Town Council Agenda
Wednesday, January 15, 2025, 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.
4.1 Emergency Flooding Repairs at Police Department.
5. INTRODUCTIONS
5.1 Introduce new Senior Accounting Assistant Dora Bessenbacher.
5.2 Introduce new Engineering Assistant Trace Calvin.
5.3 Introduce new Police Officer Julio Gonzalez.
6. TOWN COUNCIL PRESENTATIONS
6.1 Recognize the promotion of Richard Marchant to Police Corporal.
6.2 Recognition of Revenue Accountant Danny Earls for ten years of service.
7. PUBLIC PRESENTATIONS
7.1 Golden State Connect Authority (GSCA) Broadband Update presented by Barbara Hayes, Chief Economic Development Officer of the Rural County Representatives of California (RCRC).
7.2 Lease to Locals Program – Mid-Contract Update.
8. REPORTS FROM COMMISSIONS AND/OR DEPARTMENTS (AS NEEDED)
8.1 January 2025 Public Works CIP Update.
9. CONSENT AGENDA
9.1 Approve the minutes of the regular meeting of December 18, 2024.
9.2 Authorize the Town to execute the Regional Housing Needs Assessment MOU and Cost-Sharing Agreement with Inyo County.
9.3 Adopt the resolution approving the Fiscal Year 23/24 Report on Development Impact Fees on New Development within the Town.
9.4 Accept Check Register 12/18/24 in the amount of $1,268,373.47. Accept Check Register 12/20/24 in the amount of $4,264.50. Accept Check Register 1/3/25 in the amount of $1,892,823.69. Accept Check Register 1/9/25 in the amount of $838,364.65.
10. PUBLIC HEARINGS
Public Hearing Procedure.
The Mayor will open the public hearing and then: Statement and presentation by staff.
Statement and presentation by property owner or appellant. Questions from the Town Council. Call for testimony. Rebuttal to previous testimony by property owner or appellant.
Close the public hearing, terminating public testimony. The Town Council will deliberate the matter and arrive at a decision.
10.1 Public hearing to discuss the accomplishments of the Town’s CDBG CARES Act Grants (20-CDBG-CV1-00028 & 20-CV-2-3-00093).
11. POLICY MATTERS
11.1 Town Council Strategic Planning Series – Presentation of community survey results and request for public comment. This item will be heard at 6:00 p.m.
11.2 Plan for allocation of additional Transient Occupancy Tax (TOT) received from Measure L.
11.3 Provide Direction on Phase 3 of the Parcel.
11.4 Town Council Adoption of California Joint Strategy for Sustainable Outdoor Recreation & Wildlife Resilience.
12. COUNCILMEMBER REPORTS
Informational reports from Councilmember representatives on committees, commissions, and organizations; general reports on Councilmember activities.
13. CLOSED SESSION
13.1 CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section 54956.9: (One Case).
14. ANNOUNCEMENT OF ACTION TAKEN AFTER CLOSED SESSION
15. ADJOURNMENT
The Town Council will adjourn to a special meeting to be held on Wednesday, January 22, 2025 at 9:00 a.m.
16. MAMMOTH LAKES MUNICIPAL SERVICE CORPORATION ANNUAL MEETING The Town Council will hold its annual meeting of the Mammoth Lakes Municipal Service Corporation after the regular meeting of the Town Council.
1 TOWN COUNCIL STAFF REPORT
Title: Resolution finding emergency circumstances that justify the award of an emergency contract for repair of flood damages at the Police Station.
Meeting Date: January 15, 2025
Prepared by: Riley Griesenbeck, Facilities and Asset Manager Haislip Hayes, PE, Public Works Director
RECOMMENDATION:
Approve the resolution finding that emergency circumstances justify awarding a contract for repair of the Mammoth Lakes Police Station drywall damaged by a water leak and flooding that occurred on January 9th, 2025.
BACKGROUND:
On January 9th, 2025, a water leak occurred at the Civic Center site that resulted in significant amounts of water entering the Mammoth Lakes Police Station and pooling at a depth of 2-3” throughout roughly a quarter of the Station. Town Staff, Mammoth Lakes Fire Protection District, Mammoth Community Water District and Waterdogs, a local business specializing in disaster restoration, shut the water off immediately upon discovery, removed the standing water, and installed fans and dehumidifiers to prevent extensive water damage. The immediate flooding effects have been remediated and mitigated, however, there are two sections of drywall that have residual moisture and mold concerns.
Waterdogs will, in the coming days, remove the sections of drywall, increase airflow to these sections to prevent mold buildup, and treat the areas of concern with mold prevention compounds. Waterdogs will not repair the drywall in these areas of concern. The Town will need to contract to perform the necessary drywall repairs and other remediation needed to repair the facility. In order to perform a professional and high-quality repair, additional sections of drywall and flooring may need to be removed resulting in a scope of work that is significantly larger than needed for mold mitigation.
ANALYSIS:
The ability of the Town to award a contract for this work through the normal bidding process would result in significant delays to those repairs and sizeable holes in the Police Station walls for months. The public interest and safety demand the immediate expenditure of public money to safeguard the health and property of the Town of Mammoth Lakes. The attached resolution makes the necessary findings for Town staff to proceed with the award of an emergency contract to repair the Police Station damaged by the unexpected flooding event.
2 FINANCIAL CONSIDERATIONS:
Staff estimates that existing Facilities and Public Works budgets are sufficient to absorb the immediate and projected costs of these repairs. Insurance claims and other reimbursement options will be evaluated, in consultation with the Town Manager and Town Attorney, depending on the final project costs.
LEGAL CONSIDERATIONS:
The Town Council may take recommended action under Public Contract Code sections 20168 and 22050. The relevant sections to the Code are noted here:
20168 In case of an emergency, the legislative body may pass a resolution by a four-fifths vote of its members declaring that the public interest and necessity demand the immediate expenditure of public money to safeguard life, health, or property. Upon adoption of the resolution, it may expend any sum required in the emergency without complying with this chapter. If notice for bids to let contracts will not be given, the legislative body shall comply with Chapter 2.5 (commencing with Section 22050).
22050 (a) (1) In the case of an emergency, a public agency, pursuant to a four-fifths vote of its governing body, may repair or replace a public facility, take any directly related and immediate action required by that emergency, and procure the necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts. (2) Before a governing body takes any action pursuant to paragraph (1), it shall make a finding, based on substantial evidence set forth in the minutes of its meeting, that the emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency. (b) (1) The governing body, by a four-fifths vote, may delegate, by resolution or ordinance, to the appropriate county administrative officer, city manager, chief engineer, or other nonelected agency officer, the authority to order any action pursuant to paragraph (1) of subdivision (a).
(2) If a person with authority delegated pursuant to paragraph (1) or (2) orders any action specified in paragraph (1) of subdivision (a), that person shall report to the governing body, at its next meeting required pursuant to this section, the reasons justifying why the emergency will not permit a delay resulting from a competitive solicitation for bids and why the action is necessary to respond to the emergency. (c) (1) If the governing body orders any action specified in subdivision (a), the governing body shall review the emergency action at its next regularly scheduled meeting and, except as specified below, at every regularly scheduled meeting thereafter until the action is terminated, to determine, by a four-fifths vote, that there is a need to continue the action. (2) If a person with authority delegated pursuant to subdivision (b) orders any action specified in paragraph (1) of subdivision (a), the governing body shall initially review the
3 emergency action not later than seven days after the action, or at its next regularly scheduled meeting if that meeting will occur not later than 14 days after the action, and at least at every regularly scheduled meeting thereafter until the action is terminated, to determine, by a four-fifths vote, that there is a need to continue the action, unless a person with authority delegated pursuant to subdivision (b) has terminated that action prior to the governing body reviewing the emergency action and making a determination pursuant to this subdivision.
(3) When the governing body reviews the emergency action pursuant to paragraph (1) or (2), it shall terminate the action at the earliest possible date that conditions warrant so that the remainder of the emergency action may be completed by giving notice for bids to let contracts.
RESOLUTION 25-XX
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH
LAKES, STATE OF CALIFORNIA, FINDING THAT EMERGENCY
CIRCUMSTANCES JUSTIFY AWARDING A CONTRACT FOR REPAIR OF
FLOOD-DAMGED MAMMOTH LAKES POLICE DEPARTMENT STATION
DRYWALL, FLOORING, AND RELATED ITEMS
WITHOUT COMPETITIVE BIDDING
WHEREAS, California law generally requires the Town to award contracts for “public projects” in excess of $5,000 to the lowest bidder after the completion of a competitive bidding process; and
WHEREAS, Public Contract Code Section 20168 provides that in case of emergency the Town Council may pass a resolution by a four-fifths vote declaring that the public interest and necessity demand the immediate expenditure of Town funds to safeguard life, health, or property, and that if such a resolution is adopted the Town may expend any sum required in the emergency without complying with competitive bidding requirements; and
WHEREAS, Public Contract Code Section 22050 authorizes the Town Council, with a four-fifths vote, to “repair or replace a public facility, take any directly related and immediate action required by that emergency, and procure the necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts” if the Town Council finds, based upon substantial evidence, that the emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency; and
WHEREAS, the Mammoth Lakes Police Station experienced extreme and unexpected flooding due to a water leak on January 9th, 2025; and WHEREAS, the flooding and water accumulation have caused significant damage to Town facilities and infrastructure including damage to drywall, flooring, carpet, and other building components; and
WHEREAS, the Town Council finds that as a result of the flooding-caused damage to the Mammoth Lakes Police Station and pursuant to Public Contract Code Section 20168 the public interest and necessity demand the immediate expenditure of public money to safeguard life, health, safety, and property in the Town of Mammoth Lakes; and
WHEREAS, the Town Council finds that based on substantial evidence, including without limitation the staff report presented to the Town Council on January 15, 2025, pursuant to Public Contract Code Section 22050, the emergency will not permit a delay resulting from a competitive solicitation for bids, and that responding to the emergency requires repair of public facilities and infrastructure, other directly related and immediate actions, and procurement of the necessary equipment, services, and supplies for those purposes, without a competitive bidding process.
Resolution No. 25-XX
NOW, THEREFORE, BE IT RESOLVED by the Town Council of the Town of Mammoth Lakes as follows:
Section 1. The foregoing recitals are true and correct and incorporated herein by reference.
Section 2. The Town Council hereby directs and authorizes the Town Manager and Public Works Director to contract for repairs to the Mammoth Lakes Police Station damaged by flooding on January 9th, 2025, to take any directly related action, and to procure the necessary equipment, services, and supplies for the repairs, without a competitive bidding process.
Section 3. Pursuant to Public Contract Code Section 22050, the Town Council shall review the emergency action authorized by this resolution at its next regular meeting and at each regular meeting thereafter until the emergency repair work is complete, to determine, by a four-fifths vote, that there is a need to continue the action.
Section 4. The Town Clerk shall certify as to the adoption of this resolution.
APPROVED AND ADOPTED this 15
th day of January 2025.
__________________________
CHRIS BUBSER, Mayor
ATTEST:
__________________________
JAMIE GRAY, Town Clerk
HISTORIC INVESTMENT IN BROADBAND INFRASTRUCTURE
(And Important Non-Monetary Wins, Too)
Senate Bill 156 – Unanimous Approval – Signed by Governor July 2021 HISTORIC $6 BILLION INVESTMENT
• $3.2 Billion – Middle Mile
• $2 Billion – Federal Fund Account (FFA)
Last Mile
• $750 Million – Loan Loss Reserve
• $50 Million – Local Agency Technical
Assistance (LATA)
LANDMARK NON-MONETARY ITEMS
• State-Owned & Operated Open Access
Middle Mile
• Local Governments Permitted to Own,
Operate & Maintain Broadband Networks
• Creation of Loan Loss Reserve Fund
• Technical Assistance Funds Directed to Local
Governments
GOLDEN STATE CONNECT AUTHORITY
• Formed Joint Powers Authority – (Dec. 2021)
Increase access to reliable, affordable, high-speed
broadband for all rural Californians
o40 Member Counties
• Program of Work Includes:
oBroadband Strategic Planning
oCapacity Building, Information Sharing
oOpen Access Municipal Broadband
Deployment
FFA Last Mile and Loan Loss Reserve
Applications Submitted By GSCA
Mammoth
Lakes
Susanville
Oroville
Gonzales
Soledad
Greenfield King City
GSCA Member County
Applications Submitted by GSCA
GSCA Member City
GSCA Member
(No Applications
Submitted by GSCA)
FFA Last Mile Program
• 37 Applications
• $818 Million Requested
• 4,552 Network Miles
• 132,208 Locations
Loan Loss Reserve Program
• 37 Applications
• $434 Million Requested
• Secure GSCA Issued Tax-Exempt
Bond
Open Access, Last Mile, Fiber Network
Open Access –The GSCA network is open to
providers of all sizes
• Customer Choice
• Competition that drives down price
Last Mile –From State Middle Mile to the address
Fiber Network –Highest Quality
• Gig Speed
• Reliability
GSCA Town of Mammoth Lakes FFA Last Mile Project
96 Miles and 12,300 Locations
Town of Mammoth Lakes –GSCA Hut Location
Town of Mammoth Lakes –GSCA Hut Location
GSCA Town of Mammoth Lakes –Next Steps
Upon Final CPUC FFA Awards Will Finalize Loan Loss Reserve and Issue Bonds
Q1 2025 –GSCA to Meet with Town of Mammoth Lakes, Permit Submittal, Securing of Hut Sites, Phase 2 Network Design Q2 2025 –GSCA to Select Construction Firms for Regional Project Builds, Begin Marketing & Community Engagement, Bond Issuance Q3 2025 – Begin Phase 1 Construction, Continue Phase 2 Design, Marketing & Community Engagement, Sales
Q4 2025 – Phase 2 Network Design, Marketing & Community Engagement
GSCA Project Total Project Cost FFA Award Bond FFA % Bond % Alpine County $ 10,676,488.00 $ 6,985,978.00 $ 3,690,000.00 65.4 34.6 Imperial County $ 22,864,949.00 $ 13,834,949.00 $ 9,030,000.00 60.5 39.5 Mono County $ 9,849,134.00 $ 6,074,134.00 $ 3,775,000.00 61.7 38.3 Town of Mammoth Lakes $ 38,268,014.00 $ 4,158,014.00 $ 34,110,000.00 10.9 89.1 Amador County $ 66,570,300.00 $ 57,180,300.00 $ 9,390,000.00 85.9 14.1 Glenn County $ 29,011,876.00 $ 22,351,876.00 $ 6,660,000.00 77.0 23 Tehama County $ 107,683,880.00 $ 74,798,880.00 $ 32,885,000.00 69.5 30.5 Sub-Total Awards $ 284,924,641.00 $ 185,384,131.00 $ 99,540,000.00 GSCA Counties Awaiting FFA
Last Mile Award
Recommendations
• Monterey County (5*)
• Calaveras County
• Trinity County
• Inyo County
Plus two urban counties
*Five GSCA applications submitted
Applications submitted by GSCA
GOLDEN STATE CONNECT AUTHORITY
CPUC FFA AWARDS
Project Cost Breakdown
CPUC FFA Last Mile Program Awards
• 52 Counties
• $1.05 Billion
• $1.3 Billion FY 24/25 Authority
Golden State Connect Authority Network
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Lease to Locals Program – Mid-Contract Update.
Council Meeting Date: 1/15/2025
Prepared by: Chase Janvrin, General Manager, Placemate; Nolan Bobroff, Community & Economic Development Director
Recommended Motion: Receive the presentation and ask questions to the program operator and/or staff.
Summary: The Lease to Locals program, operated by Placemate, aims to connect tenants with property owners who wish to lease their property on a seasonal (5-11 months) to long-term (12+ months) basis in exchange for a financial subsidy from the Town that is in addition to the rental revenue that the owner will collect.
The Town Council approved a one-year pilot program with Placemate to operate the Lease to Locals program on July 3, 2024 and committed $425,000 to the program, of which $320,000 is for property lease subsidy payments and $105,000 is to be paid to Placemate for the administration, implementation, and marketing of the program. The Program Guidelines specify that an update will be provided to the Town Council at the mid-point and end of the 1-year contract term.
The Mammoth Lakes program was officially launched on August 5, 2024 and to date, five properties have been leased through the program with an average subsidy of $9,200 per property.
The Year 1 goal for the program is to assist approximately 40 households.
In addition to the Program update, staff are looking for direction from the Town Council to allow staff to consider exceptions to the guidelines for unique circumstances that arise that are not addressed or considered in the program guidelines (i.e., mixed-use commercial/residential properties).
Additional information on the program is available at https://placemate.com/mammoth/.
Town of Mammoth Lakes
Pilot Program
6-Month Update
January 15, 2025 Chase Janvrin
General Manager
[email protected]
Agenda
Review Timeline and Program Policies
Launch Recap
Results
● Total Pipeline
● Pipeline Conversion vs Provincetown, MA (2024 launch) ● Results - Properties
● Results - Tenants
Plans for 2025
Program Timeline
Lease to Locals Program
Launched
August 1, 2024
First Presented
Concept to Council
May 1, 2024
Lease to Locals
5 Properties & counting…
As of Jan 2, 2025
Program Policies
Property must be
located in Mammoth
Lakes Town limits
Property can not have
been a full time rental in
the past 12 months
Leases can be long-term
(12+ mo) or seasonal (5-11
mo) and subject to rent caps
based on unit size
Incentive amounts are
$4,500 for long-term leases
or $2,000 for seasonal
leases (max of 4 Qualified
Tenants)
At least 50% of the
household must be
locally employed (Town
boundary) at least 30
hours per week
Gross Income can not
average greater than 150%
of the area median income
($111,200).
Launch Recap - Media
Town Press Release Eastern Sierra Now (Print)
Social Media
(Facebook / Instagram from Town,
Placemate, and locals)
The Parcel
Ribbon Cutting
Sierra Wave Media
(Digital)
Mammoth Lakes Chamber
of Commerce
Launch Recap - Example Marketing
6,504 postcards to
second-home owners
at their tax addresses Page 23 of 301
Results — Lead Generation
1,879 Program page views
360 Outbound emails
153 Outbound phone calls
119 Renter profiles completed
94 Property Owner leads
Results — Property Owner Pipeline
94 32
Property Owner leads
Currently Qualified/Interested
32 Not Qualified
30 Not Interested
28 8
94 Leads is in line
with what we’d
expect, and is more
than Provincetown,
MA who launched
4/1
Results
Conversion Rate Comparison vs Provincetown, MA
Results
Conversion Rate Comparison vs Provincetown, MA
8 ● Higher number of Not Qualified
○ Mostly Existing LTRs and Out of Area (June Lake)
● Lower number of Not Interested
○ Rent Cap too Low is significantly higher feedback 27% $1,000 - Private Room
$1,500 - Studio
$1,700 - 1BD
$2,500 - 2BD
$3,500 - 3BD home
(not including utilities
and/or pet fees)
28 8
We continue to see
strong response rate
to marketing efforts
and high level of
initial interest in the
program
Results
Conversion Rate Comparison vs Provincetown, MA
Results — Future Interest
We have a 13 property
owners who are
interested in starting
Leases in Spring 2025
and beyond
Available Start Date Total Grant Amount Deal Name
February 1, 2025 $13,500 1xx PCH
April 1, 2025 $18,000 2xx Rainbow Lane Unit #X
April 1, 2025 $13,500 2xx Old Mammoth Rd. #X
April 1, 2025 $6,000 1xx Old Mammoth Road, Unit #X
April 1, 2025 $18,000 1xx Laurel Mtn Rd Unit X
April 1, 2025 $6,000 3xx Chateau Rd #X
May 1, 2025 $6,000 2xx Canyon Blvd Unit X
May 1, 2025 $4,000 4xx Meridian Blvd
May 1, 2025 $9,000 1xx Sierra Park
May 1, 2025 $8,000 1xx Laurel Mountain Rd. Apt. X
May 1, 2025 $18,000 9xx John Muir Road #X
May 1, 2025 $13,500 3xx Fascination
November 1, 2025 $18,000 2xx Tamarack ln
Results — Properties
Incentives
Committed
$46,000
Average
Incentive per
Property
$9,200
Average
Incentive per
Person Housed
$3,538
Average Rent
per Property
$2,420
Properties
Bedrooms
5 11
Results — Tenants
Total
People
Housed
13 Qualified Adults
Housed
11 Average
Household
Income
$95,249 $55,956
Average
Adult Tenant
Income
Results — Local Employees / Employers
Looking at 2025…
Momentum of the program takes time but is growing
- Often takes 2-3 touchpoints to Property Owners to spark conversion Summer season is when property owners make fall/winter plans Marketing Plan going into 2025:
Postcard mailing to
second-home owners
in the spring
Posters and postcards at
Mammoth businesses
Digital and print ads
in Mammoth Times
Social Media Marketing
Facebook, Instagram, and
possible local influencer
interview
Targeted outreach to property
managers and real estate
agents
Press release promoting pilot
success and desire to extend
the program until The Parcel is
Looking at 2025…
Allowance for exceptions
- Unforeseen unique circumstances that arise may be addressed by staff (i.e., mixed-use properties)
RV/Van Life incentives
- Placemate supports this concept, but it’s not appropriate for the L2L program. L2L is not meant to be all things to all people.
placemate.com
Mammoth Lakes Town Council
Agenda Action Sheet
Title: January 2025 Public Works CIP Update
Council Meeting Date: 1/15/2025
Prepared by: Amy Callanan, PE, Engineering Manager
Recommended Motion: None
Summary: The attached CIP updated contains information about the Town’s current design and construction projects.
Public Works Engineering
Capital Project Update
January 15, 2025
*** Text shown in bold has changed from the previous update *** Project Notes Budget
CRC “Phase 2” - Interior TI
Work
Progress is being made towards installation of stairs, bleachers and entrance pergola/sign by the end of the month, with the ADA lift and office spaces following in March and April.
$1.12M
The Parcel Phase 1 “The
Sawyer”
The Center St sidewalk and the picnic pavilion in the Park are now complete.
Bus shelters and landscaping are substantially complete, and streetlights remain in progress.
$58M (buildings)
~$5.6M (public
infrastructure)
The Parcel Phase 2
“Kingfisher 1”
Work on underground utilities and perimeter site retaining walls will resume in the spring.
$46M (Kingfisher 1)
TBD (Kingfisher 2)
60 Joaquin The project is substantially complete and staff will soon begin working with Eastern Sierra Community Housing toward the sale of the units. $2.42M
Town Civic Center The concrete floor slab was poured at the beginning of December, and the contractor has demobilized for winter. Work is expected to recommence in mid-April.
$27M
Childcare Center (Core &
Shell only)
The project is substantially complete with only minor punchlist items yet to be addressed.
$1.65M
SHARP Trail head
Infrastructure
The project is substantially complete, with installation of stormwater retention basin and final signage and appurtenances expected within the next month.
$1M
Mammoth Creek Park West
(CRC)
Installation of the climbing boulder and associated concrete work, a picnic/performance pavilion and CRC patio railing and shade structure is being planned for later this year.
$500K
Mammoth Arts & Cultural
Center (MACC)
The Town is completing its due diligence on the acquisition of the Foundation property and the next steps to bid the MACC.
~$15M + (TBD)
Airport Reconstruct GA and
Terminal Parking Lot
Construction is expected to begin in May 2025. $2M
2025 Road & MUP
Rehabilitation
Staff is evaluating roads and multi-use paths (MUPs) for a variety of potential rehabilitation or reconstruction methods to be performed later this summer.
~$2-4M
2025 Slurry Seal Staff is evaluating roads and parking lots for slurry seal rehabilitation to be performed later this summer.
~$1M
2025 Town Facility
Repairs/Improvements
Staff is working to identify repairs and improvements needed to a variety of minor facilities, such as sidewalks, asphalt, fences, walls, ADA improvements etc, to be incorporated into a project with the intent of going out to bid this spring for construction this summer.
TBD
Volcom Skate Park
Maintenance
Staff will be soliciting bids this winter for a multi-year maintenance contract for the Volcom Skate Park. Staff intends to work with the awarded contractor in the spring to determine specific scopes of work to be completed this summer.
~100K annually
Airport Tee-Hangar Taxilane
Rehabilitation
Staff is working to design the rehabilitation of deteriorated asphalt, grading and drainage improvements along 3 taxilanes at the airport. The airport’s Pavement Maintenance Management Plan (PMMP) recommended the asphalt be reconstructed in 2018. The design will be completed this year, with the intention of going out to bid in early 2026 for construction next summer.
Airport Multipurpose
Building (ARFF and SRE)
Staff is working to re-design the ARFF and SRE building which has been renamed to the Multipurpose Building for funding eligibility purposes.
Recent changes in airport operations caused some of the previously designed spaces to become ineligible for funding. The re-designed building will include seven bays, two restrooms, a lobby, workshop, training room, breakroom, and other office space. The design also includes an access road, relocation of Taxiway A3, a parking lot, and vehicle apron with an emergency ARFF access road. The design will be completed this year, with Phase 1 site work going out to bid this spring for construction this summer, and Phase 2 site work and Building Structure likely going out to bid in early 2026 for construction next summer.
Main Street MUP Staff is working to design a multi-use path (MUP) to complete the gap on the south side of Main Street (SR 203) between Callahan Way and Minaret/Lake Mary Rds. Design should be completed this year, however construction funds or schedule have not yet been identified.
~$200K (design)
Shady Rest Restroom Staff is working to design a new restroom and associated site improvements to replace the existing aging restroom near the playground at Shady Rest Park. Design should be completed this year, with the intent of going out to bid in early 2026 for construction next summer.
~$200K (design)
Minaret/Meridian
Roundabout
Staff is working to design a roundabout at the intersection of Minaret Rd and Meridian Blvd to replace the aging traffic signal. The project would also include signage/wayfinding, pedestrian improvements and lighting, and would be coordinated with the design of the future Minaret MUP. Design should be completed this year, however construction funds or schedule have not yet been identified.
~$180K (design)
The Parcel Phase 3
(homeownership)
Staff is working with The Pacific Companies to design a phase of approximately 40 townhome-style homeownership units to be located at roughly the southeast corner of The Parcel. The project would include a new public road extension of Inyo St connecting to Chaparral Rd, and associated utilities. Design is expected to be completed this spring and summer, and site preparation may begin as early as this summer or fall.
TBD
Town Council of Mammoth Lakes
Minutes of Regular Meeting
December 18, 2024, 4:00 p.m.
437 Old Mammoth Road, Suite Z, Mammoth Lakes
Members Present: Mayor Chris Bubser, Mayor Pro Tem Amanda Rice, Councilmember Bill Sauser, Councilmember Brent Truax,
Councilmember John Wentworth
_____________________________________________________________________
1. CALL TO ORDER AND ROLL CALL
The Mayor called the meeting to order at 4:05 p.m. in the Council Chamber, 437 Old Mammoth Road, Suite Z, Mammoth Lakes.
2. PLEDGE OF ALLEGIANCE
Betsy Truax led the flag salute.
3. PUBLIC COMMENTS
There were no public comments given at this time.
4. ADDITIONS TO THE AGENDA
There were no additions to the agenda.
5. COUNCIL PRESENTATIONS
5.1 Recognition of retiring Senior Accounting Assistant Renee Hallum.
Accounting Manager Stephanie Trujillo and Town Manager Rob Patterson thanked Ms. Hallum for her years of service.
Town Council Minutes
December 18, 2024
6. REPORTS FROM COMMISSIONS AND/OR DEPARTMENTS (AS NEEDED) Parks and Recreation Director Stuart Brown gave an update regarding current parks and recreation activities.
Community and Economic Development Director Nolan Bobroff announced that he had received notice that Phase 1 of The Parcel was fully occupied now.
Mammoth Lakes Tourism Board Chair Pat Foster said that the Board would now have representatives attending the Town Council meetings on a more regular basis to provide updates. Mr. Foster spoke about the recent Police Chief's Advisory Committee meeting.
Police Chief Dan Casabian provided additional information about the Committee meeting.
Mammoth Lakes Recreation Executive Director Kim Anaclerio provided an update on the Measure U Allocations Program.
Public Works Director Haislip Hayes provided an update on the Town's snow removal program.
Town Manager Rob Patterson read a letter that he had received from a member of the public complimenting the high level of service received from Hot Creek Aviation. Mr. Patterson announced that this quarter's employee Spirit of Mammoth Award was awarded to Assistant Clerk Angie Plaisted.
There was discussion among the Councilmembers, Mr. Foster, Ms. Anaclerio, and staff.
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.
Mammoth Lakes Tourism (MLT) President and CEO John Urdi outlined the information in the MLT Annual Presentation, MLT Deliverables Recap, and MLT Fiscal Year 2023/24 Annual Wrap Report.
MLT Vice President of Community Engagement Betsy Truax spoke about the monthly Free Community Skate Nights and discussed the partnership with the Town for the tree lighting event.
There was discussion between members of the Council and MLT staff.
Town Council Minutes
December 18, 2024
7.2 Broadband Update presented by Scott Armstrong, Regional Broadband Coordinator.
Regional Broadband Coordinator Scott Armstrong outlined the information in the 2024 Winter Mammoth Broadband Update.
PUBLIC COMMENT:
Brianna Goico, Executive Director of the Mammoth Lakes Chamber of Commerce, said that many local businesses had discussed internet service issues in Mammoth with Chamber representatives.
There was discussion among members of Council, Mr. Armstrong, and staff.
8. CONSENT AGENDA
Town Manager Rob Paterson requested that Agenda Item 8.4 be removed from the Consent Agenda for additional discussion.
Councilmember Truax announced that he needed to recuse himself from Agenda Item 8.5 due to a conflict of interest.
Moved by Mayor Pro Tem Amanda Rice
Seconded by Councilmember Bill Sauser
Approve the Consent Agenda, with Councilmember Truax recused on Agenda Item 8.5.
For (5): Mayor Chris Bubser, Mayor Pro Tem Amanda Rice, Councilmember Bill Sauser, Councilmember Brent Truax, and Councilmember John Wentworth Carried (5 to 0)
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.
Town Council Minutes
December 18, 2024
This item was removed from the consent agenda for separate discussion.
Town Manager Rob Patterson and Public Works Director Haislip Hayes outlined the information in the staff report. There was discussion among members of Council and staff.
Moved by Councilmember John Wentworth
Seconded by Councilmember Brent Truax
Adopt the 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.
For (5): Mayor Chris Bubser, Mayor Pro Tem Amanda Rice, Councilmember Bill Sauser, Councilmember Brent Truax, and Councilmember John Wentworth
Carried (5 to 0)
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.
Town Manager Rob Patterson outlined the information in the staff report.
PUBLIC COMMENT:
John Morris, Lodging Association Chair, thanked the Town Manager for attending the Association meeting to discuss this issue. He said that he appreciated the Town's amnesty and understanding with pre-existing reservations.
There was discussion among members of Council, Mr. Morris, and staff.
Town Council Minutes
December 18, 2024
Moved by Councilmember Bill Sauser
Seconded by Councilmember John Wentworth
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.
For (5): Mayor Chris Bubser, Mayor Pro Tem Amanda Rice, Councilmember Bill Sauser, Councilmember Brent Truax, and Councilmember John Wentworth
Carried (5 to 0)
9.2 Strategic Planning Series - Presentation of major policies, projects, planning efforts, and workplan items for 2025.
Town Manager Rob Patterson and Assistant to the Town Manager Pam Kobylarz outlined the information in the staff report.
PUBLIC COMMENT:
Janet Hatfield, Whitebark Institute Forest Health Program Manager, spoke about the continued wildfire crisis and said that it should be included in the planning.
Ales Tomaier, Mammoth Lakes Fire Protection District Fire Chief, spoke about the potential upcoming challenges with Federal partners and the need to work together.
There was discussion among members of Council and staff.
10. COUNCILMEMBER REPORTS
Councilmember Sauser attended the Local Transportation Commission meeting, the Eastern Sierra Transit Authority Board meeting, the dedication of the McCoy highway section, and the grand opening of the Eastern Sierra Small Business Resource Center.
Councilmember Truax attended the Local Transportation Commission meeting, the Tree Lighting Ceremony, and the Night of Lights.
Mayor Bubser attended the Eastern Sierra Council of Governments meeting and the grand opening of the Eastern Sierra Small Business Center.
Town Council Minutes
December 18, 2024
Mayor Pro Tem Rice attended the Tree Lighting Ceremony.
Councilmember Wentworth attended the Eastern Sierra Council of Governments meeting.
There was discussion among members of Council and staff.
11. ADJOURNMENT
The Council adjourned the meeting at 6:49 p.m.
Jamie Gray, Town Clerk
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Authorize the Town to execute the Regional Housing Needs Assessment MOU and CostSharing Agreement with Inyo County.
Council Meeting Date: 1/15/2025
Prepared by: Nolan Bobroff, Community & Economic Development Director Recommended Motion: Authorize the Town to execute the MOU with Inyo County agreeing to the reimbursement of Inyo County for the Town’s proportional share of the Regional Housing Needs Assessment report.
Summary: The Town of Mammoth Lakes, Mono County, City of Bishop, and Inyo County have partnered together to complete a Regional Housing Needs Assessment and Housing Action Plan (Report) with the goal of creating a clearer picture of the Eastern Sierra’s current regional housing needs and to guide future housing decisions. The Eastern Sierra Council of Governments (ESCOG) and SMR Development (under contract w/ Mono County) are providing technical assistance in the work effort.
An RFP was released in October 2024 seeking proposals from qualified firms to prepare the needs assessment and action plan, and two firms submitted proposals. Upon a review of the proposals by the group, BAE Urban Economics was selected.
In order to simply and streamline the contracting with BAE, it was determined that Inyo County would enter into, and administer, the contract with BAE, and the other three entities would then reimburse Inyo County for their proportional share of the costs. To memorialize this agreement, a memorandum of understanding (MOU) will be signed by the four entities agreeing to the terms of the relationship. The draft MOU is attached for reference and reflects the format and terms of the agreement. The placeholders in the draft MOU will be completed by Inyo County and the final MOU will be provided by Inyo County for signature upon approval by their Board, which is set to occur after the other three entities have approved the draft MOU. Inyo County will consider the MOU at the same time as the contract with BAE.
The Town’s proportional share for the Report, plus the Town’s proportional share for the cost of SMR Development to oversee the work effort and provide technical assistance, will be approximately $55,000. The allocation of these funds will be addressed during the FY 24/25 2nd quarter budget update.
The timeline for completion is nine (9) months from the kickoff for the housing needs assessment and an additional four (4) months for the action plan.
With the recent progress that the Town has made in providing affordable units through projects such as the Parcel, the Innsbruck Lodge project, and the Bridge program, an update of the previous 2017 HNA is necessary to illustrate if these efforts are helping to address the housing crisis and to provide information and data for the implementation of future housing projects. This information will be critical as the Town plans for the implementation of the funding stream from the recently approved Measure L TOT tax increase.
The draft MOU, the scope of work from the Inyo County/BAE contract, and the proposal from BAE are attached.
Background: The last Town of Mammoth Lakes Housing Needs Assessment1 was completed in 2017 (2017 HNA) as a part of the Community Housing Action Plan (CHAP) work effort (prior HNA’s for the Town were completed in 2011 and 2005). The 2017 HNA included an evaluation of current community housing programs, a review of opportunities and constraints, and a comparison with similar resort communities.
Housing needs assessment reports are intended to provide a holistic view of the community and housing market to determine needs across the entire spectrum of housing from extremely low income through market rate. The reports typically assess what the market is providing, what residents and employees can afford, and where the gaps are, and summarize the needs for residents and employees in terms of how much housing is needed, what type (ownership/rental), who is it for, and at what price points.
1 2017 TOML Housing Needs Assessment: https://ca-mammothlakes2.civicplus.com/DocumentCenter/View/8169
MEMORANDUM OF UNDERSTANDING AMONG THE COUNTY OF INYO,
THE COUNTY OF MONO, THE TOWN OF MAMOTH LAKES, AND THE
CITY OF BISHOP AUTHORIZING THE COUNTY OF INYO TO ENTER INTO AND ADMINISTER A CONTRACT
FOR THE PREPARATION OF A REGIONAL HOUSING NEEDS ASSESSMENT AND ACTION PLAN AND
PROVIDING FOR RIEMBURESEMENT TO THE COUNTY OF INYO FOR THE COST THEREOF WHEREAS, the County of Inyo (Inyo), the County of Mono (Mono), the Town of Mammoth Lakes (Mammoth) and the City of Bishop (Bishop), in order to address the need for adequate housing in the region, determined that it will be beneficial to prepare an assessment of the region’s housing needs and resources and an action plan for addressing those needs; and WHEREAS, pursuant to that determination, a staff committee from Inyo, Mono, Mammoth, and Bishop prepared, approved, and distributed a Request for Proposals in order to solicit and ultimately retain the services of a consultant to prepare such a regional housing needs assessment; and WHEREAS, the staff committee from Inyo, Mono, Mammoth, and Bishop subsequently selected, from among the respondents to the RFP, the firm of XXX of XXXX, to prepare the regional housing needs assessment; and
WHEREAS, in the interest of simplification and time savings, Inyo offered to prepare, enter into, and administer the contract with XXXX for the preparation of the Regional Housing Needs Assessment and Action Plan, contingent upon each of the other jurisdictions reimbursing Inyo for their respective shares of the cost of the XXXX contract; and
WHEREAS, the parties to this Memorandum of Understanding, wish to memorialize the above-described arrangement.
NOW, THEREFORE, BE IT UNDERSTOOD AND AGREED by the parties to this MOU that:
1) Inyo shall negotiate, prepare, and enter into a contract with XXXX for the preparation of a Regional Housing Needs Assessment and Action Plan; said contract shall, to the degree practicable, require that the needs assessment be completed in accordance with, and include the terms of, the Request for Proposals; the contract will be for a not-to-exceed amount of XXXX.
2) Inyo shall be responsible for administering all aspects of the contract with XXXX, and shall have the authority to do so, both generally and in accordance with its terms, except that it shall not terminate the contract without first consulting with representatives from the other four jurisdictions; and
3) Upon Inyo’s approval of an invoice submitted to it by XXX, Inyo shall pay XXXX for services and work performed pursuant to the Inyo-XXX contract. Inyo will then submit invoices to Mono, Mammoth, and the City of Bishop, along with copies of the invoices and description of work performed. The invoices will request payment from Mono, Mammoth, and Bishop for the invoice in proportion to those entities funding commitments for the Regional Housing Needs Assessment and Action Plan, (each jurisdiction shall pay 25% of each invoice). Mono, Mammoth,
and Bishop shall remit payment to Inyo for the invoiced amounts within 30 days of their receipt of the invoice.
4) The four jurisdictions shall, no less frequently than monthly during the term of the Inyo-XXX contract, meet to discuss the status of the Regional Housing Needs Assessment and Action Plan and review any interim deliverables produced by XXXX.
5) Upon completion and delivery, all four jurisdictions shall receive a copy of the Regional Housing Needs Assessment and Action Plan.
WHEREFORE, by the signatures of their authorized representatives appearing below, Inyo, Mono, Mammoth, and Bishop agree to perform and be bound by the terms of this Memorandum of Understanding.
The County of Inyo
By: __________________________________ Dated: ________________________________ Chairman of the Board of Supervisors
Approved as to form and legality:
By: __________________________________ Dated: ________________________________ County Counsel for County of Inyo
Approved as to accounting form:
By: __________________________________ Dated: ________________________________ County Auditor for County of Inyo
The County of Mono
By: __________________________________ Dated: ________________________________ Chairman of the Board of Supervisors
Approved as to form and legality:
By: __________________________________ Dated: ________________________________ County Counsel for County of Mono
The Town of Mammoth Lakes
By: __________________________________ Dated: ________________________________ Mayor
Approved as to form and legality:
By: __________________________________ Dated: ________________________________ Attorney for the Town of Mammoth Lakes
The City of Bishop
By: __________________________________ Dated: ________________________________ Mayor
Approved as to form and legality:
By: __________________________________ Dated: ________________________________ Attorney for the City of Bishop
Attachment A-1 to Agreement Between County of Inyo and BAE Urban Economics January 28, 2025-June 30, 2026
1 SCOPE OF WORK:
Phase I – Regional Housing Needs Assessment + Market Analysis Phase I of the project will include collection of background information necessary to inform preparation of the Action Plan under Phase II.
Task 1: Kickoff Meeting and Information Request
BAE staff will attend a virtual kickoff meeting with members of the CHC, including representatives from Inyo and Mono Counties, the Town of Mammoth Lakes, the City of Bishop, the Eastern Sierra Council of Governments (ESCOG), and SMR Development. The purpose of this meeting will be to review the work scope and schedule, discuss project logistics and coordination, plan for the first community workshop, and to provide BAE with any relevant background materials and locally available datasets (e.g., building permit data, planned and proposed project inventory, assessors’ parcel data, zoning and land use data, short-term rental permit data and transient occupancy tax receipts, etc.). The CHC may request modifications to the Study Region (Inyo County and Mono County) and/or sub-area boundaries (Town of Mammoth Lakes, City of Bishop, etc.). BAE will also provide the CHC with updated copies of the employer and employee survey tools for review and comment.
Task 2: Review Background Materials
BAE will review background materials provided by the CHC regarding affordable and workforce housing needs and policies within the Study Region, including but not limited to:
2005 Inyo and Mono County Housing Needs Assessment
2017 Mono County Housing Needs Assessment and Resident Survey 2017 Mammoth Lakes Housing Needs Assessment and Action Plan 2019-2027 Town of Mammoth Lakes Housing Element
2019-2027 City of Bishop Housing Element
2019-2027 Mono County Housing Element
2021-2029 Inyo County Housing Element
2022 Downtown Bishop Specific Plan and Mixed-Use Overlay 2022 Evaluating Infill Housing Opportunities to Reduce Inyo County per Capita VMT 2024 Town of Mammoth Lakes Short-Term Rental Study
2024 Mono County Short-Term Rental Housing Study
Task 3: Identify Current Demographic and Economic Trends BAE will collect relevant statistics regarding community demographics, household composition, regional employment and commuting patterns, housing inventory characteristics, and housing market conditions from the 2010 and 2020 Decennial Census, as well as the most recent available American Community Survey (ACS), and will consult with members of the CHC (and
Attachment A-1 to Agreement Between County of Inyo and BAE Urban Economics January 28, 2025-June 30, 2026
2 the ESCOG in particular) regarding known errors and shortcomings associated with these data sets. BAE will also leverage other demographic and economic data source, as needed, including data available from the California Department of Finance (DOF), Department of Transportation (Caltrans), Employment Development Department (EDD), Department of Tax and Fee Administration (CDTFA), the U.S. Postal Service (USPS), and U.S. Bureau of Labor Statistics (BLS), as well as a variety of available private data sources such as CoStar, ListSource, and AirDNA. Data will be collected for the Study Region and established subareas.
Some selected data may also be collected at the Census Block Group and/or Tract level to facilitate preparation of thematic maps.
The specific variables collected using publicly available data sources will include, but shall not be limited to, total population, age distribution, racial and ethnic distribution, seasonal population changes, number of households, households by income category, household size and type, occupied housing units by tenure (e.g., renter occupied, owner occupied, vacant), households by presence of housing problems,1 housing units by type (e.g., single-family, multifamily, etc.), employment by industry (both monthly and annual for the two counties and incorporated cities), unemployment and labor force trends, occupational employment characteristics, regional commuting patterns, sales tax and transient occupancy tax trends, housing units by type of vacancy (e.g., functional vs. seasonal, etc.), and housing units by size.
As an additional no-cost option, BAE can also supplement information previously collected for Mono County (i.e., add in data for Inyo County) regarding change of address requests submitted to the U.S. Postal Service (USPS) to assess the order of magnitude of in- and outmigration that occurred in recent years and a result of COVID-19 induced regional migration.
Additional data on recent trends in the for-sale and rental housing markets will be collected from private data vendors and various other local sources. For example, BAE will process and review information on residential purchases available through ListSource, a private data vendor, to identify trends in home sales volumes and pricing by subarea and asset class. BAE will also review the available data from CoStar on inventory and pricing trends within the multifamily rental housing market, but will also conduct primary research to identify private rental listings for single-family homes and condominiums that are for rent within the study area. BAE will also interview real estate brokers and property managers to assess trends in the housing market. Data on the tourist accommodations inventory will be collected from the local tourism bureaus (i.e., Visit Mammoth and Visit Bishop), as well as from CoStar for the hotel inventory and from AirDNA for the short-term rental industry. BAE will also request information on recent building permit trends and residential development projects planned for construction in the study area, as well as any non-residential projects that would involve a significant increase in local or regional employment (thereby creating new housing demand). 1 As defined by the U.S. Department of Housing and Urban Development (HUD) and the U.S. Census Bureau.
Attachment A-1 to Agreement Between County of Inyo and BAE Urban Economics January 28, 2025-June 30, 2026
3 In addition to collecting the above data on household demographics and housing market trends, BAE will calculate the relative for-sale home prices and rental rates that may be affordable at different income levels, as well as the income that would be necessary to reasonably afford market rate housing within each market segment using industry standard methods and loan underwriting criteria, including the California State income limits.
Task 4: Community Outreach and Stakeholder Surveys
To collect additional information necessary to interpret the quantitative data collected under Task 3, which will also be needed to complete the housing need estimates under Task 5, BAE will complete a series of interviews and will administer a pair of custom survey tools.
Task 4a: Real Estate Industry Interviews
Under this task, BAE will conduct one-on-one and/or group interviews with up to 20 individuals knowledgeable about local housing market conditions and trends. This will include real estate brokers and property managers, as well as housing advocates, policymakers, and housing program administrators. The interviews may be conducted in-person or virtually (either by phone or web meeting), as dictated by the schedule and budget. BAE will work with the CHC as part of the kickoff meeting to identify potential contacts.
Task 4b: Employer and Employee Surveys
To collect information about the impacts of the workforce housing shortage on job creation, as well as on workforce housing preferences, BAE proposes to administer two concurrent surveys, one aimed at employers and the other at employees. These tools will be based on templates previously used by BAE for similar research but will be modified in consultation with the CHC prior to implementation. The survey tools will be made available online using the SurveyMonkey web platform, though hard copy surveys will be available upon request, as well as for use by partner organizations and agencies that would like to assist with survey implementation.
The CHC will compile available business license information and Chamber of Commerce member rolls, including mailing addresses and email addresses for businesses within the Study Region. If needed, BAE can also augment the data provided by the CHC with additional information available through Dun and Bradstreet (D&B), at an additional cost. BAE will then prepare a list of up to 400 businesses to invite to participate in the employer survey. BAE will then prepare customized survey packets for distribution to target employers via email and the USPS. Each information packet will include an introductory letter explaining the purpose of the survey and the uses of its data, including assurances of anonymity for all survey responses.
The letter will give instructions for a business representative to fill out the employer survey and for the business to distribute the employee survey to its workers. The introductory letter will provide web links for the online employer and employee surveys and will also provide web links to download and print hard copy forms for both the employer and employee surveys, along with instructions to mail or email completed surveys to BAE for processing.
Attachment A-1 to Agreement Between County of Inyo and BAE Urban Economics January 28, 2025-June 30, 2026
4 In addition to requesting that businesses receiving the survey packets encourage their workers to respond to the employee survey, BAE will also strategize with the CHC to identify methods to publicize the availability of the employee survey through social media channels that would reach local employees independent of their employers. BAE will also work with the CHC to identify the most appropriate timing for administration of the employee survey to optimize the response rates for both year-round and seasonal employees (e.g., avoid the shoulder seasons when some year-round workers leave the area).
Once the survey period (approximately eight weeks) has lapsed, BAE will download all survey responses from the employer and employee surveys. BAE will also enter the data from any completed hard copy surveys returned to BAE via mail or e-mail. Upon completing survey data entry and cleaning, BAE will analyze the data for use in estimating demand for affordable workforce housing. An important goal of the survey work is to better understand the circumstances of workforce households and their housing needs, by income level.
Task 4c: Community Workshops
BAE will facilitate up to three in-person community workshops during Phase I which will be structured as presentations to members of the CHC, but will also be open to the public and will provide the public with opportunities to observe the process, learn from the information being presented, and provide their own input. The exact number of meetings and their locations will be up to the CHC, the proposed budget assumes the following:
Workshop #1 – Formally convene the CHC, provide a summary of the reasons for undertaking this work, introduce the consultant team, review the proposed process, scope of work, and schedule. Introduce the employer and employee surveys and begin soliciting support. BAE recommends holding this workshop shortly after the kickoff meeting, which can be used to coordinate the first workshop.
Workshop #2 – Present an interim update (with detailed slide deck) to the CHC on the Demographic and Economic Trends analysis and the stakeholder interviews. Announce plans for the employer and employee surveys.
Workshop #3 – Present on key findings (with detailed slide deck) from the community outreach interviews, prior CHC workshops, and the employer and employee surveys. Introduce the Phase II process.
Task 4d: Translation Services
For the purposes of facilitating workshops and other community outreach, BAE will provide Spanish language copies of public facing print and presentation materials, such as the survey tools, invitation letters, and presentation slides. The CHC will be responsible for coordinating and absorbing the cost of in-person Spanish language translations at each of the community workshops. BAE will provide Spanish language copies of the executive summaries for the Phase I and Phase II reports. A Spanish language copy of the full-text reports may be prepared upon request at additional cost.
Attachment A-1 to Agreement Between County of Inyo and BAE Urban Economics January 28, 2025-June 30, 2026
5 Task 5: Estimate and Forecast Housing Needs by Type
BAE will prepare estimates of the order of magnitude of housing demand originating from existing resident, non-resident, and seasonal worker households. These estimates will illustrate the relative magnitude of the mismatch between the available housing stock within the region and the types of housing units that may best suit the needs of the region’s workforce. As a result, the estimates should not be interpreted strictly as the number of new units that need to be built, but as the number of units that need to be “made available” to meet the needs of the workforce. For example, a portion of the estimated unmet demand comes from households that live in housing units with inadequate kitchen and plumbing facilities, which are overcrowded, or in households that are significantly overpaying for housing. Therefore, a portion of the estimated unmet demand may be satisfied through programs aimed at residential rehabilitation and towards improving affordability within the existing rental and for-sale housing stock. Nonetheless, a portion of the identified unmet demand, notably the demand from non-resident in-commuter workforce households and households associated with new employment growth, must be satisfied through the provision of new units (e.g., either new construction or conversion of existing second homes).
Task 5a: Estimate Number of Resident Workforce Households The first step in the process of estimating unmet workforce housing needs is to identify the number of existing resident workforce households. To do this, BAE uses the robust demographic data available through the U.S. Census Bureau Public Use Microdata Sample (PUMS). The PUMS data provide a sample of individual responses to the American Community Survey (ACS) for defined areas of 100,000 or more persons (Public Use Microdata Areas, or PUMAs), which allow the creation of cross-tabulations of data not otherwise available in the published ACS data tables. BAE will use the SPSS statistical software package to generate frequency counts of resident workers by occupation, household size, and combined household income. The data will then adjusted to account for the number of workers in the Study Region compared to the PUMA analysis area. BAE will then use data from the Quarterly Census of Employment and Wages (QCEW) and the Census Bureau’s Non-Employer Statistics, as well as a variety of other potential data sources like the employee and employer survey results, as needed, to adjust and reweight the distribution to align with the occupational employment distribution and household characteristics observed within the Study Region specifically. BAE will then use the resulting adjusted data to convert from resident workers to worker households by income level.
Task 5b: Estimate Number of Seasonal and In-Commuter Workforce Households The next step is to estimate the number of seasonal workforce households living in the Study Region. This is done based on the total number of resident workers identified based in Task 5A, which represents an annual average. BAE will then adjust the total number of year-round resident workers downward, proportionate to the seasonal fluctuations in employment, to
Attachment A-1 to Agreement Between County of Inyo and BAE Urban Economics January 28, 2025-June 30, 2026
6 estimate the number of off-season resident workforce households, and upwards to estimate the number of peak season resident workforce households, based on QCEW and Census NonEmployer Statistics. The difference between these estimates equals the total number of seasonal workers that live in the Study Region. To estimate the number of households associated with the in-commuter workforce, BAE will apply the region’s gross in-commuter rate, based on data from ESCOG and/or the U.S. Census Bureau, to the average annual resident workforce estimates. To convert from workers to workforce households, BAE will apply worker per household, total household size, and household income estimates derived based on the employee survey response data.
Task 5c: Estimate Unmet Workforce Housing Demand by Type To estimate the anticipated housing demand generated by workforce households of all types, BAE makes the simplifying assumption that each household would occupy the smallest available unit, while simultaneously avoiding overcrowding (i.e., no more than two persons per bedroom, or more than one person per room). While many households prefer housing that is larger than the minimum necessary to avoid overcrowding, to the extent that housing affordability correlates with housing type and size, workforce households that are struggling to locate and secure housing often need to occupy smaller units than they might prefer. The unmet resident workforce housing demand estimates are subsequently based on estimates of total workforce housing demand from year-round resident worker households, multiplied by the proportion of households within each income category that experienced one of the four HUD defined housing problems, as reported in the HUD Comprehensive Housing Affordability Strategy (CHAS) dataset. Unmet seasonal and non-resident workforce housing demand estimates are based the proportion of seasonal and in-commuter survey respondents who indicated their preferred housing type and who would relocate to the Study Area if adequate housing options were made available.
Task 5d: Forecast Future Housing Needs by Type, Size, and Affordability Level BAE will forecast anticipated future housing needs over the next five to ten years by housing type, household size, and affordability level. To do this, BAE will evaluate jobs by industry forecasts available from the EDD and Caltrans and will convert forecasted workers to forecasted workforce housing demand based on the distribution of workforce households by type (i.e., resident, seasonal, and in-commuter), household size, and income level, based on the distributions matrices compiled in Tasks 5a-d above.
Task 5e: Prepare Housing Need Estimation and Forecasting workbook As a final subtask under Task 5, BAE will prepare a Microsoft Excel workbook similar to the attached example (see Exhibit D), that will allow the CHC to replicate the methods used for this study for future updates. The workbook will identify where the CHC should enter newly updated data and will identify the appropriate data sources and formats to be used. The
Attachment A-1 to Agreement Between County of Inyo and BAE Urban Economics January 28, 2025-June 30, 2026
7 workbook will also provide aggregations of the workforce housing need estimates by type of need, income level, and housing unit type and size, which may be used to create figures.
Task 6: Housing Funding/Financing Gap Analysis
BAE will prepare a set of tables that compare consumer spending power for housing at different income levels with the cost associated with providing housing. BAE will prepare a table illustrating the maximum rent that can be considered affordable at each income level, assuming 30 percent of income goes to housing with allowances made for utilities. BAE will then calculate the amount of permanent debt that could be supported based on the rent that is affordable at each income level. BAE will also calculate the maximum for-sale home purchase prices that could be considered affordable at each income level based on prevailing mortgage lending terms. BAE will then compare the debt that would be supportable by rental income or the for-sale purchases price at each income level to the cost of providing different types of housing (e.g., single-family homes, ADUs, apartments, condominiums, etc.). The difference between what the consumer can afford to support and the cost of providing housing is known as the financing gap, which would need to be closed through some form of subsidy or cost reduction to make development financially feasible. The financing gap estimates and the housing need estimates, when combined, provide perspective on the order of magnitude cost associated with providing housing sufficient to meet the estimated and forecasted need.
Task 7: Prepare Draft and Final Regional Housing Needs Assessment Report Concurrent with completion of Tasks 1-6, BAE will prepare a report that summarizes the data collected and identifies key findings. BAE will provide an Administrative Draft report to SMR Development for review. Upon receipt of comments, BAE will prepare a Review Draft report for circulation to the CHC. Upon receipt of one consolidated set of comments from the CHC, prepared by SMR Development, BAE will revise the Review Draft report and prepare a Final report for public distribution and use during the action planning process.
Phase II – Eastern Sierra Regional Housing Action Planning Process Phase II of this scope of work will include preparation of a Regional Housing Action Plan.
Task 10: Facilitate a Regional Housing Action Planning Process Upon completion of the Phase I research, BAE will facilitate up to three workshops with the CHC to review key findings from the Phase I research and discuss potential policy and program options for both local and regional implementation over a five-year Action Plan timeframe:
Workshop #4 – Discuss the spectrum of potential policy and program solutions that would meet the needs identified through the Phase I research. Receive guidance regarding which approaches may warrant consideration. Gain an understanding of what additional information the CHC members may need in order to build consensus around solutions.
Workshop #5 – Report back on the additional information that was requested by the CHC and receive additional guidance regarding which approaches may warrant inclusion in the draft
Attachment A-1 to Agreement Between County of Inyo and BAE Urban Economics January 28, 2025-June 30, 2026
8 Action Plan. Identify which solutions can be implemented right away, versus those that require additional research and preparation prior to implementation. The CHC will begin to assign roles and responsibilities and to discuss potential funding sources, with BAE serving in a consultation role.
Workshop #6 – Present the Review Draft Regional Housing Action Plan to the CHC and receive comments on the draft. Confirm that consensus of members. Receive public commitments to pursue near-term implementation.
Task 11: Prepare the Eastern Sierra Housing Action Plan In preparation for the fourth CHC community workshop, BAE will prepare a slide deck summarizing the array of potential policy and program options that may warrant inclusion in the Regional Housing Action Plan. Upon receipt of comments from the CHC, BAE will conduct additional research and will refine the list of potential policy options. Upon completion of the fifth CHC community workshop, BAE will begin preparation of an Administrative Draft Regional Housing Action Plan for review by SMR Development. Upon receipt of comments from SMR Development, BAE will prepare a Review Draft Regional Housing Action Plan for review by the CHC and for presentation at a sixth workshop. Upon receipt of one consolidated set of comments from the CHC, prepared by SMR Development, BAE will prepare a Final Regional Housing Action Plan document for public distribution and implementation by the CHC.
Project Budget
BAE will complete the above scope of work on a percent complete basis for a fixed fee of $193,175, as shown in Table 1 on the following page. Reported hourly rates include personnel and overhead costs, and are subject to revision on or after January 1, 2026.
Revision to hourly rates shall not result in an increase in the not-to-exceed project cost, unless otherwise authorized by the client as a result of modifications to this scope of work. Travel costs and other expenses, such as data purchases, are passed through with no markup.
Attachment A-1 to Agreement Between County of Inyo and BAE Urban Economics January 28, 2025-June 30, 2026
9 Table 1: Project Budget
Task Principal Director Associate Analyst
hourly rates $320 $295 $180 $125
Task 1: Kickoff Meeting and Information Request 2 $640
Task 2: Review Background Materials 16 $5,120
Task 3: Identify Current Demographic and Economic Trends 32 6 60 80 $32,810 Task 4: Community Outreach and Stakeholder Surveys 122 64 28 $54,060 Task 4a: Real Estate Industry Interviews 30 $9,600
Task 4b: Employer and Employee Surveys 40 40 16 $22,000 Task 4c: Community Workshops 48 12 $16,860
Task 4d: Translation Services 4 24 $5,600
Task 5: Estimate and Forecast Housing Needs by Type 44 42 0 20 $28,970 Task 5a: Estimate Number of Resident Workforce households 4 16 4 $6,500 Task 5b: Estimate Number of Seasonal and In-Commuter Households 8 8 2 $5,170 Task 5c: Estimate Unmet Workforce Housing Demand by Type 8 8 4 $5,420 Task 5d: Forecast Future Housing Needs by Type 8 6 2 $4,580 Task 5e: Prepare Housing Need Estimation and Forecasting Workbook 16 4 8 $7,300 Task 6: Housing Funding/Financing Gap Analysis 2 8 $2,080 Task 7: Prepare Draft and Final Regional Housing Needs Assessment Report 40 6 16 16 $19,450 Task 8: Facilitate a Regional Housing Action Planning Process 88 16 $30,160 Task 9: Prepare the Eastern Sierra Housing Action Plan 40 4 16 $15,980 Reimbursable Expenses $3,905
Data Purchase and Subscriptions $2,000
Travel (e.g., mileage, accommodations, etc.)(b) $1,905
Total, All Line Items $123,520 $17,110 $26,640 $22,000 $193,175 BAE Urban Economics
(a)
bae urban economics
Eastern Sierra Regional Housing Needs Assessment and Action Plan Prepared for the Eastern Sierra Collective Action Committee October 28, 2024
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bae urban economics
San Francisco Sacramento Los Angeles Washington DC Atlanta New York City www.bae1.com
October 28, 2024
Shellan Rodriguez, PMP
SMR Development
Via email: [email protected]
Dear Shellan Rodriquez:
I am pleased to have the opportunity to submit the attached proposal to prepare the Eastern Sierra Regional Housing Needs Assessment and Action Plan. As a resident of a mountain resort community, I deeply understand and appreciate the multifaceted nature of the issues facing the Eastern Sierra community, and applaud the efforts being undertaken to find a better balance between economic sustainability and quality of life for all residents of the region.
As a real estate economics consulting firm with 35 years of experience specializing in workforce and affordable housing, we believe we are uniquely positioned to complete this work on behalf of the Eastern Sierra Collective Housing Committee (CHC). We have extensive experience conducting related research on affordable and workforce housing issues in peer communities, as well as experience conducting related research within the Eastern Sierra Region. As such, I believe that we are well positioned to ask the right questions and to guide the CHC towards creation of an Action Plan which is right sized and readily implementable.
Per your stated preference in the RFP, we have kept the main proposal to 15 pages. However, we have elected to also provide some supplemental exhibits, to which you may refer at your discretion. These include brief examples of our relevant project experience and references, as well as examples of the survey templates and housing need estimation methods that we propose to use as the basis for completion of this assignment.
If you have any additional questions regarding our qualifications, experience, and/or proposed approach, please do not hesitate to contact me. I am available by phone at (530) 574-9285 or by email at [email protected].
Sincerely,
Aaron Nousaine, MCRP
Principal, Lake Tahoe Region Office
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Table of Contents
TEAM QUALIFICATIONS .............................................................................................................. 1 Staff Qualifications.......................................................................................................................2 APPROACH AND METHODOLOGY .............................................................................................. 3 PROPOSED PROJECT TIMELINE............................................................................................... 12 PROPOSED BUDGET ................................................................................................................ 15 Exhibit A: Select Project Examples.............................................................................................. 17 Exhibit B: Employer Survey Template......................................................................................... 21 Exhibit C: Employee Survey Template ........................................................................................ 27 Exhibit D: Example Housing Need Estimation workbook .......................................................... 33
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1 TEAM QUALIFICATIONS
BAE is an award-winning, national real estate economics consulting practice. Since 1986, we have completed more than 2,700 engagements for a wide variety of public agencies, nonprofits, financial institutions, and real estate investors and developers throughout the nation.
BAE offers a broad range of consulting services related to the nexus of market economics and feasibility and community-based planning. Some of our key practice areas include:
• Workforce and affordable housing needs
• Market and financial feasibility analyses
• Public-private partnership (P3) structuring and negotiation support • Fiscal impacts and economic benefits analyses
• Public policy analysis and strategy development
• Sustainability and transit-oriented development (TOD) • Economic development and revitalization
• Public finance and infrastructure funding
BAE’s passion for the “triple bottom-line” of sustainable economics, community equity and social justice, and environmental sustainability makes us unique among real estate economists. We believe there are practical solutions to real world issues that can achieve this triple bottom-line, and that consideration of environmental impacts and social benefits, in addition to financial returns, results in the highest quality outcomes and best overall value for our clients. Our company has practiced this same philosophy since our inception with intentional investments in our staff and workplaces to foster creativity, collaboration, innovation, and a commitment to excellence. We foster an environment of “confidence through competence,” wherein we empower staff to grow as independent professionals and subject area experts, yet also foster the soft skills necessary to work collaboratively, recognizing each other’s strengths. We bring a similar approach to our clients, seeking to augment, enhance, and build on their internal expertise to better achieve their mission(s) All our work is led by seasoned professionals, who are responsible for project direction and quality control. We have 18 professional staff and three admin staff across five main offices in Davis, Berkeley, and Los Angeles in California, as well as Washington D.C. and New York City, as well as three satellite offices in Truckee, California, Portland, Oregon, and Atlanta, Georgia.
The BAE Difference shows. We have earned more awards for excellence than any other firm in our field, and our clients have retained us repeatedly over our 38-year history. For some examples of our relevant work experience and references, please see Exhibit A.
For more information, please visit our website at www.bae1.com.
2 Staff Qualifications
Aaron Nousaine, MCRP, Principal
Aaron will function as BAE’s Principal-in-Charge and brings almost 20 years of experience in real estate economics, development feasibility, and regional planning. Aaron lives in Truckee, California, and has conducted extensive research into the economics of workforce and affordable housing in tourism-oriented communities. Aaron was lead author of the 2016 Truckee-North Tahoe Regional Workforce Housing Needs Assessment, in addition to countless other affordable and workforce housing needs assessments across the country. Aaron also provides project specific development advisory services, such as for the Sugar Pine Village project in South Lake Tahoe on behalf of the State Department of General Services (DGS) Excess Sites Program. Aaron also brings specialized expertise on the impacts of the short-term rental industry on workforce housing, as well as the relationships between housing instability and economic sustainability in destination communities. In addition to his cutting-edge research, Aaron has helped establish innovative programs for scaling workforce housing solutions, including deed restriction purchase programs, among other approaches.
Aaron holds an MCRP from UNC Chapel Hill and BA from CSU Monterey Bay.
Matt Fairris, MCP, Vice President
Matt Fairris is Vice President and head of BAE’s office in Portland, Oregon.
Matt’s brings extensive experience assisting BAE with housing market research throughout the West Coast and has extensive expertise in affordable housing finance and development feasibility. Matt is helping to revolutionize affordable housing policy in the greater Portland metro area through refinements to adopted development standards and inclusionary housing policies and is using that expertise to assist other communities throughout the region, most recently including work in Bend, Oregon, and Boise, Idaho. Matt holds an MCP from UC Berkeley and a BS from UC Davis.
Jenna Fairman, Analyst
Jenna is an Analyst in BAE’s Sacramento Region office and will provide research support for this assignment. Jenna is currently providing data collection and GIS mapping for the TRPA Restoring Housing Justice project. She also recently supported short-term rental studies in Mariposa County, Mono County, and the Town of Mammoth Lakes, and residential vacancy tax analyses in Nevada County, the Town of Truckee, and the City of South Lake Tahoe. Jenna is an enthusiastic skier and grew up in Bear Valley, California. She holds a BS from UC Davis.
3 APPROACH AND METHODOLOGY
The following briefly summarizes BAE’s proposed scope of work, with optional tasks. We anticipate that this would represent a starting point for discussion. We look forward to working with the Collective Housing Committee (CHC) to tailor the scope of work further, if needed.
Phase I – Regional Housing Needs Assessment + Market Analysis Per the requested scope of work, Phase I of the project will include collection of background information necessary to inform preparation of the Action Plan under Phase II.
Task 1: Kickoff Meeting and Information Request
BAE staff will attend a virtual kickoff meeting with members of the CHC, including representatives from Inyo and Mono Counties, the Town of Mammoth Lakes, the City of Bishop, the Eastern Sierra Council of Governments (ESCOG), and SMR Development. The purpose of the meeting will be to review the work scope and schedule, discuss project logistics and coordination, plan for the first community workshop, and to provide BAE with any relevant background materials and locally available datasets (e.g., building permit data, planned and proposed project inventory, assessors’ parcel data, zoning and land use data, short-term rental permit data and transient occupancy tax receipts, etc.). In addition, the CHC can provide direction on modifications to the Study Region (Inyo County and Mono County) and/or sub-area boundaries (Town of Mammoth Lakes, City of Bishop, and all Census Designated Places), and BAE and the CHC can discuss refinements to the work scope. BAE will also provide the CHC with updated copies of the employer and employee survey tools for review and comment.
Task 2: Review Background Materials
BAE will review background materials provided by the CHC regarding affordable and workforce housing needs and policies within the Study Region, including but shall not be limited to:
- 2005 Inyo and Mono County Housing Needs Assessment
- 2017 Mono County Housing Needs Assessment and Resident Survey - 2017 Mammoth Lakes Housing Needs Assessment and Action Plan - 2019-2027 Town of Mammoth Lakes Housing Element
- 2019-2027 City of Bishop Housing Element
- 2019-2027 Mono County Housing Element
- 2021-2029 Inyo County Housing Element
- 2022 Downtown Bishop Specific Plan and Mixed-Use Overlay - 2022 Evaluating Infill Housing Opportunities to Reduce Inyo County per Capita VMT - 2024 Town of Mammoth Lakes Short-Term Rental Study
- 2024 Mono County Short-Term Rental Housing Study
4 Task 3: Identify Current Demographic and Economic Trends Under this task, BAE will collect relevant statistics regarding community demographics, household composition, regional employment and commuting patterns, housing inventory characteristics, and housing market conditions and. BAE will collect statistics from the 2010 and 2020 Decennial Census, as well as the most recent available American Community Survey (ACS), and will consult with members of the CHC (and the ESCOG in particular) regarding known errors and shortcomings associated with these data sets. BAE will also leverage other demographic and economic data source, as needed, including data available from the California Department of Finance (DOF), Department of Transportation (Caltrans), Employment Development Department (EDD), Department of Tax and Fee Administration (CDTFA), the U.S.
Postal Service (USPS), and U.S. Bureau of Labor Statistics (BLS), as well as a variety of available private data sources such as CoStar, ListSource, and AirDNA. Data will be collected for the Study Region and subareas. Some selected data may also be collected at the Census Block Group and/or Tract level to facilitate preparation of thematic maps.
The specific variables collected using publicly available data sources will include, but shall not be limited to, total population, age distribution, racial and ethnic distribution, seasonal population changes, number of households, households by income category, household size and type, occupied housing units by tenure (e.g., renter occupied, owner occupied, vacant), households by presence of housing problems,1 housing units by type (e.g., single-family, multifamily, etc.), employment by industry (both monthly and annual for the two counties and incorporated cities), unemployment and labor force trends, occupational employment characteristics, regional commuting patterns, sales tax and transient occupancy tax trends, housing units by type of vacancy (e.g., functional vs. seasonal, etc.), and housing units by size.
As an additional no-cost option, BAE can also supplement information previously collected for Mono County (i.e., add in data for Inyo County) regarding change of address requests submitted to the U.S. Postal Service (USPS) to assess the order of magnitude of in- and outmigration that occurred in recent years and a result of COVID-19 induced regional migration.
Additional data on recent trends in the for-sale and rental housing markets will be collected from private data vendors and various other local sources. For example, BAE will process and review information on residential purchases available through ListSource, a private data vendor, to identify trends in home sales volumes and pricing by subarea and asset class. BAE will also review the available data from CoStar on inventory and pricing trends within the multifamily rental housing market, but will also conduct primary research to identify private rental listings for single-family homes and condominiums that are for rent within the study area. BAE will also interview real estate brokers and property managers to assess trends in the housing market. Data on the tourist accommodations inventory will be collected from the local tourism bureaus (i.e., Visit Mammoth and Visit Bishop), as well as from CoStar for the 1 As defined by the U.S. Department of Housing and Urban Development (HUD) and the U.S. Census Bureau.
5 hotel inventory and from AirDNA for the short-term rental industry. BAE will also request information on recent building permit trends and residential development projects planned for construction in the study area, as well as any non-residential projects that would involve a significant increase in local or regional employment (thereby creating new housing demand).
In addition to collecting the above data on household demographics and housing market trends, BAE will calculate the relative for-sale home prices and rental rates that may be affordable at different income levels, as well as the income that would be necessary to reasonably afford market rate housing within each market segment using industry standard methods and loan underwriting criteria, including the California State income limits.
Task 4: Community Outreach and Stakeholder Surveys
To collect additional information necessary to interpret the quantitative data collected under Task 3, which will also be needed to complete the housing need estimates under Task 5, BAE proposes to complete a series of interviews and to administrate a pair of custom survey tools.
Task 4a: Real Estate Industry Interviews
Under this task, BAE will conduct one-on-one and/or group interviews with up to 20 individuals knowledgeable about local housing market conditions and trends. This will include real estate brokers and property managers, as well as housing advocates, policymakers, and housing program administrators. The interviews may be conducted inperson or virtually (either by phone or web meeting), as dictated by the schedule and budget.
BAE will work with the CHC as part of the kickoff meeting to identify potential contacts.
Task 4b: Employer and Employee Surveys
To collect information about the impacts of the workforce housing shortage on job creation, as well as on workforce housing preferences, BAE proposes to administer two concurrent surveys, one aimed at employers and the other at employees. These tools will be based on templates previously used by BAE for similar research (see Exhibits B and C), but will be modified by BAE in consultation with the CHC prior to implementation. The survey tools will be made available online using the SurveyMonkey web survey platform, though hard copy surveys will be available upon request, as well as for use by partner organizations and agencies that would like to assist with survey implementation.
BAE will work with the CHC to compile available business license information and Chamber of Commerce member rolls, including mailing addresses and email addresses for businesses within the Study Region. If needed, BAE can also augment the data provided by the CHC with additional information available through Dun and Bradstreet (D&B), at an additional cost. BAE will then prepare a list of up to 400 businesses to invite to participate in the employer survey. BAE will then prepare customized survey packets for distribution to target employers via email and the USPS. Each information packet will include an introductory letter explaining the purpose of the survey and the uses of its data, including
6 assurances of anonymity for all survey responses. The letter will give instructions for a business representative to fill out the employer survey and for the business to distribute the employee survey to its workers. The introductory letter will provide web links for the online employer and employee surveys and will also provide web links to download and print hard copy forms for both the employer and employee surveys, along with instructions to mail or email completed surveys to BAE for processing.
In addition to requesting that businesses receiving the survey packets encourage their workers to respond to the employee survey, BAE will also strategize with the CHC to identify methods to publicize the availability of the employee survey through social media channels that would reach local employees independent of their employers. BAE will also work with the CHC to identify the most appropriate timing for administration of the employee survey to optimize the response rates for both year-round and seasonal employees (e.g., avoid the shoulder seasons when some year-round workers leave the area for vacations).
Once the survey period (approximately eight weeks) has lapsed, BAE will download all survey responses from the employer and employee surveys. BAE will also enter the data from any completed hard copy surveys returned to BAE via mail or e-mail. Upon completing survey data entry and cleaning, BAE will analyze the data for use in estimating demand for affordable workforce housing. An important goal of the survey work is to better understand the circumstances of workforce households and their housing needs, by income level.
Task 4c: Community Workshops
BAE will facilitate up to three in-person community workshops during Phase I which will be structured as presentations to members of the CHC, but will also be open to the public and will provide the public with opportunities to observe the process, learn from the information being presented, and provide their own input. The exact number of meetings and their locations will be up to the CHC, the proposed budget assumes the following:
Workshop #1 – Formally convene the CHC, provide a summary of the reasons for undertaking this work, introduce the consultant team, review the proposed process, scope of work, and schedule. Introduce the employer and employee surveys and begin soliciting support. BAE recommends holding this workshop shortly after the kickoff meeting, which can be used to coordinate the first workshop.
Workshop #2 – Present an interim update (with detailed slide deck) to the CHC on the Demographic and Economic Trends analysis and the stakeholder interviews. Announce plans for the employer and employee surveys.
Workshop #3 – Present on key findings (with detailed slide deck) from the community outreach interviews, prior CHC workshops, and the employer and employee surveys. Introduce the Phase II process.
7 Task 4d: Translation Services
BAE For the purposes of facilitating workshops and other community outreach, BAE will provide Spanish language copies of public facing print and presentation materials, such as the survey tools, invitation letters, and presentation slides. The CHC will be responsible for coordinating and absorbing the cost of in-person Spanish language translations at each of the community workshops. BAE will provide Spanish language copies of the executive summaries for the Phase I and Phase II reports. A Spanish language copy of the full-text reports may be prepared upon request at additional cost.
Task 4e: Community Town Hall Forums (Optional)
As an optional task, BAE staff will be available to participate in up to eight community town hall forums at locations throughout the Study Region. The forums will be structured to summarize the available information on existing unmet housing needs and to solicit input on community housing needs throughout the Study Region. The intent will be to conduct up to four town halls in each county, distributing the meetings in such a way as to achieve the best possible geographic representation of the community. For example, in Mono County, the town halls might be held in the Colville/Walker, Bridgeport, June Lake/Mammoth Lakes, and Benton/Chalfant areas. In Inyo County, the town halls might be distributed across the Bishop, Lone Pine, and Shoshone/Tecopa areas. The exact locations for the town halls would be determined in consultation with the participating jurisdictions who would also be responsible for securing facilities and advertising the meetings to the public. The cost for this task will be determined in conversation with the CHC depending on the ability to consolidated multiple town halls into a small number of staff trips to the Eastern Sierra.
Task 5: Estimate and Forecast Housing Needs by Type
Under this task, BAE will prepare estimates of the order of magnitude of housing demand originating from existing resident, non-resident, and seasonal worker households. These estimates will illustrate the relative magnitude of the mismatch between the available housing stock within the region and the types of housing units that may best suit the needs of the region’s workforce. As a result, the estimates should not be interpreted strictly as the number of new units that need to be built, but as the number of units that need to be “made available” to meet the needs of the workforce. For example, a portion of the estimated unmet demand comes from households that live in housing units with inadequate kitchen and plumbing facilities, which are overcrowded, or in households that are significantly overpaying for housing. Therefore, a portion of the estimated unmet demand may be satisfied through programs aimed at residential rehabilitation and towards improving affordability within the existing rental and for-sale housing stock. Nonetheless, a portion of the identified unmet demand, notably the demand from non-resident in-commuter workforce households and households associated with new employment growth, must be satisfied through the provision of new units (e.g., either new construction or conversion of existing second homes).
8 Task 5a: Estimate Number of Resident Workforce Households The first step in the process of estimating unmet workforce housing needs is to identify the number of existing resident workforce households. To do this, BAE uses the robust demographic data available through the U.S. Census Bureau Public Use Microdata Sample (PUMS). The PUMS data provide a sample of individual responses to the American Community Survey (ACS) for defined areas of 100,000 or more persons (Public Use Microdata Areas, or PUMAs), which allow the creation of cross-tabulations of data not otherwise available in the published ACS data tables. BAE will use the SPSS statistical software package to generate frequency counts of resident workers by occupation, household size, and combined household income. The data is then adjusted to account for the number of workers in the Study Region compared to the PUMA analysis area. BAE will then use data from the Quarterly Census of Employment and Wages (QCEW) and the Census Bureau’s Non-Employer Statistics to reweight the distribution to align with the occupational employment distribution observed within the Study Region specifically. BAE will then use the PUMS data to convert from resident workers to worker households by income level.
Task 5b: Estimate Number of Seasonal and In-Commuter Workforce Households The next step is to estimate the number of seasonal workforce households living in the Study Region. This ss done based on the total number of resident workers identified based on the PUMS analysis, which represents an annual average. BAE then adjusts the total number of year-round resident workers downward, proportionate to the seasonal fluctuations in employment, to estimate the number of off-season resident workforce households, and upwards to estimate the number of peak season resident workforce households, based on QCEW and Census Non-Employer Statistics. The difference between these estimates equals the total number of seasonal workers that live in the Study Region.
To estimate the number of households associated with the in-commuter workforce, BAE will apply the region’s gross in-commuter rate, based on data from ESCOG and/or the U.S.
Census Bureau, to the average annual resident workforce estimates. To convert from workers to workforce households, BAE will apply worker per household, total household size, and household income estimates derived based on the employee survey response data.
Task 5c: Estimate Unmet Workforce Housing Demand by Type To estimate the anticipated housing demand generated by workforce households of all types, BAE makes the simplifying assumption that each household would occupy the smallest available unit, while simultaneously avoiding overcrowding (i.e., no more than two persons per bedroom, or more than one person per room). While many households prefer housing that is larger than the minimum necessary to avoid overcrowding, to the extent that housing affordability correlates with housing type and size, workforce households that are struggling to locate and secure housing often need to occupy smaller units than they might prefer. The unmet resident workforce housing demand estimates are subsequently based on estimates of total workforce housing demand from year-round resident worker households, multiplied by the proportion of households within each income category that
9 experienced one of the four HUD defined housing problems, as reported in the HUD Comprehensive Housing Affordability Strategy (CHAS) dataset. Unmet seasonal and nonresident workforce housing demand estimates are based the proportion of seasonal and incommuter survey respondents who indicated their preferred housing type and who would relocate to the Study Area if adequate housing options were made available.
Task 5d: Forecast Future Housing Needs by Type, Size, and Affordability Level BAE will forecast anticipated future housing needs over the next five to ten years by housing type, household size, and affordability level. To do this, BAE will evaluate jobs by industry forecasts available from the EDD and Caltrans and will convert forecasted workers to forecasted workforce housing demand based on the distribution of workforce households by type (i.e., resident, seasonal, and in-commuter), household size, and income level, based on the distributions matrices compiled in Tasks 5a-d above.
Task 5e: Estimate/Forecast Housing Needs by Race/Ethnicity (OPTIONAL) As an optional task, BAE can also calculate the distribution of unmet housing needs for each worker household category by worker race and ethnicity. The calculations are based on the distribution of workers by race and ethnicity, as reported in the PUMS, as well as by seasonal workers and in-commuters as part of the employee survey. Additional cross tabulations not otherwise specified here may also be possible at an additional cost.
Task 5f: Prepare Housing Need Estimation and Forecasting workbook As a final subtask under Task 5, BAE will prepare a Microsoft Excel workbook similar to the attached example (see Exhibit D), that will allow the CHC to replicate the methods used for this study for future updates. The workbook will identify where the CHC should enter newly updated data and will identify the appropriate data sources and formats to be used.
Task 6: Housing Funding/Financing Gap Analysis
Under this task, BAE will prepare a set of tables that compare consumer spending power for housing at different income levels with the cost associated with providing housing. BAE will prepare a table illustrating the maximum rent that can be considered affordable at each income level, assuming 30 percent of income goes to housing with allowances made for utilities. BAE will then calculate the amount of permanent debt that could be supported based on the rent that is affordable at each income level. BAE will also calculate the maximum forsale home purchase prices that could be considered affordable at each income level based on prevailing mortgage lending terms and will compare. BAE will then compare the debt that would be supportable by rental income and the for-sale purchases prices at each income level to the cost of providing different types of housing (e.g., single-family homes, ADUs, apartments, condominiums, etc.). The difference between what the consumer can afford to support and the cost of providing housing is known as the financing gap, which would need to be closed through some form of subsidy or cost reduction to make development financially feasible. The funding/financing gap estimates and the housing need estimates, when combined, can
10 provide perspective on the order of magnitude cost that would need to be closed in order to provide housing sufficient to meet the estimated existing and forecasted need.
Task 7: Regional Housing Sites Inventory (Optional)
As an optional task, BAE will prepare an inventory of residentially zoned land throughout Inyo and Mono Counties, as well as the incorporated Town of Mammoth Lakes and City of Bishop.
To do this, BAE will collect the current assessor’s parcel database in ArcGIS geodatabase format, along with files associated with General Plan Land Use and Zoning designations. The participating jurisdictions will provide guidance regarding the land use and zoning districts that allow different types of housing, and will also need to provide BAE with other data sets necessary to evaluate the project readiness of different potential housing opportunity sites.
These additional data sets will be dependent on what is available from the jurisdictions, but may include roadways; water, sewer, and electrical infrastructure; public land ownership; flood zone overlays; etc. BAE will use assessed value data and indicators within the assessors’ parcel database related to the presence of built structures to identify vacant and underutilized parcels. BAE will coordinate with staff from each jurisdiction to identify additional government owned property that may represent potential housing opportunity sites. BAE will then work with staff from each jurisdiction to calculate an assumed buildout density and site efficiency factor for each applicable zoning district that may be reasonably achievable, and will use these factors to estimate the residential buildout potential of the existing sites inventory. Upon completion of this work, BAE will provide the CHC with an electronic database containing the collected information regarding the regional housing sites inventory. In lieu of completing this work as part of this initial needs assessment effort, this task may also be included as part of the Action Plan for completion during a future implementation phase.
Task 8: Housing Development Feasibility Analysis (Optional) In addition to preparing the housing funding/feasibility gap analysis under Task 6, BAE staff will be available to prepare detailed pro-forma financial feasibility models for desired housing types in order to better assess barriers to development feasibility. This would include interviews with local developers to identify detailed construction costs, including land acquisition costs, site preparation costs, hard and soft construction costs, and financing terms. BAE would then work with each jurisdiction to estimate governmental fees. BAE would leverage work completed under Task 3 to estimate market rate and affordable housing costs.
BAE would then calculate the relative feasibility of new construction and conduct sensitivity analysis to identify potential ways of improving the financial feasibility of new development, including potential updates to the development code, as well as innovative financing tools. In lieu of completing this work as part of this initial needs assessment effort, this task may also be included as part of the Action Plan for completion during a future implementation phase.
Task 9: Prepare Draft and Final Regional Housing Needs Assessment Report Concurrent with completion of Tasks 1-8, BAE will prepare a report that summarizes the data collected and identifies key findings and conclusions. BAE will provide an Administrative Draft
11 report to SMR Development for review. Upon receipt of comments, BAE will prepare a Review Draft report for circulation to the CHC. Upon receipt of one consolidated set of comments, prepared by SMR Development, BAE Will revised the Public Review Draft report and prepare a Final report for public distribution and presentation at a community workshop.
Phase II – Eastern Sierra Regional Housing Action Planning Process Per the requested scope of work, Phase II of this project will include preparation of a Regional Housing Action Plan. The following is a rough summary of BAE’s proposed approach.
Task 10: Facilitate a Regional Housing Action Planning Process Upon completion of the Phase I research, BAE will facilitate up to three workshops with the CHC to review key findings from the Phase I research and discuss potential policy and program options for both local and regional implementation over a five-year Action Plan timeframe:
Workshop #4 – Discuss the spectrum of potential policy and program solutions that would meet the needs identified through the Phase I research. Receive guidance regarding which approaches may warrant consideration.
Gain an understanding of what additional information the CHC members may need in order to build consensus around solutions.
Workshop #5 – Report back on the additional information that was requested by the CHC and receive additional guidance regarding which approaches may warrant inclusion in the draft Action Plan. Identify which solutions can be implemented right away, versus those that require additional research and preparation prior to implementation. Begin to assign roles and responsibilities and to discuss potential funding sources.
Workshop #6 – Present the Review Draft Regional Housing Action Plan to the CHC and receive comments on the draft. Confirm that consensus of members.
Receive public commitments to pursue near-term implementation.
Task 11: Prepare the Eastern Sierra Housing Action Plan In preparation for the fourth CHC community workshop, BAE will prepare a slide deck summarizing the array of potential policy and program options that may warrant inclusion in the Regional Housing Action Plan. Upon receipt of comments from the CHC, BAE will conduct additional research and will refine the list of potential policy options. Upon completion of the fifth CHC community workshop, BAE will begin preparation of an Administrative Draft Regional Housing Action Plan for review by SMR Development. Upon receipt of comments from SMR Development, BAE will prepare a Review Draft Regional Housing Action Plan for review by the CHC and for presentation at a sixth community workshop. Upon receipt of one consolidated set of comments from the CHC, prepared by SMR Development, BAE will prepare a Final Regional Housing Action Plan document for public distribution and implementation by the CHC.
12 PROPOSED PROJECT TIMELINE
BAE proposes to complete the above scope of work over a work period of approximately 36 weeks (around nine months). For details, please refer to Table 1 on the following page.
We anticipate that the initial demographic and economic trends analysis will take roughly six to eight weeks to complete, which would position the project team to report on the research conducted to date at the first of the CHC workshops. At that time the consultant team and the CHC would announce the launch of the employer and employee survey effort, which will include approximately two weeks of prep time along with six to eight weeks for survey administration. The housing needs estimation and forecasting effort would start concurrently with the background demographic and economic research, but will not be completed until after the survey results are tabulated. From the time that BAE initiates the background materials review and demographic/economic research, we will also be preparing draft report materials, such that we can provide the initial Administrative Draft of the Phase I report for review SMR Development shortly after completing the survey tabulation and the third CHC community workshop.
The timeline for the Phase II action planning process is intentionally short at approximately 16 weeks (around four months). This will help ensure that the project team and the CHC are able to maintain the level of engagement needed for a successful process. The proposed timeline assumes that the first action planning workshop would be held roughly 4-5 weeks following delivery of the final Phase I report. BAE is committed to maintaining an ongoing inventory of potential policy and program options from the start of the project, which will facilitate this quick turnaround. BAE then proposes to hold CHC action planning workshops every 4-5 weeks thereafter until the consultant team has received input sufficient to prepare the Administrative Draft Eastern Sierra Housing Action Plan for review by SMR Development.
13 Table 1: Proposed Project Timeline
Task 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 Phase I - Regional Housing Needs Assessment + Market Analysis Task 1: Kickoff Meeting and Information Request
Task 2: Review Background Materials
Task 3: Identify Current Demographic and Economic Trends Task 4: Community Outreach and Stakeholder Surveys
Task 4a: Real Estate Industry Interviews
Task 4b: Employer and Employee Surveys
Task 4c: Community Workshops
Task 4d: Translation Services
Task 4e: Community Town Hall Forums (Optional)
Task 5: Estimate and Forecast Housing Needs by Type
Task 5a: Estimate Number of Resident Workforce households Task 5b: Estimate Number of Seasonal and In-Commuter Households Task 5c: Estimate Unmet Workforce Housing Demand by Type Task 5d: Forecast Future Housing Needs by Type
Task 5e: Estimate/Forecast Housing Needs by Race/Ethnicity (Optional) Task 5f: Prepare Housing Need Estimation and Forecasting Workbook Task 6: Housing Funding/Financing Gap Analysis
Task 7: Regional Housing Sites Inventory (Optional)
Task 8: Housing Development Feasibility Analysis (Optional) Task 9: Prepare Draft and Final Regional Housing Needs Assessment Report Phase II - Eastern Sierra Regional Housing Action Planning Process Task 10: Facilitate a Regional Housing Action Planning Process Task 11: Prepare the Eastern Sierra Housing Action Plan Deliverable
Progress
Proposed Project Schedule (Weeks)
Ongoing
TBD
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15 PROPOSED BUDGET
BAE proposes to complete the above scope of work on a percent complete basis for a fixed fee of $193,305, excluding optional tasks, as shown in Table 2 below. BAE looks forward to working with SMR Development and the CHC to further refine the scope of work and budget, including identifying costs for Optional Tasks 4e and 8. BAE proposes to complete Optional Task 7 for a fixed fee amount of $18,560. Reported hourly rates include personnel and overhead costs, and are subject to revision on or after January 1, 2025. Travel costs and other expenses, such as data purchases, are passed through to the client with no markup.
Table 2: Proposed Project Budget
Note:
(a) Hourly rates are subject to revision on or after January 1, 2025. (b) Assumes 250 miles round trip mileage at $0.67 per mile, and one $150 per night hotel stay, per workshop.
Task Principal Director Sr. Assoc. Analyst
hourly rates $310 $285 $220 $120
Task 1: Kickoff Meeting and Information Request 2 $620
Task 2: Review Background Materials 16 $4,960
Task 3: Identify Current Demographic and Economic Trends 32 6 60 80 $34,430 Task 4: Community Outreach and Stakeholder Surveys 122 64 28 $55,260 Task 4a: Real Estate Industry Interviews 30 $9,300
Task 4b: Employer and Employee Surveys 40 40 16 $23,120 Task 4c: Community Workshops 48 12 $16,320
Task 4d: Translation Services 4 24 $6,520
Task 4e: Community Town Hall Forums (Optional)
Task 5: Estimate and Forecast Housing Needs by Type 48 42 0 20 $29,250 Task 5a: Estimate Number of Resident Workforce households 4 16 4 $6,280 Task 5b: Estimate Number of Seasonal and In-Commuter Households 8 8 2 $5,000 Task 5c: Estimate Unmet Workforce Housing Demand by Type 8 8 4 $5,240 Task 5d: Forecast Future Housing Needs by Type 8 2 $3,050 Task 5e: Estimate/Forecast Housing Needs by Race/Ethnicity (Optional) 4 4 2 $2,620 Task 5f: Prepare Housing Need Estimation and Forecasting Workbook 16 4 8 $7,060 Task 6: Housing Funding/Financing Gap Analysis 2 8 $2,380 Task 7: Regional Housing Sites Inventory (Optional) 16 40 40 $18,560 Task 8: Housing Development Feasibility Analysis (Optional) Task 9: Prepare Draft and Final Regional Housing Needs Assessment Report 40 4 16 16 $18,980 Task 10: Facilitate a Regional Housing Action Planning Process 88 16 $29,200 Task 11: Prepare the Eastern Sierra Housing Action Plan 40 16 $14,320 Reimbursable Expenses $3,905
Data Purchase and Subscriptions $2,000
Travel (e.g., mileage, accommodations, etc.)(b) $1,905
Totals, Excluding Optional Tasks $120,900 $14,820 $32,560 $21,120 $193,305 Including Optional Tasks TBD
BAE Urban Economics
(a)
TBD
TBD - $7,500 per prototype
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17 EXHIBIT A: SELECT PROJECT EXAMPLES
Restoring Housing Justice in a Tourist Destination:
Integrating Housing, Equity, and Conservation
| Tahoe Regional Planning Agency | 2024
The Tahoe Regional Planning Agency (TRPA) 2020
to identify and prioritize specific, quantifiable local and regional actions that leverage environmental
redevelopment and water quality improvements to
achieve the housing goals of the region, as
specified in the Housing Program update prepared
in 2014 by BAE.
Since its inception in 2020, the Tahoe Living
Working group has worked with various consultant teams to evaluate housing costs throughout the Lake Tahoe Basin and to prepare and adopt updates to the Regional Plan to facilitate construction of housing affordable to workforce households. The third phase of the Tahoe Living Working Group effort is now underway and is focused on updates to the transfer of development rights (TDR) program which limits the total amount of development allowed within the basin and directs the allocation of new development over time and my community subarea. At the request of TRPA leadership, BAE was added to the winning consultant team due to our unrivaled expertise regarding affordable and workforce housing needs in the region, as well as the unique economics associated with the development of housing in mountain resort communities, particularly within the context of the TRPA transfer of development rights (TDR) program.
BAE’s scope of work for the project includes preparation of an update affordable and workforce housing needs and equity analysis. This includes a detailed evaluation of the available data from the U.S. Census Bureau, among other sources, which can often be unreliable given the community’s rural character and seasonal tourist economy. As part of this work, BAE will also prepare updated and consolidated regional workforce housing needs estimates, including evaluation of in-commuter housing need, substandard housing conditions, prevalence of homelessness and underhoused seasonal workforce needs, as well as analysis of workforce housing needs by income level and race/ethnicity by subarea.
Web Link: https://www.trpa.gov/housing/tahoe-living-working-group/ https://www.tahoeliving.org/
Reference: Karen Fink, Housing and Community Revitalization Program Manager Tahoe Regional Planning Agency
(775) 589-5258
[email protected]
Image Credit: Tahoe Prosperity Center.
18 Truckee North Tahoe Regional Workforce Housing
Needs Assessment | North Lake Tahoe |2016
A public/private consortium of regional
stakeholders selected BAE to prepare this
landmark study of housing needs within the
Truckee-North Lake Tahoe Region. The 2016
Need Assessment has functioned as a key tool for
developing consensus regarding affordable and
workforce housing issues in the region and is now
being updated by the client group on a two-year
cycle, which is made possible due to BAE’s
commitment to methodological transparency.
Although the community was not yet ready to prepare a formal action plan at the time due to a lack of initial consensus regarding scope and organizational responsibility, the 2016 Needs Assessment did include a variety of recommendations for near-term actions to help improve the availability and affordability of housing. More specifically, BAE recommended that the community consider taking a multi-faceted approach that included creation of an organization that could take ownership over the consensus-building process (i.e., the Mountain Housing Council); consideration of a variety of policy options and regulatory changes that recognize the geographic scope and organizational capacities of partner jurisdictions, organizations, and partners; establishment and coordination of incentives; inventorying of public resources and land that could be leveraged for workforce housing; and the establishment of supplemental funding mechanisms that spread the fiscal burden more broadly throughout the community.
In addition to quantitative and qualitative data analysis, BAE’s scope included extensive interaction with a technical advisory group that included public and private stakeholder representatives from throughout the region, support for a comprehensive public outreach with multiple community-based workshops, and a cutting-edge employee and employer survey effort that reached over 1,600 workforce members and 300 businesses.
Web Link: http://www.ttcf.net/wp-content/uploads/2016/01/NorthTahoe-TruckeeHousing-Study-Final-Presentation-Bookmarked.pdf Reference: Stacey Caldwell, CEO
Tahoe Truckee Community Foundation
(530) 587-1776
[email protected]
Image Credit: YHLA Architects
19 Mammoth Lakes and Mono County Short-Term Rental
Impacts Analyses | Town of Mammoth Lakes and
Mono County, CA | 2023-2024
BAE was retained by the Town of Mammoth Lakes
and Mono County to conduct analysis regarding the
state of the short-term rental (STR) market and to
assess the relationships between STR activity and
conditions in the local housing market. This research
built upon methods developed by BAE in other peer
markets, including eastern Placer County, Mariposa
County the Town of Truckee, and City of Goleta.
The foundation for BAE’s approach to this topic is an extensive and ongoing inventory of contemporary academic and professional literature on the impact of STRs on the availability and pricing of housing for local workforce households. While much of the available literature focuses on large international destinations, like Seattle, San Francisco, New York, Madrid, and London, a significant effort was made to identify studies that reflect non-urban environments, including professional literature pertaining to the impacts of STRs on communities throughout the Mountain West. The key findings from the literature review were then used to facilitate interpretation of quantitative and qualitative market data for the Town of Mammoth Lakes and unincorporated Mono County, including a variety of small Census Designated Places ranging from larger communities like Bridgeport and June Lake to small unincorporated hamlets like Topaz, Walker/Coleville, Benton, and Chalfant, among others. The analysis then looked at policy approaches in other mountain communities across the Mountain West.
Key findings included a determination that the concentration of STRs in the Town of Mammoth Lakes likely contributes to acute second home demand in that market, whereas the relatively small numbers of STRs in unincorporated Mono County are unlikely to be sufficient to drive the market, with some exceptions. Recognizing these dynamics, BAE offered recommendations for improving the existing regulatory framework and administration within each jurisdiction, including creation of a new Certified Properties requirement in the Town of Mammoth Lakes.
Web Link: https://monocounty.ca.gov/sites/default/files/fileattachments/planning_divisi on/page/5732/mono_county_short_term_rental_study_final2.pdf Reference: Nolan Bobroff Wendy Sugimura
Community and Economic Community Development
Development Director Director
Town of Mammoth Lakes Mono County
(760) 965-3631 (760) 924-1814
[email protected] [email protected] Image Credit: AirBnB.com
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21 EXHIBIT B: EMPLOYER SURVEY TEMPLATE
Workforce Housing Needs Study - Employer Survey
[Client Group Name] is studying the housing needs of the regional workforce. This survey will help these agencies and organizations to better understand what kind of housing the workforce needs, where the housing is needed, and how much the workforce can afford to pay for housing. The agencies and organizations will use this information to serve workforce housing needs in the future. Please fill out the survey to the best of your knowledge. If you would prefer, you can send an email to [TBD] to receive a printable copy of the survey along with instructions on how to complete the form and return it by mail. If you would prefer to complete the survey online, please visit [TBD].
[Define study area and/or applicable region]
THIS HOUSING SURVEY IS ANONYMOUS. Your answers will only be presented in the study report in aggregate with other survey responses and none of your answers will be personally identifiable.
1) Where is your business located? (Fill in the ZIP Code for your business location) Your business address ZIP Code: ________________
2) What is your business type? (Check the best answer, or fill in “Other”) Agriculture or Forestry
Natural Resources, Mining, Construction
Manufacturing
Transportation or Utilities
Wholesale Trade
Consumer Retail or Service
Restaurant
Hospitality and Entertainment
Recreation
Warehouse/Distribution
Business or Professional Services
Finance, Insurance, Real Estate
Healthcare/Medical
Education
Government
Other:_________________
22 3) What months do you consider off-season in terms of the number of workers you employ. (Check all that apply)
January February March April May June
July August September October November December
4) During your off-season, how many full-time employees and part-time employees do you have?
Full-Time Employees: ______ Part-Time Employees: ______
5) What months do you consider peak season in terms of the number of workers you employ? (Check all that apply)
January February March April May June
July August September October November December
6) During your peak season, how many full-time employees and part-time employees do you have?
Full-Time Employees: ______ Part-Time Employees: ______ 7) In the next five years, how do you expect your business’s peak season workforce needs to change? (Check one)
Peak number of employees will stay about the same
Peak number of employees will grow less than 10% from current levels Peak number of employees will grow between 11% and 25% from current levels Peak number of employees will grow more than 25%
Peak number of employees will decline, but by less than 10% Peak number of employees will decline between 11% and 25% Peak number of employees will decline by more than 25%
8) As a rough percentage of total employment during peak season, who makes up your workforce? (Enter percentages to the best of your knowledge below) Year-round Tahoe/Truckee/Reno area residents %
College-aged U.S. workers: %
Workers from outside U.S.: %
Semi-retired workers: %
Farmworkers during their off-season: %
Other: %
Please describe those in the Other category:
______________________________________________
23 9) What, if any, types of housing assistance do you provide to your workforce? (Check all that apply and/or fill in the blank)
None
Assist in locating roommates
Provide listings of available rental units
Provide housing stipend If yes, how much per month? Stipend: $ ________________ Provide employee housing on or off-site
Other (Please describe) _______________________
10) If you provide employee housing, please provide details below. (Check all that apply):
Dormitory Beds How many? ____ Rent $ ________ per month Apartment Units How many? ____ Rent $_________per month Single-family homes How many?____ Rent $_________per month Other (Please describe) __________________ How many? _______ Rent: $______ per month 11) How does the availability of suitable housing for workers in the Tahoe/Truckee area impact your workforce recruitment and retention? (Check one) Not at all Very little Moderately Somewhat Significantly 12) How does the availability of suitable housing for workers in the Tahoe/Truckee area impact the success of your business? (Check one)
Not at all
Current housing conditions contribute to the success of my business Current housing conditions detract from the success of my business I am not sure how housing conditions affect my business success
13) Please indicate whether you agree with the following statement (1=completely disagree, 5=completely agree)
There are no significant workforce housing issues in the [Name] region. 1 2 3 4 5
24 14) In your opinion, how severely do the following issues impact the [Name] region? (1=not a problem at all, 5=very high severity)
Insufficient availability of housing
0 1 2 3 4 5
Lack of affordable housing
0 1 2 3 4 5
Shortage of housing for year round residents
0 1 2 3 4 5
Lack of rental housing
0 1 2 3 4 5
Lack of housing for-sale
0 1 2 3 4 5
Insufficient housing in areas that are accessible to jobs 0 1 2 3 4 5
Transportation options to get workers from available housing to work locations 0 1 2 3 4 5
Poor quality of the available housing stock
0 1 2 3 4 5
Other (Please specify):_____________________________________ 0 1 2 3 4 5
15) To help the sponsoring agencies and organizations understand housing affordability for employees, please provide the job title, the number of employees in that category during your business’s peak season, and their average weekly wage. If you prefer, you can provide this information on a separate sheet.
Job Title:_________________________ Number: ___ Weekly Wage: $___________ Job Title:_________________________ Number: ___ Weekly Wage: $___________ Job Title:_________________________ Number: ___ Weekly Wage: $___________ Job Title:_________________________ Number: ___ Weekly Wage: $___________ Job Title:_________________________ Number: ___ Weekly Wage: $___________ Job Title:_________________________ Number: ___ Weekly Wage: $___________ Job Title:_________________________ Number: ___ Weekly Wage: $___________ Job Title:_________________________ Number: ___ Weekly Wage: $___________ Job Title:_________________________ Number: ___ Weekly Wage: $___________ Job Title:_________________________ Number: ___ Weekly Wage: $___________ Job Title:_________________________ Number: ___ Weekly Wage: $___________ Job Title:_________________________ Number: ___ Weekly Wage: $___________
25 Thank you for completing our survey. If you have any questions regarding this survey, please call [TBD] at [TBD].
Opportunities for Further Participation
If you are interested in participating further in this study of regional workforce housing needs, including notifications of upcoming public meetings, having your employees fill out an employee survey, or potentially participating in a community workshop session, please provide your contact information to [TBD].
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27 EXHIBIT C: EMPLOYEE SURVEY TEMPLATE
Regional Workforce Housing Needs Study - Employee Survey [Client Group Name] is studying the housing needs of the regional workforce. This survey will help these agencies and organizations to better understand what kind of housing the workforce needs, where the housing is needed, and how much the workforce can afford to pay for housing. The agencies and organizations will use this information to serve workforce housing needs in the future. Please fill out the survey to the best of your knowledge. If you would prefer, you can send an email to [TBD] to receive a printable copy of the survey along with instructions on how to complete the form and return it by mail. If you would prefer to complete the survey online, please visit [TBD].
[Define study area and/or applicable region]
THIS HOUSING SURVEY IS ANONYMOUS. Your answers will only be presented in the study report in aggregate with other survey responses and none of your answers will be personally identifiable.
1) What is your primary work location? (Fill in the ZIP Code for your work place, or name of the city or community if you don’t know the ZIP Code)
Your work address ZIP Code: ________________ or city/community name:
____________________
2) Please check all the months that you typically work in the [Name] area.
Year-round January February March April May June
July August September October November December
3) If you work in the [Name] region, but live elsewhere, would you be interested in moving to the [Name] region if adequate housing was available in your price range? Yes No I live in the [Name] region
4) Where is your current residence? (Fill in your home address ZIP Code, or name of the city or community if you don’t know the ZIP Code)
Your home address ZIP Code: ________________ or city/community name:
____________________
5) Do you own or rent this residence? (Check one)
Own Rent
28 6) What type of home is this? (Check one)
Apartment Dormitory Duplex Condo Mobile Home Single-Family Home RV Other
7) How many bedrooms does this home have? (Check one)
Studio 1 2 3 4 5 6 Other: ____________________
8) Please check all the months that you live in this home.
Year-round January February March April May June
July August September October November December
9) Do you consider your current home to be your permanent place of residence? (Check one) Yes No
10) If your current home is not your permanent place of residence, where is your permanent residence?
Your permanent ZIP Code: ________________ or city/community name:
____________________
11) Please rate how satisfied you are with your current housing situation. (Check one) Unsatisfied Somewhat Satisfied Satisfied Very Satisfied 12) If you are less than satisfied with your current housing situation, what would be your ideal housing situation? (Check all that apply)
I would like a larger home for me and my immediate family I would like a larger home for me to share with housemates I would like a home in a location closer to my work
I would like a home in a location closer to my spouse’s work I would like a home that is in better condition or has better features to suit my needs I need housing that is more affordable
I am currently renting and I would like to purchase a home I currently own a home and I would like to rent instead My home is temporary or short-term and I need permanent housing Other: ______________________________
13) Including yourself, how many people live in this home? (Check one) 1 2 3 4 5 6 7 8 Other:____________________
14) What is the total monthly rent or mortgage payment for this housing unit? (Give total paid by all people living in the unit, if you share the housing expenses with others.) Rent or Mortgage Payment (excluding utilities, insurance, etc.): $________________ per month
29 15) On average, what is your weekly pay (before taxes) when working in the [Name] region? (Check one)
under $250 a week $600 to $799 a week
$250 to $399 a week $800 to $999 a week
$400 to $599 a week $1,000 or more a week Choose not to disclose 16) As a percentage of your monthly income (before taxes), roughly how much do you spend on housing.(ONLY IF YOU ARE A RENTER, include any water, sewer, electrical, and natural gas utility bills that you pay in addition to your rent)? (Check one) Less than 30% 30% or more but less than 50% 50% or more
17) Did you experience any problems when searching for and securing a place to live while you work in the [Name] region? (Check all that apply and/or fill in your own answer) If you rent your home:
The security deposit was more than I can afford
The rent was not affordable
Landlords didn’t want to rent to seasonal workers
Landlords required a long-term lease
I could not find housing that was offered for year-round occupancy Landlords limited the number of persons that could live in the unit I had trouble finding roommates
Suitable housing was too far from work
Other: __________________________________________________________________ If you own your home:
Home purchase prices were not affordable
I lacked a sufficient down payment and/or funds for closing costs Could not secure a mortgage loan on reasonable terms
I could not find a suitable home to purchase
Suitable housing was too far from work
Other: __________________________________________________________________
30 18) How did you locate your current housing? (Check all that apply) Newspaper classified ads
Craigslist
Social media posting
Other Internet-based housing listings
Found out about available housing from a friend or family member Found out about available housing from employer
Saw a for-rent or for-sale sign posted on the home
Obtained listing of available housing from Realtor or property management company Other: __________________________________
19) Are you currently on any waiting lists for the following types of housing or housing programs?
(Check all that apply)
Wait list for market rate rental housing
Wait list for below market rate (i.e., affordable) rental housing or a rental housing assistance program
Wait list for below market rate (i.e., affordable) for-sale housing Wait list for a home ownership assistance program (e.g., down payment assistance, etc.)
20) On average, how long is your commute to work? (Check one) Less than 10 minutes 30 to 39 minutes
10 to 19 minutes 40 to 49 minutes
20 to 29 minutes More than 50 minutes
21) What is your occupation in your current job (Check the answer that best fits your occupation, or fill in the space for “Other”)
Retail/Service Worker (staff in a store, resort, personal or business services company) Professional (e.g., accountant, attorney, health care professional, other types of skilled office workers, etc.)
Tradesperson (e.g., carpenter, electrician, mechanic, equipment operator, etc.) Business Manager, Executive, or Owner
Other: _____________________________________
22) If your current job is seasonal, please tell us about any other work that you do during the rest of the year (Check all that apply)
I do not have another job
I have one or more other jobs in the [Name] region
I have one or more other jobs outside of the [Name] region I am a student and I live outside of the region when not working in the [Name] region I am a student and I live inside the region when not working in the [Name] region
31 23) What is your age? (Check one)
under 18 31 to 40
18 to 23 41 to 50
24 to 30 51 and over
24) What is your marital status? (Check one)
Single Married Separated Divorced Widowed
25) How many children under the age of 18 live with you? (Check one) 0 1 2 3 4 5 6 Other:
26) To the best of your knowledge, check the annual income category that best describes your household’s total combined income in 2015. (This includes you, your spouse, and any other people with whom you share household expenses.)
Choose not to disclose $45,000 to $59,999
under $15,000 $60,000 to $74,999
$15,000 to $24,999 $75,000 to $99,000
$25,000 to $34,999 $100,000 to $124,999
$35,000 to $44,999 $125,000 and above
Thank you for completing our survey. If you have any questions regarding this survey, please call [TBD].
Opportunities for Further Participation
If you are interested in further participating in this study of regional workforce housing needs, including notifications of upcoming public meetings or potentially participating in a community workshop, please provide your contact information to [TBD].
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Truckee North Tahoe Workforce Housing Study: Workforce Housing Demand Estimate Workbook
INTRODUCTION
This workbook is intended to provide a high-level overview of the method used to develop the workforce housing demand estimates reported as part of the Truckee North, Tahoe Regional Workforce Housing Needs Assessment. Due to the methods and data sources used, the workforce housing demand estimates do not lend themselves to easy replication. However, the steps outlined here should provide a reasonable framework through which a subject matter expert may develop alternative and/or updated figures.
Note that while the workforce housing demand estimates presented here were derived based on the best information currently available, they represent only a reasonable estimation of the existing unmet workforce housing demand within the region and should be interpreted with caution. The estimates reflect demand originating from existing resident, non-resident, and seasonal worker households and, as such, illustrate the magnitude of the mismatch between the available housing stock within the region and the types of housing units that may best suit the needs of the workforce. As a result, the estimates should not be interpreted strictly as the number of new units that need to be built, but as the number of units that need to be “made available” in order to meet the needs of the workforce.
For an additional qualitative description of the method used to generate the workforce housing demand estimates, please refer to the appropriate section of the 2016 Truckee North Tahoe Regional Workforce Housing Needs Assessment.
ORGANIZATION
This workbook provides a step-by-step outline of the methods used to generate the workforce housing demand estimates. It also provides a full list of data sources used to generate the estimates. The process is broken down into a number of stages, each of which is summarized on a seperate worksheet. Each stage is then broken down into a series of component steps. Each step includes a brief description of each operation. Example data are used, where appriopriate, for illustrative purposes.
EXHIBIT D: Example Housing Need Estimation Workbook
List of Data Sources
Below is a brief listing of the data sources used to generate the workforce housing demand estimates. Note that the sources listed below represent the core pieces of data necessary to generate the estimates. In some cases, additional data may be needed.
Series or Table Name Dataset Name Published By Available at:
Public Use Micro Data Sample (PUMS) 2010-2015 American Community Survey (ACS)
U.S. Census Bureau http://www.census.gov/programssurveys/acs/data/pums.html Employment Status for the Population 16
Years and Over (B23025)
2010-2015 American Community
Survey (ACS)
U.S. Census Bureau http://factfinder.census.gov/
n.a. Quarterly Census of Employment
and Wages (QCEW)
Bureau of Labor Statistics Special tabulation from the
California Employment
Development Department
n.a. Census Nonemployer Statistics U.S. Census Bureau http://www.census.gov/econ/non employer/
OnTheMap Tooll LEHD Origin-Destination
Employment Statistics (LODES)
U.S. Census Bureau http://lehd.ces.census.gov/
Seasonal worker survey response
extraction
Truckee North Tahoe Workforce
Housing Employee Survey
BAE Urban Econoimcs Available upon request.
In-commuter survey response extraction Truckee North Tahoe Workforce Housing Employee Survey
BAE Urban Econoimcs Available upon request.
n.a. Comprehensive Housing
Affordability Strategy (CHAS)
U.S. Department of Housing
and Urban Development
https://www.huduser.gov/portal/d
atasets/cp/CHAS/bg_chas.html
First Stage: Public Use Microdata Sample (PUMS) Extraction and Conversion NOTES:
The steps identified below are intended primarily for informational purposes. Due to the complexity of the Public Use Microdata Sample (PUMS) dataset, the operations described should be undertaken by persons familiar with the strengths and limitations of the PUMS data.
STEP 1: Identify Appropriate Public Use Microdata Areas (PUMAS) Use the U.S. Census Bureau's TIGER/Line Shapefiles to identify the Public Use Microdata Areas (PUMAS) that most closely approximate your study area. Note that due to minimum population requirements, the PUMAS will likely extend beyond the desired study area.
STEP 2: Download the Public Use Microdata Sample (PUMS) Data Download the raw PUMS data from the U.S. Census Bureau website for the most appropriate time period.
STEP 3: Extract data from the Public Use Microdata Sample (PUMS) Use the PUMS data to identify the number of employed residents, by household size and income level, who are employed within each major industry sector.
STEP 4: Adjust the data to account for the number of employed residents and the industry mix within the Study Area If the PUMAS used for this analysis extend beyond the desired study area, use data from the Quarterly Census of Employment and Wages (QCEW) and the Census Non-Employer Statistics to control for the total number of employed residents and the mix of industries present within the study area. While the QCEW reports jobs, not employed residents, it provides a useful perspective regarding the mix of employment opportunities available within the Study Area.
STEP 5: Convert from employed residents to households
Use the average number of workers per household, as reported in the 2010-2014 American Community Survey (ACS), to convert from employed residents to workforce households.
Step 6: Convert from income level to income category.
Use the annual Income Limits published by the California Department of Housing and Community Development (HCD) to convert from Census income level (e.g., $25,000 to $50,0000 per year) to correspond with the income categories defined by the U.S. Department of Housing and Urban Development (HUD). For an example, refer to the Placer County income limits provided below.
Median Family Income: $76,100
Number of People Per Household
Income Level One Two Three Four Five
Extremely Low-Income (30% MFI) $16,000 $18,300 $20,600 $24,300 $28,440 Very Low-Income (50% MFI) $26,650 $30,450 $34,250 $38,050 $41,100 Low-Income (80% MFI) $42,650 $48,750 $54,850 $60,900 $65,800 Median Income (100% HAMFI) $53,250 $60,900 $68,500 $76,100 $82,200 Moderate Income (120% MFI) $63,900 $73,050 $82,150 $91,300 $98,600 Step 7: Summarize the number of worker households by size and income category.
Create a table, similar to that provided below, that summarizes the number of workforce households by household size and income category. This will form the basis for the following stages of the demand estimation process.
Resident Workforce Households (Average Annual)
Household Size Total, All Total,
Income Category 1-Person 2-Person 3-Person 4-Person 5+ Person Households Workers Extremely Low Income (≤ 30% of AMI) 200 183 132 116 87 718 1,166 Very Low Income (> 30% ≤ 50% of AMI) 211 357 146 203 125 1,042 1,692 Low Income (> 50% ≤ 80% of AMI) 222 636 365 218 221 1,662 2,699 Moderate (> 80% ≤ 120% of AMI) 183 701 407 356 334 1,981 3,217 Above Moderate (>120% AMI) 297 1,880 1,146 1,064 667 5,054 8,209 Total, All Income Categories 1,113 3,757 2,196 1,957 1,434 10,457 16,984
Second Stage: Adjusting for Seasonal Resident Employment NOTES:
The prior stage generated estimates of the annual average employed residents and households. The purpose of the second stage is to account for seasonal fluctuations in the number of employed persons who live in he Truckee North Tahoe Study Area.
STEP 8: Purchase monthly employment data for the Study Area In the absence of comprehensive data on seasonal fluctuations in the number of employed residents within the Study Area, this research utilized industry employment data (i.e., jobs not employed residents) to estimate the rough magnitude of seasonal fluctuations in regional employment. This assumes that seasonal fluctuations in the number of employed resident households will roughly correspond with seasonal changes in the number of employment opportunities.
In order to identify seasonal changes in industry employment, BAE collected data from the Quarterly Census of Employment and Wages (QCEW) for a set of ZIP Codes that roughly correspond to the Truckee North Tahoe Study Area. The data included monthly estimates of number of jobs, by major industry sector during 2014, the most recent year for which data were available.
STEP 9: Adjust to account for nonemployer based jobs
The number of jobs, as reported in the QCEW, was then proportionately adjusted to account for nonemployer based jobs (e.g., self-employed persons) based on the proportion of nonemployer based jobs in Placer and Nevada Counties in 2014, as reported in the U.S.
Census Bureau's Nonemployer Statistics. Note that all nonemployer based jobs are assumed to be filled by permanent year-round residents.
STEP 10: Calculate seasonal fluctuations in the number of employment opportunities available in the region Based on the combined (i.e., employer and nonemployer based) employment profile within the Study Area, BAE calculated the percent change in employment between the year-round average and both the seasonal high and the seasonal low. This was expressed as a percent change from the annual average. For an example, refer to the figures provided below.
Annual
Jan Feb March April May Average
Employmernt (thousands) 17.0 16.6 16.4 15.6 14.0 15.8
% of annual average 7.4% 4.7% 3.2% -1.8% -11.5%
STEP 11: Estimate the number of permanent year-round resident workers In order to estimate the number of permanent year-round workers that live within the Study Area, BAE took the employed resident totals developed in the first stage and adjusted the numbers downward based on the proportionate difference between the average annual employment total and the seasonal low-point.
STEP 12: Estimate the number of seasonal resident workers In order to estimate the number of seasonal workers that live within the Study Area, BAE took the employed resident totals developed in the first stage and adjusted the numbers upward based on the proportionate difference between the average annual employment total and the seasonal high-point. BAE then subtracted out the permanent year-round resident workers identified in Step 4 to generate an estimate of the total seasonal resident workforce.
Step 13: Convert to Households and Identify characteristics for Year-Round and Seasonal Households Based on the total number of seasonal and year-round workers identified in Steps 4 and 5 above, BAE then converted to households based on the average number of workers per household. Household characteristics for permanent year-round workforce households were identified based on the PUMS data. Household characteristics for seasonal workforce households were identified based on an analysis of results of the Truckee North Tahoe Workforce Housing Employee Survey. To do this, BAE identified those survey respondents who lived in the Study Area only during periods of peak employment and developed a profile of survey respondents by household size and income category. For an examples of the resulting estimates, refer to the figures provided below.
Resident Workforce Households (Year-Round)
Household Size Total, All Total,
Income Category 1-Person 2-Person 3-Person 4-Person 5+ Person Households Workers Extremely Low Income (≤ 30% of AMI) 137 151 69 37 24 417 684 Very Low Income (> 30% ≤ 50% of AMI) 132 309 35 171 0 648 1,058 Low Income (> 50% ≤ 80% of AMI) 206 525 238 123 158 1,250 2,040 Moderate (> 80% ≤ 120% of AMI) 151 590 296 340 318 1,696 2,761 Above Moderate (>120% AMI) 186 1,626 1,051 953 619 4,436 7,219 Total, All Income Categories 812 3,202 1,690 1,624 1,119 8,447 15,024 Resident Workforce Households (Seasonal)
Household Size Total, All Total,
Income Category 1-Person 2-Person 3-Person 4-Person 5+ Person Households Workers Extremely Low Income (≤ 30% of AMI) 63 32 63 79 63 301 482 Very Low Income (> 30% ≤ 50% of AMI) 79 48 111 32 127 396 634 Low Income (> 50% ≤ 80% of AMI) 16 111 127 95 63 412 660 Moderate (> 80% ≤ 120% of AMI) 32 111 111 16 16 285 457 Above Moderate (>120% AMI) 111 254 95 111 48 618 989
Total, All Income Categories 301 555 506 333 317 2,012 3,222
Third Stage: Adjusting for the Regional Commute Flow
NOTES:
The purpose of the third stage is to account for the regional flow of workers into the Study Area, recognizing that many of these workers may prefer to live within the Study Area, but live elsewhere due to excessive housing costs and poor housing availability within the Study Area. Note that while the regional commute-shed involves workers commuting both into and out of the Study Area, the demand estimates account only for those workers who commute into the Study Area and does not subtract those who commute out of the Study Area, since it was not possible, based on the available data, to identify which household contain only out-commuters and those which contain outcommuters, as well as workers who are employed within the Study Area.
STEP 14: Identify the rate of in-commuting and calculate the number of in-commuters For the purposes of this research, the rate of in-commuting was calculated based on the ratio of in-commuters to employed Study Area residents. This is because the workforce household estimates described in prior stages are based on the number of employed residents, not jobs or employment opportunities. Note that this differs from the commute-rate typically cited, which calculates the percent of persons employed in an area who commute in from outside the area. Data on the regional commute shed were collected from the 2013 Longitudinal Employer-Household Dynamics (LEHD) OnTheMap Tool, which are published by the U.S. Census Bureau.
Study Area
Workers
Work In Region/Live Outside Region (In-Commuters) 9,271 Live Within the Region (Employed Residents) 12,277
Ratio of In-Commuters to Employed Residents 75.5%
STEP 15: Calculate the number of in-commuters and identify household characteristics Once identified, the in-commuter rate was then applied to the annual average number of employed residents within the Study Area, as identified in the first stage. Household characteristics for in-commuter households, including household size, were identified based on an analysis of results of the Truckee North Tahoe Workforce Housing Employee Survey. To do this, BAE identified those survey respondents who commute into the Study Area on an ongoing basis and developed a profile of survey respondents by household size and income category. For an examples of the resulting estimates, refer to the figures provided below.
Non-Resident (In-Commuter) Workforce Households
Household Size Total, All Total,
Income Category 1-Person 2-Person 3-Person 4-Person 5+ Person Households Workers Extremely Low Income (≤ 30% of AMI) 50 0 151 0 100 301 481 Very Low Income (> 30% ≤ 50% of AMI) 150 200 301 250 250 1,152 1,844 Low Income (> 50% ≤ 80% of AMI) 250 501 351 351 150 1,603 2,565 Moderate (> 80% ≤ 120% of AMI) 351 351 451 150 250 1,553 2,485 Above Moderate (>120% AMI) 301 1,453 651 551 451 3,407 5,451 Total, All Income Categories 1,102 2,505 1,905 1,302 1,202 8,016 12,826
Fourth Stage: Translating Households to Housing Demand
NOTES:
The purpose of the fourth stage was to translate the workforce household estimates generated in prior stages into estimates of housing demand. This was done in two distinct steps, described in greater detail below.
STEP 16: Translate household totals into gross housing demand estimates Under this stage, BAE converted the workforce household estimates derived in prior stages into gross housing demand estimates. To simplify the calculation, in the absence of better information regarding housing preferences, this analysis assumed that households would occupy the smallest available units, while simultaneously avoiding overcrowding (defined as having more than two people per bedroom).
Studio units are assumed to be occupied by one-person households only. These were determined to be reasonable assumptions, since both housing affordability and wide-spread overcrowding are known issues within the Truckee North Tahoe area. Therefore, by estimating demand based on the smallest suitable unit, this analysis focuses on estimating the number of units by size that would be sufficient/adequate to meet the needs of the region's workforce households. Below is a simple matrix that outlines the way in which the household estimates were allocated based on household size.
Household Size Unit Size
1-Person Studio
2-Person 1-Bedroom
3-person 2-Bedroom
4-Person 2-Bedroom
5+ Person 3+ Bedroom
Based on these simplifying assumptions, BAE estimates gross housing demand generated by local workforce households as follows:
Year-Round Resident Workforce Housing Demand
Unit Size Total,
Income Category Studio 1-Bedroom 2-Bedrooms 3+ Bedrooms All Units Extremely Low Income (≤ 30% of AMI) 137 151 106 24 417
Very Low Income (> 30% ≤ 50% of AMI) 132 309 206 0 648
Low Income (> 50% ≤ 80% of AMI) 206 525 361 158 1,250
Moderate (> 80% ≤ 120% of AMI) 151 590 636 318 1,696
Above Moderate (>120% AMI) 186 1,626 2,004 619 4,436
Total, All Income Categories 812 3,202 3,314 1,119 8,447 Seasonal Resident Workforce Housing Demand
Unit Size Total,
Income Category Studio 1-Bedroom 2-Bedrooms 3+ Bedrooms All Units Extremely Low Income (≤ 30% of AMI) 63 32 142 63 301
Very Low Income (> 30% ≤ 50% of AMI) 79 48 143 127 396
Low Income (> 50% ≤ 80% of AMI) 16 111 222 63 412
Moderate (> 80% ≤ 120% of AMI) 32 111 127 16 285
Above Moderate (>120% AMI) 111 254 206 48 618
Total, All Income Categories 301 555 839 317 2,012
Non-Resident (In-Commuter) Workforce Housing Demand
Unit Size Total,
Income Category Studio 1-Bedroom 2-Bedrooms 3+ Bedrooms All Units Extremely Low Income (≤ 30% of AMI) 50 0 151 100 301
Very Low Income (> 30% ≤ 50% of AMI) 150 200 551 250 1,152 Low Income (> 50% ≤ 80% of AMI) 250 501 702 150 1,603
Moderate (> 80% ≤ 120% of AMI) 351 351 601 250 1,553
Above Moderate (>120% AMI) 301 1,453 1,202 451 3,407
Total, All Income Categories (b) 1,102 2,505 3,207 1,202 8,016 Workforce Housing Demand, All Worker Types
Unit Size Total,
Income Category Studio 1-Bedroom 2-Bedrooms 3+ Bedrooms All Units Extremely Low Income (≤ 30% of AMI) 250 183 399 187 1,019 Very Low Income (> 30% ≤ 50% of AMI) 361 557 900 377 2,196 Low Income (> 50% ≤ 80% of AMI) 472 1,137 1,285 371 3,265 Moderate (> 80% ≤ 120% of AMI) 534 1,052 1,364 584 3,534 Above Moderate (>120% AMI) 598 3,333 3,412 1,118 8,461
Total, All Income Categories 2,215 6,262 7,360 2,638 18,475
Fifth Stage: Estimating the Unmet Demand for Workforce Housing NOTES:
In the fifth and final stage BAE utilized the available data to estimate the existing unmet workforce housing demand. This was calculated somewhat differently for in-commuter households, compared to year-round and seasonal resident households. This was done in two distinct steps, described in greater detail below.
STEP 16: Estimate the existing unmet workforce housing need for year-round and seasonal workforce households To convert the gross workforce housing demand estimates into estimates of unmet demand, BAE calculated the proportion of resident households within each income category that experienced any one of the four housing problems defined the U.S. Department of Housing and Urban Development (HUD). These include 1) overpaying for housing (i.e., paying more than 30 percent of income to housing costs), 2) living in overcrowded conditions (i.e., more than one person per room), 3) living with inadequate sanitary facilities, and/or 4) living with inadequate kitchen facilities). This data was obtained as part of the Comprehensive Housing Affordability Strategy (CHAS) dataset, which is generated based on a special tabulation of the American Community Survey (ACS).
STEP 17: Estimate the existing unmet workforce housing demand for non-resident in-commuter workforce households To convert the gross workforce housing demand estimates into estimates of unmet need for non-resident in-commuter workforce households, BAE analyzed the results of the Truckee North Tahoe Workforce Housing Employee Survey to identify the proportion of in-commuters who indicated that they would be interested in moving into the Truckee North Tahoe area (85.6 percent), if affordable and adequate housing were made available.
Step 18: Summarize the Unmet Workforce Housing Demand Estimates As a final step, BAE compiled the resulting estimates of existing unmet workforce housing demand estimates into the following table.
Unmet Year-Round Resident Workforce Housing Demand
Unit Size Total,
Income Category Studio 1-Bedroom 2-Bedrooms 3+ Bedrooms All Units Extremely Low Income (≤ 30% of AMI) 124 137 96 22 379
Very Low Income (> 30% ≤ 50% of AMI) 90 210 140 0 440
Low Income (> 50% ≤ 80% of AMI) 146 371 255 112 884
Moderate (> 80% ≤ 120% of AMI) 89 349 376 188 1,001
Above Moderate (>120% AMI) 59 512 631 195 1,396
Total, All Income Categories 508 1,579 1,498 516 4,100
Unmet Seasonal Resident Workforce Housing Demand
Unit Size Total,
Income Category Studio 1-Bedroom 2-Bedrooms 3+ Bedrooms All Units Extremely Low Income (≤ 30% of AMI) 57 29 130 57 274
Very Low Income (> 30% ≤ 50% of AMI) 53 32 97 86 269
Low Income (> 50% ≤ 80% of AMI) 11 79 157 45 291
Moderate (> 80% ≤ 120% of AMI) 19 65 75 9 168
Above Moderate (>120% AMI) 35 80 65 15 194
Total, All Income Categories 176 285 523 212 1,196
Unmet Non-Resident Workforce Housing Demand
Unit Size Total,
Income Category Studio 1-Bedroom 2-Bedrooms 3+ Bedrooms All Units Extremely Low Income (≤ 30% of AMI) 43 0 129 86 258
Very Low Income (> 30% ≤ 50% of AMI) 129 171 472 214 986 Low Income (> 50% ≤ 80% of AMI) 214 429 601 128 1,373
Moderate (> 80% ≤ 120% of AMI) 301 301 515 214 1,330
Above Moderate (>120% AMI) 258 1,244 1,029 386 2,917
Total, All Income Categories (b) 944 2,145 2,746 1,029 6,864 Worker Housing Demand, All Types
Unit Size Total,
Income Category Studio 1-Bedroom 2-Bedrooms 3+ Bedrooms All Units Extremely Low Income (≤ 30% of AMI) 225 166 354 165 911 Very Low Income (> 30% ≤ 50% of AMI) 272 414 709 300 1,695 Low Income (> 50% ≤ 80% of AMI) 371 879 1,014 285 2,548 Moderate (> 80% ≤ 120% of AMI) 409 714 965 411 2,499
Above Moderate (>120% AMI) 351 1,836 1,724 596 4,507
Total, All Income Categories 1,627 4,009 4,766 1,757 12,160
1 TOWN COUNCIL STAFF REPORT
Title: Fiscal Year 23/24 Report on Development Impact Fees on New Development within the Town.
Meeting Date: January 15, 2025
Prepared by: Stephanie Trujillo, Accounting Manager
RECOMMENDATION:
Adopt a Resolution Approving the FY 23/24 Development Impact Fee Report and Making Findings that there Remains a Reasonable Relationship for the Fee Program.
BACKGROUND:
In 1989, Section 66000 et seq. of the Government Code became effective. When passed in 1987, this section was known as AB 1600. When the Legislature passed AB 1600, it added a new chapter to the Government Code on fees for development projects. The chapter sets forth a number of requirements that local agencies must follow if they are to exact fees from developers to defray the cost of construction of public facilities related to development projects. Section 66006 mandates the reporting requirements on fees that the local agency must adhere to each fiscal year. Through the General Plan and fee studies, the Town of Mammoth Lakes has established the nexus between development, the capital improvements necessary to mitigate the effects of development, and approved fees to fund the mitigation measures.
On July 1, 2015, the Town Council reviewed an updated Development Impact Fee Study prepared by TischlerBise, conducted a Public Hearing and, after receiving public testimony and considering available information, approved the Development Impact Study and adopted the Resolution approving the updated Development Impact Fees.
Updated project categories included:
• Police Department
• Vehicle Circulation System
• Multi-Modal Circulation System
• Storm Drain System
• General Facilities, Vehicles, and Equipment
• Parks and Recreation Facilities
• No fee is recommended for the Airport
In FY24/25, the Town will complete a comprehensive update to the Development Impact Fee Study.
2 With each development during each fiscal year, the Town collected certain developer fees that are subject to the reporting requirement. The Town also collects fees as part of the building permit for Special Districts including the Mono County Office of Education for Library and Child Care Funds and for the Mammoth Lakes Fire Protection District for Fire Facilities. Funds collected for these two Special Districts are passed through when requested. Attention should be directed to the Special District regarding the specific use of the funds.
ANALYSIS:
The California Government Code Section 66006 requires local agencies to annually report certain financial information related to capital funds that were established to track fees charged in connection with the approval of a development project. The following information is required: the beginning and ending balance of the fund, the amount of the fees collected and the interest earned, an identification and amount of each public improvement on which fees were expended, the total percentage of the project funded by that fee, the approximate date by which the construction of the public improvement will commence (if financed), a description of each interfund transfer or loan including the project to be funded with the loan and the approximate date of repayment, and any refunds made to developers pursuant to the Code. This information is included in the attached report.
The attached Resolution includes necessary language for approval of the report and to make the necessary findings.
ENVIRONMENTAL CONSIDERATIONS:
The proposed approval of the Development Impact Fee Report is not a project as defined by CEQA Section 21065 and State CEQA Guidelines Section 15378(b)(4), as it relates to a government funding mechanism which does not involve any commitment to any specific project which may result in a potentially physical impact on the environment.
LEGAL CONSIDERATIONS:
The Development Impact Fee Report, capital projects, and fees have been reviewed and prepared in accordance with Federal and State law. A review of existing environmental documents was also completed, and the proposed Development Impact Fee Program will not impact mitigation requirements.
Town of Mammoth Lakes
FISCAL YEAR 23-24
ANNUAL AB 1600 REPORT
DEVELOPMENT IMPACT MITIGATION FEES
ON NEW DEVELOPMENT WITHIN THE
TOWN OF MAMMOTH LAKES
Prepared by: Public Works and Finance Departments
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Background
In 1989, Section 66000 et seq. of the Government Code became effective. When passed in 1987, this section was known as AB 1600. When the Legislature passed AB 1600, it added a new chapter to the Government Code on fees for development projects. The chapter sets forth several requirements that local agencies must follow if they are to exact fees from developers to defray the cost of construction of public facilities related to development projects. Section 66006 mandates the reporting requirements on fees that the local agency must adhere to each fiscal year. Through the General Plan and fee studies, the Town of Mammoth Lakes has established the nexus between development, the capital improvements necessary to mitigate the effects of development, and approved fees to fund the mitigation measures.
Compliance with Developer Fees Reporting Requirements of Section 66006 of the Government Code
With each development during the previous fiscal year, the Town collected certain developer fees that are subject to the reporting requirement. These developer fees are the Administration Fund, Police Impact Fund, Vehicle Circulation Impact Fund, Multi- Modal Circulation Impact Fund, Storm Drainage Impact Fund, General Facilities and Equipment Impact Fund, Parkland & Recreation Impact Fund, Airport Fund, Mono County Office of Education Library Impact Fund, Mono County Office of Education Child Care Impact Fund, and Fire Facilities Impact Fund. Funds collected for the two Special Districts are passed through when requested.
Attention should be directed to the Special District regarding the specific use of the funds.
There are eight reporting requirements on fees that the local agency must adhere to each fiscal year:
1. Create separate capital facilities funds or accounts for each improvement funded with impact fees (Government Code Section 66006(a)).
2. Remit all interest income earned by the fees to the same fund; interest income must be spent solely on the purpose for which the fee was originally collected (Section 66006(a)).
3. Within 180 days after the close of each fiscal year, prepare a public report concerning each impact fee fund. Such report must include the fund's beginning and ending balance for the fiscal year, amount of fees and interest deposited into the fund for the fiscal year, and a description of each expenditure from the fund for that year, including identification of the improvement being funded (Section 66006(b)).
4. Review the report at a public meeting not less than 15 days after the report is released to the public (Section 66006(b)(2)).
5. If fees remain unexpended or uncommitted five years after being collected, the local agency is to make a finding that there remains a reasonable relationship between the current need for the fees and the purposes for which they were originally collected (Section 66001 (d)).
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6. Refund to current owner of lots, units, or developed projects any fees, with accrued interest, for which continued need cannot be demonstrated (Section 6600 1 (e)).
7. A local agency must not commingle fees with any other revenue, except for temporary investment purposes (Section 66006(a)).
8. A local agency may not spend impact fees for maintenance or operation of improvements funded with impact fees (Section 65913.8).
The Town is in compliance with the requirements. A Capital Improvement Program was prepared each year and funds expended are shown in this report. Financial information was also available from the Town financial system.
This year the Town will need to adopt a resolution regarding the funds because AB 1600 requires expenditures or commitment of funds within five years of their collection. Although AB 1600 requires that fees collected from developers be expended within five years, the law, as noted previously, also allows exceptions. Exceptions are provided in recognition that some project costs can be of a magnitude that it takes more than five years to accrue adequate funds; or matching funds may not be available within the five- year period.
On July 1, 2015, the Town Council reviewed an updated Development Impact Fee Study prepared by TischlerBise, conducted a Public Hearing and, after receiving public testimony and considering available information, approved the Development Impact Study and adopted the Resolution approving the updated Development Impact Fees. Updated project categories included:
Police Department
Vehicle Circulation System
Multi-Modal Circulation System
Storm Drain System
General Facilities, Vehicles and Equipment
Parks and Recreation Facilities
No fee is recommended for the Airport
The California Government Code Section 66006 requires local agencies to annually report certain financial information related to capital funds that were established to track fees charged in connection with the approval of a development project. The information which is required by the fee, the beginning and ending balance of the fund, the amount of the fees collected and the interest earned, an identification and amount of each public improvement on which fees were expended, the total percentage of the project funded by that fee, the approximate date by which the construction of the public improvement will commence (if financed), a description of each inter-fund transfer or loan including the project to be funded with the loan and the approximate date of repayment, and any refunds made to developers pursuant to the Code. This information is included in this report.
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In 2024, the Town will be completing a comprehensive update of the 2015 Development Impact Fee Study. In preparation for this new study, the Town is updating its processes around long-range capital improvement plans and incorporating them into the annual process.
The Town has made similar improvements to the 5-year CIP There were no refunds of Development Impact Fees during the past five years.
Total project costs are based on the most recently adopted Development Impact Fee Justification Study Report.
The Administrative Overhead fee established in Resolution 98-06 is 4% of all fees collected.
The amount in the remaining Capital Funds were insufficient at year end to fund any significant improvements. Previous loans from the Town’s Vehicle Replacement Fund made to cover fund shortfalls in the Capital funds have been written off.
On July 1, 2015, Town Council adopted an updated Development Impact Fee Study as a comprehensive update to previous studies. That study provided an updated framework and methodology and led to the establishment of updated Development Impact Fees.
TischlerBise and Town staff, in preparing the updated study:
Reviewed available information regarding the previous DIF Study (2007) and amendments.
Reviewed the previous Town Master Facilities Plan.
Discussed development and planning changes since 2007. Determined information required to complete the update. Staff provided Mr. Bise with detail regarding housing, development and planning issues that have changed since 2007.
Staff contacted other agencies to determine their interest in participating in this effort.
Staff reviewed the previous Master Facilities Plan in an effort to establish a clear understanding of foreseeable Town needs.
Staff TischlerBise have reviewed available methodologies for calculation of the updated DIF to determine the method most applicable to the Town. Staff has met with TischlerBise and various interested parties in Town to obtain input and to provide an update.
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Description of the type of Development Impact Fee for each Fund Category:
Administrative Overhead Fund is for payment of the actual or estimated costs of administering the provisions of this article and any resolutions adopted pursuant hereto, all consistent with the provisions of the Development Impact Mitigation Fee Chapter.
Police Fund is for payment of the actual or estimated costs of law enforcement facilities improvements, including any required acquisition of land, and for the actual or estimated costs of acquiring vehicles or equipment.
Vehicle Circulation Fund is for payment of the actual or estimated costs of the design, upgrading, or improvement of the vehicular circulation network including any required acquisition of land.
Multi-Modal Circulation Fund is for payment of the actual or estimated costs of the design, upgrading, or improvement of the non-vehicular circulation and vehicular parking network including any required acquisition of land.
Storm Drainage Fund is for construction of drainage facilities from impacts of increased lot coverage and runoff from new development as provided for in the 2015 Storm Water Master Plan.
General Facility Fund is for payment of the actual or estimated costs of general facilities improvements, including public meeting facilities, any required acquisition of land, and for the actual or estimated costs of acquiring vehicles or equipment.
Parkland and Recreation Facilities is for payment of the actual or estimated costs of constructing and improving parks and recreation facilities, including any required acquisition of land, as well as grading, irrigation, and landscaping costs associated therewith.
Airport Improvement Fund is for payment or estimated costs of airport improvement costs including any required acquisition of land, improvements, and equipment benefiting the municipal airport.
Mono County Office of Education Facilities is for the payment of the actual or estimated costs of construction and improving library facilities, acquiring books, and providing childcare facilities, including any required acquisition of land.
Mammoth Lakes Fire Protection District Fire Suppression Facilities, Vehicle, and Equipment Fund is for payment of the actual or estimated costs of fire facilities improvements, including any required acquisition of land, and for the actual or estimated costs of acquiring vehicles or equipment.
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DEVELOPMENT IMPACT FEES
Refer to the Municipal Code and authorizing Resolutions for Details As Updated July 1, 2015, Effective August 31, 2015
Facility Single Family
(Per Unit)
Mobile
Home (Per
Unit)
Multi-Unit
(Per Unit)
Lodging
(Per Room)
Commercial
(Per Square
Foot)
Offices & Other
Services (Per
Square Foot)
Industrial (Per
Square Foot)
Institutional
(Per Square
Foot)
Police $150 $128 $156 $301 $1.04 $0.41 $0.26 $0.57
Vehicle
Circulation
$265 $139 $184 $166 $0.58 $0.21 $0.15 $0.31
Multi-Modal
Circulation
$1,389 $727 $969 $871 $3.01 $1.17 $0.74 $1.65
Storm Drainage $845 $459 $586 $438 $0.08 $0.08 $0.27 $0.33 General
Facilities &
Equipment
$707 $602 $739 $432 $0.66 $0.66 $0.27 $0.36
Parkland and
Recreation
$713 $607 $746 $533 $0.00 $0.00 $0.00 $0.00
Airport $0 $0 $0 $0 $0.00 $0.00 $0.00 $0.00
Subtotal Town
Fees
$4,069 $2,661 $3,380 $2,740 $5.37 $2.55 $1.70 $3.21
Development Impact Fee for Other Districts
Facility Single family
Non-transient
Single
family
Transient
Mobile
Home
Multi-unit Non
Transient
Multi-Unit
Transient
Commercial and
Office
Industrial
Library Fees $2,001 $340 $1,721 $1,721 $340 -
-
Child Care Fees $374 $624 $374 $374 $624 -
-
Fire District Fees $1,526 $2,014 $1,526 $961 $2,014 $2,610 $1,007 Subtotal Other
Fees
$3,901 $2,978 $3,621 $3,056 $2,978 $2,610 $1,007
7 | P a g e
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RESOLUTION NO. 25-
RESOLUTION OF THE TOWN COUNCIL
OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA,
APPROVING THE FISCAL YEAR 2023-24 DEVELOPMENT IMPACT FEE
REPORT AND MAKING FINDINGS THAT THERE REMAINS A
REASONABLE RELATIONSHIP FOR THE FEE PROGRAM
WHEREAS, the Town of Mammoth Lakes imposes fees to mitigate the impact of development pursuant to Government Code sections 66000 et seq.; and WHEREAS, the Town maintains separate accounts for Administration, Police, Vehicle Circulation, Multi-Modal Circulation, Storm Drainage, General Facilities and Equipment, Parkland & Recreation, Airport, Mono County Office of Education Library, Mono County Office of Education Child Care, and Fire Facilities; and WHEREAS, the Town is required within 180 days after the last day of each fiscal year to make available to the public information for the fiscal year regarding these fees under Government Code section 66006; and
WHEREAS, Town staff has prepared a report that contains the information required by Government Code section 66006, a copy of which is attached hereto as Attachment “A”; and
WHEREAS, the Administration Fund, General Facilities Impact Fund, Law Enforcement Impact Fund, Storm Drain Impact Fund, and Circulation Impact Fund previously had a negative balance as the Town General Fund had loaned them funds from the Vehicle Replacement Fund for projects constructed prior to the 2010/11 fiscal year and those inter-fund loans were written off in FY 2015/16 and there currently are no inter-fund transfers; and
WHEREAS, the Circulation Impact Fund was revised in 2015 to reflect two funds, the Vehicle Circulation Fund and Multi-Modal Circulation Fund; and WHEREAS, the Airport Fund was revised in 2015 to indicate no further collection of fees; and
WHEREAS, the Mono County Office of Education Impact Fund was revised in 2015 to reflect two funds, the Mono County Office of Education Library Impact Fund, and the Mono County Office of Education Impact Fund; and
WHEREAS, there were no refunds of development impact fees collected pursuant to Government Code 66001(e); and
Resolution No. 25-
WHEREAS, no interested persons have requested notice of the AB 1600 Report; consequently, no notices of the availability of the AB1600 Report were mailed; and WHEREAS, the Administration Fund, Police Impact Fund, Vehicle Circulation Impact Fund, Multi-Modal Circulation Impact Fund, Storm Drainage Impact Fund, General Facilities and Equipment Impact Fund, Parkland & Recreation Impact Fund, Airport Fund, Mono County Office of Education Library Impact Fund, Mono County Office of Education Child Care Impact Fund, and Fire Facilities Impact Fund, have fund balances; and
WHEREAS, these improvements are scheduled to be constructed over time as sufficient funds become available; and
WHEREAS, these identified improvements are of such size that sufficient funds have not been collected or obtained in order to construct these improvements by expending fees collected within the five-year expenditure period provided by Government Code Section 66001(d); and
WHEREAS, there continues to be a distinct nexus between continued development and the necessity to mitigate developments impacts on traffic circulation and drainage; and WHEREAS, fees collected previously and in the future are necessary to fund identified improvements; and
WHEREAS, the Town annually prepares a comprehensive Capital Improvement Program to prioritize identified improvements and allocate funds to construct the improvements as mitigation for continued development in the Town; and
WHEREAS, these improvements are scheduled to be constructed over time as sufficient funds become available; and
WHEREAS, these identified improvements are of such size that sufficient funds have not been collected or obtained in order to construct these improvements by expending fees collected within the five-year expenditure period provided by Government Code Section 66001(d); and
WHEREAS, there continues to be a distinct nexus between continued development and the necessity to mitigate development’s impacts on improvements.
NOW, THEREFORE, BE IT RESOLVED that the Town Council of the Town of Mammoth Lakes hereby:
1. In accordance with Government Code section 66006, the Town has conducted an annual review of its development impact fees and capital infrastructure programs and the Town Council has reviewed the report attached hereto as Exhibit A and incorporated herein by this reference.
Resolution No. 25-
2. The funds have been and shall be used for the purposes stated in said reports and are necessary to mitigate impacts resulting from development in the Town and further find that there is a reasonable relationship between the use of the fees and type of development project upon which the fee is imposed.
3. The Town Council herby approves, accepts, and adopts the AB 1600 Report.
4. The AB 1600 report is available for public review at the Town Clerk’s Office upon request.
APPROVED AND ADOPTED this 15th day of January 2025.
CHRIS BUBSER, Mayor
ATTEST:
JAMIE GRAY, Town Clerk
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Public hearing to discuss the accomplishments of the Town’s CDBG CARES Act Grants (20-CDBG-CV1-00028 & 20-CV-2-3-00093).
Council Meeting Date: 1/15/2025
Prepared by: Nolan Bobroff, Community & Economic Development Director Recommended Motion: Conduct public hearing, provide any desired direction to staff, and authorize the Town Manager to sign all documents related to the closeout of the CDBG CARES Act grants.
Summary: The purpose of the public hearing is to give citizens an opportunity to make their comments known on the Town’s performance related to the Community Development Block Grant (CDBG) CV Programs. Notification of the public hearing was posted in four (4) unique public places as a printed legal notice within the local government on Friday, January 3, 2025 in accordance with the CDBG Public Participation requirements.
The Town was successful in being awarded funding in both rounds of the CDBG Coronavirus Aid, Relief, and Economic Security Act (CARES Act) funding cycles for projects that assisted in the prevention of, preparation for, and response to COVID-19. The Town was awarded $68,375 in CV-1 funds in May 2021 under Standard Agreement #20-CDBG-CV1-00028 and $248,809 in CV2/3 funds in September 2021 under Standard Agreement #20-CDBG-CV-2-3-00093.
The approved scope of work included the following activities:
- Subsistence Payment Program – Rent, Mortgage, & Utility Payment Assistance - Park Improvements and Facilities – Parcel Public Park Improvements [Amended scope of work approved in November 2022]
- General Administration
Highlights of the approved activities include:
Subsistence Payment Program (Rent, Mortgage, & Utility Payment Assistance) - 15 households assisted w/ an average rental subsidy amount of $1,445/household - $27,178 was utilized for rental assistance ($21,678 in rent payments and $5,500 in activity delivery costs paid to Mammoth Lakes Housing to administer the program) - Interest was initially high for rental assistance, but then waned due to duplicative rental assistance programs being administered by the State in response to the COVID-19 health crisis (i.e., “Housing Is Key”)
- There was little to no interest in Mortgage or Utility payment assistance - Subsistence Payment Program discontinued in March 2022 and the remaining funds were committed to the Park Improvement project
Park Improvements and Facilities (Parcel Public Park)
- $289,919 in CDBG CARES Grant funds were committed to the Parcel Public Park in November 2022
- Grant funds were used for the acquisition of the playground structure, surfacing, and other park amenities (public bathroom, picnic tables, drinking fountain, bike racks, and shade pavilion), while the installation costs were funded by the Town and through other grants. - Park equipment was installed in spring and summer 2024 and the park was opened to the public on August 8, 2024 in conjunction with the ribbon cutting for the adjacent Sawyer affordable housing project.
- The Parcel Public Park provides a public park within ½ mile walking distance of the Sierra Valley Sites
1 TOWN COUNCIL STAFF REPORT
Title: Town Council Strategic Planning Series – Presentation of community survey results and request for public comment
Meeting Date: January 15, 2025
Prepared by: Rob Patterson, Town Manager
RECOMMENDATION:
Receive a presentation from staff and provide consensus comments or direction regarding the 2025 Town Council Strategic Planning Series Presentation of community survey results.
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
2 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.
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.
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.
The fourth session of the Strategic Planning Series is to present the results of the Community Survey and request additional comments that will assist the Town Council and staff with work plans for 2025.
ANALYSIS AND DISCUSSION:
A major part of the strategic planning process is to obtain as much information as possible in working through the planning process. Thus far, the information provided has been staff driven based on existing assignment or planned accomplishments for the coming year. The Town Council has a desire to ensure the community has an opportunity to engage in this strategic planning process for the future. The original plan was to have a public meeting where interested parties could come and provide feedback directly to the Town Council on an agenda item. Understanding that attending a public meeting and providing this input could be difficult for a busy community, staff generated a one-question, online survey allowing all interested people to engage in this planning process.
This survey had one simple question:
Please provide your comments or recommendations for Town Council on what the Town should change, build, or improve on, to make Mammoth Lakes a great place to live, work, and play!
The survey was included in the weekly Community eNews, posted on the homepage of the Town’s website, distributed on Town social media channels, featured at the Community Recreation Center (CRC) with a large QR code and shared to parents of the Mammoth Mountain Ski and Snowboard team.
3 In summary, the survey was up for almost a month, and we received 352 responses, all of which were well articulated and thoughtful. It should be noted however, that the responses are not segmented by any demographic filter such as residency (zip code), age, income, gender, or education etc. While we will group and summarize the responses below in the categories defined in the survey, the raw responses as provided are also provided in Attachment A.
These responses will be used for several purposes. The first is to inform the Town Council on community and visitor sentiments as we work through the strategic planning process.
We also expect some members of the public to provide additional comments to highlight their areas of interest or concern during the meeting. Staff will also use the responses to inform work plans for various departments at the Town. Many of the comments involved
4 improvement of government best practices and will serve to guide those improvements.
Finally, any capital infrastructure or amenity recommendation can inform staff where interest exists for the community and how they may fit into future available funding. In all, the responses were very helpful and many of the respondents were appreciative of our efforts to seek their input. Based on the success of this process, staff is working on a process where we poll the community for input a few times a year allowing the community to provide input on emerging topics and ongoing products and services delivered by the Town. The goal of the future survey is to ensure that it is statistically relevant (representative sample, collect accurate data and have a large enough sample size).
Staff have summarized the responses, capturing those responses that are similar and segmented them in existing Town Council defined Strategic Priorities.
A. Investment in Community Focused Projects
Implement a beautification program for Old Mammoth Rd Solution to the daycare shortage
Enhance the Dog Park to support year-round operations Develop more health care options like urgent care facilities Enhance the investment in schools and early childhood development programs.
Incentivize more businesses to open in Town to provide more options. Year-round aquatics facility
Year-round indoor athletic center to support teams and training for a wide variety of community sports, events and activities
Build a field house that could provide field sports year-round. Work to improve communication infrastructure, phone and internet options Install more DC chargers for electric cars. There are not enough non-Tesla charging options
MUP or sidewalk Minaret between Meridian and Main Street Install a roundabout at the intersection of Minaret and Forest Trail to control traffic flow
Find an effective solution to slow down traffic on Main Street Develop parking solutions around The Village and ensure all new development has adequate parking
Expansion of bike trails, multi-surface, MUP, Gravel etc., grow our world class offerings
Build more soft surface and multi-use trails. This program has not grown along with other offerings
Connect our surrounding communities (June Lake & Crowley) with options for bike trails for commute and pleasure
Develop more sidewalks in our neighborhoods and lighted pedestrian areas Develop better parking for trailheads, especially in winter in the Lakes Basin
Build a pedestrian bridge on both sides of The Village on Canyon Blvd.
5 Build a parking garage on the hillside parking lot or at the Community Center
Build an indoor / outdoor geothermal pool and hot tub facility down by Whitmore
Build a bike park or pump track to provide alternative options, skill development
Invest in financial support programs for local residents and workers to grow a sense of community
Program(s) that will focus on a sense of community we have lost in recent years.
Building a sense of community within all groups in town “The town council should focus on the livability of Mammoth for its residents, and the preservation of our surrounding environment and wildlife.”
B. Enhance Sustainability and Diversity of the Local Business and Tourism Economy Develop and implement effective caps on the number of short-term rentals in Town.
Housing options more suitable for the needs of the community, not all needs are ultra-low income.
Affordable housing options for various levels of income, include subsidized or controlled rent and home ownership options
Continue or enhance workforce housing options, incentivize development and business investment in this space
Provide safe options for people who choose to live in their cars, mitigate the impacts of this on our community and improve safety
Institute rental caps on mobile home spaces to address unregulated cost increases
Year-round public restrooms on or near main street to reduce impact on businesses
Designate a public sledding hill where people can enjoy a low-cost winter activity
Strategy to increase stores providing clothing and everyday supplies Invest in strength and options for local businesses that support our community
Expand air service to provide year-round service to more destinations. Develop more casual, middle income dining options for residents Develop a system where locals get more affordable dining options, support needs of businesses
Implement Town-wide reusable water bottle filling stations Fiberoptic internet solutions for all businesses
Develop programs that will mitigate the impact of visitation on our community
6 Expansion of the MUP system around Lake Mary
Encourage development of high-quality dining experiences. Focus on improving customer service to improve visitor experience Develop a system where locals do not pay Tourism Business Improvement District fees
Incentivize local businesses to re-invest in the community they can be a big part of our community feel
Install a digital welcome sign with current events in front of Footloose “Housing is the biggest issue in our town and it breaks my heart every time another amazing human leaves this community because of housing insecurity.”
“The Town should change their focus from low income housing to creating better opportunities for small businesses, so locals can create and sustain small businesses so they could afford to live here.”
C. Environmental Resiliency by Proactive Planning and Project Implementation Solutions to address rising costs of Insurance, wildfire risk and other natural hazards
Develop community programs that focus on wildfire risks, get everyone involved in the solution
Programs to enhance understanding and protection of wildlife and natural habitat
Strive to keep open spaces open, do not build too high to effect town character
Programs to clear forest debris to reduce risk of wildfire / eliminate slash piles in the forest
The Town should do more to reduce wildfire risk and improve forest health around Mammoth Lakes.
Better master planning throughout town with both public and private coordination.
D. Implementation of Enhanced and Required Municipal Services Improve Town process to make it easier for opening businesses or obtaining building permits.
Restriction on new development that will exacerbate the current workforce problems.
Public Safety investment to control speeding and other driving issues Refined design review and approval process for new development Work to provide a long-term solution to snow storage needs of the community.
Work to improve the Mammoth Disposal Transfer Station to mitigate smell produced by the facility in summertime.
7 Improvements to provide more efficiency, reducing cost of government Enhance public safety and police enforcement, traffic/parking offenses Enforcement of Town Ordinances, education and endorsement when necessary
Enforcement of leash laws, develop programs to improve pet waste collection
Enforcement of "dark sky" ordinances to prevent light pollution Develop a system that will remove propane tanks from single family residences
Reduce restrictions on signs, they are too restrictive making them difficult to read
Develop a multi-agency system to support wildlife through education, advocacy, and capital investment
Assist the Forest Service in developing a better permit process for filming RECOMMENDATION:
Receive a presentation from staff and provide consensus comments or direction regarding the 2025 Town Council Strategic Planning Series Presentation of community survey results.
Community Feedback for Town Council Strategic Planning Series SurveyMonkey 1 / 27
Q1 Please provide your comments or recommendations for Town Council on what the Town should change, build, or improve on, to make Mammoth Lakes a great place to live, work, and play!
Answered: 352 Skipped: 0
# RESPONSES DATE
1 CRC- The CRC has been a massive driver in building community. It has been really nice to have a friendly, non-alcohol based community event during the week after dark. Mammoth has really lacked that space in the past- folks tend to spend time at a bar, at the gym, or at home during the winter evenings. I have been able to get know new folks from all over town. I do think the programming could accommodate this community building more- hockey (specifically beginner hockey) has the highest participation of the programs. It is quite apparent that youth hockey needs to move to the 2-5 pm slot since the kids are out of school and it's a low revenue, low use free skate session. I know folks who are hesitant to join hockey because it is so late- it's tough for teachers, hospital workers, and other community members who need to be at work early stay up until 11 or so. Keep programming and keep building community for both adults and kids- thanks! Another facility that would work in this style would be a climbing gym. It would create another non-alcohol, healthy, community space that would bring together the seasoned climbers (of whom there are many), the new climbers and the climbing-curious folks in Town. As always, housing needs to remain a priority! The Town is building lots which we appreciate. Just keep exploring policy items and doing what you can to create housing and possibly reducing tourists- I think we have all felt the strain during peak busy times and not being able to move around town, shop for groceries, and the frustration of Town being over capacity. Thank you!
1/9/2025 10:51 AM
2 Not sure. I'd lived here through my 20s and 30s but am no closer to my hopes of owning a home and starting a family than I was when I first moved here. I struggle to find appropriate housing to rent, let along purchase. I struggle to keep up financially despite my full time job in town. I don't know what needs to be done, but as someone who would like to live here, I am not sure how to make it work.
1/9/2025 10:23 AM
3 Earlier times for adult programs. The lease! It’s difficult for adults to participate in the amazing town programs when they go so late. Thank you!!!
1/9/2025 10:15 AM
4 Bike Park, Indoor Pool 1/9/2025 10:12 AM
5 Mammoth Lakes deserves to have an in-town aquatic center. Whitmore pool is too modest and to far away from town. If the town council needs inspiration, they should visit the aquatic center in Revelstoke, BC. John Diegoli, Mammoth homeowner for over 30 years. 1/9/2025 8:33 AM
6 Aquatic center in town. Two pools: cold, Olympic-size for lap swimming and attractive for groups high altitude training and meets, with viewing area/spectator seating; one warm pool with zero entry and slide(s) etc. for recreational swimming, swim lessons, water exercise and therapy, and with lap lanes for older or any swimmers that prefer warmer water. Include a multiuse space (or several, more like a true rec center - for classes, groups, whatever) and 3 locker rooms (men’s, women’s, family). Do this right, don’t short change or short fund it. Do it ASAP.
No more driving to or investment in Whitmore and not our land. The CRC is amazing but it was rushed and not invested in enough, it could have been so much more with a little more space.
Go as big as possible with the aquatic center. Add space for a small cafe and lease it. Add office space. This would be a huge asset for town and a huge impact on quality of life for residents. More parking. More sidewalks, bikes paths, and bike lanes. Thanks! 1/9/2025 8:17 AM
7 1. Either initiate a task force/commission or work with an established non-governmental group as well as other agenices (e.g., NFS, Fish & Game) to advocate for and protect bears. 2.
STOP the building of resort housing communities. The town does not have the infrastructure (e.g., parking, emergency services) to support an enjoyable living experience with the continued influx of people.
1/9/2025 8:03 AM
8 Winter (and summer) non-snow recreation infrastructure and management: indoor athletic field 1/9/2025 6:57 AM
Community Feedback for Town Council Strategic Planning Series SurveyMonkey 2 / 27
for soccer, basketball and volleyball, etc. Better winter management of Whitmore Rec site.
Indoor swimming area, to include splash zone, etc. More financial investment into school system, eg : provide funding for athletic travel, as coaches have to fund raise to pay for travel without funding from the school! Affordable Housing (as always) for the teachers, staff, support personnel and parents of service job folks in Mammoth. A better farmers market - dedicated space and financial support by the town.
9 It would be great to build an indoor facility much like a Woodward for families to use year round. This would be a great addition to things like the skate park and ice rink for local and visiting families.
1/9/2025 6:49 AM
10 Reduce money spent on marketing. 1/9/2025 6:40 AM
11 We are loosing our customer due to such poor customer service, terrible restaurants, and high prices...when they choose where to ski they are not going to keep paying for a lousy experience that does not meet their expectations.
1/8/2025 11:19 PM
12 An indoor year round pool. Not only will that provide year round aquatic activities not just a few months when Whitmore pool is open, but will also allow for youth and adults to participate in a wide range of activities such as swim team, swim lessons, water aerobics, water therapy, water polo, swim safety, swim lessons, triathlon training and a various other possibilities. What a blessing this would be to our community to make Mammoth Lakes an even greater place to live, work and play!
1/8/2025 9:31 PM
13 An indoor sport complex that included a pool, functional fitness space, indoor track, space for ski/snowboard athletes to do their strength & trampoline training. More housing and parkingthe new hotels going in are going to need a work force. More childcare options Sidewalks through main street, Minaret, and meridian Commitment to clearing/thinning forest, forest debris, and piles that have been sitting for years- work with local & federal agencies to address excessive debris that puts Mammoth more at risk for a fire disaster 1/8/2025 9:20 PM
14 why would you only make the limelight and all the other new hotels going in pay such a miami amount for not building work force housing?
1/8/2025 7:24 PM
15 More affordable option for local recreation- locals ski pass for instance 1/8/2025 6:57 PM 16 The town of Mammoth Lakes could really use a Recreation Center. I have visited another ski resort town that has a recreation center that offers indoor activities for all ages, including gymnastics, basketball, swimming, rock climbing, arts and crafts, ice skating, and even an afterschool club with homework help. The recreation center offers a membership for full-time residents, as well as drop-in/day pass pricing for visitors. I think this would be an amazing addition to the town, and is something that almost every resident (or visitor) could benefit from, especially the town's youth.
1/8/2025 6:55 PM
17 Employee housing 1/8/2025 6:10 PM
18 We need a larger indoor pool. Whitmore is great for summer but it would be great to swim all year round. Snowcreek is too small for lap swimming. They could even put in a couple of slides or splash play to make it fun for kids all year round. Another place families can go when all the parks are snowed in and a pool they can go in summer that is in town and protected from the winds we can get down in Whitmore.
1/8/2025 6:05 PM
19 Continue to keep workforce housing as our top priority. Start charging new developments A LOT MORE for employee housing, and/or consider requiring inclusionary (employee) housing once again. Get this done before approving any new development(s). A resort town without service workers is doomed to failure.
1/8/2025 4:18 PM
20 indoor pool, year round ice, pump track/ bike park, indoor rec center for town OLYMPIC altitude training center
1/8/2025 2:57 PM
21 Please build a Woodward type facility:) 1/8/2025 2:49 PM 22 Overhaul Mammoth Police Department. There's a lack of integrity and morals within the department. Having interacted with patrol officers and the chief on numerous occasions, there's huge room for improvement. What they say behind closed doors would shock town council and the public. The department does not hold officers accountable for their own code of ethics. Officers show no sign of empathy or sincerity. How law enforcement carries themselves in small town has a huge impact on everyone living and visiting the town. 1/8/2025 12:51 PM
Community Feedback for Town Council Strategic Planning Series SurveyMonkey 3 / 27
23 Mammoth is a great place to play, but terrible to work and live in. Local work force is priced out of most housing unless they want to cram multiple people in each room. Need more parcel type projects and less limelights. However, the parcel still falls short. So many people that live below the local poverty line still make too much to live there. Please stop letting developers pay the in-lieu cost instead of building housing for the increased workforce created by their projects. Separate note- the new ice rink has been nice but it feels like the Town has been taking advantage of the local hockey community. The facility was largely paid for with tax revenues, yet prices keep going up, and there is no local discounts. The hockey program is growing, yet availability of pickup is going down and adult league is being pushed later and later into the night. Hard to show up to work at 7AM for a professional career when you finish hockey games at 11PM.
1/8/2025 12:34 PM
24 Indoor sports facilty for the whole community. Similiar to Woodward. 1/8/2025 12:10 PM 25 -indoor training facility for Mountain athletes (and anyone visiting or local who just wants to have fun and get some exercise) that provides a foam pit, trampolines, take off practice area… something like a Woodward indoor park -outdoor strength training workout park in Mammoth where people can take advantage of the outdoor environment and utilize equipment to workout outside for free -indoor swim facility -indoor running track 1/8/2025 12:03 PM
26 Please back off on the marketing accelerator and the "There's a sucker born every minute" business model. We need to give our visitors a reason to come back. It is time to focus on repairing and enhancing our infrastructure to provide capacity to handle these folks who will never stop coming. Also, please stop taking credit for the surge in visitation. Our unique setting surrounded by the natural environment is why people come here. Always has, always will. Thank you God.
1/8/2025 11:39 AM
27 More indoor facilities for children to stay active and entertained, including a Woodward-like facility and indoor tennis / pickle ball facility.
1/8/2025 11:35 AM
28 HOUSING that's not impossible for locals making $25 an hour or more to live in. An indoor training facility like Woodward would be amazing! We need more facilities for locals and visitors. Live music venue with partial weather coverage 1/8/2025 11:05 AM
29 The new ice rink was an idea pushed and backed by the Mammoth hockey community for many years. This community was the driving force for this project, and now is marginalized.
The rink schedule seems to prioritize open public skate, while the Rec. department continues to create new programs, resulting in less opportunity to play hockey. Hockey players have very limited opportunity to play on a weekly basis. The adult hockey leagues play once a week, there are two pick-up hockey opportunities per week, and one opportunity for stick-time, which is the only opportunity to really learn and develop skills outside game situations. No adults have practice times. Hockey is scheduled in off hours that many find difficult to meet; late nights or early mornings. As many know, the popularity of hockey in this community has grown significantly. These are local people and familes. The rink needs to support this growing interest of the local community, and stop prioritizing public skate for tourists. Yes, the rink earns a lot of money from public skate, but wasn't the intention of the rink to serve the community? Additionally, prices continue to increase significantly with no discounts to locals, when local tax money was used to construct the rink. Please maintain and prioritize the existing community before searching for new sources of revenue that marginalize the backbone of this community - hockey players.
1/8/2025 10:37 AM
30 rather than just ban plastics, institute/support the reusable to go program so that it's town supported program. develop branded water reusable water bottles and water filling station network around town so easy for tourists and locals alike to get water. 1/8/2025 10:36 AM
31 More indoor recreation opportunities for our kids and the community - full-size pool, soccer field, volleyball, batting cages, etc.
1/8/2025 10:26 AM
32 More sidewalks. Clearing sidewalks to tamarack. Along majestic to protect pedestrians from cars. Multiuse center. Nothing just ice skating hockey etc. a bonafide gym better than snowcreek. Rock wall. Promote more athleticism to area for training at altitude. Better planning for homogeneous landscape in town. Better planning for workforce development. More parking at tamarack for winter enthusiasts and walkers. Work with forest service on this project. More trailhead parking in general for summer as our visitation has out passed available parking.
Encourage another supermarket or better pricing for locals and not resort prices as this kills us every week.
1/8/2025 10:19 AM
Community Feedback for Town Council Strategic Planning Series SurveyMonkey 4 / 27
33 A swimming pool in town 1/8/2025 10:19 AM
34 A training facility with trampolines and ramps to foam pits would be so beneficial for our athletes
1/8/2025 10:07 AM
35 Year round ice at the under performing CRC 1/8/2025 9:50 AM 36 Wildfire preparedness. Fires in La are scary and mammoth would be destroyed. Also year round community center or educational center for kids with community events. 1/8/2025 9:35 AM
37 Please consider more choices for local and visiting kids. An indoor Woodward style facility which includes trampolines, foam pits, skatepark would be an excellent amenity for families year round. A bicycle jump and pump track for summer guests and locals is much needed.
Adding a skateboard pump track near Brothers should be prioritized as well. Thanks for your consideration and continued support of kids and their activities. 1/8/2025 8:33 AM
38 The Town should do more to reduce wildfire risk and improve forest health around Mammoth Lakes. All around Mammoth trees are dying because they are stressed from drought, pests, and are competing with eachother for resources. There is extensive scientific evidence that forests in the west are overly dense because of fire suppression, and these dense conditions result in tree decline and mortality and also support high-severity, catastrophic wildfire. The Town should put more emphasis on forest thinning and restoration projects to reduce wildfire risk and to enhance forest health; tree thinning has been shown to be effective at doing this.
Healthy forests are also critical for the Mammoth economy because people don't want to see dead trees or completely burned landscapes when they come to recreate in the area. Wildfire has already devestated communities in California, such as the Dixie Fire, Caldor Fire, etc., and the same could happen to Mammoth if action is not taken to thin these unhealthy and dense forests.
1/8/2025 7:29 AM
39 Indoor pool. Great for locals and visitors to have more family experiences 1/8/2025 7:25 AM 40 Adding a swim complex for water safety and swim in all seasons! 1/8/2025 7:10 AM 41 ChatGPT Memory Full You said: we have a small town community pool that has a swim season from mid May to early September. I'd like to write something to the town about focusing on why having a year round pool is a benefit to the community and tourism. here's what I wrote so far: We've done a lot of great things with the hockey rink and I love the women's/adult programming. I think now we should shift our focus to the whitmore pool and improving it. A lot of our community doesn't know how to swim and that is an important life skill. The pool season is too short. And Snowcreek charges way too much for a swim lesson/even pool access which could be a barrier to our most vulnerable communities. I'd like to see town/parks and rec focused on creating a way to have a longer swim season or better yet, year round access to the pool at an affordable cost. ChatGPT said: ChatGPT Your draft is a great start, highlighting the importance of swimming and the barriers many people face.
Here’s a revised version to make it more persuasive and community-focused: Subject:
Investing in Our Community: Extending the Whitmore Pool Season Dear [Town/Community Leaders], We’ve accomplished incredible things with the hockey rink, including the expansion of women’s and adult programming, and it’s clear that investments like these have brought immense value to our community. Now, I believe it’s time to turn our focus to the Whitmore Pool and the potential it holds to serve as a year-round resource for residents and visitors alike. Swimming is not only a fun activity but also a critical life skill. Sadly, many in our community don’t have access to learn how to swim—a gap that could be life-changing, especially for children and families. The current pool season, from mid-May to early September, is simply too short to meet the growing needs of our town. Moreover, the high costs of private swim facilities, like Snowcreek, create barriers for many of our most vulnerable residents, limiting their opportunities to engage in this essential activity. A yearround pool facility would provide numerous benefits: Health and Wellness: Swimming is a lowimpact exercise suitable for all ages, from toddlers to seniors. Youth Development: Year-round access could support swim lessons, school programs, and competitive teams, fostering confidence and discipline in our youth. Tourism and Economic Growth: A year-round pool could attract visitors looking for activities outside of winter sports, boosting local businesses.
Community Connection: Affordable, accessible programming would create a more inclusive and vibrant community space. I encourage the town and Parks and Recreation to explore ways to extend the Whitmore Pool’s season—or better yet, make it a year-round facility. By investing in this project, we can create a lasting legacy of safety, health, and community enrichment.
1/8/2025 7:00 AM
Community Feedback for Town Council Strategic Planning Series SurveyMonkey 5 / 27
42 Year - round ice at the rink. All programs are growing exponentially. Why not keep the cash flow coming in!
1/8/2025 5:52 AM
43 Could Adults get earlier ice time at the Mammoth Rec Center? We wake up at 6am to work, while kids get 5pm ice time and we’re playing games at 9:45pm. It would be pretty awesome if adults and kids could both share the times in programming! 1/7/2025 10:50 PM
44 Indoor Training facility like Woodward with a Pool. 1. Pool for year around swimming for everyone. 2. Pool for year around swimming for Swim Teams and kids 3. Pool for year around high altitude training 4. Foam Pits, Tramps, Jumps for training for Ski & Snowboard Teams, Dance Team, Gymnastics. 5. Foam Pits, Tramps, Jumps for all people in the community. A place the public can go jump for hours and learn. 6. Pool and Jump for Ski & Snowboard jump training.
1/7/2025 10:36 PM
45 Indoor Training Facility similar to Woodward, with Tramps, Foam Pits, Ramps, Jumps, etc. 1.
This would benefit all families both local and visiting. A place kids can play and jump freely. 2.
Training center for Gymnastics, Dancing out of down Dance Teams, Gynmastic Teams. 3.
Most obvious, World Class training facility for Ski, Snowboard, Skate, Bike, Mtn Bike, Mountain Sports. This would benefit the local population and teams, helping send local athletes to the Olympics. 5. The facility would generate a massive amount of revenue from Ski & Snowboard Teams across the World who would want to rent out for training all year around. 1/7/2025 10:32 PM
46 Build a year round indoor soccer facility 1/7/2025 8:44 PM 47 We need something for our teen kids to do besides expensive bowling. An actual arcade with year round access and activities.
1/7/2025 3:42 PM
48 A climbing gym would be great! Some sort of side walk along minaret between old mammoth and main street in the winter would be great for running and walking Something to improve the traffic backing up at the village at the end of busy days at the mountian, some days it can take an hour to get home from the mountain
1/7/2025 2:55 PM
49 More affordable housing / rental options for locals. Rent prices are not reflective of the average income for the working class of this town. An affordable grocery store would make a huge difference in the community. More multi use trail systems would also be great, as would an indoor climbing gym.
1/7/2025 2:04 PM
50 Indoor pool, climbing gym More housing More winter parking 1/7/2025 1:21 PM 51 I would love to see a Woodward-type facility in town with all the trampolines, mats, skate park, and ramps that skiers and skaters use to train; but also would be great if that facility had other things that anyone in town would enjoy such as a climbing wall 1/7/2025 1:20 PM
52 I believe Frontage Rd should be a pedestrian road connecting businesses from the village to Old Mammoth Rd. These are the two hubs of town and would provide businesses with more visibility and foot traffic. It is currently very unsafe for driving and provides no benefit that 203 doesn’t already have. This would also provide more walkable/bikeable space, decrease car traffic, and incentivize businesses to fill in empty lots and spruce up their old, rundown store fronts. With the new hotels going in, it would be a beautiful update to our town. 1/7/2025 1:20 PM
53 It would be great to have an indoor skate/trampoline venue 1/7/2025 12:58 PM 54 Construction of year round swimming facility (ideally 50m Olympic size pool). Will make Mammoth Lakes world-class swimming destination - Barrett Tester, Mammoth Lakes Sharks Head Swim Coach
1/7/2025 12:48 PM
55 Our community would greatly benefit from expanding indoor recreation opportunities for kids and families, such as an indoor climbing gym, an indoor playground, or a children's museum.
These spaces would provide much-needed options for year-round activities, especially during the winter months, fostering a sense of connection and engagement among residents.
Additionally, enhancing the presence of arts in our town through initiatives like public murals, art festivals, and art walks would add a vibrant charm to Mammoth Lakes, celebrating creativity while attracting both locals and visitors to experience our unique cultural identity. 1/7/2025 12:38 PM
56 Indoor pool is by far my number one request/suggestion! Also would be great to have an indoor climbing gym and Woodward style training facility here. 1/7/2025 12:01 PM
57 More year round facilities for kids/adult recreation please!! 1/7/2025 11:58 AM
Community Feedback for Town Council Strategic Planning Series SurveyMonkey 6 / 27
58 Having more indoor activities during winter time like an indoor pool and indoor climbing gym 1/7/2025 11:57 AM 59 Indoor recreating and training facilities would be a wonderful addition to mammoth lakes. 1/7/2025 11:04 AM 60 more parks, less density 1/7/2025 11:03 AM
61 We need access to a higher quality indoor training facility as this will greatly improve our local community. A real, commercial style climbing gym with weights/cardio/yoga is what I’d propose as this will allow community members of ALL ages to have something fun and safe to do indoors. It will also allow for things such as birthday parties and kids camps, options which are lacking here. Indoor recreation and community space in Mammoth are very limited. We need more spaces like this for people to interact and connect in healthy ways (ie, not just bars, restaurants, coffee shops). Snowcreek is crowded, outdated. Our community deserves better!!!
1/7/2025 11:02 AM
62 Increased traffic enforcement to ensure slower speeds and both pedestrian and wildlife safety. 1/7/2025 11:00 AM 63 A real indoor climbing gym (not monkeybar) 1/7/2025 10:58 AM 64 Indoor climbing gym! The Monkey Bar is old, dirty, and has dangerous padding. The community would benefit from a new facility where climbers and youth could gather and train! 1/7/2025 10:57 AM
65 The town needs an indoor pool. Too many local kids don’t learn to swim. It could be part of their PE curriculum at school. Possibly built on the Cerro Coso campus? Many communities are able to build pools using donations from wealthy homeowners. Check out the Coggan Family Aquatic Center built on campus of La Jolla High School. Thank you 1/7/2025 10:44 AM
66 This town council should not focus on spending money or attracting more tourists to Mammoth. They already know we are here and this is a waste of our tax dollars. The town council should focus on the livability of Mammoth for its residents, and the preservation of our surrounding environment and wildlife. I find it very sad to see another expensive nightly rental complex approved when the town can't support necessary public services like law enforcement. I would like to see some reasonable work force housing, instead of people being packed in like sardines. The tourists are destroying our town, such that most locals can't wait to leave during any holiday period. Very sad.. Tourism, and catering to it, has gotten out of control in this town such that it is becoming an undesirable and unsustainable place to live.
The town has to stop approving projects that create the need for more of what we don't have, since even charging the second homeowners more money won't stop them from buying, and the tax money just goes to support more tourism!! Just stop! 1/7/2025 10:43 AM
67 We need an indoor climbing gym! The monkey bar is in decay and not safe. 1/7/2025 10:23 AM 68 I feel Mammoth Lakes needs more indoor recreation options such as a rec center with a pool, climbing gym etc. Or possibly some sort of indoor field house located at Whitmore so our youth can practice baseball soccer football, etc.
1/7/2025 10:23 AM
69 climbing gym 1/7/2025 10:20 AM
70 A field house similar to park city where all community members can play sports indoors during winter
1/7/2025 10:18 AM
71 I would like to see an indoor swim facility built. This facility should be multi-use and include a track around the perimeter on a higher floor. Our town also needs an indoor training facility for our elite mountain athletes. Something that offers the same safe training space that Woodward facilities offer. Currently our athletes are at a disadvantage when you look at what Tahoe and Copper mountain have to offer. We have a world class mountain, but we fall short in offering the world class training facilities that other mountains offer. 1/7/2025 10:16 AM
72 Mammoth Lakes needs a year round in door pool. All people from infants to geriatric population can use a pool for health and recreation. Currently we have no aquatic options for families unless they can afford a gym membership. We could desperately use a pool. 1/7/2025 10:16 AM
73 Can we use the empty space in the rec center for climbing walls? A climbing gym would be so helpful for so many in this community. Many people would be able to consult/give feedback/would likely contribute funds. Thank you!
1/7/2025 10:15 AM
74 New: Build an indoor rock climbing gym. keep: free buses 1/7/2025 10:13 AM 75 The need for more activities for kids is huge. Indoor gyms, tennis, and a woodward like facility would really set our town apart.
1/7/2025 10:13 AM
Community Feedback for Town Council Strategic Planning Series SurveyMonkey 7 / 27
76 Indoor climbing gym. Woodward facility. Indoor pool. Second sheet of ice at the rink. 1/7/2025 10:11 AM 77 In no particular order: 1. Building a real dirt jump/bike skills park would be amazing. Instead of people building their own all over the shady rest area. For inspiration, South Lake Tahoe has an amazing one. 2. A full sized (olympic long course) swimming pool would make Mammoth perfect 3. A more permanent mini bus route or better route communication? I feel like every season the bus routes change and as soon as I learn the lines they change again. 4.
Moratorium on new short term/vacation rentals (or something comparable). I don't understand how this hasn't passed already. Housing is the biggest issue in our town and it breaks my heart every time another amazing human leaves this community because of housing insecurity.
Take care of our people. The parcel is such a good step but I think more can be done for middle/low income people (teachers, surveyors, town & hospital employees, contractors, etc).
Places of employment shouldn't have to buy housing just to employ people, and it is insane to me that this is the norm here (hospital, water district, housing developers such as Obsidian, the town to name a few).
1/7/2025 10:11 AM
78 An indoor/outdoor skatepark or action sport training facility would allow year around participation and training for young kids/athletes. Similar to what woodward has done. https://www.woodwardwest.com/facilities
1/7/2025 10:01 AM
79 Increased amenities for community members - especially families - who are already established here. Local businesses, especially Mammoth Mountain Ski Area, should lean in heavily on providing transitional, seasonal housing, and not rely solely on the Town for solutions.
1/7/2025 9:58 AM
80 Mammoth Lakes needs an indoor training facility, similar to Woodward. Mammoth is a world class mountain, but without an indoor facility it falls short in what it can offer to the community.
The indoor facility is integral to athletes and the rest of the community. Ideally it would have trampoline options, skateboarding areas, foam pit jumps. Also a turf field would be a great addition to be inclusive of other types of activities, such as soccer or training areas. 1/7/2025 9:56 AM
81 work with the National Forest Service closely to assist in expediting the permitting process for filming
1/7/2025 9:51 AM
82 We would love to see an indoor recreation center with a full range of sports including tennis, pickleball, gymnastics, dance and work out facilities. Also, continued improvements for affordable housing for all. Thank you.
1/7/2025 9:50 AM
83 We need an indoor facility like Woodward in town, more activities for kids to do in the evening, indoor tennis, gymnastics areas and the list goes on. Need better traffic heading down from Main Lodge into the town.
1/7/2025 9:49 AM
84 Build an all-season swimming pool. 1/7/2025 9:44 AM
85 I’d like to see more recreation opportunities for families. Could the town offer incentives to lure a business like Woodward Tahoe or Movement or Touchstone Climbing Gyms to open locations in Mammoth? A year round aquatic center like the Carson Valley Swim Center would be great for residents and visitors alike.
1/7/2025 9:43 AM
86 More affordable housing, focus on sustainable infrastructure, more community events not surrounding alcohol
1/7/2025 9:41 AM
87 (1) Keep the indoor ice rink running all year round to continue to support more diversity in activities for the local community. Mammoth has wonderful summer weather to host activities outdoors and already a number of great outdoor recreational spaces that support basketball, volleyball and skateboarding, to name a few. (2) To further differentiate our town and potentially appeal to some of the demographic who come in the summer, how about a carting track? (3) As a local resident, one of the reasons we moved here was the beauty of this area and the town. It is disappointing to see many buildings/institutions in high visible areas sitting vacant and falling into disarray over the years. Empty storefronts and shuttered buildings do not elicit a vibrant town. We need mechanisms in place to encourage property owners to bring in and support businesses that will serve locals and visitors alike. 1/7/2025 9:34 AM
88 My family loves the ice rink. It would be nice if it were open year-round for public skate sessions, and also if there were food and drinks sold.
1/7/2025 9:30 AM
89 Build a multi use indoor temperature controlled recreating center. The ice rink is not sufficient during the winter nor is the village community center. Mammoth needs a Woodward (or similar) 1/7/2025 9:30 AM
Community Feedback for Town Council Strategic Planning Series SurveyMonkey 8 / 27
indoor training center. It also needs a much larger space for its growing gymnastics program.
An indoor kids play space would be wonderful as well.
90 Woodward like indoor facility, indoor tennis courts, more summer camp options like weeklong sleepaway camps, more indoor miniature, golf or activities for kids. And above all else, workforce housing. None of this is possible, if people cannot afford to live in town. 1/7/2025 9:24 AM
91 Woodward facility for kids to keep busy and train 1/7/2025 9:18 AM 92 High level indoor ski/snowboarding skill practicing area, like Woodward 1/7/2025 9:13 AM 93 Mammoth Lakes needs an indoor-training facility. A Woodward-plus facility is ideal - skateboarding, roller boards, trampolines, foam pits, and beyond that an indoor track to ring the top, tennis and pickle ball courts as well as gymnastics and rock climbing areas. The facility will further the Parks and Recreation Commission’s mission “to provide multi-purpose, yearround, indoor and outdoor recreation opportunities accessible to all residents and visitors.” It is time for the town to update and greater utilize the facilities and land at the corner of Forest Trail and Minaret. Let’s do it by creating an indoor training facility - a Woodward-plus. Thank you for the opportunity to participate.
1/7/2025 9:12 AM
94 Please get DC fast chargers for non-Teslas. And an indoor skate park would be great! 1/7/2025 9:12 AM 95 Athlete training center 1/7/2025 9:11 AM
96 I would like to see a indoor facility that services the tennis pickle ball and rock climbing community
1/7/2025 9:08 AM
97 I think a Woodward style training facility would be a huge draw. More housing that is protected from short term rentals is also badly needed.
1/7/2025 8:39 AM
98 The town should build a multi-purpose, year-round sports complex for kids. Ideally it could incorporate indoor trampolines and foam pits (like Woodward), climbing wall, gymnastics space, indoor soccer, and maybe even an indoor pool. The ice rink was a big miss in my opinion, we do not go there at all.
1/7/2025 7:58 AM
99 Plowing/ maintaining the bike path from Waterford to Eagle lodge in the winter. Bike park/skills park
1/7/2025 7:53 AM
100 Encouraging development either along old Mammoth or Main Street so that you have a “town center” in town. The village is for tourists. If the actual town has more of an appeal, maybe some of those visitors will be inclined to spend more time with the businesses outside of the village.
1/7/2025 7:53 AM
101 We need another short term rental ban asap! 1/7/2025 7:52 AM 102 Indoor lap pool and track!!! Rec center and day care 1/7/2025 7:52 AM 103 Indoor swimming pool!!! 1/7/2025 7:46 AM
104 Completion of the ice rink/Community Recreation Center (CRC) is essential. While the facility is impressive, it remains unfinished. With a $17 million investment, it is concerning that guests have limited options for refreshments, relying on a single water fountain or vending machines for soft drinks. The notion that "it's better than what we had" is insufficient. The construction process has been lengthy, yet this facility has established itself as the premier destination in town, evidenced by the substantial increase in user group participation. It is imperative to finalize the project, ideally during the spring and summer months when usage is lower. This is a topic for further discussion at a later time. This facility must optimize ice usage. The failure of numerous ice rinks is a reality we must avoid, as we have all worked diligently to ensure its success. It is difficult to envision this facility being managed by a private or corporate entity.
While it is impossible to satisfy every user group completely, favoritism towards one group can foster resentment among others. Currently, there is a lack of programming from 7 AM to noon, yet scheduling continues to be congested from 5 PM to 10 PM, with high demand for prime time ice slots. Prime time translates to revenue. For example, you are offering happy hour specials on New Year's Eve. There are ways to accommodate all user groups without creating the appearance of prioritizing one over the others. Expanding participation in the sport will contribute to the growth of programs. There are numerous talented individuals in the area eager to assist in various aspects of the ice rink, but their potential contributions are being hindered by a prevailing focus on a singular program.
1/7/2025 7:20 AM
Community Feedback for Town Council Strategic Planning Series SurveyMonkey 9 / 27
105 We need a full size swimming pool indoor. All year long discount to locals on ice rink access.
Indoor skate park. Indoor playground
1/7/2025 6:42 AM
106 Mammoth needs an indoor skate park! 1/7/2025 1:07 AM 107 Please build an indoor Woodward-like facility with skateboarding, drop ramps, foam pit, trampolines and tumbling area. And more affordable housing. 1/6/2025 11:22 PM
108 Adding a climbing gym! More public parking near the village, pedestrian bridge at the village bus stop to prevent traffic coming down from the resort in the afternoons, advocate for locals to not have to get permits into Yosemite
1/6/2025 10:58 PM
109 Mammoth athletes need a place to train. A Woodward - like facility with trampolines, foam pits, etc would be a great addition to the area. Additionally a summer time ski ramp and airbag would draw guests and athletes from all around. All prestigious winter resorts have places like this for athletes to train in the summer.
1/6/2025 10:56 PM
110 Build a parking structure on the Hillside property which has been designated for a structure, not a surface lot. Enforce parking restrictions around the Village - I’m surprised that the merchants haven’t complained about losing business. Also, add amenities to Community Center Park and promote to residents and adjacent condos - don’t take away park space for a parking structure which has been on Council’s minds for years.
1/6/2025 10:33 PM
111 The town needs a year-round pool. For maximum use by locals, children, and tourists, it should be located in town and not at Whitmore. Swimming is a life saving skill that we should prioritize for our community and children. Cost is a big barrier obviously. That said, several resorts have large pools, such as the Westin, that they heat (and never cover) year-round. The Westin pool is outdoors, but with creative planning/building, and investigating what other winter resorts have, we should be able to make a year-round pool work, potentially something that is convertible from indoor to outdoor seasonally, to take advantage of our beautiful summers and as de-humidification can be expensive apparently. Partnerships could be developed with high school, college, and professional swim teams for high altitude training similar to the running teams and elite athletes that visit and/or make Mammoth their home. Much like the ice rink, it could generate revenue from tourists and would be a great poor-weather-day activity.
Additionally, corporate partnerships could alleviate the cost. The summer olympics in Los Angeles in 2028 could provide funding opportunities. I would like to recommend womenspecific adult team activities. Currently there is a wildly popular town women's hockey league, but only co-ed soccer and volleyball. For many women it is intimidating to play with men, especially at a beginner or recreational level. The women's hockey league has become a community for the participants in a way that is difficult to cultivate in a co-ed space. Given the epidemic of loneliness and isolation, the town could help to build relationships and increase the resilience of the community, especially for women and mothers. Childcare and housing insecurity are serious issues impacting our community and making it difficult to survive in our town. Many steps are being taken to help alleviate them, but we need to continue projects and develop new ones. The town must hold large developments accountable for the workforce that they require and may poach from other businesses. Creative solutions like Forest Service land trades should be considered, especially if the town can collaborate with government agencies to achieve their goals. We should encourage and facilitate ADU development, specifically for second homeowners but also enforce accountability (I know of at least one wealthy second home-owner who created an "ADU" and uses it instead as an art studio). The benefits of having a long-term rental on-site should be marketed to second home owners. The tenants can keep an eye on their place, provide snow removal, and offset their expenses. The town of Mammoth Lakes is vulnerable to disaster as we saw in the 22-23 winter. That said, wildfire is likely the greatest danger and has been called "an existential threat" by our fire chief, Ales Tomaier. There are great mitigation projects happening around town, but hardly any education or push for homeowners to maintain defensible space. Tahoe has many successful projects including: https://www.trpa.gov/trees-and-defensible-space/ They passed a ballot measure that provides funding for inspections and for the removal of fuels:
https://www.truckeefire.org/wildfireprevention. Please help us mitigate the risk of a devastating fire that could destroy our town. Mammoth Lakes is a beautiful town in a beautiful place. With the consolidation of ski areas nationally, we have an opportunity as the highest elevation and busiest ski resort in California to maintain and build our visitation. We must support the vital workers who maintain our town for visitors and locals alike. I am not available for the town council meeting but can be for a further conversation. Sierra Bourne, [email protected]
1/6/2025 10:15 PM
112 ️More large trash bins around the town around the winter holiday szn , we have had 🏊 🧗
1/6/2025 9:45 PM
Community Feedback for Town Council Strategic Planning Series SurveyMonkey 10 / 27
overflowing dumpsters the past few weeks 🏊Full sized indoor swimming pool 🧗Tall indoor climbing wall/gym 🌲Connector trail from Sherwin Lakes TH to Mammoth Rock so you don’t have to share foot traffic with Motorized Vehicles on the lower trail , with kids and dogs it’s not fun or safe to connect those on foot ♀️ resurface lanes 1-2 at whitmore track, they are warped 113 Mammoth high school soccer is a winter sport in need for a field nearby, in which we use Whitmore. When there is snow we aren’t aloud to clean it to play which I think the town should shovel it with their machine specifically made for turf since they don’t want us to shovel it. We would greatly appreciate it.
1/6/2025 8:52 PM
114 Indoor skatepark. A town rec center with a gym 1/6/2025 8:36 PM 115 Dirt jump park with skills features (ie Sapwi bike park style), Appropriate length indoor swimming pool (25m or 50m), paved bike paths to all MM lodges 1/6/2025 7:47 PM
116 Need to do something about STRs taking all the housing away from locals!!! 1/6/2025 7:30 PM 117 Year round aquatics 1/6/2025 7:28 PM
118 TOML must stop approving these huge developments. Limelight is going to kill this town. It will pull the small business workers away from the mom and pops, then they will go under because there just aren't enough people in town to fill all the jobs. And for what? So TOML can bring in more tax dollars? We have enough. It needs to be better managed. I read the other corners, Uller and the Catholic Church sold. So is the Town and Planning Commission going to approve some gawdawful behemoth structures on those corners also? WHY? We are a small town. We will never ever be a destination resort, and it shouldn't be. Marketing has made sure we have enough visitors to sustain us and all the businesses. Yet, somehow the powers that be still cannot see that. Where will people live? Where will our "community" be? I live in a condo and all but four of 60 units units are on a rental program. That is typical. Locals can't even afford to rent an apartment, let alone buy a condo. Half a million+ for a 1 bedroom...it's criminal. Where will all the water come from? Will locals have to stop watering every little thing so there is enough water for tourists to waste at these developments? Is that why MCWD has imposed such strict regulations, so Limelight and breweries will have enough water to waste? We all moved here for the small town atmosphere. What part of that are you all actively protecting and preserving? I will say that twice. What part of our small town atmosphere are you actually protecting? Who look at Limelight and says, oh, Mammoth is a great place to live! Certainly not many who live here and make Mammoth their home. It's just sickening what you all are allowing to happen to our town. It's growing further and further away from a great place to live, work, and play, yet you claim that is your mission. Maybe that's your mission as far as tourists are concerned, but it is not your mission as far as locals are concerned. What are you doing for me, a local of 30+ years who moved here because it was a great place to live, work, and play.
1/6/2025 7:15 PM
119 Indoor skatepark with mini ramp, bowl, small features. See Woodward and evo for examples.
Every major snow town has one!
1/6/2025 7:10 PM
120 An indoor place for skating, foam pits etc. 1/6/2025 6:53 PM 121 A walking bridge at the village for the village parking lot would help with the winter traffic 1/6/2025 6:45 PM 122 More events during off season so year round work is possible. Local deals for recreation like bowling, ice skating, lift tickets, movie theater. More frequent poss stops through Mono street. 1/6/2025 6:27 PM
123 More affordable housing for the employees that make this town run! Outside of employee housing. Adults shouldn’t have to live like college kids to live here! 1/6/2025 6:09 PM
124 By the village there needs to be a walking bridge or an underground tunnel for pedestrians. If there is no crossing guard it is a nightmare getting down from main lodge. There is no where to recreate in the winter inside besides the ice rink… I think there should be an indoor skate park built & you can pay a small fee for monthly access. I also think TOT tax should not apply to locals. if you show an ID showing you reside in mammoth lakes there should be a way to wave this.
1/6/2025 6:08 PM
125 Indoor skatepark 1/6/2025 6:01 PM
126 The town should build a large indoor multi-use facility for our local sports teams to use. Our high school soccer team plays in the winter. We have a hard time getting the town to clear the field at Whitmore. We need an indoor soccer facility that could also be used by our basketball and volleyball teams year round. We also need some sort of retractable cover to put over the 1/6/2025 5:50 PM
Community Feedback for Town Council Strategic Planning Series SurveyMonkey 11 / 27
field at Whitmore to keep it free from snow. It would also be nice to have an indoor swimming facility.
127 I would like to see a bridge or an underground tunnel built at that AWFUL village crosswalk that causes so many MMSA Main Lodge employees hours of their life on busy winter days, handicap accessible of course. I’d also love to see more affordable housing options for people like me who work for the mountain and want to live here long term, but also can’t afford a 500 square foot $500k studio.
1/6/2025 5:25 PM
128 More trash bins along the bike/walking path, from Starbucks to mammoth creek park I only saw one trash can and not until the fork, discouraging for a local so imagine how discouraging to a visitor. Especially for dog poop bags
1/6/2025 5:22 PM
129 Address the pedestrian traffic issue n the village. A footbridge from the village parking lot, over the road to the shops, would significantly reduce the back up coming down from main lodge, and would help keep pedestrians off the road and safer! 1/6/2025 5:21 PM
130 Indoor skatepark!!! More indoor courts for soccer/basketball/volleyball etc. 1/6/2025 5:20 PM 131 Bus enclosures would be awesome. Also, as much as people want to live here, I think it would be a good idea to have regular bus service going back back-and-forth from Bishop, Lee Vining, June Lake. The reality is that Mammoth is very expensive and we need to use all the surrounding towns so that workers can have homes.
1/6/2025 5:19 PM
132 Build a year round pool and more areas for our kids to play safely and congregate. 1/6/2025 5:06 PM 133 The town needs to build a Woodward with foam pits, skate park, dirt and concrete pump track, trampolines to help kids learn new tricks in a safe environment. Keep the dog park open year round. More affordable housing for mtn and town employees. Bike path on Minaret. 1/6/2025 5:00 PM
134 1) Stop raising TOT and TBID ! At the very least a portion of the current tax should be allocated directly to business owners in town and not giving to the MLT for a job that can be done for a fraction of the cost by someone with a laptop or phone 2) fix the dilapidated street signs, including the intersection sign for 203 and meridian that has been done for years now (intersection adjacent to MBC) 3) stop subsidizing multi billion dollar corporations like MMSA and start charging billion dollar developers for housing 4) Get permitting departing straightened out, more stream line , and reasonable 5) we will get more reliable foot traffic and tourism dollars by not taxing everyone into oblivion 6) Embrace your inner George Costanza and start doing the opposite
1/6/2025 4:53 PM
135 Build more infrastructure for the local youth and visitors alike, such as a Woodward at Copper Mountain, with activities like an indoor skatepark, trampolines, but also indoor pool/basketball courts, etc. maybe with an area for them and parents to work/study/read or simply enjoy a coffee.
1/6/2025 4:16 PM
136 There is so much opportunity for Mammoth to create jobs, bring in much more town revenue, and be a desired destination for many active families. Mammoth Lakes should utilize the space for a Woodward facility that incorporates indoor skateboarding, gymnastics, trampolines, mountain biking, snowboarding/skiing foam pits with use of roallerboards. Such a facility can be used year round and incorpoate an area for food and beverage. This type of facility would allow for year round activities, camps, and events for young and old. As a new homeowner in Mammoth Lakes, I’d rather spend my money locally that travel to Tahoe or Copper Mountain for such a facility. In NJ they have the indoor facility called Big Snow and it draws people year round. Imagine Mammoth NOT losing employees in the summer since they can utilize their skills in such a facility.
1/6/2025 4:08 PM
137 Indoor skate park! 1/6/2025 3:57 PM
138 First of all great job relandscaping Main it looks great. But what about all the money I’m paying for the Old Mammoth Rd Benefit. It is almost as much as all of the other “Special Assessments” combined. All we have is broken sprinklers and weeds. Also do all of the other streets have “benefits” that pay for snow removal and sidewalk sweeping? 3.2 Definitions of Budget Items The following definitions describe the services and costs included in the District budget: 3.2.1 MAINTENANCE COSTS Snow Management: Includes the clearing and hauling of snow from the District improvements and sidewalk snowmelt expenses. The annual snow management budget is based upon a 200-inch snow yea Summer Sidewalk Sweeping:
Includes sweeping of the sidewalk improvements during the summer mon Landscape Maintenance: Includes the required landscaping maintenance costs necessary for a contracto 1/6/2025 3:28 PM
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or Town staff member to maintain landscaped areas and irrigation; including aesthetic treatment and replacement of landscaping, as necessary. 139 We need an indoor facility like Woodward which would create a space for kids to recreate while other extracurricular activities are not happening. My child does girl scouts, 5 dance classes through Snowcreek, MMSST U10, and when these programs take a break, a place like Woodward would be a tremendous opportunity for them to stay active and entertained. 1/6/2025 3:27 PM
140 Outdoor recreation is the economic driver of the town. It is the one investment we make that earns money over time. Everything else spends money. Always be investing in expanded outdoor recreation no mater the year or economy. In good times pursue other initiatives alongside outdoor Rec. In bad times cut back but always budget something for outdoor rec.
Essentially, expanding outdoor rec should be like breathing for us, it's just something we are constantly doing without question. It needs to be baked into our DNA and part of our identity as a town and government.
1/6/2025 2:54 PM
141 The amount of development currently occurring, and that has been approved, has out-paced the towns ability to absorb impacts. Council must hold developers accountable by requiring impact mitigation be done first, or pay higher amounts in impact fees. Put the brakes on these huge resorts development before the town is truly unable to support all the tourist. We are already close to that point and more development is coming. 1/6/2025 2:53 PM
142 Prioritize public safety. There has been an uptick in criminal activity in town. There have been burglaries, vehicle pursuits, weapons violations, and other dangerous activity in and around town. Not to mention drug dealers operate with impunity here. I don’t care if it’s a tourist town. I want common sense laws enforced, regardless of how that impacts tourism. For example, speed surveys need to be conducted so that the police can use radar or laser guns in town on streets other than the 203.
1/6/2025 2:48 PM
143 DIGITAL welcome sign w current events in front of footloose, continued effort for workforce housing, 2 roundabouts on 203 instead of flashing lights, continued public transportation, village parking
1/6/2025 2:45 PM
144 1. Always, always building and put resources towards affordable housing. 2. Housing laws.
Rent ceilings. There is very limited policy here to protect tenants. For example, my neighbor moved into their unit in 2022 and their rent last was $1800. They moved out in summer 2024 and my landlord listed for $2850 with no upgrades, no new carpets, nothing. That should be illegal! Without housing policy, locals will be priced out. 3. Why are 3 hotels going in without affordable and workforce housing as a major component?! I heard they were in the plans and then not. Who is going to work those hotels? 4. Town quiet hours. There are quiet hours for construction with allowed hours of 7:30 am - 10 pm. How come plows and garbage trucks do not fall into this? Garbage should not be allowed until 7:30 am. We have been woken by a crashing dumpster too much lately. Also, what is up with Town Plows roaming the streets at 4 am when it snowed 2 inches 2 days ago?! The plow situation lately has been out of hand. We are now sleeping and we are moving out of town as a result of affordability and not sleeping in our current place on Mountain Blvd. The plows (private and town plows) have been nonstop this past month despite little snow. It shakes and rattles our whole building and we do not sleep. There should be regulated hours for plow services throughout town with an exception for "extreme snow storms" because we completely understand the need for that. But two inches on the ground? Plows do not need to be running in the middle of the night. 5. Local community events.
1/6/2025 2:24 PM
145 1 - Better master planning throughout town with both public and private coordination. There are ski resort towns that have great layouts/transportation/etc. that all fit together well and Mammoth still has a "hodgepodge" feel. 2 - Work with Mono County on new neighborhoods and development throughout the County. With USFS and LADWP being majority land owners it may be a struggle, but there may be some opportunities over the long term (20+ years) so residents don't have to be crammed into town limits and can get away from the business. This would replicate many other resort towns. 3 - Evaluate what makes a "happy" community and integrate that mindset/solutions into all decisions. Many people in the community feel burnt out/over worked...what can the Town do to counteract that and improve local moral. 1/6/2025 1:57 PM
146 More sidewalks(specifically on Lakeview from voodoo chutes to Canyon Lodge), more bus stations/ busses, more traffic calming on Main street, buy Sam's Woodsite to have an outdoor event space for the TOML during the summer, continue to invest in the parcel and missing middle housing( put all extra TOT from Measure L into housing DONT get sidetracked with it and put that money elsewhere), EXPAND RMFI zoning (long term multi family housing) and 1/6/2025 1:30 PM
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increase density limits in town We have to start building more dense hosing there is far too much single family zoning to meet our housing needs. Actually enforce plastic bottle and Styrofoam bans.
147 What is being done to make our town livable and affordable for people that actually want to live here? Why was the STR moratorium tables? Will the fact that most homes are being purchased solely for use as STRs and are pricing out people that would actually be a part of the community ever be addressed?
1/6/2025 1:13 PM
148 1) Tear down that empty community center near village and build a paid parking structure. 2) incentivize new restaurants by offering to subsidize lease for one year, help with renovations, etc. We can’t keep spending millions on marketing yet our guest experience SUCKS. 1/6/2025 1:09 PM
149 Not sure if this is related to the town council or not…..but I would love to know what efforts are being made to bring more restaurants into the town? All of the construction with new houses, condos and hotels……but yet we have lost so many restaurants. My guests have made comments about the lack of options for restaurants recently. We have lost so many solid options Skadi (I know they will re-open), Jimmys, Bleu, Petras to name a few. This puts more pressure on Vons….which is usually picked bare on busier weeks. Is there some sort of plan to entice new restaurant owners to open a restaurant in town for more options? 1/6/2025 12:51 PM
150 Indoor training center with skate area, foam pits, etc 1/6/2025 12:32 PM 151 I’m a local paramedic with Mono County. I make $21 p/hr as a medic here. I can’t afford to live here on my income alone. Although I make too much to qualify for the parcel. The last 5 medics we’ve interviewed all turned down the job for better paying positions elsewhere. You focus on building more homes for those who don’t even live in town. Most of those who qualify for the parcel are coming from outside of town to live here, and have cash jobs, which is why they qualify. We’re understaffed, get forced to work on the days we’re off, and underpaid for the amount of liability and recurring education needed for this job. Mono county won’t increase our wages as they are broke, and we don’t have the funds to fight them with our own lawyers. In essence, this will and currently does reflect on the tourists who visit mammoth, as well as the locals who live here. I bet if they knew how underpaid, short staffed, and overworked we are, they’d probably care. Not to mention how we can’t afford to live here on a single income. The TOT / Mammoth mountain should help with this. Just like keeping the roads in good shape, EMS should not be neglected and forgotten about.
1/6/2025 12:04 PM
152 Bring back the labor and delivery department at the hospital. It speaks volumes as to what type of community you are trying to build if you are not incentivizing people to have children IN your community. More bike trail off the mountain. Stops building sprung structures! It was nice to see you finally build the ice rink, but that structure as well as eagle Lodge and the old waiting area at the airport are embarrassing. Build real buildings and be proud of the builds! Climbing walls are great centers for community activity as well but maybe all these would be better in the private sector… L&D is the main thing, if you want to make a community it starts incentivizing growth from within. Also the tax structure here is almost punitive. There should be some sort of benefit you can receive if you live and work in mammoth and don’t just own a home or condo here. Anyway hope this helps
1/6/2025 11:27 AM
153 Please build an indoor skatepark facility in memory of our friend Parker Roose. 1/6/2025 10:56 AM 154 Bring Woodward training center to Mammoth. A training facility with trampolines and ramps to foam pits would be so beneficial for our athletes. It would be fun for all locals and tourists. The Tahoe Woodward is phenomenal and year round.
1/6/2025 10:42 AM
155 Please please please build an indoor skateboarding facility!!!! Our town needs a Woodward just like every other ski town!!! Plus we need a facility where people can go do something other than drinking during the winter months.
1/6/2025 10:32 AM
156 Rec center with pool and indoor activities for kids to do in bad weather (weight training / Olympic training facility at altitude )
1/6/2025 10:28 AM
157 One of the greatest challenges of being in the Town of Mammoth Lakes is the clash of residential and recreational life. This clash manifests itself in various ways; however, the most potentially troublesome and dangerous regards traffic. Locals who miss a turn for whatever reason know how to navigate legally, using another route to reach their destination; whereas, a tourist who is not familiar with the layout of the town will often make an illegal and potentially unsafe driving maneuver in order to get back to the turn they missed. Add snow and ice to the mix, and things can get very dangerous very quickly. Solution 1: Education. While informing 1/6/2025 10:18 AM
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the public about how to navigate safely in the place they love to recreate would be ideal, devising a campaign to successfully reach more than 10-20% of the recreating tourists is lofty at best. Solution 2: Is it fair to ask the populace who live and work in the Town of Mammoth Lakes to be more patient and accepting of those who don't follow rules and/or increase the danger we face when navigating sketchy roads in winter? In doing so, we can all be helpful in educating the out-of-towners. Solution 3: Find a middle ground that involves a more active presence of Town employees (MLPD?) to help enforce safe practices (outlined in the California State Driver's Education manual) along with an incentive program perhaps to encourage more understanding from our local population.
158 Mammoth is already a great place, but definitely has some short comings. As a tourism based economy our biggest Achilles heel currently is our lack of flight offerings year-round both for locals and tourists. Simply put we need to have 365 day a year access in and out of Mammoth.
1/6/2025 10:05 AM
159 More parking structures for visitors, urgent care hours, more incentives for longterm rentals 1/6/2025 9:54 AM 160 It is just unfortunate that Mammoth Lakes doesn't have some facility like woodward with one of the best ski/snowboard clubs and one of the best resorts in US. 1/6/2025 9:35 AM
161 We would love an adventure center like Park City's Woodward for kids who want all season training. A training facility with trampolines and ramps to foam pits would be so beneficial for our athletes.
1/6/2025 9:14 AM
162 1- Traffic down from main lodge is a mess on busy days (30 min. delay). Probably should study turning the signal at the pedestrian crossing (to the village parking lot) into a proper traffic light that is coordinated with the signal at Main/Minerat. Only necessary between 2-6pm on Saturdays and Holidays otherwise the current system works fine. 2- The Whitmore Pool facility is long in the tooth. time for some upgrades... consider moving the entry/ restroom building to the north end so as to not block the views from the pool. the geothermal possibilities seem underutilized considering the location. why not create a 'natural' hot spring complex of 'pools' that could be open year around? 3- More bike lanes (and racks). we'll really never be a true walking village (and that's okay) but amazing biking options abound. 4- Need a dedicated drop off/ pick up location at the Village Gondola. Lets get more people up the mountain without driving and parking. Thanks!
1/6/2025 9:13 AM
163 Public Parking near the Village!!! It was needed 20 years ago and now with even more development around the Village, it’s an absolute must! Please don’t overlook this. 1/6/2025 9:00 AM
164 Don't bite the hand that feeds you and over tax the tourists. 1/6/2025 8:59 AM 165 Afordable housing We need more workers 1/6/2025 8:53 AM 166 In no particular order: 1. a sledding hill or designated locations for families to take kids sledding. Obviously parking would be necessary & a possible issue 2. Family friendly mountain bike park/trails. No need for everything to be lift service & downhill orientated. 3. bike pump track 4. indoor climbing gym 5. improved shuttle service to & from base lodges (run more frequently) 6. improves signs on the mountain for uphill routes 7. overnight camp options for kids
1/6/2025 8:29 AM
167 Please build an indoor Woodward-like facility with skateboarding, drop ramps, foam pit, trampolines and tumbling area.
1/6/2025 7:37 AM
168 We need an indoor training facility with trampolines and ramps to foam pits would be so beneficial for our athletes. Also more housing available for rent/purchase, affordable/reasonable priced townhomes and condos.
1/5/2025 9:53 PM
169 Woodward and more parks /community rec classes for summer months 1/5/2025 9:04 PM 170 - Ski training facility with trampolines and ramps to foam pits - Climbing gym 1/5/2025 8:58 PM 171 A training facility for the skiers to practice tramps, foam pit for advanced training. Perhaps there can be open hours for public to enjoy.
1/5/2025 8:55 PM
172 There should be a year round soccer facility. 1/5/2025 8:53 PM 173 Something like “Woodward” would do amazing in Mammoth. Trampoline park at an affordable rate for local families- we need more indoor options during the winter months- most of the year.
Also, an indoor pool facility would be incredible.
1/5/2025 8:41 PM
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174 An indoor Woodward ski/scate facility would be well utilized and bring tourism into the city 1/5/2025 7:26 PM 175 We need an indoor tramps/foam pit facility for our local kids on ski team to have access to.
Right now, all we have is training on Saturdays and it is VERY crowded with out of towners at snowcreek tramps. The local community and kids need to have access mid-week to gain skills needed for their ski development.
1/5/2025 7:19 PM
176 Would be great to have a training facility for everyone to work on their ski/snowboard tricks.
Trampolines, foam pits, etc
1/5/2025 6:52 PM
177 We need something similar to Woodward to attract families to visit in the summer time 1/5/2025 6:26 PM 178 I would love to see a bike park, similar to the Truckee Bike Park, with a variety of options for various abilities. Having an indoor climbing gym would be a huge benefit for our community as well. Another recreational item would be an indoor facility, similar to Woodward, for people to learn trampoline tricks and have an option for inclement weather. I love the many paved bike paths around town, but if the path along Lake Mary Road could be plowed in the winter it would make it safer for people to use instead of walking or running on the street. Having permanent restrooms and plowed parking lots along the scenic loop would be safer and address public health concerns with the many people who camp and enjoy the scenic loop. Creating more deed restricted housing and considering a cap on storm term rentals would also help address the challenges associated with housing many in our community feel. 1/5/2025 5:30 PM
179 The town has no character or charm in comparison to other ski towns. With the right planning and development, Main St. could have been a more attractive entry to the town. There is also not much going on - no good shopping, spas, art galleries, etc. and restaurants are not the best and limited. I assume that old-timers want to keep the town a humble eye-sore, but by doing so, you are leaving money on the table in terms of tourism. I know so many people from the LA and OC area who go to Mammoth only when they don't have the time to go elsewhere.
Otherwise, people are going to ski towns that are much more desirable with charm and amenities that Mammoth lacks.
1/5/2025 4:37 PM
180 Prioritize bear safety, signage, and set up strict fines for people and businesses for unlocked dumpsters, poor food storage or getting too close. It’s upsetting to see how irresponsible we’ve gotten and that we loose the wildlife that makes living here so special. 1/5/2025 4:19 PM
181 indoor training facilities like Woodward, indoor pool and public gym that could be used by locals and guests. Like so many resort towns around the world have. 1/5/2025 3:29 PM
182 We are a MMSST family, our son is in snowboard team, and we LOVE Mammoth. We plan to relocate to live permanently in town from this summer. We would really like if the town could add an indoor training facility like Woodward, with large trampolines, ramps and airbags for aerial skills training and gymnastics. We would be ready to donate money to make this happen and help build!
1/5/2025 2:47 PM
183 Need more activities for kids. Tennis be great especially indoors activities . 1/5/2025 2:40 PM 184 Affordable/workforce housing is #1. It would be great to have a year around pool. Whitmore pool is awesome. So either work on maintaining Whitmore pool or build indoor pool for year around use. The Sharks swim team is awesome. We want to assure that our local kids have an opportunity to learn to swim.
1/5/2025 2:35 PM
185 1.) It all comes down to housing. Without affordable housing, we can’t attract enough workers to sustain basic service businesses. 2.) Invest in new local businesses that benefit the community and attract top tier talent (like chefs) through grants or subsidies. 3.) invest in our future through geothermal & solar to reduce our dependence on propane and the grid. ++ bury our electricity lines to prevent outages. 3.) common sense building codes like no flat roofs (I can’t believe I had to say that.) begin phasing out our strip mall and parking lot town by ensuring all new developments hide parking in the back or underground to bring the businesses and buildings front and center. Invest in trees to help hide what’s already there. 4.) a training center similar to Woodward. 5.) Full day summer camps for kids all summer long. Prioritize local kids - getting to sign up for a single week long camp a day early isn’t enough. 1/5/2025 2:17 PM
186 Indoor recreation for kids for winter (climbing walls, gymnastics, volleyball/tennis, soccer).
Somewhere they can go that is not the gym. Keep ice rink year-round, or turn into roller rink during summer.
1/5/2025 2:06 PM
187 The new Kings Ice Skating Rink has ruff floors. During the summer, volleyball nets are set up, 1/5/2025 2:01 PM
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but the floors are just too rough to dive on. Along with a year-round pool, the Whitmore pool is 25 yards, which is inconvenient, and it's an outdoor pool. Adding a roof would make it a yearlong pool. 188 More bike racks. Professional theater. Bike park. Change monopoly of Mammoth disposal.
Complete sections of the multi use path to create safe places to walk/bike. Shut down the Lakes Basin to vehicles with the same exceptions as Reds Meadow. 1/5/2025 1:48 PM
189 Add a Woodward 1/5/2025 1:05 PM
190 Have the hockey rink have ice all year long. A regular sized indoor pool 1/5/2025 12:47 PM 191 A rec center for the kids to jump and train in the off season would be ideal 1/5/2025 12:46 PM 192 -trampoline park like Woodward -increased frequency red line service -frequent airport bus service and rental cars -Trader Joe’s (not grocery outlet ) -flights from the OC -indoor pickleball courts -climbing gym
1/5/2025 12:42 PM
193 Woodward 1/5/2025 12:30 PM
194 The children of Mammoth Lakes needs an indoor-training like a Woodward! A indoor facility for the winter and summertime that has a skateboarding track/bowl, roller boards for a jump ramp, foam pits, trampolines, and beyond that an indoor track to ring the top, tennis and pickle ball courts as well as gymnastics and rock climbing areas. The facility will further the Parks and Recreation Commission’s mission “to provide multi-purpose, year-round, indoor and outdoor recreation opportunities accessible to all residents and visitors.” It is time for the town to update and greater utilize the facilities and land at the corner of Forest Trail and Minaret. Let’s do it by creating an indoor training facility - a Woodward-plus. Thank you for the opportunity to participate. Mammoth families need this! Keep our youth focused on healthy activities! Kennon & Mark McCarthy 310-990-2705
1/5/2025 12:08 PM
195 An indoor pool, regulation size (25 yards), so athletic aquatic kids can train in the winter when the outdoor pool is unusable. Subsidies for businesses or non-profits that focus on fulltime residents' needs - e.g. a small grant to help out thrift stores, veterinarians, library, that kind of thing.
1/5/2025 11:38 AM
196 All year around indoor soccer 1/5/2025 11:20 AM
197 A town recreation center including indoor pool, climbing gym and training/gym facilities for the town. Could include outdoor pump track for mountain biking. 1/5/2025 11:04 AM
198 Build a year round swimming pool. It’s a cradle to grave sport. Swimming is a life-saving skill that all our residents should have access to and know how to do. Please! 1/5/2025 10:41 AM
199 Housing! Not low income. I have lived here for 31 years and have never been able to afford a home. Years ago we worked with MLH, but we made just a bit over the threshold for requirements. I worked hard over the years and am a business owner and still cannot afford a home.
1/5/2025 10:27 AM
200 we need an indoor facility like Woodward in town so we have more activities for kids and families to do in the evening, e.g. indoor skate park, trampoline park, indoor tennis, gymnastics areas.
1/5/2025 10:13 AM
201 The town should prioritize an indoor facility for our high school and club soccer, volleyball, and basketball teams. It should also prioritize more maintenance staff to clear snow from the current track and field at Whitmore Recreation Area and install lights at the Whitmore Recreation soccer field.
1/5/2025 10:06 AM
202 Town Council should build batting cages. 1/5/2025 9:55 AM 203 We need an indoor facility similar to what Woodward facilities offer. We have one of the best mountains in the world, but we lack the training facilities to give our kids/athletes the opportunity to train at the highest level. This not only puts our kids at a disadvantage, it can also create situations where our kids learn in more dangerous, on mountain training sites, instead of a safe environment built to safely learn high level skills. Please also consider an indoor pool facility. Swimming is an essential life skill (unlike hockey which was prioritized over a swim facility). As an added benefit, athletes of the highest levels would travel here to practice and build high altitude endurance. Adding an indoor track around the perimeter of the 1/5/2025 9:50 AM
Community Feedback for Town Council Strategic Planning Series SurveyMonkey 17 / 27
pool facility or above, on a second floor (which should have been a consideration at the hockey rink), would help make it a more enticing, multi-use facility. 204 Indoor trampoline, skatepark and training facility for local kids 1/5/2025 9:26 AM 205 Year round pool 1/5/2025 9:15 AM
206 Indoor pool!! Indoor pool recreation center for ALL activities. The town needs gym space/ indoor space for athletics like soccer, volleyball, & basketball in the winter months & a full size indoor pool. For a town named Mammoth "Lakes" and having as many lakes as we do we should not have least amount of young capable swimmers. Also ALL athletes should have ample place to get out of the winter elements and practice their sport, not just skaters. 1/5/2025 8:13 AM
207 Hello, Mammoth Mountain is world renown as one of the top skiing and snowboarding destinations in the world. That said, it is sad to see our local athletes leaving Mammoth regularly to train elsewhere. Our snow is terrific, and our mountain crew outstanding, however, we do not have a year-round, indoor facility like Woodward's or Wendell's. What a shame that our mountain does not have this type of training facility! At one time long ago, Mammoth was THE spot for progressive snow sports, but has now fallen far behind the curve for training world class athletes as our snow sports advance. This is why we need a Mammoth Mountain training facility, to keep our athletes at the top of the class as well as to eliminate the need to travel elsewhere for training. More importantly, if done properly, this training facility that we can create should be town-based and not Alterra-based! It would benefit all families in town, even those not involved in mountain sports. A positive, safe place where kids can be introduced to gymnastics, stunts, and all other activities where kids can learn and grow (and not just hang out at the Vons center all day!) If done properly where teams and public can share time in this facility, it would not only generate revenue for the town (thus paying for itself most likely in under 7 years), it would attract world class athletes and other mountain teams as well, thus putting Mammoth back at the top of the progressive snow sport world. A large warehouse with trampolines, jumps and foam pits, as well as areas to play things like futsol/volleyball, is desperately needed year round, especially in the Winter since the multi-us facility just completed is mainly used for an ice rink. This facility is a no-brainer! It would be a muchneeded and welcomed addition to what the town already offers, and more importantly, give our kids and local athletes a top-notched place to train and not have to leave to do so. Even better, we can brand it as a Mammoth facility, not a Woodward's or not even an Alterra facility. Please consider investigating and eventually executing a Woodward-type, all-Mammoth facility that would benefit our town, local-families, and generate a wealth of revenue! 1/5/2025 7:49 AM
208 Mammoth needs an indoor activity center like a woodward 1/5/2025 7:46 AM 209 Workforce housing, pedestrian bridge from parking to village, parking structures at the major lodges
1/5/2025 6:43 AM
210 The new ice rink has been a great addition to town and our community. I hope this is a realisation that the town and community desperately needs another indoor complex to host indoor sports for our kids and community. There is simply nothing available in town from October to June for our kids, the community and guests to do indoors while we are under snow. Which leave 3 months of the year to use shady rest park. Even during those 3 months the parks and rec won’t put up soccer goals out at shady rest until mid August, why is that? seems ridiculous. Also the area behind the Mammoth Middle School is quite frankly an embarrassment to this community. If you haven’t been there it’s a dirt field and has been for years. So to you our town council, please please wake up and get out and about, speak to your people and realise how desperate our community is for more. We deserve more. Thank you.
1/5/2025 6:32 AM
211 We need a year round pool 1/5/2025 6:30 AM
212 A Woodward style training facility 1/5/2025 5:54 AM 213 An indoor facility for sports testing would be an amazing addition for Mammoth. 1/5/2025 5:30 AM 214 Have a recreation building that has a large indoor swimming pool, indoor climbing gym with auto belay, indoor track. Have more single track, multi use trails!!!!!!!! There are so many mountain towns that have a great network of single track trails and we have plenty of space to make it happen.
1/4/2025 9:24 PM
215 An indoor rec center with rec amenities such as a gym, aquatics center, wood floor courts, and rooms for classes would be great. Also, additional single track multi-use trails would really take 1/4/2025 9:23 PM