Town Council Agenda
Wednesday, December 18, 2024, 4:00 p.m.
437 Old Mammoth Road, Suite Z, Mammoth Lakes
Members of the Town Council:
Mayor Chris Bubser, Mayor Pro Tem Amanda Rice, Councilmember Bill Sauser, Councilmember Brent Truax, 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. COUNCIL PRESENTATIONS
5.1 Recognition of retiring Senior Accounting Assistant Renee Hallum.
6. REPORTS FROM COMMISSIONS AND/OR DEPARTMENTS (AS NEEDED)
6.1 December 2024 Office of Outdoor Recreation Update.
7. PUBLIC PRESENTATIONS
7.1 Mammoth Lakes Tourism (MLT) Annual Recap presented by MLT Executive Director John Urdi.
7.2 Broadband Update presented by Scott Armstrong, Regional Broadband Coordinator.
8. CONSENT AGENDA
8.1 Approve the minutes of the regular meeting of December 4, 2024.
8.2 Accept and File the SB 165 Tax Accountability Report for CFD 2001-1 (North Village), CFD 2004-1 (Fractional), CFD 2005-1 (In Lieu), CFD 2013-3 (Transit Services), and CFD 2023-1 (Maintenance Services).
8.3 Accept the Project Closeout Report for 2024 Road & MUP Rehabilitation Project.
8.4 Adopt a resolution authorizing the vacation of an existing slope easement along Canyon Boulevard.
8.5 Adopt the resolution declaring the Council’s intention to annex territory into the Community Facilities District No. 2023-1 (Maintenance Services), levying a special tax in connection therewith, and setting the time and place for the public hearing on February 5, 2025.
8.6 Accept Check Register 12/5/24 in the amount of $4,182,998.32. Accept Check Register 12/10/24 in the amount of $197,571.53.
9. POLICY MATTERS
9.1 Approve the plan for collection of additional Transient Occupancy Tax (TOT) from Measure L.
9.2 Strategic Planning Series - Presentation of major policies, projects, planning efforts, and workplan items for 2025.
10. COUNCILMEMBER REPORTS
Informational reports from Councilmember representatives on committees, commissions, and organizations; general reports on Councilmember activities.
11. ADJOURNMENT
The Town Council will adjourn to a regular meeting to be held on Wednesday, January 15, 2025 at 4:00 p.m.
1 TOWN COUNCIL STAFF REPORT
Title: December 2024 Office of Outdoor Recreation Update.
Meeting Date: December 18, 2024
Prepared by: Lawson Reif, Outdoor Recreation Manager
RECOMMENDATION:
This is an information item only; no action is required.
BACKGROUND:
Attached is the December 2024 Office of Outdoor Recreation (OOR) Projects update. The document highlights many (but not all) of the ongoing projects within the OOR. The OOR will be providing once a month written updates in this manner to keep the Council and public informed of the work undertaken by the Office of Outdoor Recreation.
Office of Outdoor Recreation Update
December 2024 Update
Created December 10th, 2024
PROJECT BACKGROUND INFORMATION & RELEVENCE UPDATE
SHARP Trails SNC Grant Budget: $510,596.68
Background Info & Relevance
• Recommendations in the Sherwin Area Recreation Plan (SHARP) • Per the Trail System Master Plan – Chapter 6 – Section 6.6 – The successful design, construction, and management of natural soft surface trails is critical to the pursuit of making Mammoth Lakes a year round destination resort community.
Environmental analysis continues on this
project. The OOR will be attending another Interdisciplinary Team (IDT) Meeting with Inyo Staff on 12/12/2024 as we move closer to a proposed
action.
Current timelines (subject to change) put a
signed decision by mid-summer 2025.
SHARP Trailhead SNC Grant Budget: $953,414.00
Background Info & Relevance
• Recommendations in the Sherwin Area Recreation Plan (SHARP) • Per the Trail System Master Plan – Recommendation N5 – Summer Recreation Nodes lists Sherwin Creek Road, USFS gravel borrow pit as a summer & winter recreation nodes where it is advised to develop restroom facilities, parking, bus service, and signage.
The toilet has been installed and the paving,
curb, and gutter are nearly complete. Other
amenities such expected mid-January which
includes trash, dog waste station, and bear box.
Type 2 sign will be installed as soon as the metal
is delivered. Bike Racks, bike maintenance
station, and interpretive panels will be installed
in Spring.
Interpretation Background Info & Relevance
• Trail System Master Plan General Recommendations – G4 – Identify opportunities for interpretive signage and work with local experts to develop content.
The 3 new interpretive signs (in partnership with
Whitebark) for the Mammoth Creek Parcel along
with the 2 Clean up the Lake (CUTL) Interpretive
signs have been completed and will be installed
next spring.
In collaboration with MLR, developing 5 new
interpretive signs for the Sherwins Trailhead, we
are in process of completing the final edits and
then production will occur.
Sign Replacement Background Info & Relevance
• Trail System Master Plan General Recommendations – G3 – General consistency for signage along multi-use paths and soft surface trails. • Trail System Master Plan General Recommendations – G16 – Recognize and support the development or an integrated regional Mammoth Lakes Trail System that incorporates the components identified in this Trail System Master Plan.
Sign work on the OSV system (wayfinding signage
and OSV kiosks) has been completed to the point
of ensuring user wayfinding and safety. Due to
the large lift on the OSV system, installation of
new MUP regulatory signage, interpretive signs,
and “speed reading” signs will occur next spring.
The Sherwin Meadows Trailhead Type 2 sign is
nearly ready for production, as we are working
through final edits with our graphic designer.
Trails Planning &
Trail Development
Background Info & Relevance
• Trail System Master Plan General Recommendations – G16 – Recognize and support the development or an integrated regional Mammoth Lakes Trail System that incorporates the components identified in this Trail System Master Plan.
Per direction from the Mammoth Trails
Committee, the OOR will be seeking community
input related to the Mammoth Creek Parcel. The
OOR seeks to glean more information related to
what the community may want, and not want, at
this location in terms of recreation infrastructure.
Efforts continue on planning for a bike park near
the new dog park/day care/theater. The OOR
facilitated recent meetings with an IMBA
representative who also has ties to the Region 5
USFS trails program. Unknowns still exist related
to various aspects of a bike skills area at this
location including, but not limited to, the viability
of other sites, the level of permanent
infrastructure, and concerns related to the
viewshed in that area.
Public Information Background Info & Relevance
• The development of the Office of Outdoor Recreation (OOR) envisioned the office as the public information arm of the Town of Mammoth Lakes related directly to recreation, recreation impacts, public lands impacts, and similar issues.
Inyo National Forest firefighters, along with
contracted resources, will be conducting
approximately 300 acres of pile burning
operations in Reds Meadow (near Agnew
Meadows), with ignitions beginning Tuesday,
December 10. The goal is to finish ignitions
before the weekend of December 14th. However,
if the weather changes, ignitions may be paused
and continue into the following week(s).
Mammoth Lakes
Trail System
(MLTS) & OSV
Maintenance
Background Info & Relevance
• Non-Funded Challenge Cost Share with the Inyo National Forest. • OSV agreement with the State.
OSV Grooming has begun with the last storm.
The Old Shady Rest non-motorized loop was
groomed on November 26th, 2024. The Trails
Program Manager was able to groom portions of
A, B, & K trails but snow levels diminished as we
got closer to Highway 395. Despite the
November storm, we are now waiting for more
snow to continue grooming operations.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Mammoth Lakes Tourism – Annual Recap
Council Meeting Date: 12/18/2024
Prepared by: Rob Patterson – Town Manager
Recommended Motion: Town Council will receive an annual recap of achievements presented by Mammoth Lakes Tourism and provide feedback as appropriate.
Summary:
The contract with Mammoth Lakes Tourism (MLT) adopted on July 1, 2023, included a number of sections to ensure a proper level of engagement was achieved between MLT and Town Council.
The Town Council and MLT Board have agreed to meet on a quarterly basis to review marketing performance and discuss achievements related to contract deliverables.
The current contract contains the following work assignments:
Local Focus Marketing
Buy Local – Local Advertising Plans for consumers in the market. Facilitate a community-based, stakeholder discussion to develop Tourism Improvements Mitigation Program. These recommendations inform work plans for the Town Capital Improvement Program (CIP).
Natural Resource Steward & related Education Programs Support for local event producers
Public Engagement and Outreach (Between Town and Community) Local Partnerships (Businesses, Chamber of Commerce, MLR, ESTA, USFS) Access and Transportation
Advanced Air Subsidy 50% of total subsidy
Marketing for Air Travel in Southern California Market Locals Discount Program for Air Travel
Portion of Air Subsidy that represents non visitor travel as % of travel to MMH. Marketing Campaigns promoting alternative transportation within the Town, in support of Walk Bike Ride initiatives.
Experience and Attractions
Event Promotion, Development & Support
Marketing to Attract World Class Sporting Events
Develop strategy to expand event calendar with broad appeal, family-oriented events. Promotion of Regional Amenities within County and Eastern Sierra – To support regional visitation.
MLT Deliverables Recap 2023-24
Mammoth Lakes Tourism
FY 2023-24
FY 2023-24 deliverables reflect MLT’s commitment to a community first approach in representing the Town of Mammoth Lakes to our residents and visitors and in maintaining our brand awareness in existing and emerging destination markets. Stewardship for residents, community and environment are paramount.
Sustainable Revenue Generation
The Town of Mammoth Lakes continues to thrive as a tourism-based destination but not without challenges. Mammoth Lakes Tourism will continue to work to maximize revenues for our businesses and the Town while being the leading voice of education, stewardship, and responsible travel.
Balancing residents' quality of life, environmental protection and economic prosperity will be the ongoing focus. Considering housing and staffing challenges throughout the town, more people or 100% occupancy is no longer the goal; instead focus will be on enhancing the quality of life for our residents as well as the experience of our visitors while maximizing revenues and increasing need-time occupancy.
In this case, “sustainable” means “to be able to be maintained at a certain level or rate” but also “to use a resource without it being depleted or permanently damaged” such as our natural recreation resources.
Overarching Organization Deliverables
A. Community outreach and resident quality of life enhancement will be a major focus moving forward including local infrastructure enhancements including funding assistance from MLT.
B. Coordinate a minimum of three meetings annually with TOML, MLH, MLR, MMSA, USFS and other entities to begin developing a comprehensive Sustainable Destination Management Plan for our future success.
Neutral – still in process
C. The continuous education of our visitors to respect our residents, community and environment will continue to be the focal point of our messaging.
D. Mammoth Lakes Tourism will remain nimble and flexible with the ability to shift messaging to best suit the needs of our community at any time.
E. Achieve $25m in TOT revenues for FY 2023-24 with 6 months at $2m+ and 5 months at $1m+.
Achieved – 2023-24 TOT revenues came in at $27.4m with 6 months at $2m+ and 5 at $1m+ F. Achieve $7m in TBID revenues for FY 2023-24 via increased length of stay & visitor spend.
Missed – TBID revenues came in at $6.7m (mainly due to lower-than-average snowfall) G. Enplanement goals for FY 2023-24 of 5,000 at MMH and 12,500 at BIH Missed – MMH reached only 3,688 and BIH reached only 9,662 for FY 2023-24
2. Brand & Community Awareness – Responsible Travel & Visitor Education
MLT Deliverables Recap 2023-24
A. Heavily educate visitors via stewardship messaging to visitors both before they arrive and while in-town.
Achieved – Stewardship messaging was strategically integrated across the website, organic social media, newsletters, lodging pre-arrival guide, radio ads, visitor guides, and bus stop shelter posters. These efforts effectively reached visitors both before their arrival and during their visit.
B. Actively promote alternative activities/locations to limit overcrowding in popular areas.
Achieved – Content was developed through blogs, organic social media, and visitor newsletters to highlight alternative activities and destinations that help avoid overcrowding. Additionally, the MLT Office Manager provided these options verbally to visitors who call the office directly.
C. Partner with journalists and athletes to promote stewardship via third parties.
Achieved – Influencers were provided with content guidelines to help them create posts that seamlessly blend their own voice with stewardship messaging.
3. Community Communications – Local Promotion and Advertising Programs A. Create & implement advertising and promotion plans (including work with MLCC, Lodging and Restaurant Associations) for local outreach both to residents and visitors for restaurants, retail, activities, gift cards, air programs, events, etc.
Achieved - by actively participating in the MLCC, Lodging & Restaurant Associations, the organization stays up to date on relevant content for our website, special offers, lodging pages, and blogs
Event Marketing was achieved by fulfilling each of our grant requirements by sharing it on our social media pages and on our website.
Air Programs: Radio ads, Newspaper ads and mailbox drops to Bishop area and Mammoth Lakes area.
B. Track website pass-throughs to local businesses and events achieving a 5% increase YOY Neutral- Since the transition to GA4, tracking metrics have evolved. Partner referrals were established in November 2023, and to date, there have been 88,744 referrals.
C. Create new user-friendly website access for local businesses to update their listings, add special offers, and switch out imagery easily with the new website. Live by October 31, 2023 Achieved - New website launched November 1, 2023. Local businesses can now access the extranet to edit their business listings, submit special offers, and submit local events. With each change of seasons, MLT staff can now easily switch out content and update imagery.
4. Community Engagement – Public Engagement and Outreach
MLT Deliverables Recap 2023-24
A. Develop a Community Communication Plan that includes a research project focused on determining appropriate channels for communicating and engaging with the different sectors of our residents. Weighing those findings against visitor sentiment on the same issues.
Neutral- still in progress. Resident sentiment survey live from November 20, 2024-January 10, 2025.
5. Community Engagement – Local Partnerships
A. Work with all local partners and TOML with a resident first lens and focus to identify infrastructure and quality of life needs.
Neutral – in process as part of resident sentiment surveying B. Identify MLT funding during the budget process to partner with TOML on key community infrastructure initiatives.
Neutral – funding has been set aside for future projects and programs to be done in conjunction with the Town of Mammoth Lakes
6. Community Communications (B2C) – Banners & Signage
A. Ensure consistent quality banner product promoting 4-seasons and Real Unreal creative and work with TOML to replace broken banners and hardware as needed. Banners should go up in April and down in November.
Achieved – They went up in April 2024
B. Work with TOML to get snowflakes up in November and down in April to swap out for banners.
Achieved – Snowflakes went up, and were swapped out for banners C. Explore installing digital kiosks in key locations of town to provide real-time guest information and stewardship messaging on touch screen monitors.
Achieved – Digital kiosk test location set at MLT offices. We are seeking an alternative central location, since we cannot have it in the Welcome Center. We are also working on a kiosk program with TOML as part of the CIP.
7. Brand & Community Awareness – Domestic Marketing
D. Develop air service marketing plan for potential new markets starting in winter 2024-25.
Neutral - There are no new markets identified for 24/25 E. Focus on winter destination visitation to capitalize on off-peak periods (midweek/non-holiday).
Achieved – Paid media and organic channel marketing created messaging to encourage midweek / non-holiday visitation throughout the winter. Through B2B newsletters MLT encouraged businesses to submit special deals for those need periods.
F. Email database growth increases by 10% as compared to FY 2022-23 numbers.
Neutral – We switched email database programs, so we are unable to compare growth “apples to apples” for this year but will benchmark for next year’s comparison.
MLT Deliverables Recap 2023-24
G. Expand on The Real Unreal campaign, focusing on inviting and educating visitors that hold the same stewardship values as our residents.
Achieved – MLT created a Pre-Arrival Guide that provides visitors with information on how to reduce their impact, give back, and keep Mammoth Lakes unreal for generations to come.
In addition to this, MLT created a new segment of the website with a focus on sustainability and stewardship.
H. Design and launch future-proof, mobile-first website based on new brand campaign by October 2023 and set new baseline for all web stats (i.e., page views, unique users, engagement, etc.) Achieved - The new, future-proof, mobile-first website launched on November 1st, which aligned with our brand campaign. Our growth marketing team provides monthly reports to track key metrics, though changes in Google Analytics may cause slight variations in baseline year-over-year comparisons.
8. Brand & Community Awareness – Multi-Season & Need Period Opportunities A. Emphasize marketing for the fall months to stabilize TOT revenues in September at $1.1+ million and push for May and October to achieve $1 million.
Achieved – September TOT revenue came in at $1.44m and October at $1.06m Missed – May TOT revenue came in at $926,667
B. Host international and domestic media visits to promote spring, fall and mid-week winter.
Achieved-MLT partnered with MMSA, Visit California, and Alterra to host multiple domestic and international media visits all year-round to promote visitation to ML
9. Brand & Community Awareness – Public Relations / Communications A. Vet and coordinate high quality domestic media visits with a mix of general travel and community effort messaging. Achieve 15% growth in unique impressions over 2022-23.
Achieved - 50.4% increase year over year
B. Coordinate 12 high quality international media placements over 2021-22.
Achieved - 23 international media placements
C. Achieve 10% growth in impressions internationally over 2021-22.
Achieved - 18% growth in international impressions
D. Promote high altitude training and community efforts through Crib visitation and collaboration with Mammoth Track Club (Olympic focus).
Achieved - many domestic and international stays at the Crib
10. Experience & Attractions – Event Promotion/Support
A. Increase budget to $330,000 (10% increase YOY) for 2023-24 event grant funding cycle for events in spring, summer, fall 2024, including a new Tier 1 event to fill off-peak event calendar.
Achieved - We distributed $300,000 to local events in addition to OCR Funding. While we
MLT Deliverables Recap 2023-24
hosted the inaugural OCR World Championships (a Tier 1 event) in October 2023, no additional Tier 1 events were secured. However, Trail Fest continues to show promising growth. Funding for FY 2024-25 is budgeted at $350,000
B. Expand event promotion/advertising plan for summer 2023 to include campground hosts.
Achieved – Campground hosts were educated on what events were happening and given event brochures to hand out to guests.
C. Develop an event survey with data to better understand visitor use, event success and local economic impact and implement for 2023-24 season.
a. Missed. Events are currently collecting and collating their own survey data. Working to implement for events beginning Summer 2025.
11. Access & Transportation Awareness – Air Access
A. MLT to continue supporting MMH Airport and scheduled charter air service through marketing efforts, airline contracting, and subsidy negotiation and payments.
Achieved
B. Continue to responsibly explore year-round service at MMH and BIH Achieved – Explored, but not fiscally feasible with rising operating costs.
12. Access & Transportation Awareness – Air Service Promotion A. Promote local air discount programs to encourage both commercial and scheduled charter flying to fill outbound, off-peak flights.
Achieved – Local air discount programs were promoted during need times through newsletters, radio ads, and organic social media. In total 1,525 discounts were redeemed for the 23/24 air service year.
B. Track fluctuations in BIH air service via NPS scores related directly to “visiting Mammoth Lakes”. Benchmark set at 79. Work with the TOML, business partners, transportation providers, MLCC and MMSA to reach an NPS score of 81 for summer 2023 & winter 2023-24 air visitors.
Missed – BIH Summer achieved NPS of 75.5 (Summer 2024 87.3) and Winter of 76
13. Access & Transportation Awareness – Regional Mobility A. Continue to explore new and expanded options for transportation at both MMH and BIH.
Neutral – Working with current providers to make sure we have an appropriate service.
B. Develop comprehensive action plan for crisis management of winter highway closures and diversion plans for scheduled charter from MMH to BIH.
Neutral – Still in process.
14. Brand & Community Awareness – International Marketing A. Work with Visit California, Alterra and Mammoth Resorts to regain visitation from key international markets to come during our need times: Spring, Fall, midweek Winter.
MLT Deliverables Recap 2023-24
Achieved- MLT worked closely with Visit California, Brand USA, and Mammoth Resorts B. Continue to Educate international travel trade partners on the value of Mammoth Lakes in the Spring, Fall, and midweek Winter.
Achieved-MLT conducted many trainings and attended multiple sales missions C. Continue to represent MLT at international trade and media sales missions / industry conferences to promote Mammoth Lakes as a year-round destination.
Achieved-MLT attended over a dozen international sales mission, and media events
MLT FY2023-24
ANNUAL REPORT
D E CE M B E R 1 8 , 2 0 2 4
MAMMO TH LA KES TOURI SM
TODAY’S AGENDA • Community Engagement • Air Service • Communications • International Sales • Special Events • Local Marketing • Digital Marketing • Paid Marketing • Financial Overview • TBID Annual Report
2 COMMUNITY ENGAGEMENT
JU LY 2 02 3 – JU NE 2024
MAMMO TH LA KES TOURI SM
COMMUNITY ENGAGEMENT
• Public Engagement and Outreach
o Vice President of Community Engagement, Betsy Truax, started July 1, 2024 ▪ Developing a comprehensive Community Engagement Plan
• Increased focus on community outreach and resident quality of life o Annual Report
▪ Connecting the dots between visitation dollars and community benefit • Housing Now!
• Infrastructure, Equipment & Facilities
• Community Investment
o Resident Sentiment Survey
o Community Coffee
MAMMO TH LA KES TOURI SM
COMMUNITY ENGAGEMENT
Local Partnerships
• Identifying infrastructure and quality of life needs
• Partnering with TOML on key community
infrastructure initiatives
o Include on CIP as appropriate
▪ Kiosks
▪ Bus shelter messaging
▪ Ebike racks (implementation summer 2025)
MAMMO TH LA KES TOURI SM
COMMUNITY ENGAGEMENT
Stewardship Initiatives
o Trashy Thursdays – Spring/Summer 2024
▪ 293 volunteer hours
▪ 1,005 pounds of trash collected
▪ 68 pounds of recycling
o Clean Up the Lake – continues through 2026
▪ MLT match of up to $100,000
▪ Lake George, 2023
▪ Lake Mary, 2024
o "It's a Mammoth Thing!" Video series
▪ 125k plays and counting
o Pre-arrival Guide
AIR SERVICE RECAP
J UL Y 20 23 – J UN E 20 24
SUMMER AIR SERVICE 2023
Year-over-year roundtrips
San Francisco was down -64,
which is -1% YOY
Carlsbad was down -305, which is -
36% YOY
Hawthorne was down -280, which
is -36% YOY.
Total we were down -649 round
trips across all markets – roughly -
325 individual passengers.
Summer 2024
SFO down –36 and –1%
Carlsbad up +39 and +7%
Hawthorne up +73 and 14%
WINTER AIR SERVICE 2023-24
Year-over-year roundtrips
Denver was down -764, which is -8%
YOY
San Francisco was down -200, which is
-3% YOY
Carlsbad was up +199, which is +7% YOY
Hawthorne was up +714, which is +30%
YOY.
Total we were down -51 round trips
across all markets – roughly 25
individual passengers.
COMMUNCIATIONS RECAP
J UL Y 20 23 – J UN E 20 24
MAMMO TH LA KES TOURI SM
COMMUNICATIONS RECAP
• Total Placements: 783 (236% Increase over 2022/2023) – 233 in 2022/2023 • Fall Colors Destination Coverage: 200% Increase in # of Placements YOY (54 vs. 18) • Significant increase in coverage as a result of prioritized content creation by MLT. Frequent use during FY 23/24 of MLT-produced assets in national and international media outlets including the Associated Press, Washington Post, Good Morning America, BBC, and the Guardian among others.
• Photos and videos produced by MLT distributed to and frequently featured in major regional TV News and Print outlets including the LA Times, SF Chronicle, SF Gate, ABC, NBC, CBS and Fox affiliates in San Francisco, Los Angeles, San Diego, and Reno among other markets. • National and regional coverage of key MLT initiatives including events, affordable housing, flight service, Clean Up the Lake, and sustainable tourism initiatives. Destination storytelling highlighting seasonal activities, food and beverage highlights, lodging, fall colors, and wildflowers among many other topics.
INTERNATIONAL RECAP
JU LY 2 02 3 – JU NE 2024
MAMMO TH LA KES TOURI SM
INTERNATIONAL RECAP
Strategy to continue the rebound of International Visitation • Renew contracts with our 7 international agencies that represent MLT in 18 international markets for both travel trade and media; explore reopening MLT's China office
• Continue to train the travel trade
o 411 B to B training sessions; 3407 travel trade agents trained on Mammoth Lakes • Increase the international media placements of Mammoth Lakes in print and digital outlets
o 317 international media placements; PR value of $2,110,067. USD MLT worked closely with Mono County Tourism, High Sierra Visitors Council, Visit California, Alterra Mountain Company/MMSA and Brand USA to promote year-round visitation to the Eastern Sierra
SPECIAL EVENT RECAP
JU LY 2 02 3 – JU NE 2024
MAMMO TH LA KES TOURI SM
SPECIAL EVENT RECAP
• 24 Events funded + OCR
o Transition to Spartan for 2025
• $550k distributed in Summer 2024 ($300k to local events - $350k for 24-25) • Green events checklist developed in conjunction with High Sierra Energy Foundation – encourages sustainable practices by promoters • New Guiding Document and scorecard developed for 2025 o Drive increased visitation to need periods
• 42% of respondents in the 2023 Resident Sentiment Survey cited Special Events/Festivals as a benefit of living in Mammoth Lakes • MLT and TOML continue to seek out a future event venue
LOCAL MARKETING RECAP
J UL Y 20 23 – J UN E 20 24
MAMMO TH LA KES TOURI SM
LOCAL MARKETING RECAP
Local Marketing Projects
• Yiftee gift card program
• United Airlines/ Advanced Air Promotions
o Altitude Club membership (formerly 10 packs)
o Local's discount codes
• Local business extranet access to update website
listings/events www.visitmammoth.com/community
• Weekly occupancy reporting
• Town banners, signage and snowflakes
• Digital kiosks
DIGITAL MARKETING RECAP
J UL Y 20 23 – J UN E 20 24
MAMMO TH LA KES TOURI SM
DIGITAL MARKETING RECAP
Website
• Launched redesigned website November 1, 2023
• Total Sessions: 2.05 million | +23.5% YOY
• Average Engagement Time Per Session: 0:43 | +15.6% YOY Social Media (Facebook & Instagram)
• Total Engagements: 1.34 million
• Total Impressions: 54.1 million
• Audience Growth YOY: +5.7%
PAID MARKETING RECAP
J UL Y 20 23 – J UN E 20 24
MAMMO TH LA KES TOURI SM
FY23/24 PAID PROGRAM DELIVERY
21 IMPRESSIONS
191
MILLION
SESSIONS
722
THOUSAND
VIDEO VIEWS
25.6 MILLION
MEDIA SPEND
$1.86M
MILLION
MAMMO TH LA KES TOURI SM
SEASONAL RECAP – FALL
22 PARTNERS
YouTube
Pinterest
Facebook/Instagram
Google (GDN, Search)
The Trade Desk
FLIGHTING
September - October
MARKETS
California & Nevada
Base
Spot Markets: Los
Angeles, San Diego,
San Francisco, Las
Vegas, Sacramento
CHALLENGES/OPPORTUNITIES
Time to seed for prospects compacted in the 2-month period.
Extend fall messaging early to have a greater impact
100%
TO GOAL
163%
TO GOAL
:47
GOAL
$1.68
GOAL
108%
TO GOAL
IMPRESSIONS
20.7M
SPEND
$172K
SESSIONS
98K
TOS
:43
CPS
$1.03
VIDEO VIEWS
3.8M
MAMMO TH LA KES TOURI SM
SEASONAL RECAP - WINTER
23 SPEND
$1.33M
SESSIONS
440K
TOS
:26
CPS
$1.35
VIDEO VIEWS
16.1M
REFERRALS
28.7K
IMPRESSIONS
116.4M
101%
TO GOAL
:42
TO GOAL
$1.36
GOAL
101%
TO GOAL
128%
OF GOAL
FLIGHTING
Near Markets:
November – Mid-April
Far Markets:
Mid-October –
Early-March
PARTNERS
YouTube
Facebook/Instagram
Pandora
Matador
The Trade Desk
Adara
Google (GDN, Search)
Adtheorent
INK Global (United)
California Road Trips
Guide
MARKETS
California & Nevada
Base (Mid-Week
Push)
Spot Markets: Los
Angeles, San Diego,
San Francisco, Denver,
Northeast
CHALLENGES/OPPORTUNITIES
High engagement for far markets in October/November is an indication that an earlier planning window may be necessary to capture users in optimal booking window
Refined INK partnership saw growth against flight referrals for the second consecutive year
MAMMO TH LA KES TOURI SM
SEASONAL RECAP – SPRING/SUMMER
24 TIMING
Spring/Summer:
Mid-April - August
PARTNERS
YouTube
Facebook/Instagram
Pandora
Matador
The Trade Desk
Google (GDN, Search)
Adtheorent
INK Global (United)
CA Road Trips Guide
MARKETS
California & Nevada
Base
Spot Markets: Los
Angeles, San Diego,
San Francisco, Las
Vegas, Sacramento
CHALLENGES/OPPORTUNITIES
Video dominates the media landscape providing an opportunity to capitalize on strong video performance and expand into additional dynamic placements
Lean more into social video as a traffic driver, laying new retargeting strategies to capitalize on more qualified prospects
Expand content themes to include Sustainability and Air Service to drive deeper education and interest through the success of interactive units
147%
OF GOAL
89%
TO GOAL
:51
TO GOAL
$0.72
GOAL
116%
TO GOAL
IMPRESSIONS
54.2M
SPEND
$350K
SESSIONS
185K
TOS
:33
CPS
$0.82
VIDEO VIEWS
5.7M
MAMMO TH LA KES TOURI SM
CREATIVE EXAMPLES
MAMMO TH LA KES TOURI SM
RESEARCH PROGRAM
26 • Monthly Symphony Dashboards
• Ad Effectiveness Studies + ROI
• Seasonal Air Service Studies
• Community Sentiment Study
• Visitor Profile/Economic Impact Study
FINANCIAL OVERVIEW
TBID ANNUAL REPORT
JU LY 2 02 3 – JU NE 2024
*2023-24 Ski Area and Golf assessed at 2.5%
FY 23-24 TBID ANNUAL REPORT
• Renewed by Town Council for another 5-year term with 5-0 Vote • September 2023- August 2028
• Achieved 62.4% approval based on businesses assessed revenues • No changes to the district boundary are planned for FY 2024-25 • Lodging will be assessed at 1% (no change)
• Retail will be assessed at 1.5% (no change)
• Restaurant will be assessed at 1.5% (no change)
• Ski Area will continue to be assessed at 2.5% (increase of .5%) • This category also now includes golf courses at 2.5% on greens fees and lessons (not annual passes)
FY 23-24 TBID ANNUAL REPORT
• Lodging missed FY23-24 budget by -$4,786 and -.23%
• Retail missed FY23-24 budget by -$135,216 and –8.5%
• Restaurant exceeded FY23-24 budget by +$8,165 and +.59% • Ski Area exceeded FY23-24 budget by +$74,959 and +4.4% • Overall, TBID missed FY23-24 budget by -$56,878 and -.84% • TBID reserves are now held in an interest-bearing, FDIC insured, Money Market account and total $3,256,390.98
THANK YOU
Broadband Update
Town of Mammoth Lakes
December 18, 2024
https://ConnectedEasternSierra.net/
Overview
• Project Awards Update
• Grant Programs Update
• Middle-Mile Broadband Initiative
• IMBC Website Updates
• Links to Highlight
• Questions & Other Updates
• Acronyms for Reference
Project Awards Update
• FFA Construction
• LATA Design
• USDA RD BTA Design
• CAF II Construction
• RDOF Construction
• Grant Awards Summary Page
Project Awards: FFA
• CPUC Federal Funding Account
• County of Mono – Approved (2 Years)
• Town of Mammoth Lakes – Approved (2 Years)
• County of Inyo – Pending Approval
Project Awards: LATA
• CPUC Local Agency Technical Assistance
• Completion by January 2025
• Golden State Connect Authority:
• County of Mono
• Town of Mammoth Lakes
• Onward (Inyo Networks):
• County of Inyo
Project Awards: USDA RD BTA
• USDA Rural Development Broadband Technical Assistance • Completion by September 2025
• Mono County: Hammil
• Inyo County: Furnace Creek & Park Village
Project Awards: CAF II
• FCC Connect America Fund Phase II
• 10-Year Program, Awards in 2018
• Project Areas Funded by CAF II are Not Eligible for BEAD • Geolinks & Viasat Project Areas
Project Awards: RDOF
• FCC Rural Digital Opportunity Fund
• 10-Year Program, Awards in 2018 and 2019
• Project Areas Funded by RDOF are Not Eligible for BEAD • Frontier Project Areas Only
Grant Programs Update
• CASF Consortia Grant
• BEAD
• CASF Infrastructure Account
Grants: CASF Consortia Grant
• CASF Rural & Urban Regional Broadband Consortia Account • Year 3 of 3: February 1, 2025 – January 31, 2026
• Funds the IMBC Work Plan
• Expecting another 3-Year Opportunity this Summer
• Some Discussions of Slightly Modified Program Objectives
Grants: BEAD
• NTIA Broadband Equity, Access, and Deployment Program • Grant Application Window Expected in Spring 2025
• “All Unserved Locations”
• Excludes Federal Enforceable Commitments
• BEAD-Eligible Areas (in Red)
Grants: CASF Infrastructure Grant
• CASF Broadband Infrastructure Grant
• No Application Window in 2024
• Expecting Grant Application Window Spring 2025
• Variable Matching Funds Requirement
Middle-Mile Broadband Initiative
• MMBI (the Project) & MMBN (the Network)
• Current MMBI Network Map
• Digital 395 Network is Part of the MMBN
• Sale Closed October 31, 2024
• Transfer of Remaining Agreements
• Middle-Mile Infrastructure Only
• CBC Retains Last-Mile Infrastructure & Customers
IMBC Website Updates
• Work Plan References & Last Updated Date & Time
• Navigation Menu Updates
• Updated Project Locations Information
• Broadband Needs Estimator
Links to Highlight
• FFA Recommendations and Awards
• California Broadband for All
• Middle-Mile Broadband Initiative
• California BEAD Program
• IMBC Website
Questions & Other Updates
Acronyms
• ACP – Affordable Connectivity Program
• BEAD – Broadband Equity, Access, and Deployment
(NTIA grant program)
• CAF II – Connect America Fund Phase II
• CASF – California Advance Services Fund (CPUC)
• CBC – California Broadband Cooperative (Digital 395
network)
• CDT – California Department of Technology
• CPUC – California Public Utilities Commissions
• FCC – Federal Communications Commission
• GSCA – Golden State Connect Authority JPA (RCRC)
• GSN – Golden State Net – MMBI Third Party Network
Administrator
• IMBC – Inyo-Mono Broadband Consortium (ESCOG,
CASF Consortia Grant)
• JPA – Joint Powers Authority
• MMBI – Middle-Mile Broadband Initiative (CDT)
• MMBN – Middle-Mile Broadband Network (GSNmanaged network) • NTIA – National Telecommunications & Information
Administration
• RCRC – Rural County Representatives of California
• RDOF – Rural Digital Opportunity Fund
• USDA RD – US Department of Agriculture Rural
Development
Town Council of Mammoth Lakes
Minutes of Regular Meeting
December 4, 2024, 4:00 p.m.
437 Old Mammoth Road, Suite Z, Mammoth Lakes
Members Present: Mayor Bill Sauser, Mayor Pro Tem Chris Bubser, Councilmember Sarah Rea, Councilmember Amanda Rice, Councilmember John Wentworth
_____________________________________________________________________
1. CALL TO ORDER AND ROLL CALL
Councilmember Rea participated remotely from the Lobby of Hotel Les Tipaniers located at Papetoai 1002, Moorea 98729, French Polynesia.
The Mayor called the meeting to order at 4:02 p.m. in the Council Chamber, 437 Old Mammoth Road, Suite Z, Mammoth Lakes.
2. PLEDGE OF ALLEGIANCE
Councilmember Rice led the flag salute.
3. PUBLIC COMMENTS
Laura Beardsley, Executive Director of Whitebark Institute, introduced the Institute's new Finance & Administration Director Ryan Bobik.
Kendra Knight, Mammoth Lakes Foundation Executive Director, announced the Holiday Cultural Enrichment Gathering event information.
Betsy Truax, Mammoth Lakes Tourism (MLT) Vice President of Engagement, reported on the MLT annual report and the resident sentiment survey.
Town Council Minutes
December 4, 2024
4. ADDITIONS TO THE AGENDA
There were no additions to the agenda.
5. COUNCIL PRESENTATIONS
5.1 Recognition of John Morris as the recipient of the Mayor's Spirit of Mammoth Award.
Mayor Sauser presented John Morris with the Mayor's Spirit of Mammoth award and thanked him for his service.
PUBLIC COMMENT:
Pat Foster, Mammoth Lakes Tourism Board, thanked Mr. Morris for his service.
Town Manager Rob Patterson thanked Mr. Morris for his service.
Mayor Pro Tem Bubser thanked Mr. Morris for his service.
5.2 Recognition of outgoing Councilmember Sarah Rea.
Members of the Town Council thanked Councilmember Rea for her service.
5.3 Recognition of outgoing Mayor Bill Sauser.
Mayor Pro Tem Buber thanked Mayor Sauser for his service as the Mayor.
PUBLIC COMMENT:
John Morris thanked Mayor Sauser for his service.
Pat Foster thanked Mayor Sauser for his service.
Town Manager Rob Paterson thanked Mayor Sauser for his service.
6. COUNCIL REORGANIZATION
6.1 Adopt the resolution reciting the fact of the Municipal Election held on November 5, 2024, declaring the result and such other matters as provided by law, including the administration of the oath of office to newly elected Councilmembers.
Mayor Sauser read the local results of the November 5, 2024 election.
Moved by Mayor Pro Tem Chris Bubser
Seconded by Councilmember John Wentworth
Town Council Minutes
December 4, 2024
Adopt the resolution reciting the fact of the Municipal Election held on November 5, 2024, declaring the result and such other matters as provided by law.
For (5): Mayor Bill Sauser, Mayor Pro Tem Chris Bubser, Councilmember Sarah Rea, Councilmember Amanda Rice, and Councilmember John Wentworth
Carried (5 to 0)
Town Clerk Jamie Gray administered the oath of office to Bill Sauser and Brent Truax.
6.2 Town Council Appointments to Commissions, Committees, and Boards.
There was discussion among members of Council regarding the list of appointments.
Moved by Mayor Pro Tem Chris Bubser
Seconded by Councilmember John Wentworth
Adopt the Town Council appointments list as discussed.
For (5): Mayor Bill Sauser, Mayor Pro Tem Chris Bubser, Councilmember Brent Truax, Councilmember Amanda Rice, and Councilmember John Wentworth
Carried (5 to 0)
6.3 Appointment of Mayor and Mayor Pro Tem.
Moved by Councilmember John Wentworth
Seconded by Councilmember Brent Truax
Appoint Mayor Pro Tem Bubser as the Mayor and Councilmember Rice as the Mayor Pro Tem.
For (5): Mayor Bill Sauser, Mayor Pro Tem Chris Bubser, Councilmember Brent Truax, Councilmember Amanda Rice, and Councilmember John Wentworth
Town Council Minutes
December 4, 2024
Carried (5 to 0)
7. REPORTS FROM COMMISSIONS AND/OR DEPARTMENTS (AS NEEDED) Parks and Recreation Director Stuart Brown announced the return of the community tree lighting ceremony. There was discussion among members of Council and staff.
Councilmember Wentworth asked for an update about the purchase of the three corners project and the North Village Specific Plan.
7.1 December 2024 Public Works Engineering CIP update.
8. STAFF PRESENTATIONS
8.1 Fiscal Year 2024-25 Budget Book Presentation.
Accounting Manager Stephanie Trujillo outlined the information in the staff report. There was discussion among members of Council and staff.
9. CONSENT AGENDA
Moved by Councilmember Bill Sauser
Seconded by Councilmember Brent Truax
Approve the Consent Agenda.
For (5): Mayor Chris Bubser, Mayor Pro Tem Amanda Rice, Councilmember Brent Truax, Councilmember Bill Sauser, and Councilmember John Wentworth Carried (5 to 0)
9.1 Approve the minutes of the regular meeting of November 20, 2024.
9.2 Adopt Resolution 24- repealing Resolution 17-61 regarding Town Council Rules of Procedure and adopting a Guide to Town Council Processes and Procedures.
9.3 Award contract for Frontage Road Snow Trucking to Chuck Villar Construction, Inc.
9.4 Accept Check Register 11/20/24 in the amount of $2,931,378.39.
Town Council Minutes
December 4, 2024
10. POLICY MATTERS
10.1 Town Council Strategic Priorities and Key Objectives Statement Review.
Town Manager Rob Patterson outlined the information in the staff report.
There was discussion among members of Council and staff.
11. COUNCILMEMBER REPORTS
Councilmember Truax attended the fundraiser for local schools last night.
Mayor Pro Tem Rice attended the Eastern Sierra Community Housing Board meeting.
Town Manager Rob Patterson announced the dedication event for the Dave McCoy Memorial Highway and the opening of the Small Business Resource Center.
Councilmember Wentworth announced the Governor had appointed two members to the Tri County Fairgrounds Board.
12. ADJOURNMENT
The Council adjourned the meeting at 5:47 p.m.
Jamie Gray, Town Clerk
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Accept and File the SB 165 Tax Accountability Report for CFD 2001-1 (North Village), CFD 2004-1 (Fractional), CFD 2005-1 (In Lieu), CFD 2013-3 (Transit Services), and CFD 2023-1 (Maintenance Services).
Council Meeting Date: 12/18/2024
Prepared by: Pam Smitheman, Assistant Engineer
Recommended Motion: Accept and File the SB 165 Tax Accountability Report for CFD 2001-1 (North Village), CFD 2004-1 (Fractional), CFD 2005-1 (In Lieu), CFD 2013-3 (Transit Services), and CFD 2023-1 (Maintenance Services).
Summary:
- Community Facilities District (CFD) 2001-1 applies to the North Village development area (The Village, Berner Street Parking Lot, and Westin properties). It collects funds to repay bonds taken out for public sidewalks, curbs, streetlights, and utilities adjacent to the district properties.
- CFD 2004-1 (Fractional) applies to fractional ownership units at the 8050 properties in the Village. It collects funds for services to support community parks and recreation facilities which can include personnel, maintenance, equipment, and operation costs. - CFD 2005-1 (in Lieu DIF) applies to a single property whose owner requested a CFD in lieu of paying development impact fees (DIF). It collects funds to provide for Town services, maintenance, and snow removal.
- CFD 2013-3 (Transit Services) applies to many resort properties throughout the Town. It collects funds to provide for a portion of the Town-wide transit system. - CFD 2023-1 (Maintenance Services) applies to Limelight and Residence Inn properties with other large-scale developments planned to be added. It collects funds to provide for the added snow removal, personnel, and equipment costs as well as maintenance of sidewalks, streetlights, etc. adjacent to properties within the district.
Senate Bill 165 requires an annual report for local special tax/local bond measures be filed each year with the California Secretary of State. The annual report contains information regarding the use of the proceeds for any local special tax/bond measure which is subject to voter approval. The attached special tax accountability report compares 2023 balances to 2024 balances through June 30, 2024 for CFD 2001-1 (North Village), CFD 2004-01 (Fractional), CFD 2005-01 (In Lieu DIF), CFD 2013-3 (Transit Services), and CFD 2023-1 (Maintenance Services).
Town of Mammoth Lakes
Fiscal Year 2024/25 Annual Report – Community Facilities District No. 2001-1 3
1. SB 165: LOCAL AGENCY SPECIAL TAX AND BOND
ACCOUNTABILITY ACT
Senate Bill 165, filed with the Secretary of State on September 19, 2000, enacted the Local Agency Special Tax and Bond Accountability Act (the “Act”). This Act requires that any local special tax or local bond measure subject to voter approval contain a statement indicating the specific purposes of the special tax, require that the proceeds of the special tax be applied to those purposes, require the creation of an account into which the proceeds shall be deposited, and require an annual report containing specified information concerning the use of the proceeds. The Act only applies to any local special tax measure or local bond measure adopted on or after January 1, 2001, in accordance with Section 53410 of the California Government Code.
Some of the requirements of the Act are handled at the formation of the Special Tax District and others are handled through annual reports. This Section of this report intends to comply with Section 53411 of the California Government Code that states:
“The chief fiscal officer of the issuing local agency shall file a report with its governing body no later than January 1, 2002, and at least once a year thereafter. The annual report shall contain both of the following:
1. The amount of funds collected and expended.
2. The status of any project required or authorized to be funded as identified in subdivision (a) of Sections 53410.”
The requirements of the Act apply to the Funds for the following:
Town of Mammoth Lakes
Community Facilities District No. 2001-1 2016 Special Tax Refunding Bonds Purpose of Special Tax
The public facilities financed from the proceeds of the bonds consisted of Caltrans standard curb, gutter and sidewalk with pavers, snow poles and sleeves, streetlights and conduits, traffic signal upgrades, waterline upgrades, sewer lateral re-connects, street trees, mobilization, traffic control and erosion/sedimentation control, and storm drain lines. The financed facilities also included a bridge across Forest Trail to the Village at Mammoth, and an elevator and stairs on the south side of Forest Trail.
The improvement(s) are ongoing.
Collections and Expenditures
Fund Name
Initial Amount
Deposited to
Improvement
Fund (1)
06/30/2023
Balance (2)
Amount
Collected (2)
Amount
Expended (2)
06/30/2024
Balance (2)(3)
Special Tax Fund $676,115.98 $642,663.37 $549,325.53 $518,429.74 $673,559.16 (1) $8,025,000 initially deposited from the original 2003 bond issuance. Amount shown represents the initial amount deposited from the 2016 Special Tax Refunding Bonds.
(2) Amounts provided by the Town.
(3) Comprised of Cash, Reserve Fund, and Special Tax Bond Fund balances.
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Town of Mammoth Lakes
Fiscal Year 2024/25 Annual Report – CFD 2013-3 2
1. SB 165: LOCAL AGENCY SPECIAL TAX AND BOND
ACCOUNTABILITY ACT
Senate Bill 165, filed with the Secretary of State on September 19, 2000, enacted the Local Agency Special Tax and Bond Accountability Act (the “Act”). This Act requires that any local special tax or local bond measure subject to voter approval contain a statement indicating the specific purposes of the special tax, require that the proceeds of the special tax be applied to those purposes, require the creation of an account into which the proceeds shall be deposited, and require an annual report containing specified information concerning the use of the proceeds. The Act only applies to any local special tax measure or local bond measure adopted on or after January 1, 2001, in accordance with Section 50075.1 of the California Government Code.
Some of the requirements of the Act are handled at the formation of the Special Tax District and others are handled through annual reports. This Section of this report intends to comply with Section 50075.3 of the California Government Code that states:
“The chief fiscal officer of the issuing local agency shall file a report with its governing body no later than January 1, 2002, and at least once a year thereafter. The annual report shall contain both of the following:
1. The amount of funds collected and expended.
2. The status of any project required or authorized to be funded as identified in subdivision (a) of Section 50075.1.”
The requirements of the Act apply to the Funds for the following:
Town of Mammoth Lakes
Community Facilities District No. 2013-3
Purpose of Special Tax
The special tax provides funding for all, or a portion of the services and maintenance related to the Townwide transit system, and related appurtenances within or adjacent to the CFD.
The projects are ongoing on an annual basis.
Collections and Expenditures
Fund Name
06/30/2023
Balance (1)
Amount
Collected (1)
Amount
Expended (1)
06/30/2024
Balance (1)
Special Tax Fund $85,383.66 $29,721.91 $16,518.52 $98,587.05 (1) Amounts provided by the Town.
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1 TOWN COUNCIL STAFF REPORT
Title: Accept the Project Closeout Report for 2024 Road & MUP Rehabilitation Project.
Meeting Date: December 18, 2024
Prepared by: Matthew Freedman, PE, Associate Civil Engineer RECOMMENDATION:
Staff recommends Town Council accept the project closeout report for 2024 Road & MUP Rehabilitation project.
BACKGROUND:
Every year Town Staff completes road condition assessments of streets and multi-use paths (MUPs) throughout Town. The assessments are entered into an asset management software program known as Street Saver. Street Saver then produces results showing which roads have a high or low PCI (Pavement Condition Index). Staff use the software to run various reports and scenarios based on both PCI and available funds to prioritize which streets are the highest priority and need to receive maintenance. The results are confirmed in the field by both Engineering and the Street Maintenance Department. During the Fall of 2023, Staff went through this process to develop the possible scope of work for this project, which has ultimately resulted in various segments of roads and MUPs being selected for maintenance based on the amount of funding available. The project scope of work recommended for contract award includes reconstruction of the following streets and MUPs (also shown in the attached map):
Kelley Road
Silver Tip Lane
Monterey Pine Road – from Majestic Pines Drive to Silver Tip Lane Majestic Pines Drive – from Monterey Pine Road to NE End Mono Street
Dorrance Drive – From Joaquin Road to Manzanita Road
Multi-use Paths
o Main Street North Side MUP - from 203 North of OMR to Mammoth Lakes Welcome Center
o Old Mammoth Road MUP – from Waterford Avenue to Minaret Road o Mammoth Creek Park West MUP – near the CRC
Alternate 1 – Raise MCWD Utility Covers
The contract also included the striping and pavement markings of all of the reconstructed roads.
This is typical of such a contract, but one benefit of this scope was that it reduced the scope of work for the Public Works Road crew this summer. The road crew stripes and marks all roads
2 every summer due to the heavy wear and tear of snow removal operations. By allowing a contractor to stripe all the roads within the scope of this project, it created opportunity for the road crew to complete several other special projects. The contracted striping and markings were completed efficiently and cost effectively.
Although the project was bid with several alternates, only the base bid and Alternate 1 were awarded and completed. The alternate road segments will remain in consideration for future treatments.
PROJECT LOCATION:
FINANCIAL CONSIDERATIONS:
The project was fully funded, and total project expenditures came in under the original budget allocation of $3,077,113.68. Total project expenditures were $ 2,711,221.27, which includes a $161,200 reimbursement from Mammoth Community Water District for raising and lower various utilities. The remaining funds allocated to this project will be returned to FD 210 – Road Rehab Fund Balance, in the amount of $ 365,892.41.
3 PRE-CONSTRUCTION PHOTOS:
Severe road cracking
Severe road cracking and curb deterioration
4 MUP Deterioration
5 CONSTRUCTION PHOTOS:
6 POST-CONSTRUCTION PHOTOS:
7
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Mammoth Lakes Town Council
Agenda Action Sheet
Title: Adopt a resolution authorizing the vacation of an existing slope easement along Canyon Boulevard.
Council Meeting Date: 12/18/2024
Prepared by: Amy Callanan, PE, Engineering Manager
Recommended Motion: Adopt a resolution vacating an existing slope easement granted to the Town and recorded as Document No. 2003007395, in the Office of the County Recorder, County of Mono, State of California.
Summary: On July 11, 2003, a slope easement was granted to the Town of Mammoth Lakes over portions of properties along Canyon Boulevard to install and maintain irrigation lines, landscaping improvements, and erosion control improvements. The intent of the easement was to facilitate stabilization of a graded slope which was created by the construction of Canyon Boulevard.
Canyon Boulevard construction is complete, and the graded slope is now stable, therefore the easement is no longer necessary. In addition, various private improvements associated with the Westin and Limelight hotels have been or are being constructed within the easement area, and vacation of the easement will remove the Town as an interested party and serve to clarify that responsibility for ongoing maintenance of the improvements shall lie with the property owners.
California Streets & Highways Code section 8333 et seq. allows the legislative body of a local agency to summarily vacate a public easement under certain circumstances, including when the easement has been determined to no longer be necessary, and there are no other public facilities located within the easement area.
The attached resolution authorizes the vacation of the easement.
Recording Requested By and )
When Recorded Mail To: )
)
Town Clerk )
Town of Mammoth Lakes )
Public Works Engineering Department )
P. O. Box 1609 )
Mammoth Lakes, CA 93546 )___________________________________ Recordation fee exempt per Government Code §27383
SPACE ABOVE FOR RECORDER’S USE
For the benefit of the Town
RESOLUTION NO. 2024 -
A RESOLUTION OF THE TOWN COUNCIL OF THE
TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA,
VACATING AN EXISTING SLOPE EASEMENT GRANTED TO THE TOWN AND RECORDED AS DOCUMENT NO. 2003007395, IN THE OFFICE OF THE COUNTY RECORDER, COUNTY OF MONO, STATE OF CALIFORNIA.
Whereas, on July 11, 2003, a slope easement was granted over portions of properties along Canyon Boulevard to the Town of Mammoth Lakes to install and maintain irrigation lines, landscaping improvements, and erosion control improvements, as shown in Exhibit A recorded as Document No. 2003007395, in the Office of the County Recorder, County of Mono, hereto, and;
Whereas, the intent of the easement was to facilitate stabilization of a graded slope which was created by the construction of Canyon Boulevard, and; Whereas, Canyon Boulevard construction is complete and the graded slope is now stable, therefore the easement is no longer necessary, and; Whereas, various private improvements have been or are being constructed within the easement area, and vacation of the easement will remove the Town as an interested party and serve to clarify that responsibility for ongoing maintenance of the improvements shall lie with the property owners.
NOW, THEREFORE, THE TOWN COUNCIL OF MAMMOTH LAKES,
STATE OF CALIFORNIA, DOES HEREBY FIND, RESOLVE, DETERMINE AND ORDER AS FOLLOWS:
SECTION 1. Proceedings Pursuant to Streets & Highways Code. This vacation is accomplished and the proceedings taken therefor are pursuant to Article 1 of Chapter 4 of Division 9 of the Code (8333(c)).
SECTION 2. The Easement Has Been Determined to be Excess. The graded slope is stable, and no irrigation lines or any other public facilities exist within the easement area.
Resolution No. 2024-
SECTION 3. Vacation of Easement. That the Council vacate the existing slope easement described in Exhibit A to the Owners.
SECTION 4. Recordation of Resolution. The Town Clerk of the Town of Mammoth Lakes is hereby directed to cause this Resolution of Vacation to be recorded in the Office of the Recorder of the County of Mono, State of California.
SECTION 5. Effective Date. This Resolution of Vacation shall become effective upon its recordation.
PASSED, APPROVED AND ADOPTED this 18th day of December, 2024.
Chris Bubser, Mayor
ATTEST:
Jamie Gray, Town Clerk
Resolution No. 2024-
EXHIBIT A
EASEMENT AGREEMENT
(Canyon Boulevard Slope)
Document No. 2003007395
1 TOWN COUNCIL STAFF REPORT
Title: Adopt the resolution declaring the Council’s intention to annex territory into the Community Facilities District No. 2023-1 (Maintenance Services), levying a special tax in connection therewith, and setting the time and place for the public hearing on February 5, 2025.
Meeting Date: December 18, 2024
Prepared by: Pam Smitheman, Assistant Engineer
RECOMMENDATION:
Staff recommends that Town Council adopt the attached resolution declaring the Council’s intention to annex territories into the Community Facilities District No. 2023-1 (Maintenance Services) pursuant to the Mello-Roos Community Facilities Act of 1982, levying a special tax in connection therewith, and setting the time and place for the public hearing on February 5, 2025.
BACKGROUND:
In 2023, the Town formed the Community Facilities District (CFD) 2023-1 (Maintenance Services) (“Maintenance CFD”) for two projects in the North Village area, Limelight and Greens Berner Street. Condominiums and Hotel units are subject to the special tax for maintenance services to provide for the costs of plowing and removal of snow, and maintenance of curbs/sidewalks, and landscapes and streetlights. New developments within the Town will annex into the Maintenance CFD as they come online.
The Town has received a petition from the developer of the Outbound project (formerly Sierra Nevada Resort) requesting the Town Council undertake and complete proceedings to annex the developer’s properties into the Maintenance CFD as shown on Annexation Map No. 1 in Exhibit A. The petition requests the Town finance services and improvements with a special tax levied against properties included in the annexation territory to the Maintenance CFD. The special tax within the annexation territory (Tax Zone No. 2) will be used to fund snow management activities within Tax Zone No. 2 and administration of the CFD.
ANALYSIS:
Adoption of this “Resolution of Intention” is a legally required step for the annexation of properties into the Maintenance CFD.
If the Council approves the Resolution of Intention attached hereto, the Council will then hold a public hearing on February 5, 2025, annexing the properties. Because it has received petitions, the Council is legally required to adopt a Resolution of Intention and to hold a public hearing on the date set by the Resolution of Intention. The Council must adopt a
2 Resolution of Intention within 90 days of its receipt of the Developer’s petition. After holding the public hearing, the Council may decide whether or not it desires to adopt a resolution annexing property into the Maintenance CFD.
FINANCIAL CONSIDERATIONS:
Properties included in the Maintenance CFD are required to pay a special tax once they obtain certificates of occupancy (condominium and hotel units).
The special tax rate within the annexation territory (Tax Zone No. 2) for the 2024/25 fiscal year is $137 per Hotel Unit. The total special tax requirement for the annexation is $24,523.00. The Outbound project is entitled for 179 hotel units.
ENVIRONMENTAL CONSIDERATIONS:
The annual resolution for special taxing districts as a mechanism for funding maintenance is Categorically Exempt per section 15060(c)(3) of the California Environmental Quality Act.
ATTACHMENTS:
1. Resolution No. 24-__: A RESOLUTION OF THE TOWN COUNCIL OF THE
TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA, DECLARING
ITS INTENTION TO ANNEX TERRITORY INTO A COMMUNITY
FACILITIES DISTRICT AND TO AUTHORIZE THE LEVY OF SPECIAL TAXES
Exhibit A: CFD 2023-1 Annexation No. 1 Boundary Map
Exhibit B: Rate and Method of Apportionment and Maximum Special Tax Rate for Tax Zone No. 2
Exhibit C: Notice of Public Hearing
2. CFD 2023-1 Annex. No. 1 Petition
RESOLUTION NO.
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF
MAMMOTH LAKES, STATE OF CALIFORNIA, DECLARING ITS
INTENTION TO ANNEX TERRITORY INTO A COMMUNITY FACILITIES
DISTRICT AND TO AUTHORIZE THE LEVY OF SPECIAL TAXES
TOWN OF MAMMOTH LAKES
COMMUNITY FACILITIES DISTRICT NO. 2023-1
(MAINTENANCE SERVICES)
ANNEXATION NO. 1
TAX ZONE NO. 2
WHEREAS, under the Mello-Roos Community Facilities Act of 1982 (Sections 53311 and following, California Government Code; hereafter referred to as the “Act”), the Town Council of the Town of Mammoth Lakes (the “Town”) previously conducted proceedings to establish the Town of Mammoth Lakes Community Facilities District No. 2023-1 (Maintenance Services) (the “District”); and WHEREAS, this Town Council has received a Petition (including Waivers) from the landowners requesting to annex territory into the District under the Act, to provide for the services and maintenance related to plowing and removal of snow, and maintenance of curbs/sidewalks, landscapes and streetlights and related appurtenances, and to pay other costs identified in the CFD; and
WHEREAS, under the Act, this Town Council is the legislative body for the proposed annexation of territory to the District and is empowered with the authority to annex territory to the District and to levy special taxes within the annexation territory; and WHEREAS, this Town Council now desires to commence proceedings to consider the annexation of territory to the District.
NOW, THEREFORE, the Town Council of the Town of Mammoth Lakes DOES HEREBY RESOLVE as follows:
1. This Town Council proposes to begin the proceedings necessary to annex territory to the District pursuant to the Act.
2. The name of the existing District is Town of Mammoth Lakes, Community Facilities District No. 2023-1 (Maintenance Services).
3. A general description of the territory included in the existing District is shown on the map recorded in the office of the County Recorder for the County of Mono on March 8, 2023, in Book 2 at Page 89 of Maps of Assessments and Community Facilities Districts, to which map reference is hereby made.
4. The territory now proposed to be annexed to the District is shown on Annexation Map No. 1 of the District on file with the Town Clerk, a copy of which is attached hereto as Exhibit A, which Exhibit is, by this reference, incorporated herein. The boundaries of which territory are hereby
preliminarily approved and to which map reference is hereby made for further particulars. The Town Clerk is hereby directed to record, or cause to be recorded, said Annexation Map No. 1 of the District in the office of the County Recorder of the County of Mono within fifteen days of the date of adoption of this Resolution.
5. The types of services to be funded by the District and pursuant to the Act consist of those services (the “Services”) described in Exhibit B to Resolution No. 23-09 entitled “A Resolution of the Town Council of the Town of Mammoth Lakes, State of California, Declaring its Intention to Establish a Community Facilities District and to Authorize the Levy of Special Taxes Therein” adopted by the Town Council on February 15, 2023 (the “Resolution of Intention”), which Resolution of Intention is, by this reference, incorporated herein. It is presently intended that the Services will relate to the existing territory in the District and the territory proposed to be annexed to the District.
6. Except to the extent that funds are otherwise available to the District to pay for the Services, a special tax sufficient to pay the costs thereof, secured by recordation of a continuing lien against all non-exempt real property in the District (including the property being annexed thereto), will be levied annually within the District and collected in the same manner as ordinary ad valorem property taxes, or in such other manner as this Town Council shall determine, including direct billing of the affected property owners. The rate and method of apportionment of the special tax among the parcels of real property within the District, as now in existence and following the annexation proposed herein, in sufficient detail to allow each landowner within the territory proposed to be annexed to the District to estimate the maximum amount such owner will have to pay, is described in Exhibit B hereto.
7. The special tax proposed to be levied for Services to be supplied within the proposed territory to be annexed will be equal to the special taxes levied to pay for the same Services in the District, except that a higher or lower special tax may be levied within the proposed territory to be annexed to the extent that the actual cost of providing the Services in that territory is higher or lower than the cost of providing those Services in the existing District. Notwithstanding the foregoing, the special tax may not be levied at a rate which is higher than the maximum special tax authorized to be levied within Tax Zone No. 2, pursuant to Exhibit B hereto.
8. Notice is given that on Wednesday, February 5, 2025, at 4:00 p.m. or as soon thereafter as the matter may be heard, in the regular meeting place of this Town Council in the Council Chambers, Suite Z, 437 Old Mammoth Road, Minaret Village Shopping Center, Town of Mammoth Lakes, California, and the same are hereby appointed and fixed as the time and place when and where this Town Council, as legislative body for the District, will conduct a public hearing on the annexation of territory to the District and consider and finally determine whether the public interest, convenience, and necessity require said annexation of territory to the District and the levy of said special tax therein.
9. The Town Clerk is hereby directed to cause notice of said public hearing to be given by publication one time in a newspaper published in the area of the District. The publication of said notice shall be completed at least seven days before the date herein set for said hearing. The notice shall be substantially in the form of Exhibit C hereto.
10. This Resolution shall take effect upon its adoption.
APPROVED AND ADOPTED this 18th day of December 2024.
___________________________
CHRIS BUBSER, Mayor
ATTEST:
___________________________
JAMIE GRAY, Town Clerk
EXHIBIT A
TOWN OF MAMMOTH LAKES
COMMUNITY FACILITIES DISTRICT NO. 2023-1
(MAINTENANCE SERVICES)
ANNEXATION NO. 1
TAX ZONE NO. 2
PROPOSED BOUNDARIES OF THE ANNEXATION TERRITORY
EXHIBIT B
TOWN OF MAMMOTH LAKES
COMMUNITY FACILITIES DISTRICT NO. 2023-1
(MAINTENANCE SERVICES)
ANNEXATION NO. 1
TAX ZONE NO. 2
RATE AND METHOD OF APPORTIONMENT OF SPECIAL TAX
MAXIMUM SPECIAL TAX RATES
Annex.
No.
Tax
Zone APNs
Property
Type
Maximum Special
Tax Rate Per
Base
Year
1 2 035-230-012 Hotel Property
(179 units) $137.00 Unit 2024/25
EXHIBIT C
TOWN OF MAMMOTH LAKES
COMMUNITY FACILITIES DISTRICT NO. 2023-1
(MAINTENANCE SERVICES)
ANNEXATION NO. 1
TAX ZONE NO. 2
NOTICE OF PUBLIC HEARING
Notice is hereby given that the Town Council of the Town of Mammoth Lakes will conduct a public hearing on Wednesday, February 5, 2025, at 4:00 p.m. or as soon thereafter as the matter may be heard, in the Town Council Chambers located at Suite Z, Minaret Village Shopping Center, 437 Old Mammoth Road, Town of Mammoth Lakes, California, to consider the following:
TOWN OF MAMMOTH LAKES
COMMUNITY FACILITIES DISTRICT NO. 2023-1
(MAINTENANCE SERVICES)
ANNEXATION NO. 1
TAX ZONE NO. 2
On December 18, 2024, the Town Council, as the legislative body for the District, adopted a resolution entitled “A Resolution of the Town Council of the Town of Mammoth Lakes, State of California, Declaring its Intention to Annex Territory into a Community Facilities District and to Authorize the Levy of Special Taxes” (the “Resolution of Intention”). Pursuant to the Resolution of Intention, the Town Council determined that the public convenience and necessity require that certain territory, as more particularly described in the Resolution of Intention, be annexed to the existing District, all as provided in the Mello-Roos Community Facilities Act of 1982 (Sections 53311 and following, California Government Code) (the “Act”). Reference is hereby made to the Resolution of Intention, on file with the Town Clerk of the Town for further particulars. The following is a summary of the provisions of the Resolution of Intention.
In the Resolution of Intention, the Town Council declared its intention to annex territory into Community Facilities District No. 2023-1 (Maintenance Services) (the “District”). The area proposed to be annexed to the District is as shown on Annexation Map No. 1, on file with the Town Clerk, and identified in Exhibit A of the Resolution of Intention. The District shall fund services and maintenance related to plowing and removal of snow, and maintenance of curbs/sidewalks, landscapes and streetlights and related appurtenances, within or adjacent to the District. It is presently intended that the services will be provided, without preference or priority, to the existing territory in the District and the territory proposed to be annexed to the District. The Resolution of Intention provides that the special taxes heretofore caused to be levied in the District shall be levied in the territory proposed to be annexed, subject to public hearing and owner consent proceedings as specified in the Act.
At the public hearing the testimony of all interested persons for and against the annexation of said territory to the District or the levying of special taxes within the territory proposed to be annexed will be heard. Any person interested may file a protest in writing with the Town Clerk. /s/ Jamie Gray
Town Clerk
Town of Mammoth Lakes
Town of Mammoth Lakes
Community Facilities District No. 2023-1 (Maintenance Services) Page 1
RATE AND METHOD OF APPORTIONMENT
FOR TOWN OF MAMMOTH LAKES
COMMUNITY FACILITIES DISTRICT NO. 2023-1
(MAINTENANCE SERVICES)
A Special Tax, as hereinafter defined, shall be levied and collected in Town of Mammoth Lakes Community Facilities District No. 2023-1 (Maintenance Services) (“CFD No. 2023-1”) each Fiscal Year commencing in Fiscal Year 2022/23, in an amount determined by the application of the procedures below. All Taxable Property, as hereinafter defined, unless exempted by law or by the provisions hereof, shall be taxed for the purposes, to the extent and in the manner herein provided.
A. DEFINITIONS
The terms hereinafter set forth have the following meaning:
“Accessory Dwelling Unit” or “ADU” means all Assessor’s Parcels of Single-Family Residential Property for which a building permit(s) has been issued for an “Accessory Dwelling Unit” as defined in California Government Code Section 65852.2(j)(1), as may be amended from time to time, which is accessory to a primary Unit. The ADU may be located on the same Assessor’s Parcel as the primary Unit that is the primary Unit or on a separate Assessor’s Parcel. For purposes of clarification, where an ADU and primary Unit are on the same Assessor’s Parcel, the ADU located on such Assessor’s Parcel is considered a separate Unit from the primary Unit on such Assessor’s Parcel for purposes of the Special Tax. Should an Assessor’s Parcel contain only an ADU, such Assessor’s Parcel will be taxed as an ADU Unit only.
“Acre or Acreage” means the land area of an Assessor’s Parcel as shown on an Assessor’s Parcel Map or in the Assessor’s Data for each Assessor’s Parcel. In the event the Assessor’s Parcel Map or Assessor’s Data shows no Acreage, the Acreage for any Assessor’s Parcel shall be determined by the CFD Administrator based upon the applicable final map, parcel map, condominium plan, or other recorded County parcel map. If the preceding maps are not available, the Acreage of an Assessor’s Parcel may be determined utilizing GIS.
“Act” means the Mello-Roos Community Facilities Act of 1982, as amended, being Chapter 2.5, Division 2 of Title 5 of the Government Code of the State. “Administrative Expenses” means the actual or reasonably estimated costs directly related to the administration of CFD No. 2023-1 including, but not limited to, the following: the costs of computing the Annual Special Tax Requirement and of preparing the Special Tax collection schedules; the costs of collecting the Special Tax, including any charges levied by the County Auditor’s Office, Tax Collector’s Office or Treasurer’s Office; the costs of the Town or designee in complying with the disclosure requirements of the California Government Code (including the Act), including public inquiries regarding the Special Tax; the costs of the Town or designee related to an appeal of the Special Tax; and the costs of commencing and pursuing to completion any action arising from any delinquent Special Tax in CFD No. 2023-1. Administrative Expenses shall also include amounts estimated or advanced by the Town or CFD No. 2023-1 for any other administrative purposes, including, but not limited to, attorney’s fees.
Town of Mammoth Lakes
Community Facilities District No. 2023-1 (Maintenance Services) Page 2 “Annual Services Costs” means the respective amounts determined by the CFD Administrator required to fund services authorized to be funded by CFD No. 2023-1 for the applicable yearly period.
“Annual Special Tax Requirement” means that amount with respect to CFD No. 2023-1 determined by the Town Council or designee as required in any Fiscal Year to pay: (1) the Administrative Expenses, (2) the Annual Services Costs, (3) any amount required to establish or replenish any reserve or replacement fund established in connection with CFD No. 2023-1, and (4) any reasonably anticipated delinquent Special Tax based on the delinquency rate for any Special Tax levied in the previous Fiscal Year.
“Apartment Property” means all Assessor’s Parcel of Developed Property with two or more Units that share a single Assessor’s Parcel Number, are offered for rent to the general public, and cannot be purchased by individual homebuyers, according to Assessor’s Data or as otherwise known by the CFD Administrator. Apartment Property does not include Hotel Property. “Assessor’s Data” means Assessor’s Parcel Number, Units, Acreage, or other information contained in the records of the County Assessor for each Assessor’s Parcel. “Assessor’s Parcel” or “Parcel” means a lot or parcel shown in an Assessor’s Parcel Map and/or Assessor’s Data with an assigned Assessor’s Parcel Number. “Assessor’s Parcel Map” means an official map of the Assessor of the County designating parcels by Assessor’s Parcel Number.
“Assessor’s Parcel Number” means, with respect to an Assessor’s Parcel, that number assigned to such Assessor’s Parcel by the County Assessor for purposes of identification. “Building Square Feet” or “BSF” means all of the square footage within the perimeter of a commercial structure or a residential structure, not including any carport, walkway, garage, overhang, patio, enclosed patio, or similar area. The determination of Building Square Feet shall be made by reference to the Assessor’s Data. If the Assessor’s Data does not show Building Square Feet, building permit(s) issued for such structure, or other records of the Town shall be used, as determined by the CFD Administrator.
“CFD Administrator” means an official of the Town, or designee thereof, responsible for determining the Annual Special Tax Requirement and providing for the levy and collection of the Special Taxes.
“CFD No. 2023-1” means the Town of Mammoth Lakes Community Facilities District No. 2023-1 (Maintenance Services).
“Condominium Property” means all Assessor’s Parcel of Developed Property with one Unit with a single Assessor’s Parcel Number that is a condominium, pursuant the definition in Civil Code Section 4125, or a townhome.
“Commercial Property” means all Assessor’s Parcel of Developed Property with a commercial use, according to Assessor’s Data or as otherwise known by the CFD Administrator.
Town of Mammoth Lakes
Community Facilities District No. 2023-1 (Maintenance Services) Page 3 “County” means the County of Mono.
“County Assessor” means the County Assessor of the County. “Developed Property” means, in any Fiscal Year, all Taxable Property in CFD No. 2023-1 for which a building permit for new construction was issued by the Town prior to June 30 of the preceding Fiscal Year.
“Exempt Property” means all Assessors’ Parcels within the boundary of CFD No. 2023-1 which are exempt from the Special Tax pursuant to Section E.
“Final Map Property” means, in any Fiscal Year, all Taxable Property in CFD No. 2023-1 for which a Final Subdivision Map was approved by Town Council prior to June 30 of the preceding Fiscal Year. "Final Subdivision Map" means a subdivision of property created by recordation of a final subdivision map, parcel map or lot line adjustment, approved by the Town pursuant to the Subdivision Map Act (California Government Code Section 66410 et seq.) or recordation of a condominium plan pursuant to California Civil Code 4120, that creates individual lots for which residential building permits may be issued without further subdivision of such property. “Fiscal Year” means the period starting July 1 and ending on the following June 30. “GIS” means a geographic information system.
“Hotel Property” means all Assessor’s Parcel of Developed Property used for the purpose of temporary, overnight lodging for which a fee is paid, and reservations are required, which is occupied or intended or designed for occupancy by transients for dwelling, lodging or sleeping purposes, and includes any hotel, inn, tourist camp, tourist court, tourist cabin, motel or any place in which rooms, lodgings or accommodations are furnished to transients for a consideration. “Maximum Special Tax” means the maximum Special Tax authorized to fund the Annual Special Tax Requirement in any Fiscal Year that may apply to Taxable Property as described in Section C. “Mixed-Use Property” means all Assessor’s Parcels of Developed Property that have more than one land use category, allowing for both residential and other use types on each such Assessor’s Parcel.
For an Assessor’s Parcel of Mixed-Use Property, the Special Tax shall be calculated and levied for each use type present on the Assessor’s Parcel.
“Open Space Property” means property within the boundaries of CFD No. 2023-1 which (i) has been designated with specific boundaries and Acreage on a final subdivision map as open space, (ii) is classified by the County Assessor as open space, (iii) has been irrevocably offered for dedication as open space to the federal government, the State, the County, the Town, or any other public agency, or (iv) is encumbered by an easement or other restriction required by the Town limiting the use of such property to open space.
“Property Owner’s Association” means any property owner’s association. As used in this definition, a Property Owner’s Association includes any home-owner’s association, condominium owner’s association, master or sub-association or non-residential owner’s association.
Town of Mammoth Lakes
Community Facilities District No. 2023-1 (Maintenance Services) Page 4 “Property Owner’s Association Property” means any property within the boundaries of CFD No. 2023-1 which is (a) owned by a Property Owner’s Association or (b) designated with specific boundaries and acreage on a final subdivision map as property owner association property. “Proportionately” means for Taxable Property that the ratio of the Special Tax levy to the Maximum Annual Special Tax is equal for all Assessors’ Parcels of Taxable Property levied within each property land use classification within CFD No. 2023-1.
“Public Property” means any property within the boundaries of CFD No. 2023-1 which (i) is owned by a public agency, (ii) has been irrevocably offered for dedication to a public agency, or (iii) is designated with specific boundaries and Acreage on a final subdivision map as property which will be owned by a public agency. For purposes of this definition, a public agency includes the federal government, the State, the County, the Town, school districts, or any other public agency. “Single Family Residential Detached Property” means all Assessor’s Parcels of Developed Property for which a building permit(s) has been issued for a detached residential structure intended as a single primary Unit.
“Special Tax” means the amount levied in each Fiscal Year on each Assessor’s Parcel of Taxable Property to fund the Annual Special Tax Requirement.
“State” means the State of California.
“Tax Zone” means a mutually exclusive geographic area within which the Special Tax may be levied pursuant to this Rate and Method of Apportionment. All the Taxable Property within CFD No. 2023- 1 at the time of its formation is within Tax Zone No. 1. Additional Tax Zones may be created when property is annexed to CFD No. 2023-1, and a separate Maximum Special Tax shall be identified for property within each new Tax Zone at the time of such annexation. The Assessor’s Parcels included within a new Tax Zone when such Parcels are annexed to CFD No. 2023-1 shall be identified by Assessor’s Parcel number in the annexation documents at the time of annexation. “Taxable Property” means all of the Assessor’s Parcels within the boundaries of CFD No. 2023-1 that are not exempt from the Special Tax pursuant to law or Section E below. “Town means the Town of Mammoth Lakes.
“Town Council” means the Town Council of the Town, acting as the legislative body of CFD No. 2023-1.
“Undeveloped Property” means all of the Assessor’s Parcels within the boundaries of CFD No. 2023- 1 that is not classified as Developed Property, Open Space Property, Property Owner’s Association Property, or Public Property.
“Unit” means (i) for Single Family Residential Detached Property, an individual single family detached residential unit, (ii) for Condominium Property, a residential condominium unit or townhome unit, (iii) for Apartment Property, an individual residential rental unit, (iv) for Hotel Property, an individual overnight lodging unit/room, and (v) and for ADUs, each residential unit. The number of Units assigned to each Assessor’s Parcel may be determined by (i) referencing Assessor’s
Town of Mammoth Lakes
Community Facilities District No. 2023-1 (Maintenance Services) Page 5 Data, (ii) site surveys and physical unit counts, and/or (iii) other research by the CFD Administrator. “Welfare Exempt Property” means, in any Fiscal Year, all Parcels within the boundaries of CFD No. 2023-1 that (a) have been granted a welfare exemption by the County under subdivision (g) of Section 214 of the Revenue and Taxation Code indicated in the Assessor’s Data finalized as of January 1 of the previous Fiscal Year, and (b) are exempt from the Special Tax pursuant to Section 53340(c) of the Act.
B. DETERMINATION OF TAXABLE PARCELS
Each Fiscal Year, the CFD Administrator shall determine the valid Assessor’s Parcel Numbers for all Taxable Property within CFD No. 2023-1. If any Assessor’s Parcel Numbers are no longer valid, the CFD Administrator shall determine the new Assessor’s Parcel Number or Numbers in effect for the then-current Fiscal Year. To the extent a Parcel or Parcels of Taxable Property are subdivided, consolidated, or otherwise reconfigured, the Maximum Special Tax shall be assigned to the new Assessor’s Parcels Numbers pursuant to Section C. The CFD Administrator shall also determine: (i) the Tax Zone within which each Parcel is located; (ii) which Parcels are Taxable Property; (iii) the number of Units or Building Square Footage each Parcel contains; (iv) the property type, i.e., Condominium Property, Commercial Property, etc.; and (v) the Annual Special Tax Requirement for the Fiscal Year.
Town of Mammoth Lakes
Community Facilities District No. 2023-1 (Maintenance Services) Page 6 C. MAXIMUM ANNUAL SPECIAL TAX RATES
The Maximum Special Taxes for each Assessor’s Parcel of Taxable Property shall be assigned below:
1. Maximum Special Taxes
The Maximum Special Tax for each Assessor’s Parcel of Taxable Property within Tax Zone No. 1 shall be assigned according to Table 1 below:
TABLE 1
MAXIMUM SPECIAL TAX RATES
TAX ZONE NO. 1
FISCAL YEAR 2022/23*
Land Use Category
Maximum Special
Tax Rate Per
Condominium Property – 1 Bedroom/Studio $262.22 Unit
Condominium Property – 2 Bedrooms 349.63 Unit
Condominium Property – 3 Bedrooms 437.04 Unit
Condominium Property – 4 Bedrooms 546.30 Unit
Condominium Property – 5 Bedrooms 682.88 Unit
Commercial Property 0.00 BSF
Apartment Property 0.00 Unit
Hotel Property 262.22 Unit
Single-Family Residential Detached Property 0.00 Unit
Accessory Dwelling Unit See below Unit
The Maximum Special Tax for an Accessory Dwelling Unit shall be calculated as a percentage of the Maximum Special Tax for the primary Unit the ADU is accessory to, based on Building Square Footage. For example, if a primary Unit in Land Use Category Condominium Property – 3 Bedrooms with 2,000 BSF has an ADU of 800 BSF, the Maximum Special Tax for the ADU shall be calculated by the following steps:
1. 800 BSF / 2,000 BSF = 0.40 or 40%
2. $437.04 Maximum Special Tax per Unit x 40% = $174.81 Maximum Special Tax for such ADU
On July 1 of each Fiscal Year, commencing on July 1, 2023, the Maximum Special Tax rates for Tax Zone No. 1 shall be increased by amounts equal to two percent (2%) of the Maximum Special Tax rates amount in effect for the previous Fiscal Year.
Different Maximum Special Tax rates and tax escalation factors may be identified in Tax Zones added to CFD No. 2023-1 as a result of future annexations.
Town of Mammoth Lakes
Community Facilities District No. 2023-1 (Maintenance Services) Page 7 In some instances, an Assessor’s Parcel of Developed Property may be Mixed-Use Property. The Maximum Special Tax levied on an Assessor’s Parcel shall be the sum of the Maximum Special Tax for all Units and Building Square Feet of each property type on that Assessor’s Parcel.
2. Assignment of Assessor’s Parcel(s) to Property Land Use Category When an Assessor’s Parcel changes from being classified as Undeveloped Property to another land use category and is considered Developed Property, that assignment shall not change due to future changes in land use.
3. Assignment of Maximum Special Tax to Newly Created Assessor’s Parcel(s) When an Assessor’s Parcel changes or subdivides, the Maximum Special Tax shall be assigned to each newly created Assessor’s Parcel so that there is no net loss in the Maximum Special Tax revenue to be generated as a result of changes in the planned development.
When an Assessor’s Parcel changes or subdivides, and there are changes to the overall planned development for each Tax Zone within CFD No. 2023-1, the process for assigning the Maximum Special Tax to each newly created Assessor’s Parcel is as follows:
Step 1: Sum the expected Maximum Special Tax assigned to each Assessor’s Parcel that is being changed or subdivided within that Tax Zone.
Step 2: Identify the newly created Assessor’s Parcel(s) of Taxable Property created by the change or subdivision and assign the Maximum Special Tax to each newly created Assessor’s Parcel of Taxable Property according to the then-current Maximum Special Tax Rates within that Tax Zone for each Land Use Category. Sum the Maximum Special Tax assigned to each newly created Assessor’s Parcel of Taxable Property within that Tax Zone.
Step 3: Divide the total expected Maximum Special Tax in Step 1 by the total Maximum Special Tax assigned in Step 2 to arrive at a fraction for that Tax Zone.
Step 4: Apportion the total Maximum Special Tax from Step 1 to each newly created Assessor’s Parcel of Taxable Property by multiplying each newly created Assessor’s Parcel fraction, determined in Step 3, by the then-current Maximum Special Tax Rates within that Tax Zone for each Land Use Category.
Step 5: The Maximum Special Tax assigned to each newly created Assessor’s Parcel of Taxable Property shall be the greater of the Maximum Special Tax assigned in Step 2 or the Maximum Special Tax calculated in Step 4 for the Tax Zone.
When an Assessor’s Parcel changes or subdivides, and there are no changes to the planned development for each Tax Zone within CFD No. 2023-1, the Maximum Special Tax shall be assigned according to Table 1 for Tax Zone No. 1, or similar table for each successive Tax Zone.
Town of Mammoth Lakes
Community Facilities District No. 2023-1 (Maintenance Services) Page 8 The planned development for Tax Zone No. 1 is provided in the table below:
Land Use Category
Planned
Development
Condominium Property – 1 Bedroom/Studio 101 Units
Condominium Property – 2 Bedrooms 4 Units
Condominium Property – 3 Bedrooms 4 Units
Condominium Property – 4 Bedrooms 4 Units
Condominium Property – 5 Bedrooms 3 Units
Hotel Property 149 Units
Once created, if a newly created Assessor’s Parcel(s) of Taxable Property further changes or subdivides, the above steps shall be repeated to determine the Maximum Special Tax for the additional newly created Assessor’s Parcel(s) of Taxable Property created from the change or subdivision.
D. METHOD OF APPORTIONMENT OF THE SPECIAL TAXES
All Taxable Property shall be subject to the Special Tax defined as follows. The Special Tax shall be levied each Fiscal Year by the CFD Administrator.
The Annual Special Tax Requirement shall be apportioned to each Parcel within CFD No. 2023-1 by the method shown below.
First: Determine the Annual Special Tax Requirement.
Second: Levy the Special Tax on each Parcel of Developed Property, Proportionately, up to the applicable Maximum Special Tax.
Under no circumstances will the Special Taxes on any Assessor’s Parcel of Developed Property be increased by more than 10% as a consequence of delinquency or default by the owner of any other Assessor’s Parcel within CFD No. 2023-1.
E. EXEMPTIONS
Notwithstanding any other provision of this Rate and Method of Apportionment of Special Tax, no Special Tax shall be levied on Open Space Property, Property Owner’s Association Property, Undeveloped Property, Assessor’s Parcels with public or utility easements making impractical their utilization for any use other than the purposes set forth in the easement, or Public Property, except as otherwise provided in Sections 53317.3, 53317.5 and 533401 of the Act.
No Special Tax shall be levied on any Assessor’s Parcel in any Fiscal Year in which such Assessor’s Parcel is classified as Welfare Exempt Property.
F. APPEAL OF SPECIAL TAX LEVY
Any property owner may file a written appeal of the Special Tax with the CFD Administrator claiming that the amount or application of the Special Tax is not correct. The appeal must be filed not later
Town of Mammoth Lakes
Community Facilities District No. 2023-1 (Maintenance Services) Page 9 than one calendar year after having paid the Special Tax that is disputed, and the appellant must be current in all payments of the Special Tax. In addition, during the term of the appeal process, all Special Tax levied must be paid on or before the payment date established when the levy was made.
The appeal must specify the reasons why the appellant claims the Special Tax is in error. The CFD Administrator shall review the appeal, meet with the appellant if the CFD Administrator deems necessary, and advise the appellant of its determination.
If the property owner disagrees with the CFD Administrator’s decision relative to the appeal, the owner may then file a written appeal with the Town Council whose subsequent decision shall be final and binding on all interested parties. If the decision of the CFD Administrator or subsequent decision by the Town Council requires the Special Tax to be modified or changed in favor of the property owner, then an adjustment shall be made to credit the Special Tax in future years.
This procedure shall be exclusive and its exhaustion by any property owner shall be a condition precedent to filing any legal action by such owner.
G. INTERPRETATIONS OF RATE AND METHOD OF APPORTIONMENT
The Town reserves the right to make minor administrative and technical changes to this document that do not materially affect the rate and method of apportioning the Special Tax. In addition, the interpretation and application of any section of this document shall be at the Town’s discretion.
Interpretations may be made by the Town Council by ordinance or resolution for purposes of clarifying any vagueness or ambiguity in this Rate and Method of Apportionment of Special Tax.
H. MANNER AND DURATION OF SPECIAL TAX
The Special Tax shall be collected in the same manner and at the same time as ordinary ad valorem property taxes, provided that the Town may directly bill the Special Tax, may collect the Special Tax at a different time or in a different manner if needed to meet the financial obligations of CFD No. 2023-1, and may collect delinquent Special Taxes through available methods.
Special Taxes shall continue to be levied and collected within CFD No. 2023-1, as needed to fund the Annual Special Tax Requirement, in perpetuity.
I. PREPAYMENT OF SPECIAL TAX
The Special Tax may not be prepaid.
J. REPEAL OF SPECIAL TAX
If the levy of the Special Tax is repealed by initiative or any other action participated in by the owners of Assessor’s Parcels in CFD No. 2023-1, the Town shall cease to levy the Special Tax and shall cease to be obligated to provide the authorized services for which the Special Tax was levied. The obligations to provide the authorized services previously funded by the repealed Special Tax shall become the joint obligations of the property owners of Assessor’s Parcels within CFD No. 2023-1.
TOWN COUNCIL STAFF REPORT
1 Subject: Plan for collection of additional TOT from Measure L Meeting Date: December 18, 2024
Written by: Rob Patterson, Town Manager
RECOMMENDATION:
It is recommended that the Town Council review and approve the plan for implementation of the 2% rate increase for Transient Occupancy Tax (TOT), starting with all transactions booked on or after 1/1/2025 and requiring staff to provide a tax return to facilitate collection of both tax rates for up to six months.
BACKGROUND:
As part of the work completed by the STR Advisory Committee last fiscal year, a 2% TOT increase was recommended and presented to voters within the Town of Mammoth Lakes. This initiative, called Measure L, was passed by voters on 11/5/2024. The Town has been working on methods of implementation that would reduce the impact on our visitors as well as our lodging partners. The collection of TOT is vitally important for the Town and this increase in rate will be important to further the Town’s housing initiatives. This agenda item focuses on the method of collection and not the use of the proceeds. The Town Council will consider recommendations at the January 15th meeting on how the proceeds will be allocated through the Town’s budget process.
ANALYSIS/DISCUSSION:
The revenue collection team has been working on an implementation plan to assist in a seamless transition of rates in a way that will have the lowest level of impact on the visitor and the lodging operators. The decision to begin collecting the new rate was slated to begin in January 2025 so starting on the first of that month is a logical step. To determine appropriate steps a number of important factors were considered.
1. The Town collects TOT based on the date of departure, so no tax is due prior to the completion of the stay. The practical application of this rule would mean that taxes collected on or after 1/1/2025, regardless of the dates of stay would be at the new tax. While this is technically possible, it does present a practical challenge to the timing of the new tax rate.
2. Visits that were booked prior to the rate change, would require additional tax collection for all pre-paid transactions. The tax rates are published at the time of the booking and the visitor has an understanding of how much the lodging will cost. They may also pay all or part of that cost during booking. While rate changes are understood and can be implemented, there would likely be a negative experience for our visitors.
3. This mid-transaction change in rates would also create some difficulty for the operator to manage existing bookings to ensure that the proper rate adjustments are made, often without the aid of the booking system.
To ensure a better guest experience, as well as to simplify remittance for business owners, staff recommends that for the transition period from 14% to 16% that the tax rate be based on the date of the booking, rather than the payment date. This approach addresses the concerns stated above
2 with a focus on minimizing the impact of the changes on these groups. Staff do acknowledge that the Town will be collecting less revenue than owed during this implementation period, but this loss would be insignificant over the life of the tax measure.
All operators will need to change their published TOT rate as of 1/1/2025. The tax collection processes are completed at the end of each visitor stay, and all tax is collected at that time. The operator will keep this tax and remit to the Town on the due date, the 20th of the following month.
Staff will develop a tax return that will allow for the two tax rates. The identification of these different rates is also important to understand where those revenues will be distributed. In the coming months, the Town Council will consider how the revenue generated from this rate increase will be allocated to specific Town programs such as Housing Now! and other key initiatives.
Staff does anticipate a challenge for operators to navigate through this implementation process.
To that end, staff will consider errors during this transition period during any future audits for potential leniency. Staff is not advocating for blanket leniency but the promise of consideration of each instance individually.
OPTIONS ANALYSIS:
1. It is recommended that the Town Council review and approve the plan for implementation of the 2% rate increase for Transient Occupancy Tax (TOT), starting with all transactions booked on or after 1/1/2025 and requiring staff to provide a tax return to facilitate collection of both tax rates for up to six months.
2. Make alternate findings and direct Town staff accordingly.
FINANCIAL CONSIDERATIONS:
The only financial impact is a reduction of tax collected during the implementation period that was stated previously.
LEGAL CONSIDERATIONS:
The Town can collect less tax than it is authorized so this approach will not provide any legal challenges for consideration.
MAMMOTH LAKES TOWN COUNCIL
STAFF REPORT
1 Title: 2025 Town Council Strategic Planning Series Presentation of major policy, projects, planning efforts and workplan items.
Council Meeting Date: December 18, 2024
Prepared by: Rob Patterson, Town Manager
Stuart Brown, Parks and Recreation Director
Haislip Hayes, Public Works Director/Town Engineer
Pam Kobylarz, Assistant to the Town Manager
RECOMMENDATION:
Receive a presentation from staff and provide consensus comments or direction regarding the 2025 Town Council Strategic Planning Series Presentation of major policy, projects and plans and workplan items.
BACKGROUND INFORMATION:
On November 6, 2024, the Town Council began the Strategic Planning Series (SPS) 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 major policy, projects, planning efforts, and workplan items.
January 15, 2025 – Input from the public to inform the Town Council’s Strategic Priorities and Key Objectives for 2025.
January 22, 2025 - Strategic Planning Workshop to discuss and determine 2025 strategic priorities.
February 5, 2025 - Presentation of draft 2025 Strategic Priorities and Key Initiatives for refinement
February 18, 2025 – Final review and adoption
The first session of the Strategic Planning Series on November 6 was the review of public comments received at the Town’s 40th Anniversary as part of the Town’s visioning exercise where the Council provided comments and recommendations to staff. The visioning exercise was an opportunity for our community to engage directly with the subject matter experts on a range of topics. The discussion topics included Town Economy, Housing and Development, Mobility and Transportation, Parks, Recreation and Trails, Public Safety, Environment and Sustainability, and Land Use and Development. The comments received in this informal process provided a general direction on community thoughts and desires. This information can serve to inform the Town Council on the development of their next strategic priorities and key initiatives.
2 The second session was a review of the Town’s Core Services on November 20. This session included a detailed overview of the various categories of services, defined as mandated, essential, or important. As the name suggests, mandated services are required by State and/or local laws and policies. Essential services are not legally required but are critical to the operation of the Town and quality of life for its residents. Important services are additional services provided by Town staff that work to support the type of community that we want to provide for our residents and visitors.
While change is not required, the “important category” is the space where decisions can be made to adjust and improve our delivery of core products and services. A detailed list of services in each category was provided for review and general understanding. The other aspect of the presentation was to discuss staff capacity. The Town provides staffing to address the items identified in core services and provides little room for additional work plans outside of those items. Recognizing that there is some capacity, staff resources often are the limiting factor in what new tasks or projects can be assigned. With that in mind, we must review areas of focus to ensure we are on the right track to accomplish what is needed. The development of strategic priorities and key objectives serves this function.
The third session of the Strategic Planning Series was a presentation of the existing priorities, and the work accomplished within the last year. The list of achievements was not an exhaustive list of work performed but serves to illustrate how the key objectives serve to shape and guide the Town’s work plans. The day-to-day core operations of the Town consume 85% to 90% of staff time and financial resources. This work does overlap with Council priorities, which often emphasizes or expands on core services.
ANALYSIS AND DISCUSSION:
To facilitate this discussion, staff have highlighted the major (A) Projects, (B) Planning, and (C) Policy items below that will require considerable effort, time, and resources to complete in the defined period of time. Staff have highlighted specific elements of each Department’s Strategic Priorities and Key Objectives (workplans) for 2025 that staff believe would further the community’s values and help inform the Town Council’s Strategic Priorities and Key Objectives for 2025.
A. Major Projects
The Five-Year Capital Improvement Plan (CIP) includes a large variety and high number of projects. The CIP was last approved in July. The document is regularly updated to reflect the work program. To allow focused and comparative evaluation and recommendations, staff has summarized the proposed 2025/26 CIP tables into the following categories:
2024/25 & 2025/26 Carry-Over Projects
2025/26 CIP Projects
Winter 2024/25 Design Projects
Deferred Maintenance Projects
3 2024/25 & 2025/26 Carry-Over CIP Projects
AP9 Reconstruct General Aviation and Terminal Area Parking Lot CON $1,945,000 AF1 The Housing Now! Initiative (245) $3,250,000
AF4 IIG Parcel Infrastructure (Town Infrastructure) CON $11,000,000 GF9 Mammoth Arts and Cultural Center (MACC) CON $15,500,000 GF14b Civic Center - Town Hall Construction CON $29,500,000 PR14 Mammoth Creek West Park Improvements CON $500,000
PR15 Shady Rest Park Restroom PS&E $200,000
PR16 Park Signage CON $100,000
SS1 Old Mammoth Road Beautification CON $500,000
ST15 Minaret / Meridian round-a-bout PS&E $180,000
TR2 Main Street South Side MUP Gap Closure (Town Loop) PS&E $200,000 $62,875,000
2025/26 Planned CIP Projects
AP2a Multipurpose Building Phase 1 - Design PS&E $974,000 AP2b Multipurpose Building Phase 1 - Construction CON $1,450,000 AP4a Reconstruct Town-Hangar Taxi-lanes Design PS&E $229,000 GF3 ADA Specific Improvements CON $25,000
NEW 2025 Parks Maintenance & Improvements CON $200,000
NEW 2025 Road and MUP Rehabilitation Project CON $0
NEW 2025 Slurry and Striping Project CON $0
NEW 2025 Streetscape and Infrastructure Repair Project CON $0 SS3 Trail and Municipal Signage Updates CON $25,000
SS4 Winter Animation and Decorations (Purchase Additional Décor and Install/Remove Annually)
CON $40,000
NEW TBID Kiosk – Townwide information parks and tourist dest. $0 NEW TBID Community Messaging CMS $0
$2,938,000
Winter 2024/25 CIP Design Projects
South Main Street Multi-Use Path
Minaret/Meridian Round-about
Old Mammoth Road Beautification Project
Shady Rest Park Restroom (PR15)
2025 Road and MUP Rehabilitation Project
2025 Slurry Seal and Striping Project
2025 Streetscape and Infrastructure Repair Project
Signage Project
Mammoth Creek Park West Improvements
Community Bike Park (MLF site)
SS4A Townwide Transportation Safety Assessment (Federal Grant)
4 Re-design of Tavern Road and Sierra Park intersection Deferred Maintenance
Conduct preventative maintenance activities to restore and prevent further deterioration of prioritized parks, fields, facilities and trails and at the Mammoth Yosemite Airport.
B. Major Planning Work
Complete the Regional Housing Needs Assessment and Action Plan update to provide guidance on the investment of Town (Measure L and General Fund) and grant funds into housing (CED)
Update the Town’s General Plan to reflect state-mandated legislative changes as well as changes to implement Town initiatives (CED)
Update the Design Guidelines to create easy to understand objective design standards that establish clear design expectations for development projects (CED) Finalize DIF/Housing Nexus Study to ensure appropriate fees are charged to new development (CED)
Update the New Business Guide to assist new business operators navigate the permitting process (CED)
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” for the Town over the next 10 years or longer (PRD)
Gather input, identify crossroads for decision-making, and formalize a Mammoth Yosemite Airport Strategic Plan (MMH)
C. Major Policy Items
Analyze and update Chapter 17.48 (Signs) related to temporary signs, design guidelines, election signs, and others (CED)
Town Council approved program to regularly review and manage speed limits within Town (PD).
Prioritize work with the Forest Service or Federal Government to secure land for snow storage (Admin / PW).
Review of paid parking and overnight camping policies and regulations (Admin / PW / CED).
In addition to these major initiatives, there are a number of department level objectives that will inform the work plans for 2025.
5 DEPARTMENT-WIDE STRATEGIC PRIORITIES AND KEY OBJECTIVES Administration
A. Enhance Regulatory Compliance
Regulatory compliance is an essential function of the Town and one of our many core services and it touches almost all aspects of the Town’s operations in some capacity. While regulatory compliance is constantly ongoing, Town Staff believe that additional resources are needed to assure compliance moving forward. A few areas that need additional attention include:
Solid Waste/Sustainability: California has numerous mandates that the Town is required to comply with, and new mandates continue to be adopted. Additionally, the Town has several of its own mandates, including the plastic water bottle ban, that will require implementation and oversight over the next several years. Policies: The Town has numerous policies that govern various aspects of our operations. While having existing policies is adequate, there is a need to review and update many of our policies. Additionally, significant resources need to be allocated to implementation, training, and other components to ensure we are in compliance with our own policies, which are often required to comply with state or other regulations.
The Town also has a number of new risk-related policies that need to be created and implemented.
Risk Management: Along the lines of policies, Risk Management is a critical aspect of having a safe workplace. Risk Management touches almost all areas of the Town’s operations, however there are some specific areas that Town Staff would like to provide focus over the next several years:
o Training – enhance training for Town staff, including ensuring we are in compliance with CalOSHA and enhancing the tailgate safety training program. o Reestablishing the Safety Committee to provide a forum to discuss workplace safety, review policies, and determine any changes to protocols to support a safe workplace culture.
o Implementation of SB 553, the California law related to workplace violence prevention.
o Work to implement recommendations from CJPIA’s Risk Management Evaluation dated February 2023.
B. Emergency Management
Emergency management is an important aspect of the Town’s operations and can play a larger or smaller role at different times depending on circumstances. There are two major projects related to emergency management that will require resources in the coming year:
2023 After Action Report (AAR) follow-up and implementation: There are a number of mitigation actions and recommendations that came out of the AAR. The Town needs to begin to review and address these.
6 Local Hazard Mitigation Plan (LHMP): The Town is currently working with Mono County on updating our joint LHMP. This plan is required by FEMA to be current in order to be eligible for certain funding opportunities. Additionally, the plan is critical in identifying mitigation actions to help the Town and County prepare for and mitigate potential impacts from future emergencies.
C. Community Focused Amenities
The Town is engaged in a number of larger projects to deliver amenities that have a direct benefit for our community. In many cases they address important service needs like childcare or enhance cultural and arts development like the Mammoth Arts and Cultural Center. Work on these projects is in progress but in all cases, there are a number of larger issues to solve for completion. Staff will need to solve these issues in the next year to bring these projects online for our community.
Childcare Facility
One of the capital projects of the current fiscal year is the development of a six-classroom childcare facility on the Mammoth Lakes Foundation (MLF) property near the college. The Town is in negotiation to purchase the property and is moving forward on a number of facilities on site. This childcare facility, created by repurposing portables obtained from Mammoth Unified School District will be completed in early spring 2025. While the Town is building the facility, we will not be the operator of the facility. The operational requirements of this type of facility require industry specific skillsets and a high degree of regulatory compliance. When the Town began work on this project, there was discussion with the Mono County Office of Education (MCOE) to include this facility in their existing work plans. However, the challenge of staffing and management makes this solution difficult without support. The Town could issue a request for proposals to run the facility, if needed. However, there is significant concern that an agency outside of our area could likely be in competition with existing facilities for local staff. This could have the opposite effect on our intended solution. Staff is currently working with the existing childcare providers in Town for a solution that could share resources and management without being in competition for staff.
Mammoth Arts & Cultural Center
The Town is engaged with MLF for the purchase of approximately 8 acres of land near the college.
This land will be the site of the new theater being built adjacent to the existing Edison Theater.
The Town is currently working through its due diligence for the purchase of the property and specific requirements of the construction. While this work is underway, significant effort will be required in the coming year to identify changes required in the project and seek additional funding to cover cost escalation. At the current pace, staff intend to have these issues resolved by midspring to complete the purchase and sale agreement and begin the construction bidding process.
7 Snow Storage Facility
The Town is working with the Forest Service (FS) on a solution to the Town’s snow storage problem. For many years, the Town had a Forest Service Use Permit for land on the edge of Town, for this purpose. The site is currently a FS helipad, boneyard, grazing area and a former asphalt mixing table for road construction projects. Asphalt was made directly on the soil during the 1950s through 1970s. The Town uses this land to store snow accumulated within the Town during larger winters. The four-square mile footprint of the Town does not provide sufficient snow storage during larger winters. Testing in recent years identified soil contamination, likely from the decades of being used as an asphalt mixing table. The Town has proposed a testing plan to confirm the source of contamination and determine the level of pollution. Initial reports indicate that the levels fall below what is necessary for remediation. As the Town has one year left on its existing contract with a private party, the resolution of this effort is critical in the coming year.
D. Town Culture
The performance of any organization is determined more by the culture than specific assignments.
To that end, every organization needs to perform a self-assessment to identify opportunities for improvement. The Town has addressed this effort by conducting offsite meetings by functional group to discuss and review our processes. The meetings were attended by all staff within the functional group obtaining insights from all levels of the organization. This “Keep, Stop, Start” analysis produced a number of goals that will serve to inform goals for the individual departments.
Some overarching goals were also identified and will serve to refine our organizational culture. Risk management – Work to develop a culture where risk mitigation and safety are equally important to accomplishment of tasks.
Invest in the development of current employees by providing leadership development and focused training opportunities.
Work on interaction between departments to understand and value the different roles played across the organization, how they are interdependent and part of one team. Work across departments to improve interagency service levels. Improve self-sufficiency of all employees by providing tools and information in an organized and logical manner, assigning an appropriate level of personal responsibility to all individuals.
Emphasis on the role we play within the community, appropriate processing of feedback received and how we us it.
E. Enhance the Town’s Records Management Systems
The Town Offices will be re-located soon into a new building. Town Staff would like to take the least amount of paper records with them as possible. To achieve this, Town Staff will need to implement the recently adopted Records Retention Schedules. Town Staff will also be
8 implementing a Laserfiche Vault component so that records that need to be legally kept forever can do so legally and electronically. Enhancing the Town’s records management system helps with the timely retrieval of documents, allows information to be shared more easily, and keeps the Town in compliance with legal mandates.
Community & Economic Development Department (CED)
A. Implement, Invest, and Expand the Housing Now! Program Complete the Regional Housing Needs Assessment and Action Plan update to provide guidance on the investment of Town (Measure L and General Fund) and grant funds into housing
Expand the Housing Now! program to leverage Measure L funding to increase the availability of affordable housing in the community
The Parcel – Continue to facilitate entitlements and construction of The Parcel. The work includes entitlements, overseeing construction of the project, identifying and securing funding, managing consultants, and other work items Continue to implement existing housing programs and projects, such as the Lease to Locals program, Small Site Development projects, BRIDGE program, and adaptive reuse housing partnership projects (Access Apartments and the Innsbruck Lodge)
B. Process Current & Long-Range Planning Projects & Programs Process development applications for minor and major projects – analyze development proposals for consistency with regulations, synthesize information, and present to decision makers
Maintain Zoning Code and development standards – complete updates to Zoning Code and development standards to ensure information is accurate, up to date, and reflects Town policies
Update General Plan to reflect state-mandated legislative changes as well as changes to implement Town initiatives
Analyze and update Chapter 17.48 (Signs) related to temporary signs, design guidelines, election signs, and others
Update the Design Guidelines to create easy to understand objective design standards that establish clear design expectations for development projects C. Improve Service Delivery & Make Standards Easy to Understand and Implement Implement business process improvements related to planning application intake, review, and closeout processes
Improve online and digital submittal, review, and payment methods Transition to QuickBase software for building and planning permitting and code compliance case tracking
Automate issuance of certain types of permits (e.g., solar projects) in accordance with State standards
Update CED website for enhanced customer experience
9 D. Foster Economic Development in Mammoth Lakes
Finalize DIF/Housing Nexus Study to ensure appropriate fees are charged to new development
Work closely with property owners and developers to encourage and facilitate development that meets the Town’s economic development goals Continue to offer a pre-application consultation process to applicants Update the New Business Guide to assist new business operators navigate the permitting process
E. Ensure Safe & Code-Compliant Construction
Complete building plan check and inspections for projects throughout Town and improve tracking of open permits to ensure work is being inspected and approved at the appropriate stages of construction
Expand usage of internal Town building staff for building plan check reviews and site consultations to improve customer experience
Continue code enforcement activities with a focus on achieving voluntary compliance
Police Department (PD)
A. Expand enforcement efforts for protection of life and property and in response to community feedback
Town Multi-use Paths (MUPs) – Increase education and enforcement of speed limits and traffic safety laws.
Enforcement - Increase enforcement of speeding violations on Highway 203/Main Street.
Bicycles and E-Bikes – Increase education and enforcement of bicyclists not following laws while riding on Town Roads.
Dogs Off Leash – Increase citations to owners with dogs off leash now (especially at Shady Rest Park when dog park is open).
B. Build and enhance staffing levels
Workforce Development - Hire three (3) Police Recruits and send them through the Academy. Police Recruits offer employment opportunities to residents of Mono and Inyo Counties who also bring local knowledge to the Department. Recruitment - Hire one Lateral Police Officer.
24-hour Police Services – Building the staffing of the Department will allow for a return to 24-hour service.
Partnerships - Partner with other Town departments and outside resources on the implementation of a wildlife educational program.
C. Utilize and Expand Modern Technology
Flock Safety Automatic License Plate Recognition (ALPR) – Continue towards full implementation of Flock Safety ALPR cameras and provide Town Council with a full annual report.
10 Power Engage software – Compile survey data to better understand how citizens feel about interactions with our department.
Axon cameras - Install AXON cameras in patrol vehicles (with grant funding).
D. Continued Services
Grant programs - Keep building State Grant funded OHV/OSV patrol program.
Parks and Recreation Department (PRD)
A. Maintain and Invest in the Town’s Recreation Infrastructure CIP Projects - provide multi-purpose, year-round, indoor and outdoor recreation amenities in Mammoth Lakes by completing the following Capital Improvement Projects (CIP):
o Mammoth Creek Park West Rehabilitation
o Community Bike Park/Pump Track Development
o Mammoth Arts and Cultural Center (MACC) Programming Development and Construction
Deferred Maintenance – conduct preventative maintenance activities to restore and prevent further deterioration of prioritized parks, fields, facilities and trails. o Allocate $200,000 in FY2025/26 to address deferred maintenance items at Shady Rest Park, the Whitmore Recreation Area and the Community Center Park and Tennis courts.
B. Deliver High-Quality, Accessible and Affordable Recreation Programming Smart Growth – Expand access, availability and affordability of parks and recreation programs and services.
o Affordability: Increase Tony Colasardo Scholarship opportunities for all youth and provide payment options for adults.
o Access: Expand discounted in-person, limited sale Winter Skate Memberships, Summer Play Memberships and Winter/Summer Play Passes.
o Availability: Further expand availability of products and services for Hispanic community and low-income families.
o Accessibility: Maximize access to camps and programs by expanding in-person registration opportunities and implementing strategic enrollment tactics.
Core Program Areas - Expand and deliver Core Program Areas aligned with the demand and resource capacity of the Department:
o Youth/Teen Camps and Programs
o Community Recreation Center (CRC) Programs
o Adult Activities
o Community Events/Activities
o Facility Operations/Maintenance
Master Plan – 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
11 Mammoth Lakes and an action plan with conceptual site plans that articulate a clear vision and “roadmap” for the Town over the next 10 years or longer. A comprehensive master plan is expected to take 12-18 months with a price range of $150,0000 - $300,000 depending on the required scope of services and desired outcomes.
C. Build Capacity to Enhance and Expand Programming
Partnerships - Expand and deliver Core Program Areas aligned with the demand/capacity of the Department by (1) expanding partnerships with local organizations, (2) collaborate with local non-profit youth sporting groups, (3) hire/contract specialized skilled instructors, and/or (4) contract with recreation entities to provide enhanced services.
Employee Development - Build programming capacity by (1) Developing our workforce, and (2) Professional Development.
Recruitment and Retention - Strategically recruit, retain and recognize our employees.
Office of Outdoor Recreation (OOR)
A. Enhance a sustainable recreation economy with partnerships & investment Coordinate with federal land managers on recreational investments, experiences, and planning related to federal lands.
Enhance public recreational and community experience through focused outreach and on the ground support.
Engage with partners on amenity improvements on federal lands and implementation of actions to reduce fire risk and improve forest health. Pursue funding and revenue opportunities to create, maintain, and enhance sustainable recreation activities.
B. Strengthen Community Engagement and Stewardship
Increase public participation for stewardship programs. Create and deliver scalable, sustainable and DEI Core Programs aligned with the resource capacity and capabilities of the Department.
Collaborate with partners to share information, leverage funds, develop new opportunities for the public, inspire volunteerism, and improve the environmental condition of the region.
C. Strengthen Organization Systems, Structures, and Operations Leverage the Mammoth Trails Committee and Mammoth Lakes Recreation to regularly provide direction and guidance for the Mammoth Lakes Trail System. Build the Department’s organizational structure to allow for a high level of service and effectiveness.
Continually improve the quality of work by constantly measuring performance and utilize a data-driven approach.
Implement a Communication Plan that effectively and in a cost-effective manner, disseminates inclusive information and encourages participation in the Core
12 Program Areas: (1) mammothtrails.org, (2) Trail News (hubspot and blog), (3) social media, (4) Brochures, flyers, and print ads.
D. Build Team Capacity, Teamwork and Recruit & Retain the Best Build Team capacity by aligning positions (responsibilities) and desired outcomes with professional, prepared, and passionate people: (1) Professional Development, (2) Education and Networking, (3) Customer Service Training. Strategically recruit, retain and recognize our employees: (1) Recruitment Plan, (2) Recognition Plan.
Public Works Department (PW)
A. Develop, maintain, and improve the Town’s facilities and multi-modal infrastructure Maintain the highest quality multi-modal transportation network. o Develop Townwide infrastructure and maintenance project o Street and MUP reconstruction and rehabilitation
o Slurry seal program and projects
Expand Town facilities and infrastructure through thoughtful and measured actions (See tables above).
o Continue to prioritize work on structures such as the Civic Center, CRC, and MACC
o Develop construction and reports for future projects such as the Minaret/Meridian Round-a-bout and South Main MUP
o Integrate TBID signage projects into the CIP
Recognize snow removal as a critical community service and prioritize staffing and resources to provide the highest level of service possible.
B. Optimize operations
Evaluate Facilities and Fleet programs and processes to improve efficiency, productivity, and regulatory compliance.
Engage IT and frontline Public Works staff to explore, implement, and sustain the use of technology.
Ensure a safe and high-quality work environment through training and regular assessments.
C. Develop and maintain an exceptionally qualified and well-trained staff Empower employees to use their knowledge and expertise to improve services and solve problems.
Develop and implement a succession plan to effectively recruit, train, and retain well-qualified employees and ensure critical staffing needs are met. Develop new leaders from within the organization to move into key management positions as they are vacated.
Develop a plan to record institutional knowledge that may be lost as long-time employees move on or retire.
13 Airport (MMH)
A. Continue Airport Strategic Planning Efforts
Build stakeholder relationships and increase community outreach Gather input, identify crossroads for decision-making, and formalize an Airport Strategic Plan.
o Incorporate the National Plan of Integrated Airport Systems (NPIAS), California Aviation System Plan (CASP), and Regional priorities.
B. Enhance Airport Professionalism and Employee Education Attend specialized aviation conferences and acquire additional certifications that airport professionals typically hold.
Automate and improve inspections by build-out of the new “App 139” cloud-based Software
Update procedures and documents to make them accurate and useful. o Update the Airport Certification Manual (ACM).
o Update the Airport Emergency Plan (AEP)
C. Maintain and Invest in the Airport Facilities, including the Airfield Install snow depth sensor and enhance aviation weather data availability CIP Projects - provide safe, compliant, and well-functioning facilities at Mammoth Yosemite Airport by completing the following Capital Improvement Projects (CIP):
o General Aviation and Terminal Parking Lot Reconstruction o Multipurpose Building Site Work Phase (Airfield Access Road & Relocate Taxiway Connector A3)
o Tee-Hangar Taxilane Reconstruction Design and Bid
o Multipurpose Building Design and Bid
Deferred Maintenance – conduct preventative maintenance activities to restore and prevent further deterioration to Airport facilities, airfield, and equipment. o Evaluate the 2025 Airport Pavement Maintenance and Management Plan (PMMP) to identify needed asphalt maintenance projects (last evaluated in 2016).
o Evaluate water system for necessary upgrades
o Purchase of up to two new plow blades
RECOMMENDATION:
Receive a presentation from staff and provide consensus comments or direction regarding the 2025 Town Council Strategic Planning Series Presentation of major policy, projects, planning efforts and work plan items.
1 Jamie Gray
From: Stacy Corless <[email protected]>
Sent: Wednesday, December 18, 2024 9:14 AM
To: Jamie Gray
Cc: Rob Patterson
Subject: Suggestion for Strategic Plan Additions: Wildlife Policy & Wildfire Resilience [EXTERNAL EMAIL]
Dear Mayor Bubser and Councilmembers,
In reading through the staff report for council's strategic planning session today, I noticed a couple of words that seemed to be missing in the workplans: wildlife and wildfire.
Given the recent interest in and discussion about bear management, it would be great to see the town put focus on improving existing town wildlife policy, and take a lead on bringing agencies together within the town's jurisdiction to help residents and visitors better coexist with wildlife. One actionable item that came out of the council-led discussion in the fall (in which all parties agreed we could do better with wildlife management) was the town manager's suggestion to update town code regarding dumpsters/trash disposal and the ability to fine negligent property owners.
Additionally, common-sense, low-cost wildlife policy could be woven into other town department workplans, such as projects in the office of outdoor recreation and MLPD, putting the town in the lead on bringing agencies together to improve communication and alignment across administrative boundaries.
I appreciate the inclusion of emergency management in the planning document, and would encourage council to expand that focus to call out disaster preparedness and prevention, including wildfire resilience. The town plays a key role in planning and implementing mulit-agency forest health and community protection projects, and wildfire resilience is a worthy investment of town resources that would be highly leveraged by contributions from NGO, state and federal partners.
I realize that there is time built into this process for public comment, but I thought it might be useful to raise these issues now. Thanks for providing the opportunity to comment and for leading a transparent planning process.
--Stacy
--
Stacy Corless
760-920-0190
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) – Rice, Truax, and Bubser as alternate
Airport Land Use Commission – Rice, Truax, and Bubser as the alternate Mono County Collaborative Planning Team (CPT) – Senior Planner Kim Cooke and Bubser and Truax as alternates
Intergovernmental Relations:
Town and County Liaison Committee – Bubser, Rice, and Town Manager and Sauser 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 – Bubser and the Town Manager as the alternate
California Joint Powers Insurance Authority Board – Truax and Assistant to the Town Manager as alternate
Transportation:
Local Transportation Commission (LTC) – Bubser, Sauser, and Truax; 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 – Truax
Eastern Sierra Community Housing Board – Rice
Treasury Oversight Committee – Finance Director; Town Manager as alternate LEGAL CONSIDERATIONS:
According to the California Open Meeting Act, commonly referred to as the Brown Act, the agenda must reflect every matter to be discussed by a governing body.
RECOMMENDATION(S):
This agenda bill is submitted for information only.