Essential PW/Multiple
Maintain stormwater collection and conveyance system Essential PW/Maintenance Restripe streets on an annual basis Essential PW/Maintenance Repair miscellaneous issues with street system (potholes, curbs, drainage) as needed Essential PW/Maintenance Maintain informational/advisory/directional signage Essential PW/Maintenance Provide project management services to implement other capital projects and maintenance programs Important PW/Engineering Manage stormwater master plan, including documentation, grant applications and project management Important PW/Engineering

Municipal Code and Policy Implementation
Core Service Level of Service Department
Maintain the Municipal Code Mandated Admin/Clerk
Advertise, schedule interviews, and schedule appointments to fill vacancies on the Town’s Commissions Mandated Admin/Clerk Administer Oaths of Office for all staff and elected/appointed officials Mandated Admin/Clerk Administration and implementation of personnel, administrative, safety, and risk management policies and procedures
Mandated Admin/HR
Administration of Chapter 2.40 (Personnel System) of the Town’s Municipal Code Mandated Admin/HR Oversee/manage Emergency Operations Center Mandated Admin/Town Manager Ensure Municipal Code and all other laws and policies are followed and enforced Mandated Multiple Support the Board of Appeals/Building Advisory Committee and other Town departments on California Building Code related items.

Mandated CED
Code Enforcement Mandated CED
Support the Planning and Economic Development Commission pursuant to Chapter 2.32 of the Municipal Code
Mandated CED
Administration of Chapter 12.32 (PARK AND RECREATION AREAS AND FACILITIES) of the Municipal Code Mandated P&R Issuance of Special Event Permits pursuant to Municipal Code section 17.56.040 Mandated P&R Support the Recreation Commission pursuant to Chapter 2.36 of the Municipal Code Mandated P&R Advertise, receive, and open bids Mandated Admin/Clerk
Reply to Grand Jury reports Mandated Admin/Town Manager Background investigation for various business applicants per TOML Codes Mandated Police Support the Mammoth Trails Committee Important OOR/Admin

Operational Management
Core Service Level of Service Department
Process, investigate, and coordinate liability claims Mandated Admin/Multiple Direct and supervise Department Head level staff Mandated Admin/Town Manager Maintain (snow-management) vehicles and equipment to ensure all are available on a daily basis as needed. Mandated PW/Fleet Manage assessment districts Mandated PW/Engineering
Maintain staffing levels as approved by Town Council Mandated Multiple Acquire/Maintain equipment as approved by Town Council Mandated Multiple Review and oversee all Town insurance policies; review all contracts for insurance compliance Essential Admin/Town Manager Coordination/compliance with the Risk Management Evaluation for CJPIA Essential Admin/Town Manager Perform all duties of the Town's Public Information Officer Essential P&R Provide organizational leadership and direction; serve as ultimate decision making authority for staff Essential Admin/Town Manager Oversee IT services contract and other service contracts Essential Admin/Town Manager Participate in policy development and implementation Essential Multiple Support all Mandated and Essential service operations for Town of Mammoth Lakes Departments Essential Admin/IT Updates to Caselle and support for department usage and data integrity Essential Finance Oversight of NGO contracts Essential Admin/Town Manager Maintain vehicles and equipment to ensure all are available on a daily basis with repair down times of less than two weeks
Essential PW/Fleet
Provide fuel service to Town vehicles and equipment. Essential PW/Fleet Maintain documentation as required to ensure future grant eligibility Essential Multiple Work to ensure appropriate levels of staffing are maintained Essential Multiple Maintain solid working relationships and coordinate with outside agencies/parties – USFS/NPS/Caltrans/FAA/NGOs and others
Essential Multiple
Oversight and general management of the Town Administrative Office, day-to-day admin duties, participate in and implement special projects related to the office (ie. New copy machines) Important Admin/Multiple
Host annual League of CA Cities Division meeting Important Admin/Town Manager Back-up and cross-training to provide for coverage within and outside of department Important Multiple Manage the Town-owned Condos Important Admin/HR
Oversee and participate in Employee Engagement Committee Important Multiple Provide minor maintenance and remodel services for Town facilities Important PW/Maintenance Provide janitorial services for Town facilities Important PW/Maintenance Track availability of grants and apply in accordance with approved documentation Important Multiple Provide janitorial services for Forest Service facilities Important OOR

Planning and Development
Core Service Level of Service Department
Process major and minor entitlement projects (District Zoning Amendments, Master Plan Amendments, Tentative Tract Maps, Use Permits, Signs, Adjustments, Administrative Permits, etc.) Mandated Multiple
Manage/implement long range planning projects (General Plan Housing Element/Safety Element Update, Zoning Code Cleanup/Updates, etc.)
Mandated CED
Housing related work including implementation of Housing Action Plan, grant administration, state mandated reporting, etc.

Mandated CED
Conduct building permit plan checks and inspect projects under construction Mandated Multiple Provide construction management/project management services for awarded projects Mandated PW/Engineering Assist Community Development in maintenance of regulatory documentation (general plan, municipal code, etc.)
Essential PW/Engineering
Provide support for Local Transportation Commission including management of budgets and STIP program Essential PW/Engineering Provide design services to implement programs based on funding/grants awarded Essential PW/Engineering

Public Safety
Core Service Level of Service Department
Support PW Maintenance in snow-management (plow truck, fueling, urgent maintenance of equipment) Mandated PW/Fleet Provide snow management for Town roads in accordance with current written programs/standards for public safety and first responder access
Mandated PW/Maintenance
Respond to urgent Town infrastructure maintenance calls related to public safety (storm drains, snow buildup, trees, etc.)
Mandated PW/Maintenance
Provide traffic control staffing and equipment as requested by Public Safety Mandated PW/Maintenance Reporting of specific crimes per Federal Regulations Mandated Police Reporting for Senior and Juvenile protections Mandated Police Evidence collection and retention Mandated Police
Required Training per CA POST all officers required specific training every 24 months Mandated Police Domestic Violence response and reporting Mandated Police Traffic enforcement Essential Police
Traffic collisions/roadway safety Essential Police
Criminal and non-criminal reporting Essential Police
Responding to all Calls for Service, from missing dog to major fights Essential Police Responding to business and alarm calls Essential Police Various Code Enforcement related calls Essential Police Wildlife and domestic animal calls/enforcement Essential Police Death Investigations Essential Police
Assist other agencies, LE, behavioral health, probation, CPS, Hospital, MMSA etc Essential Police Maintain snow stakes on essential routes; Install, remove and repair snow stakes seasonally on essential routes
Essential PW/Maintenance
DMV reporting Important Police
Vehicle Inspections Important Police

Regulatory Compliance
Core Service Level of Service Department
Perform duties required to conduct Municipal elections, including the facilitation of the paperwork for nominees for members of the Town Council
Mandated Admin/Clerk
Comply with and coordinate all public records requests Mandated Admin/Clerk Maintain, update, and comply with the Town’s records retention schedule Mandated Admin/Clerk Maintain Fair Political Practices Commission (FPPC) compliance (Form 700s, ethics training, etc.) Mandated Admin/Clerk Process and manage workers’ compensation claims in accordance with applicable laws and California Joint Powers Insurance Authority standards
Mandated Admin/HR
Ensure compliance with applicable state and federal labor laws and regulations Mandated Admin/HR Compliance with the Americans with Disabilities Act (ADA); Manage ADA transition plan and annual reporting to various agencies
Mandated Multiple
Operation of Whitmore Pool pursuant to all County and State regulations (Operation of the pool is not mandated, but since the Town has chosen to operate it, it must comply with all state mandates) Mandated P&R
Ensure compliance with Title 22 (Safety Regulations for Playgrounds) of the California Code of Regulation Mandated P&R Oversee Solid Waste and other Franchise Agreements; ensure implementation and compliance Mandated Admin/Town Manager Maintain documentation for items within Town Yard, vehicles, and equipment that require permits, certifications or regular inspection
Mandated PW/Fleet
Assist in driver and equipment operator training to ensure appropriate licensure is in place Mandated PW/Fleet Maintain regulatory street signage Mandated PW/Maintenance Oversee use of PEG funds to ensure compliance Mandated Admin/Town Manager Ensure compliance with Federal and State Special Use Permits, Non-Funded Challenge Cost Shares, MOUs, and Other Agreements.

Essential OOR

Town Council Support and Records Management
Core Service Level of Service Department
Town Council meeting support, including preparation and posting of agendas, agenda packets, and minutes; clerking and webcasting meetings
Mandated Admin/Clerk
Publish all official advertising of the Town (public hearing notices) Mandated Admin/Clerk Maintain all records and archives of the Town, including all Town Council actions, official covenants, deeds, and contracts of the Town
Mandated Admin/Clerk
Ensure Brown Act compliance by Town Council Mandated Admin/Town Manager Make policy recommendations to Town Council Mandated Admin/Town Manager Conduct annual meeting of Municipal Services Corporation Mandated Admin/Clerk Schedule and ensure compliance for mandated training for staff and elected/appointed officials Mandated Admin/Multiple Support the Town Council Essential Multiple
Support various Town Council committees/meetings Essential Multiple Attend Town Council meetings Essential Multiple
Legal review of resolutions, ordinances, policies, contracts, and other documents as needed Essential Legal Management of legal services for litigation or potential litigation Essential Legal

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.