Mammoth Lakes City Council
March 19, 2025

Resolution No. PEDC 2025-02

15. New or changed improvements, exterior illumination, elevations, designs, materials, or colors shall conform to the adopted Design Guidelines of the Town of Mammoth Lakes and will require review and approval from the Town of Mammoth Lakes Community and Economic Development Department or Planning and Economic Development Commission pursuant to Municipal Code Chapter 17.88.

16. All conditions of approval shall be printed verbatim on all of the working drawing sets used for issuance of building permits (architectural, structural, electrical, mechanical, and plumbing) and shall be referenced in the index.

17. The project shall meet the requirements of Municipal Code Chapter 17.40 (Water Efficient Landscape Regulations). All landscape plantings shall be maintained in a healthy and growing condition at all times (as applicable for the season) and individual plants shall be replaced if they become diseased or die. Landscaping and irrigation systems within the public right-of-way within or adjacent to the project area shall be maintained by the property owner, with the exception of benefit assessment district areas.

18. Developers of residential properties shall include a disclosure statement indicating that Mammoth Lakes is an area of habitat for Mountain Lions, which indicates potential risk, particularly to small children and pets. (General Plan Mitigation Measure 4.3-1)

SPECIAL PLANNING CONDITIONS

19. The Mitigation Monitoring and Reporting Program (MMRP) established by the Clearwater Specific Plan Final EIR and 2016 Addendum (SCH No. 2006062154) shall be adhered to in the implementation and operation of the proposed use and is incorporated herein by reference.

20. Any future changes to the CC&Rs for the Outbound “Villas” condominium hotel units which relates to a Town condition of approval for the Subdivision Map, may not be amended without the prior written consent of the Town Community and Economic Development Director and Public Works Director. Inclusion of this condition in the final CC&Rs shall be verified by the Town prior to recordation of the final map and CC&Rs.

21. The required trash enclosure shall be maintained in good condition and dumpsters shall be stored within the trash enclosure. Adequate space for recyclable materials shall be provided within the enclosure. All trash enclosures, and receptacles shall be animal resistant.

22. No snow shall shed or be deposited onto adjacent properties or Town right-ofway. This shall include snow that is removed from any portion of the property, including, but not limited to, the structure, driveway, and/or common areas. All interim snow storage areas shall be on the subject property. The property owner shall be subject to fines pursuant to Municipal Code §12.16.030 (Snow Removal – Violation/Penalty) if found to be in violation of this condition.

23. A key box shall be provided with an individual master key that provides access

Resolution No. PEDC 2025-02

to each unit.

ENGINEERING DIVISION CONDITIONS
STANDARD CONDITIONS / GENERAL REQUIREMENTS:

24. A final map, consistent with the tentative map and the conditions herein, shall be recorded with the County Recorder of Mono County prior to the expiration of the approved tentative map. The final map shall conform to the Subdivision Map Act and the Subdivision Ordinance for the Town of Mammoth Lakes. The tentative map shall expire 24 months after the approval date. Failure to submit to the Town a complete application for approval and recording of the final map prior to the tentative map expiration will nullify all approvals, except as such time limitation may be extended by law or by the Planning and Economic Development Commission in accordance with the Subdivision Map Act.

25. Nothing in the approval of this project shall be construed to allow for the deviation, adjustment, variance or non-conformance of any Municipal Code or ordinance, or of any local, State, or federal standard, policy, regulation or law, unless specifically provided for herein.

THE FOLLOWING CONDITIONS SHALL BE COMPLETED PRIOR TO
APPROVAL BY STAFF OF THE FINAL MAP:

26. The final map shall conform to the requirements of Town of Mammoth Lakes Ordinance 84-10 and all amendments thereto.

27. As required by the Town’s Subdivision Ordinance Section 17.20.160 and the most recent Town Council Resolution adopting a Schedule of Fees, the applicant shall pay a fee for each unit, parcel or lot, including lettered lots and parcels and common area lots or parcels created, to the Community and Economic Development Department for long range planning reimbursement prior to approval by staff of the final map.

28. Final map application submittal to the Town shall include a copy of the current grant deed, a preliminary title report dated within the past 30 days, copies of all exceptions, easements, restrictions and encumbrances listed in the preliminary title report, a copy of each record map for the subject property shown within the tentative map boundary, and a copy of each and every adjacent map, deed or other document as necessary that establish, or were used for the survey of, and for the retracement of the subdivision boundary.

29. All easements and dedications as shown on the tentative map shall be granted on the final map or recorded by separate document prior to or concurrent with recordation of the final map. Easements shown on the tentative map to be granted or dedicated shall indicate the beneficiary of the easement(s). Easements shown on the tentative map to the benefit of an agency other than the Town or to other parties shall be shown on the final map as “Easements Reserved”. The owner’s statement on the final map shall reserve said easements unto themselves, their heirs and assigns.

30. Easements, dedications and other documents that are required to be recorded by

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separate document prior to or concurrent with the recordation of the final map shall be in a form and with content acceptable to the Town’s Engineering Manager and Public Works Director, and shall be submitted to the Town for review and approval.

Upon Town approval, the original fully executed, notarized documents shall be submitted to the Town prior to approval of the final map.

31. The CC&Rs and Reciprocal Easement Agreement (REA) shall contain provisions granting rights of access and parking, as necessary, to the owners, tenants, and their guests, of the condominium units.

32. Existing CC&Rs, if any, encumbering the property shall be amended as necessary for the proposed development of this project.

33. Applicant shall submit a request for unit, building and street addressing to the Public Works Department. Approval of the addressing shall be completed prior to approval of the final map by staff.

34. Applicant shall provide evidence to the Town that all property taxes have been prepaid to the Mono County Tax Collector or their payment has been secured by the filing of a surety bond or other cash-equivalent security acceptable to the County prior to approval of the final map by staff.

35. Applicant shall submit to the Town a subdivision guarantee, issued within 30 days prior to approval of the final map by staff.

36. Applicant shall install monumentation of the subdivision in accordance with the Subdivision Ordinance of the Town, Ordinance 84-10. Upon approval of the Town Surveyor and Public Works Department, a form of security listed in Government Code Section 66499(a) shall be posted with the Town in a form acceptable to the Town Surveyor for any deferred final monumentation for the final map. The estimated amount of the surety shall be prepared by the licensed land surveyor preparing the final map and shall be approved by the Town Surveyor. The estimates shall be at prevailing wage rates and shall include 20% for construction contingencies and 20% for administrative costs.

37. The final condominium plans for the project shall be submitted to the Town for review for conformance with the approved development plan, tentative map, CC&Rs and REA. The condominium plans shall conform to the conditions of approval with respect to ownership of required appurtenant use areas. Recordation of the condominium plans shall not occur prior to Town approval of the condominium plans.

38. Within 30 days after approval of and prior to recording of the final map by the Planning and Economic Development Commission, the applicant shall submit to the Town an electronic file of the final map with coordinate system and format as may be approved by the Public Works Director.

SPECIAL ENGINEERING CONDITIONS

39. The Reciprocal Easement Agreement (REA) is required to grant condominium owners rights to public street access, 21 parking spaces, snow removal and storage, utilities, and trash enclosure, and shall be written to the satisfaction of, and approved by, the Town’s Engineering Manager and Public Works Director prior to final map

Resolution No. PEDC 2025-02

approval by staff. The REA shall include a provision that any future changes to the REA shall be approved by the Town, and that the parties to the REA may not oppose changes required by the Town.

40. The Property’s 30-room contribution to the Town’s Transit and Transportation Fee Community Facility District (Transit CFD 2013-03) shall be split such that each of the 20 condominium units is responsible for 1 share, and the resort is responsible for the remaining 10 shares.

41. The Property’s contribution to the Town’s Old Mammoth Road Benefit Assessment District (OMR BAD 2002-01) shall be split on a per-room basis such that each of the 20 condominium units is responsible for 1 room’s share and the resort is responsible for the remaining 159 rooms’ shares.

42. The Property’s contribution to the Town’s Maintenance Community Facility District (Maint CFD 2023-1) shall be split on a per-room basis such that each of the 20 condominium units is responsible for 1 room’s share and the resort is responsible for the remaining 159 rooms’ shares.

SPECIAL DISTRICT CONDITIONS - MCWD

43. The domestic water supply for the 20 condominium hotel units shall be privately sub-metered, per Senate Bill 7, (SB7), to the satisfaction of the Mammoth Community Water District (MCWD). Installation of the submeters shall be in accordance with manufacturers’ specifications, comply with the California Plumbing Code, and is subject to testing by MCWD and approvals.

A separate Connection Permit from MCWD is required. The submeters shall be capable of being accessed and read by the homeowners, tenants of the dwelling unit, and read by the newly developed Old Mammoth Road Residences Owners’ Association without entering the dwelling unit. It is the property owner’s responsibility to operate and maintain these submeters and reporting requirements. Meters shall be re-inspected and recalibrated within the time limits specified in law and/or regulations.

Resolution No. PEDC 2025-02

EXHIBIT “B”
Resolution No. PEDC 2025-02
Case No. DZA 24-001, UPA 24-004, TTM 24-003
DZA 241-001: Subsequent Amendment to the Amended Phase One of the Clearwater Specific Plan
December 11 October 20, 20241
I. Background.

In January 2009, the Town Council adopted the Clearwater Specific Plan ("CSP") (District Zoning Amendment [DZA] 06-003). In March 2010, in compliance with CSP, the Planning and Economic Development Commission approved a vesting tentative tract map, conditional use permit, and design review for a mixed-use project called "Old Mammoth Place." The Old Mammoth Place entitlements include up to 340 residential units with up to 488 lodging rooms, eight on-site workforce housing units, multiple outdoor public events plazas, approximately 20,000 square feet of commercial/retail space, approximately 17,000 square feet of restaurant space, 9,500 square feet of conference space, a 4,500 square-foot spa and wellness center, an ice rink, a pool, and an underground parking garage covering the entire site. As a part of the Old Mammoth Place project, the Town approved DZA 09-002 in April 2010 to clarify how building height is to be measured when a building sits atop a parking garage and DZA 10-002 in June 2010 to provide clarification on how fees would be charged for the entitled project.

Throughout the first six years after the approval of Old Mammoth Place, there proved to be no financing available to construct the project and no market for the sale of condominium hotel rooms. In August 2016, in order to improve the economic viability and marketability of the project, the owner obtained approval of amendments to the CSP (DZA 15-002) and the Old Mammoth Place entitlements, which included a 10-foot increase in building height, an increase in net residential square footage, and the elimination of an on-site workforce housing requirement.

Nonetheless, 12 years after since the adoption of the CSP, there is was still no indication that a project on the scale of Old Mammoth Place can could be financed and developed in the near term. Meanwhile, the current hotel and amenities fall short of meeting the vision and goals of the General Plan and the CSP, and do did not meet the needs and standards of Mammoth's target visitors and families. The site includes the original hotel and restaurant buildings, large paved parking areas, a concrete miniature golf course, and limited vegetation.

Therefore, in December 2021, the Town Council approved DZA 21-001, which revised the Clearwater Specific Plan (CSP) to establish development standards for an Amended Phase One Project. The approved development standards applicable to the amended phase 1 accommodate a less intensive expansion and upgrade of the hotel, restaurant, and public spaces than originally envisioned by the CSP/Old Mammoth Place entitlements, while still

Resolution No. PEDC 2025-02

allowing for the future development of the Old Mammoth Place project consistent with the CSP's long-term vision and goals.

The current District Zoning Amendment application (DZA 24-001) requests a subsequent amendment to the Amended Phase One CSP to allow a new condominium hotel component of the Phase One CSP project. The application includes a proposed subdivision of twenty (20) hotel units located within five fourplex “Villa” structures for condominium hotel purposes. The proposed subdivision of the Villas for condominium hotel purposes would not have a material impact on hotel operations because use of the Villas will be restricted to transient occupancy. Transient occupancy restrictions mean and include: (i) owner stays shall be limited to 30-days maximum per stay, without limitation on the number of stays per year; and (ii) each condominium hotel unit shall be made available for rental by the general public when the unit is not owner occupied; provided such restrictions are severable in the event of a judicial determination that a restriction is unenforceable, void or unconstitutional. In addition to the transient occupancy restrictions set forth in Town Zoning, the condominium hotel units (Villas) shall be maintained for transient occupancy use and language shall be included in the governing CC&Rs of the Villas to ensure that the Villas’ primary use remains lodging.

II. The Goal of this Subsequent Amendment to the Amended Phase One CSP (DZA 241-001).

The goal of this subsequent Amendment is to establish interim development standards expand the allowable land uses in the Amended Phase One CSP to include condominium hotel uses that are subject to use permit and subdivision map approval, establish development standards for those condominium hotel uses, and reaffirm project requirements for the site that will: (1) accommodate the interim reduced Phase One development of a less tall and less dense smaller scale expansion and upgrade of the hotel, restaurant, and public spaces than is envisioned by the CSP and Old Mammoth Place Project (the "Amended Phase One of the CSP"); (2) enhance and expand upon the available assortment of lodging, food and beverage, and event/meeting space options on the site; (3) provide a new and vibrant outdoor venue and park for community activities and events; (4) animate and activate the Old Mammoth Road streetscape; and (5) allow for and accommodate the future development of the Old Mammoth Place project consistent with the CSP's long-term vision and goals, if and when market conditions allow.

III. Amended Phase One of the CSP Project Description.

The goal of the Amended Phase One of the CSP is to transform the site into a fully upgraded, full-service family-oriented lodging establishment hotel and public events venue that will serve to increase lodging hotel occupancies and revitalize the Old Mammoth Road streetscape. The proposed redevelopment of the site would be is the first major renovation of a hospitality project in Mammoth in decades, and would make significant strides toward achieving the Town's vision and goals for the Old Mammoth Road corridor, as set forth in the General Plan and the CSP. To that end, the owner will seek has obtained the Town's approval to:
• Upgrade and enhance all of the hotel's entryways, lobby areas, public spaces, and accommodations;

Resolution No. PEDC 2025-02

• Upgrade and increase the capacity of the event and meeting space at the Rafters Restaurant and Lounge and in the current lobby; • Upgrade the pool and add hot tubs;
• Create multiple landscaped social and amenity areas to include a gazebo, a volleyball court, lawn games, fire pits, and hammocks; • Add 30 10 family-friendly resort cabins and 20 units within five (5) fourplex structures (“Villas”) to the site’s and hotel inventory; • Provide on-site workforce housing for a minimum of five hotel employees;
• Demolish the Jimmy’s Taverna and Red Lantern building; • Demolish the miniature golf course;
• Expand the Rafters deck;
• Create a landscaped food and beverage garden and food truck venue south along Old Mammoth Road from the Rafters deck to a new public park;
• Create a new public park and events pavilion at the corner of Old Mammoth Road and Sierra Nevada Road to accommodate community festivals and events; and
• Provide new public restaurants to support the public's use of the new food and beverage garden and public park.
• Pursuant to DZA 24-001, condominium hotel uses may be permitted subject to use permit and subdivision map approval.

IV. The Town's Vision and Goals for the Site.

The Town's vision and goals for the site are encompassed in the following quotes from the CSP:
"These guidelines and standards provide a framework for development of a cohesive, mixed-use, pedestrian-oriented … hotel opportunity that will significantly contribute to the revitalization of the Old Mammoth Road corridor.”
“The hotel will provide a contemporary and enjoyable place to stay for Mammoth visitors, central to the multitude of recreational opportunities available in and around the Town of Mammoth Lakes.” “The overall goal of the Specific Plan is to create an attractive, hotel opportunity that shall serve to revitalize the economy of the core of the North Old Mammoth Road District area.”

Resolution No. PEDC 2025-02

"A project shall provide additional transient occupancy options to the Town of Mammoth Lakes” and shall "contribute to the overall revitalization of the Old Mammoth Road corridor.”
"To support the needs of the Town of Mammoth Lakes as a premier destination resort community … a project shall provide additional 'hot beds' and additional transient occupancy options to the Town."
The proposed subsequent amendment to the Amended Phase One of the CSP will include permit 30 the addition of 10 single-story resort cabins that will provide additional hot beds and amenities, without any condominium component. as well as 20 Villa units located within five four-plex structures along the southern portion of the site which may be subdivided for condominium hotel purposes subject to use permit approval and stipulation that the units are restricted to transient occupancy use.

The resort cabins and Villa units are designed for families, will add to the lodging options offered within the community, and have the capacity to increase TOT generation though higher occupancies and average daily rates. The expansion of indoor and outdoor event and meeting space, the creation of a food and beverage garden, and the development of a public park and events pavilion will provide benefits to the community and animate the Old Mammoth Road streetscape.

V. Development Standards.

The following development standards will apply to the Amended Phase One of the CSP:

DEVELOPMENT STANDARD Proposed
Total Project Site Size: 6.09 acres
Number of existing hotel rooms: 149 rooms
Number of additional new resort cabins rooms: 310 rooms Number of new Villa units (these units may be subdivided for condominium hotel purposes subject to use permit and subdivision map approval):
20 units
Maximum Building Height – Cabins and Villas: 35 feet
Restaurant square feet: 10,000 square feet
Event space square feet: 2,000 square feet
Minimum Building Separation 5 feet
Setbacks - Old Mammoth Road Frontage 5 feet
Setbacks – Sierra Nevada 10 feet
Setbacks – Laurel Mountain 3 feet

Resolution No. PEDC 2025-02

Maximum Lot Coverage 70%
Total parking spaces:

Parking shall meet the requirements
set forth in the 2016 Clearwater
Specific Plan unless a Parking
Reduction is approved pursuant to
MC Section 17.44.040
Minimum Snow Storage 53,300 square feet
Minimum Open Space/ Landscaped Area 73,000 square feet
VI. Proposed Modifications to CSP Standards.

The following table describes the requested modifications to the 2016 CSP requirements to accommodate the proposed Amended Phase One of the CSP. These standards shall only apply to the Amended Phase One project, and any future redevelopment of the site following completion of the Amended Phase One project shall be subject the standards found in the 2016 Amendment to the Clearwater Specific Plan.

Section Title Proposed Changes to the Clearwater Specific Plan

1.0 Introduction None.

2.0 Existing Setting and
Conditions
None.

3.0 Project Description
of the Specific Plan
• The Project Description for the Amended Phase One
of the CSP is included under Section III above. The
project description for the Old Mammoth Place
project as detailed in the 2016 CSP Amendment
shall not apply to the Amended Phase One project.

3.1 Conceptual Plan • The Conceptual Plan for the Amended Phase One of the CSP is for illustrative purposes only and does not
constitute a formal approval of any site or building
design. Final site and architectural plans must be
approved through the Design Review process.

3.2 Design Objectives • The Amended Phase One of the CSP shall not require:
o the construction of any commercial retail
space along Old Mammoth Road;
o improvement of the transit stop or
construction of a bus shelter on Old
Mammoth Road;
o regular shuttle service to MMSA, the
airport, the golf courses, and Vons (shuttle
service shall be on-demand); or

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o on-site changing rooms and lockers for
employees of the resort who choose to walk
or bike to work.

3.3 Sustainability
Guidelines
• Improvements constructed for the Amended Phase
One of the CSP shall not require LEED certification.

3.4 Operations • Although the Amended Phase One of the CSP shall contain event space and meeting space, it need not
include conference space.
• For the purposes of this Amended Phase One CSP
document, the term “condominium hotel” shall be
defined as any building or portion thereof containing
guest rooms used, designed, or intended to be used,
let or rented for periods of no more than thirty days
at a time either by transient occupants or the
individual owner(s) of a unit or units within the
project; and that is also an estate in real property
consisting of an undivided interest in common in a
portion of a parcel of real property together with a
separate interior space in the building on the real
property.
• The Amended Phase One of the CSP shall not
include any “condominium hotel” units, any units
that "will be sold fully furnished with standardized
furniture, fixtures and equipment at the time of
initial sale," any "homeowner association," or any
"space for a rental management operation.” may
include condominium hotel uses subject to use
permit and subdivision map approval.
• A maximum of twenty (20) "condominium hotel"
units may be approved under the Amended Phase
One CSP.
• All condominium hotel units shall include the
following services and amenities:
o a. Central front desk, lobby, and telephone
connections to all hotel rooms with staff
available 24-hours a day;
o b. Check-in spaces for arriving vehicles;
o c. Amenities supportive of lodging uses
(e.g., concierge/guest services on site;
conference/meeting space, with food and

Resolution No. PEDC 2025-02

beverage support, flexible room
configuration, industry-standard audiovisual,
telecom, and conferencing infrastructure;
food and beverage operations in the form of
restaurant or room service; ski and luggage
storage; and recreation facilities such as
spas, swimming pools, or fitness room
facility open to all hotel users);
o d. Standardized furniture, fixtures, and
equipment in all rooms;
o e. Centralized management and standards
for guest reservations, daily housekeeping
service, and maintenance services, for all
units;
o f. Space for a rental management operation;
o g. Management by a qualified entity with at
least five years’ experience in the hotel
management business, including a “flag”
hotel or company with equivalent
experience; and
o h. Inclusion of hotel amenities in common
areas through condominium covenants,
conditions, and restrictions (CC&Rs).

3.5.1 Traffic Mitigation • No offsite traffic improvements shall be required.

3.5.2 Site Access • The Amended Phase One of the CSP may be accessed from Sierra Nevada Road even though it
will not include underground parking.

3.5.3 Transit
Improvements
• No transit improvements shall be required.

3.5.4 Street
Improvements
• The Amended Phase One of the CSP shall include
curb, gutter, and sidewalk improvements along
Laurel Mountain Road.
• The east-west vehicular connector:
o need not have a 40-foot right-of-way
offered for dedication to the Town for use
as a public road;
o need not be named;
o need not be improved with curb and gutter;
and
o need not contain sidewalks or heat tracing.
• The north-south pedestrian connector in the
Amended Phase One of the CSP will provide access
from Sierra Nevada Road to the hotel pool complex,

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but will not connect to the northern property
boundary.

3.5.5 Storm Drainage • The project will meet Town drainage standards and requirements.

3.5.6 Sewer and Water • The project will meet all applicable Mammoth Community Water District standards and
requirements as determined through the
construction permit process.

3.5.7 Dry Utilities • Undergrounding of on-site overhead utilities serving the site shall not be required.

3.5.8 Phasing • The Amended Phase One of the CSP shall be constructed in one phase, as determined by the
owner after consultation with the Town.

3.5.9 Public Facilities • The food and beverage garden along Old Mammoth Road need not be hardscaped.

3.6 Community Benefits • The community benefits required by the CSP will not be provided as part of Amended Phase One but may
be required upon future redevelopment of the site.

4.1 Consistency with
the 2007 General
Plan
None.

4.2 Consistency with
the NOMR District
Study
None.

4.3 Consistency with
the Municipal Code
None.

5.1 Land Use
Objectives, Policies,
and Standards
• No underground parking is required.
• No residential units (other than workforce housing)
are required.
• The north-south pedestrian connector need not
connect to the northern property boundary.

5.2 Development
Standards
• See the Development Standards Table for Details.

5.2.1 Land Use
Designations
• The location and description of the uses shall not
apply to the Amended Phase One of the CSP.

5.2.2 Permitted Uses • Condominium hotel uses may be permitted subject to use permit and subdivision map approval.
• Permitted uses for h Hotel operations may include
the construction or placement of 310 resort cabins

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and 20 units within 5 four-plex (“Villas”) structures
that are affixed to foundations.

5.2.3 Density None.

5.2.4 Site Coverage None.

5.2.5 Building Separation None.

5.2.6 Building Height • The maximum building height for resort cabins and Villa structures shall be 35 feet.

5.2.7 Setbacks • Setbacks for buildings and vehicles are set forth in the Development Standards table above.

5.2.8 Parking • Parking shall meet the requirements set forth in the 2016 Clearwater Specific Plan unless a Parking
Reduction is approved pursuant to MC Section

17.44.040. Underground parking shall not be
required.

5.2.9 Snow Storage and
Removal
None.

5.2.10 Signage None.

5.2.11 Lighting None.

5.2.12 Public Art • No specific requirements for public art

5.2.13 Additional
Standards and
Requirements
None.

6.0 Design Guidelines • Final design of the cabins, Villas, and site amenities will be determined through the Design Review
process.

7.0 Housing • The Amended Phase One of the CSP shall provide on-site workforce housing for a minimum of five
hotel employees and shall otherwise comply with
the Town's Housing Ordinance. No parking shall be
required for on-site workforce housing units.

8.1 Recreation None.

8.2 Conservation and
Open Space
None.

8.3 Noise None.

8.4 Safety None.

9.1 Maintenance • The hotel owner/operator shall maintain the hotel property and improvements.

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9.2 Construction and
Drainage
• No off-site drainage systems shall be required.

9.3 Site Utilities • The project will meet all applicable utility requirements as determined during the construction
permit process.

10.0 Administrative
Procedures
• Use Permit and Design Review approval shall be
required prior to construction of the Amended
Phase One project.

ATTACHMENT 6
Application Narrative

1 PROJECT NARRATIVE
Background
In 1967, the Sierra Nevada Lodge opened on Old Mammoth Road, where it operated largely unchanged for more than 40 years. In 2008, a new owner set out to develop a mixed-use resort on the site, consistent with the vision and goals of the General Plan. In 2009, the owner applied for, and the Town Council approved, the Clearwater Specific Plan ("CSP") to accommodate the owner's development plan for the proposed resort. The ownerthen applied for, and the Planning and Economic Development Commission approved, a conditional use permit ("CUP") for a mixeduse resort called “Old Mammoth Place.” The approved project included 340 condo-hotel units, 488 lodging rooms, eight on-site workforce housing units, three outdoor public events plazas, 20,000 square feet of retail space, 17,000 square feet of restaurant space, 9,500 square feet of conference space, a 4,500 square-foot spa and wellness center, an ice rink, a pool and hot tubs, and an underground parking garage to accommodate 488 vehicles.

During the seven-year period following the approval of Old Mammoth Place, the owner failed to secure financing for the proposed project. Therefore, in August 2016, the owner sought to bolster the project's economic viability by securing amendments to the CSP and CUP. These amendments included increasing the building height to 80 feet, significantly expanding the residential square footage, increasing underground parking capacity to 610 spaces, and removing the on-site workforce housing requirement.

Despite these efforts, financing for Old Mammoth Place remained unattainable throughout the next five years. Therefore, the owner pivoted his focus to refreshing the existing hotel rooms and renovating the restaurants and public spaces at Sierra Nevada Lodge. Consequently, the vision and goals for the site, as outlined in the General Plan, remained unfulfilled, and Old Mammoth Road continued to struggle to meet the needs and expectations of visitors and locals alike.

Waterton's Redevelopment of the Site
In 2021, WH SN Mammoth LLC (“Waterton”) purchased the site and set out to expand, renovate, and rebrand the Sierra Nevada Lodge in a manner that could be financed. Waterton then applied for and obtained an amendment to the CSP ("Phase One Addendum") to accommodate a less dense and lower-scale expansion and renovation of the site, while leaving open the possibility that Old Mammoth Place could still be developed if it ever became financially feasible. Waterton then obtained Design Review approval and a Conditional Use Permit for the renovations, and made substantial investments to expand and upgrade the hotel, restaurant, and public spaces, and to create a dynamic outdoor food and entertainment venue along the Old Mammoth Road.

Specifically, Waterton:

2 • Updated and enhanced all of the hotel’s entryways, lobby areas, public spaces, and accommodations;
• Added twenty family-friendly Villa units and ten cabin units to the hotel inventory; • Created a new restaurant and bar called "Bar Sierra" with an expanded outdoor seating deck;
• Created a food and beverage garden and events venue along Old Mammoth Road, which is served by Bar Sierra and a food truck stationed at the corner of Old Mammoth Road and Sierra Nevada Road.
• Upgraded and increased the capacity of the event and meeting space at the site; • Created a new wine bar in the hotel lobby;
• Installed a new and enlarged pool and hot tub;
• Created multiple landscaped social and amenity areas; • Provided on-site workforce housing for a minimum of five hotel employees; and • Constructed a new sidewalk along Laurel Mountain Road, for the full length of the site, which supports the Town's Safe Routes to Schools Initiative.

Waterton's redevelopment of the site was the first major expansion and renovation of a hospitality project in Mammoth in decades. It transformed the site into a contemporary, fullservice family resort, and made significant strides toward achieving the General Plan's goals for the Old Mammoth Road ("OMR") District, including increased hotel occupancies and a revitalized streetscape.

The Villas
Waterton's redevelopment of the site included the construction of five four-plex buildings that contain 20 family-oriented lodging units called the “Villas.” Throughout the entitlement and redevelopment process, Waterton intended to own and operate the entire site as a traditional hotel. However, the quality and configuration of the Villas soon led to a number of unsolicited requests from hotel guests for Waterton to convert the Villas into condominium-hotel units.

The sale of the units would present guests a unique opportunity to invest in the OMR District, thereby contributing to its enhancement and sustainability. The sale of units would also bolster the long-term stability and viability of the resort, creating a mutually beneficial arrangement for both new unit owners and the local community. Moreover, more than two-thirds of the site would still remain available for redevelopment if the property owner were to pursue a scaleddown version of Old Mammoth Place if it were to become financially feasible.

The proposed subdivision of the Villas for condominium hotel purposes would not have a material impact on hotel operations because use of the Villas will be restricted to transient occupancy. Transient occupancy restrictions mean and include: (i) owner and guest stays will be limited to 30-days maximum per stay, without limitation on number of stays per year; and (ii) each Villa will remain available for rental by the general public when the Residence is not owner or guest occupied; (iii) such restrictions are severable in the event of a determination that a

3 restriction is found unenforceable, void or unconstitutional and subject to Town procedures whereby an owner can seek a waiver of transient occupancy restrictions due to hardship, change of circumstances, or other material grounds. In addition to the transient occupancy restrictions set forth in Town zoning, the Town’s restrictions on transient occupancy will be included the governing CCRs of the Villas to ensure that the Villas' primary use remains transient occupancy.

Waterton's Entitlement Applications
Waterton's goals are to establish “condominium hotel” units as a permitted use for the Villas, as currently permitted under the CSP, and to allow each of the Villas to be marketed for sale. To accomplish those goals, Waterton requests the Town to: (i) amend the Phase One Addendum to allow the Villas to be used and sold as condominiums; and (ii) approve a Tentative Tract Map to document the conversion of the Villas to condominiums.

Conformance to the General Plan
The Town's General Plan identifies three core principles applicable to the OMR District: (1) create walkable communities; (2) maintain mountain town character; and (3) provide economic viability. Waterton's redevelopment of the site conforms to each of these principles through the creation of a vibrant, walkable site that maintains the character of Mammoth Lakes while laying a solid foundation for sustained economic viability.

Compliance with the CSP
The Municipal Code states that the OMR District “is intended to encourage a mix and intensity of uses in a pedestrian-scaled environment at a scale and form that is appropriate to its neighborhood context and adjacent residential uses and forms." The CSP is consistent with the General Plan. Residential condominiums are permitted uses within the CSP and, therefore, the conversion of the Villas to condominiums will comply with the permitted uses in the CSP.

The CSP and Phase One Addendum provide development standards for the site, including allowable density and building height. The CSP allows density of up to 340 condominiums and 488 guestrooms. The Phase One Addendum allows building heights up to 35 feet. The 20 Villas do not exceed 35 in height and, therefore, the Villas comply with the allowable density and development standards in the CSP and Phase One Addendum.

Public Benefits
Waterton's redevelopment efforts have attracted both locals and visitors to the upgraded hotel facilities, leading to increased activity for local businesses and playing a key role in the revitalization of the OMR District. Moreover, the project has actively fostered community engagement and inclusivity by providing spaces for social gatherings, cultural events, and recreational activities. The site is emerging to be a downtown hub for both residents and visitors, promoting social interaction and economic vitality throughout the year. Prompted in part by

4 Waterton's investment in the project, neighboring properties are now pursuing enhancement and redevelopment, contributing to the overall appeal and sustainability of the OMR District, and aligning closely with the vision and goals outlined in the General Plan.

Compliance Agreement
Waterton acknowledges the Compliance Agreement dated January 9, 2024, and affirms its commitment to address and resolve all items outlined within that agreement by January 9, 2025.

The Outbound Hotel property is currently operating with a Temporary Certificate of Occupancy (TCO) due to outstanding conditions of approval and Building Division requirements that must be fulfilled prior to the issuance of a permanent Certificate of Occupancy by the Town.

As required by Municipal Code Section 17.08.020 – Requirements for Development and New Land Uses, all previous Town approvals and agreements must be adhered to before any alterations to land use can occur. Consequently, Waterton shall address and resolve all action items identified in the Compliance Agreement, including the conditions of approval imposed by PEDC Resolution #2022-03.

ATTACHMENT 7

PUBLIC COMMENT LETTERS

From: Nolan Bobroff
To: Kimberly Cooke
Subject: Fw: district zoning amendment 24-001
Date: Wednesday, December 11, 2024 8:43:41 AM
—
Nolan Bobroff
CED Director
Town of Mammoth Lakes
(760) 965-3631
From: Michael Vanderhurst <[email protected]> Sent: Wednesday, December 11, 2024 8:02:58 AM
To: Nolan Bobroff <[email protected]>
Subject: FW: district zoning amendment 24-001
[EXTERNAL EMAIL]
Just making sure you got this
Michael Vanderhurst
Vice President, Global Tourism
Mammoth Lakes Tourism
+1-760-709-6384 Cell/WhatsApp
2520 Main Street (POB 48) | Mammoth Lakes, CA 93546
www.VisitMammoth.com
Plan your vacation at VisitMammoth.com
From: tom <[email protected]>
Sent: Tuesday, December 10, 2024 9:08 PM
To: Michael Vanderhurst <[email protected]>; [email protected]; [email protected]; [email protected]; [email protected] Cc: [email protected]
Subject: district zoning amendment 24-001
To all:

This concerns the request of Clearwater Specific Plan, Zoning Amendment (DZA) 24-001, Tentative Tract Map (TTM) 24-003 and Use Permit (UPA) 24-004 for the Outbound Hotel Villas Project. These are not Hotel Villas, these are market rate condo’s that should not be carved out of the DA.

To start off with a summary of my thoughts that this is a typical money grab by a developer that is asking for forgiveness instead of preparing up front for permission in the development of these 20 units and the amendments, tract map and use permit described above.

I will highlight my concerns for your consideration and I am sorry that I can not attend this meeting in person. I will attempt to keep this as brief as possible.

To begin please look at the ariel map provided in your packet and you will see some of the issues such as set back on the north side of these units that would have never been approved if requested to build as such. This map also shows the difficulty in the egress through this property to access the other units that are rentals and commercial food service plus the special events that have already been scheduled on this property on the old mammoth rd. side. All of this would have had issues with planning had it been proposed in this manner.

Technical merits for discussion:

SB7 – have these units meet the Required Plumbing Code that a standalone condo project would have to comply with?
Are the proper Water Bill Metering and sub meters in place Has this complied with a private unit development?
Snow Management Plan – has this been established and that land been taken away from the Outbound Hotel as snow storage. These properties next to each other can only share so much in this re configuration of land use. Has this been presented? Set backs on the North side of this property to other rental units seem much closer that required and will this set a new precedent for other developers? Has there been a White paper to the Dept of Real Estate, along with a new sub div. map? How will this affect the Clearwater DA. We have seen issues with other DA agreements in town when there is no time limit and changes are brought to the planning commission. In this original DA a carved out build of 20 units was never on the table.

How will an HOA of a 20-unit complex share in egress, costs of repairs, snow removal and storage.

Were there not supposed to be covering on the H-VAC units that face south and at best are un sightly?
The Tavern Rd. access was planned by the town for access to the entire property, can this condo complex now gate the access to other parts of this property closing off the old

mammoth parking and access to the restaurant and food truck located on old mammoth? If the property line is drawn to exclude this parking, then it cannot be allowed for the balance of the property.

Finally, I am reminded that these units were going to be developed as temporary units while the new owner of the property and DA were going to figure out highest and best use.

Don’t let the town be hood winked by this proposal, this is a DA that was to stay whole and not get divided into small pieces that will create a big problem while a developer leaves with pile of profit from asking for forgiveness instead of permission.

Please deny this request and at least address some of these issues along with the future rules of this existing DA with the Clearwater Specific Plan.

Thank you
Tom Cage
Concerned Citizen
I have no property ownership within 1000 feet, on old mammoth and no business interest with any businesses that are connected with this project or affected by this project.

From: Garry Oye
To: Kimberly Cooke
Subject: Outbound Hotel Villas Project
Date: Sunday, February 9, 2025 10:45:17 AM
You don't often get email from [email protected]. Learn why this is important [EXTERNAL EMAIL]
Proposal: subdivide 5 four-plexes into 20 condominium hotel units that may be sold individually.

Currently the operation, upkeep & maintenance rests with one owner. Much easier to ensure compliance. When you create 20 ownerships, it will become much more difficult to ensure compliance.

Old Mammoth Lakes Road is a gateway and the scenic integrity should be maintained.

Strict occupancy & use requirements must go along with this transfer of ownership. How will the 20 units be managed to maintain the current look & feel of the development.

One person buys a unit, then rents the unit, and the requirements drift away.

Also concerned about added traffic to Old Mammoth Rd. The addition of Grocery Outlet driveways has really made that end of Old Mammoth Rd. congested & dangerous. Access & parking should be ONLY on Laurel Mountain Road.

Garry Oye
Owner: Sierra Manors Condo, 165 Old Mammoth Rd.

Garry Oye
Bishop, California

1 TOWN COUNCIL STAFF REPORT
Title: Staff Adjustments – Mid Year review FY24-25
Meeting Date: March 19, 2025
Prepared by: Rob Patterson, Town Manager
RECOMMENDATION:

Receive presentation on suggested updates to Town staffing and provided consensus to staff on recommendations.

BACKGROUND:

The FY24-25 budget reflected minor adjustments to staffing to improve the delivery of core services. These updates have been successfully implemented as the year has progressed. To address evolving needs and respond to developments, staff are recommending several mid-year staffing adjustments to streamline work plans and provide needed capacity. In some instances, the proposed adjustments are in response to pending retirement plans, in others there is a need to step into a space where challenges with our federal partners staffing may impact our recreation economy. The recommendations below are more about investing in specific areas to build upon existing capacity rather than permanent addition of staff. The net change in staff is two additional positions, that will be needed for the calendar year 2025, and these positions are expected to complete their assignments by December 2025. The rest of the adjustments are to existing staff members, additional assignments, and to augment service delivery.

ANALYSIS:

Over the past few years, strategic steps have been taken in the growth of Town core services, providing additional resources in areas that will provide the greatest benefit to the community. Below is a summary of each recommended position change or addition for FY24-25.

Public Works – Fleet Organization
The Town’s Fleet Superintendent, Lon Adams, is planning to retire in December 2025, after 25 years of service to the Town. His retirement will represent a loss of significant professional and institutional knowledge for our organization. In response to this loss, the leadership team has devised a plan that will set up the fleet team for a successful transition to new leadership, while providing opportunities for mentorship and knowledge transfer.

The first element of this plan is to establish a new management structure for the department. In FY23-24, the Town updated the management structure in Public Works and Parks Maintenance developing a Maintenance Superintendent position. This position had a shared responsibility for both Parks and Roads and partnership with fleet, with the expectation it would be responsible for both elements in the future. With Lon’s pending

2 retirement, a significant amount of his responsibilities would be transferred to a Fleet Manager position initially under the Public Works Director but ultimately under the Maintenance Superintendent. This Fleet Manager position is expected to be filled with a promotion of an existing staff member. This will open up a Mechanic position with the Town, that will need to be filled through a normal recruitment process. The Town currently has two Mechanic Trainee positions with a desire to convert one of those positions to a Mechanic position. This allows for increased responsibility within the department. The Fleet Manager would immediately assume responsibility for day-to-day operations of the fleet team.

These adjustments would provide the fleet team with full implementation of the operational structure expected beyond Lon’s retirement, in approximately 9 months. For the remainder of his time with our organization, Lon will be tasked with providing hands-on mentorship for the rest of the team. The goal is for individual development and a transfer of institutional knowledge. This is an exciting opportunity for Lon and a fitting way to acknowledge his contribution to the team, leaving a legacy for his efforts. The net cost of this plan is approximately $150,000 for the one year of implementation. The bulk of this cost is the duplication of leadership roles on the fleet team, with smaller amounts based on elevation of the Mechanic Trainee to Mechanic. The Town has existing salary savings to address this adjustment for the remainder of FY24-25 and a long-term adjustment will be made in the budget plans for FY25-26.

Office of Outdoor Recreation – Organizational Updates
Since the inception of the Office of Outdoor Recreation in 2022 as an evolution of the Trails Manager position in place previously, the duties, responsibilities, and expectations of this department have grown. Staff are taking on more implementation, on-the-ground efforts with expanded trail development, and grooming programs. The original intent of the department included relationship development, interagency coordination, and project management efforts. The bulk of the achievements thus far have been in the management of the trails system and the Outdoor Recreation Manager needs more time available to achieve those larger elements of his position. To achieve success on both fronts, the leadership team has a plan to provide opportunities to existing staff by elevating the Outdoor Recreation Coordinator position to Trails Program Manager, addressing contract and program management. The existing Trails Program Manager position would be converted to Trails Implementation Manager. The two positions would work in conjunction on the work programs of the Mammoth Lakes Trails System but would provide specialized focus in those assigned areas. The Trails Implementation Manager position would be focused on construction, vegetation management and wildfire mitigation, and administration of maintenance and grooming crews. The Trails Program Manager would focus on the management of all contractors, updates to planning documents, stewardship, host programs and community events. These adjustments can be implemented without additional staff, and only a minor increase in the staff cost.

3 Administration – Administrative Coordinator
The administrative team (Town Manager’s Office, Town Clerk, Human Resources) has been working on a plan to create additional capacity for project management. In 2019, the Town created an Assistant Clerk position to help with the various clerk duties associated with NGOs and public meetings. Since that creation, the job has evolved into general administrative support and more duties are being placed on the position. At the same time, duties of the Assistant to the Town Manager have grown in recent years with full-time assignments requiring almost all available time for this important position. There is a strong need to augment project management capacity within the Administrative Department, to accelerate work plans that usually fall within the Town Manager area of focus. To create this capacity, the leadership team devised a plan where some duties within the department can be redistributed to existing staff, with an elevation of duties, responsibility and pay.

The creation of the Administrative Coordinator position would replace the Assistant Clerk position, utilizing the existing staff. This will shift some additional responsibilities back onto the Town Clerk position to support this overall plan. This adjustment will result in no additional staff and a slight increase in staff costs for both Administration and Town Clerk.

Office of Outdoor Recreation – Temporary Maintenance Worker I The impact on the U.S. Forest Service’s (USFS) ability to deliver their core work programs is significantly impacted by the new administration’s reduction in workforce efforts. The Town works closely with the USFS in coordination of effort and will need to provide additional support to limit potential impacts to our visitors’ experience. The Town has been working closely with our USFS partners to develop a plan where the Town will hire a position with the intent of completing work programs similar to a Recreation Technition position within the USFS. This position would be responsible for restroom cleaning and trash removal and will have a direct influence on visitor experience. The USFS does have one full-time position that will focus on areas outside of Town, with this proposed position focused within our area of influence. This is a summer seasonal position and will be filled in the May timeframe to be prepared for a successful summer season. There is a possibility that these positions may need to be filled in future years, but our focus is only for summer 2025 at this time.

FINANCIAL CONSIDERATIONS:

There are adequate salary savings in FY24-25 to accommodate these recommended changes without allocation of additional funds. As staff develops the budget for FY25-26, these roles will be incorporated at the new rates.

1 TOWN COUNCIL STAFF REPORT
Title: Presentation on budget performance through the second quarter FY24-25 and approval of Budget Amendments.

Meeting Date: March 19, 2025
Prepared by: Rob Patterson, Town Manager
RECOMMENDATION:

Receive the second quarter Fiscal Year 24-25 Budget Report and adopt the proposed resolution amending the Fiscal Year 24-25 budget as recommended in Attachment A – Budget Adjustments.

BACKGROUND:

Proper administration of the budget requires regular review of performance against budget expectations.

While staff review performance on a monthly basis, staff provide Town Council with the opportunity to review our financial performance at the close of each quarter. This report reflects the second quarter performance and provides updates on general operating budget. The analysis primarily focuses on the General Fund and Gas Tax as it is early enough in the year not to see significant shortfall to budget aside from the significant snow impacts, both of which are covered in these two funds. The first review of current year performance typically does not see significant changes to adopted budget unless we have a major project update or other item of significance not captured during the normal budget process. All funds have been reviewed in detail in preparation for this Town Council update. All funds not discussed are operating within the planned budget limits for both revenue and expenditures. The third quarter update, set for late May, will likely have more items to cover as we discuss closing out our winter operations and the completion of a number of capital projects.

ANALYSIS/DISCUSSION:

The budget process for FY24-25 was a continued strategic growth for key revenue elements like Transient Occupancy Tax (TOT), property tax, sales tax, and other elements tied to visitation. The Town came off a near record year for TOT collection, representing solid visitation numbers with slightly elevated lodging rates. The TOT collected is a factor of both visitation and the nightly rates charged.

Operators were reporting a shift in strategy with the declined consumer activity, with a true shoulder period between summer and winter. Post election and a nice winter start seemed to carry the holiday season in spite of average winter snowfall results. Key winter storms, during high visitation time like President’s weekend seem to be delivering results. Outlook for the remainder of winter is good with late season storms expected in March that should deliver great results for the remainder of the year.

Transient Occupancy Tax
The primary revenue driver for the General Fund is Transient Occupancy Tax (TOT). The lighter winter for early 2024, provided for normal seasonal change through winter, spring and summer. We did set a record for TOT revenue in August but the remaining months before winter showed a slight decline from the previous year. The uncertainty of a federal election seemed to produce a general malaise in consumer activity. The winter season did kick off with a later November winter storm that kicked the holiday

2 season into high gear producing great results for December and January. To date, our TOT collection is $603,374 or 4.1% ahead of last year with an estimate of $5M in unallocated TOT revenue year to date.

The chart below shows how the adopted budget of $18.5M was distributed across each month, using a three-year average performance per month. Staff distribute the budgeted revenue to easily assess the current year performance in a volatile revenue stream. The distribution of budgeted TOT revenue is as follows:

The budget of $18.5M did represent a measured growth in this revenue item, with enough return to normal visitation without closures or other pandemic effects. As stated earlier, staff did expect to exceed this budget during the fiscal year. One important element of our conservative budgeting is the willingness to make adjustments throughout the year, realizing the additional revenue and putting it to work on special projects within the Town. Staff are using the estimate above to recommend $5.0M in additional TOT revenue for the second quarter review. Staff believes there will be additional TOT revenue, estimated at $4.0 – $5.0M for budget review in the remainder of FY24-25.

The recommended increase to Transient Occupancy Tax revenue will result in additional contributions to reserve accounts for Tourism, Housing, and Transit based on Council direction and political commitments. Based on the second quarter recommendation of $5.0M, the following adjustments will be made to reserve accounts, rounded to the nearest $100.

3 The second quarter budget presentation usually has very few adjustments to revenue outside of TOT in stronger years. This year is no different and we have only one other revenue increase to address. With continued strong interest rates, our interest revenue has exceeded budget so far this year. With some of the construction projects, we have reduced the amount on deposit, but we continue to see interest rates in the 4.5% range. We do expect the interest to produce almost $1.0M on an annual basis and we are recommending $500,000 additional revenue in the second quarter. In addition to these revenue increases, we do have a reduction in expected revenue as reimbursement from Mono County is not expected to produce for the next two years. In our contract renewal with Mono County, it was brought to our attention that the County had not billed us for our cost of operations for the animal shelter. The estimate on these unbilled portions was almost $925,000 across 20 years. Staff have presented a compromise where the Town will forgo the $175,000 annual fee to the County for the next two years as consideration for this billing discrepancy. As we had budgeted that amount in revenue for FY24-25, staff are reducing this expectation for the fiscal year and for FY25-26. In total, staff are recommending a net increase in budgeted revenue of $5,325,000 for the 2nd quarter FY24-25. The political commitments outlined above will be removed from this increased revenue leaving $3,767,400 for expenses and staff recommendations.

4 General Fund - Expenditures
The second quarter’s update is early enough in the year, so that there are very few expenditure items that have exceeded their expected budgets, usually due to some extenuating circumstance or unanticipated needs. This year there are a number of projects and new programs that have produced additional expenditures in FY24-25 . Staff have done a review of all General Fund expenditures to date and have the following recommended updates:

The expenditure updates listed above have unique circumstances for each item. In most cases, they were not known at the point in time when the budget was created. Key items to note include the Information Technology contract services that cover development of the software programs like Certified Properties and our building permit application process. The Police Department overtime is driven by shift change and coverage needs while members were on temp disability or injury leave. The Arts and Culture budget anticipated the Town taking ownership of the Mammoth Lakes Foundation property and operating the Edison Theater for part of the year. The one area where we do have charges is the management of the endowment including advertising and marketing efforts. The facility maintenance position is in year one and costs of activities are still in development as the year progresses. In total the additional expense of these elements is $507,000 and covering these additional expenses will reduce available funds to $3,260,400.

5 Staff Recommendations
Housing Now! Parcel Phase III - $1,000,000
The Parcel Phase III is the home ownership phase of the project. The plan is for the development of approximately 42 units of a mix of two- or three-bedroom units that would be for sale to local workforce employees with income in the 150% - 200% of Area Median Income (AMI). These units are similar to those produced for small site development, like 60 Joaquin. The target sales price is $550,000 - $600,000 with a required subsidy of $150,000 - $200,000 per unit. The Town has previously set aside $7.0M for the subsidy portion of this plan. This additional funding would assist in infrastructure costs for this phase.

Staff are also recommending $250,000 from Housing Reserve to fund the design elements necessary to deliver appropriate units, both sale price, quality of life, and fit for community expectations.

Capital Projects – CRC Phase II close out and enhancement work – $280,000 and $530,400 Phase II construction is underway and progressing slowly and methodically. A majority of the items have been completed, with many on-going, while others have been impacted by poor workmanship from the previous contractor or delayed due to unforeseen circumstances. Completed items include the mechanical enclosure roofing, parking lot lights, facility-wide flooring, exterior pergola, upper locker room decking and access improvements for elevated viewing, bleacher purchase and installation and sound mitigation for the chiller. On-going work items include the installation of the modular staff offices & furniture (DIRTT & PIVOT Contract), scheduled to be installed this spring when the facility closes for the winter. Office work also includes electrical, HVAC and fire sprinkler connections to the offices, including the installation of the office T-bar ceilings. The stairs for the bleachers and ADA lift are in production and once on-site, will be installed. During this period of time, there have been several items that required a change in scope, such as the concession area, pergola sign lettering, safety netting and

6 enhanced plexiglass player/scorer table screens, and the use of laminated glass for the railing to name a few. As such, an existing funding gap of $280,000 remains to complete Phase II construction.

Town staff are also requesting several facility enhancements identified from Phase II that will significantly improve the operations, aesthetics and efficiency of the Community Recreation Center (CRC) for year-round use. These items are listed in detail below with a funding estimate of $510,000.

CRC WORK ITEMS ESTIMATE
PHASE II PROJECT CLOSE-OUT: $280,000
PHASE II ENHANCEMENTS: $510,000 + Contingency $20,400
GUEST SERVICE/RENTAL COUNTER $150,000
FACILITY SOUND ENHANCEMENT $42,000
MAMMOTH RECZONE EXTERIOR SIGN $10,000
SEASONAL RINK CONVERSION/CURLING SHEET $75,000
WEST WALL SCREEN $61,000
STAFF OFFICE AIR CONDITIONING $20,000

HMC ARCITECT ADDITIONAL DESIGN

SERVICES
$152,000

GUEST SERVICE/RENTAL COUNTER
The proposed guest service/rental counter in the north lobby is a scaled down version of the original design that incorporated office space for staff, a rentals area and a dedicated concession area for food and beverage sales. The original design was removed from Phase I to bring the project within budget based on the funds allocated by the Town Council for the construction of the facility. This proposed version is similar in design to the original version and integrates with the soon to be installed DIRTT office area located adjacent to the counter area and better serves and enhances the needs of staff, while providing greater public space and a heightened guest experience versus the original design.

The counter area includes custom designed case work, movable shelves, several drawers and durable counter tops that will incorporate point of sale systems, ADA access and a flip shelf for access. Toe kick heaters for staff will be installed (max. winter temperature inside the facility is 45 degrees) and a prominent overhead store front will enhance the guest experience with elevated signage, creating improved wayfinding and an improved sense of arrival for the public. HMC estimated the cost at $152,000, based on the actual cost of work currently being undertaken by the contractor.

7 Original Phase I Design Renderings

8 Existing “Temporary” Layout

9 Proposed New Front Counter Design

10 FACILITY SOUND ENHANCEMENT
After operating for the past 18 months, it is apparent that the specified and budgeted sound system does not meet the needs of the facility or expectations of our many users. The sound system is barely adequate for the rink area and is severely limited by the glass and dasher boards that surround the rink and restricts the amplification of quality sound into and throughout the north and south lobby areas. As a short-term fix, the Town borrowed subwoofers and additional speakers placing them above the locker rooms, but with the installation of the new bleachers, this area is no longer available or suitable for these speakers.

This past month, the Town solicited assistance from an audio engineer from Daktronics and Brian Knowles from Eastern Sierra Audio who evaluated the facility and recommended equipment that will both augment the existing system and enhance high speech intelligibility and quality music reproduction throughout the facility. The enhancements will also enable control of the speakers in the rink/reczone area with a separate control for the speakers in the north and south lobby areas. The estimated cost for equipment and installation is $42,000.

Daktronics Custom Indoor Sound System
 Two (2) Dual 15” Subwoofers
 Two (2) JBL – J’ Shaped Column Loudspeaker Speakers
 Two (2) JBL – Low Frequency Extension for JBL Speaker  One (1) JBL 2 Channel Mixer
 Audio Cabling, On-Site Installation Supervision & Commissioning, Engineering, Shipping to Site, and One (1) Year Parts and Labor Service

MAMMOTH RECZONE SIGN
Staff are recommending an exterior facility sign for the Mammoth RecZone be placed at the entrance to the facility to complement the new larger LA Kings sign. Design work is underway with an estimate of $10,000 to construct the sign. Staff will install the sign and place solar lights for illumination at night.

Placement of Mammoth RecZone Sign is illustrated below:

11 OLYMPIC-NHL RINK CONVERSION / DEDICATED CURLING SHEET The purpose of the conversion of the ice rink in winter from Olympic size (100’x200’) to a smaller NHL size (85’x 200’) is to maximize the use of our one sheet of ice and increase programming opportunities for all user groups. In our second year of operations, we are experiencing a significant increase and growth in all ice sport categories. This includes public skating, youth and adult ice hockey, skate lessons, ice rentals and curling.

A layout of the rink conversion is illustrated below.

Most ice rinks in their third season would look to build another ice sheet but we don’t have this option.

We can, however, accommodate increasing demand for ice time by converting one large sheet of ice into two sheets of ice. The smaller ice sheet (15’x150’) would create a dedicated curling sheet allowing for the significant growth of curling in Mammoth Lakes. Currently, due to competing demands for ice time, league curling can only be programmed on Sunday night with drop-in curling scheduled on Monday at lunchtime, with Community Curling nights scheduled once every month on Wednesday evening. The dedicated curling sheet would be programmed and available for use during the CRC’s operating hours, simultaneously with other uses programmed on the skating sheet, greatly adding to the growth and interest in curling. For example, we could significantly increase the leagues from 13 teams to up to 20 teams based on a dedicated curling sheet. There is also interest in starting a Mammoth Lakes Curling Club, which would greatly benefit the community, as programming, leagues, lessons and tournaments would be facilitated by the club, with support from the Town.

The NHL regulation rink, similar in size to the old outdoor ice rink, would still be able to accommodate public skate, and lessons, but would significantly enhance the hockey experience for all ages as the majority of USA Hockey games, including the Olympics, are now played on NHL sized rinks. In addition, the LA Kings have expressed interest in utilizing the facility for pre-season training in September which would require an NHL rink.

12 The one-time cost for the rink conversion material is $52,000, with a one-time labor cost of $23,000 to convert the rink from Olympic size to NHL size. Town Staff will manage the conversion of the rink back to an Olympic size in summer for the installation of the Sport Court and convert the rink back to NHL in September for winter operations.

WEST WALL SCREEN
This project satisfies several concerns and needs of the facility. The first is to maximize the available “second floor” storage space above the west end Zamboni, storage, mechanical and electrical rooms by installing a 7-foot-high wall screen to block the guests’ view of the mechanical equipment. The addition of an access door provides the opportunity to store seasonal equipment on this large 20’ x 120’ elevated space.

The second benefit is the ability to hang Mammoth Lakes Youth Hockey and Bishop High School hockey tournament banners on the wall showcasing the success and growth of our local teams.

Finally, the large scoreboard will be integrated into the west wall screen providing a higher quality and more visually appealing aesthetic for the facility and thousands of users. The funding estimate from the contractor is $61,000.

13 STAFF OFFICE AIR CONDITIONING
The existing design and installation of the DIRTT offices for staff in the facility were specified with heating, but without air conditioning. Staff are correcting this oversight and are requesting funding in the amount of $20,000 to install split A/C systems in the smaller operations office (adjacent to the Data room) and for the larger Parks and Recreation Department counter and supervisor/manager office space (adjacent to the lobby restrooms).

14 HMC ARCHITECT ADDITIONAL DESIGN SERVICES
The current agreement with HMC Architects covers previously authorized scope of work and needs to be updated to include design and construction administration support services for the additional scope items contemplated in this staff report. Staff are recommending a $152,000 set aside for architectural design services.

Capital Project – Roads and MUP Rehabilitation - $500,000 Project includes a variety of asphalt rehabilitation on roads and multi-use paths throughout Mammoth Lakes, including but not limited to pulverizing existing AC pavement, recompacting base, placing new hot mix asphalt, and milling asphalt. The bulk of this project was completed in 2024 except for numerous alternatives. Funding was not available last year to exercise those alternatives. This year staff has included these efforts with other asphalt projects across Town. In total staff will include almost $4.0 million in work, with primary funding provided by Gas Tax Road reimbursements. This $500,000 contribution from the General Fund will round out the funding gap for the overall project. Staff will provide a presentation on the planned projects at the 3/19 Town Council meeting. More details on the overall project included in discussion below on Fund 210 – Gas Tax.

Planning Efforts – Parks & Recreation Master Plan - $300,000 Several of the Town’s master planning projects have fulfilled original plan designs and are in need of refresh over the next several years. The Parks & Recreation Department is most poised to begin this effort in FY25-26. Much work has been completed in developing an evolution of the current plan for future needs. During this work effort, staff will identify planning and engagement strategies that will be used on all future master planning update projects. This planning effort and the resultant master planning document will take approximately 18 months to accomplish.

Capital Project – Round-about design for Minaret & Meridian - $220,000 Staff have been working on a solution for the intersection of Minaret and Meridian that will increase traffic flow while addressing the unique challenges of the area. The traffic lights are currently on recall with a flashing 4-way stop intended to handle the lighter traffic times. A round-about has been used to great success in our sister city of Truckee. These funds will combine with STIP funds of $180,000 to fulfill the estimated projects cost of $392,000. The construction of the roundabout will be a part of larger grant funding anticipated in coming years.

Wildfire Mitigation – MLFPD Summer Work Crews - $200,000 The Mammoth Lakes Fire Protection District (MLFPD) has hired summer seasonal work crews for a number of years. These teams work to support clearing projects in various areas around Town and in the urban interface with the forest. MLFPD is also engaged with the Town, Whitebark Institute, Mammoth Community Water District, and Mammoth Disposal in a project focusing on wildfire mitigation. Part of the output of this project is developing executable plans for homeowners and neighborhood groups. Part of the support for these efforts is an enhancement to the seasonal work force.

MLFPD has planned to hire 8 seasonal workers, and the Town funds will provide 4 additional staff for this effort.

15 Wildfire Mitigation – Support for Whitebark Finance Director - $150,000 In FY23-24 the Town Council allocated $150,000 as a grant to Whitebark Institute for the purpose of hiring a Financial Director. This amount covers the 3-year period and has matching funds from Mono County. While these funds were allocated in FY23-24, they were not expended until our current fiscal year. The previous allocation was not carried over and therefore reverted to General Fund, fund balance.

This allocation will re-allocate the funding to cover the expenditure incurred this year.

Wildfire Mitigation – Parcel Level Hardening - $50,000
The efforts of the wildfire taskforce described above will require some software subscriptions and other support functions for successful implementation. The allocation of $50,000 should cover these expenses, including community meetings and events. The program is intended to make a significant headway in preparation for higher risk of mid-summer. In addition to immediate mitigation efforts, the team hopes to build a scalable and duplicatable program into other areas of the Eastern Sierra.

Capital Project – Whitmore Park Ballfield #3 - $30,000
Last year the Town completed a successful and large rehabilitation of ballfield #2, fixing grade issues, installing new DG and infield mix to level the ball field with new chain link fencing to maximize the programing of this field for multiple user groups. This new project on ball field #3 (High School baseball field) is significantly smaller in scale and includes installing new high-quality infield mix and removing turf to level the infield and outfield transition. Staff will be performing all work associated with this project. In addition to the ballfield rehabilitation work, funds include the purchase and installation of one (1) Outdoor Bottle Filler/Filling Station on the existing snack shack and four (4) extra heavy-duty rectangular 8-foot picnic tables to enhance the picnic area located at the south end of the Whitmore Track and Sports Field.

Tourism Reserve
The tourism reserve was established to provide funding for tourism expenditures and is based on the normal allocation of TOT for tourism which is 2.35 points or 18.08% of TOT collected. This is considered a political commitment established by the Town Council to ensure tourism-related activities, and more recently housing activities, have a stable funding source. With the passing of Measure L and the Town Council dedicating 100% of all funds collected from the measure to Housing, staff is adjusting recommendations for these Tourism based funds. The distribution from the unallocated TOT was $903,800 for the second quarter. Staff is recommending $610,000 be allocated to wildfire mitigation and $255,000 for commercial air service.

16 Wildfire Mitigation – Whitebark ESCCRP - $610,000
It is recognized that wildfire poses a significant threat to the investments the Town is making in our housing stock. The main effort in wildfire protection, the ESCCRP has been successful in treating acres around Town. In preparation for another successful season of treatments, Whitebark identified specific treatment areas, worked with vendors on a bidding process and received favorable bids to accomplish the work. Everyone is ready to go but Federal funding is currently frozen. With uncertain funding, these bids cannot be awarded, a season of work is in jeopardy and lack of execution may cause damage to relations with service providers. One of the treatment areas, adjacent to the Knolls neighborhood, listed as $607,573.96 on the chart below, is of particular interest to the Town, creating a nexus for Town funding.

17 Staff will work with Whitebark on an agreement for application of these funds as well as facilitate conversations with other partners to address funding issues with other sections.

Air Subsidy – Commercial Service BIH (United) - $255,000 Staff have been working for a few years with the Eastern Sierra Air Alliance in the development of air service. The focus for the Town has been to assist in funding a recovery of charter air service into Mammoth Yosemite Airport. In partnership with Mammoth Lakes Tourism (MLT) and Inyo County, staff will bring forward a memorandum of understanding on commercial air service at the 4/2/2025 Town Council meeting. Two areas of participation identified by local agencies are the contribution of $200,000 for winter air service and $55,000 for extension of summer air service through 10/5/2025. Similar contributions are proposed from Inyo County in these areas with the bulk of funding coming from MLT.

Destination Management Plan - $200,000
In September 2024 the Town Council voted to award $200,000 from the Tourism reserve to develop a Destination Management Plan. This project will leverage the work conducted as part of the Visit California State Tourism Master Plan, while connecting to unique circumstances for the Town of Mammoth Lakes. The end result will be a 5-year plan for the development of amenities to support visitation as well as marketing focus. The stipulation on the award of those funds was to gain commitment from other agencies, including Federal partners, on participation in this plan. With significant reduction in capacity of the Forest Service and the need to move forward with this plan, staff are asking for the stipulation to be removed from the allocated funding, allowing us to move forward on our own. As the funds are currently allocated for this purpose, the funds are not requested from the current allocation.

Housing Reserve
The housing reserve was established to provide funding for housing expenditures and is based on the normal allocation of TOT for housing which is .85 points or 6.54% of TOT collected. This is considered a political commitment established by the Town Council to ensure housing activities have a stable funding source. The allocation from the excess TOT was $326,900 for the second quarter. Staff has recommended $250,000 be allocated to Housing Now! programs, specifically for Parcel Phase III design.

Other Funds
Staff have reviewed all funds in preparation for this Town Council update. In all other funds, there are no adjustments that require attention at this time.

18 OPTIONS ANALYSIS
Option 1: Receive the second quarter Fiscal Year 24-25 Budget Report and adopt the proposed resolution amending the Fiscal Year 24-25 budget as recommended in Attachment A – Budget Adjustments.

Option 2: Provide staff with alternate direction on the proposed budget amendments.

FY24-25 Budget Presentation
Second Quarter Update
Rob Patterson
Town Manager
March 19, 2025

Transient Occupancy Tax

General Fund Revenue

General Fund Revenue

General Fund Expenditures

General Fund Summary

Staff Recommendations

Gas Tax Summary

Staff Recommendations

Housing & Tourism Reserve

Attachment A
Date of Request: 3/19/2025 Requested By: Rob Patterson
Department: Finance

CR DR DR CR
Revenue Revenue Expense Expense
Account Name Fund-Dept-Account Activity Increase Decrease Increase Decrease 1 Transient Occupancy Tax 100-000-30604 (5,000,000)
2 Whitmore Pool Reimbursement 100-000-31672 175,000
3 Interest 100-000-37002 (500,000)
4 Town Clerk ‐ Codification 100-414-44600 9,000
5 Human Resources ‐ Contractual Services 100-417-43031 15,000 6 Human Resources ‐ Recruiting 100-417-43140 20,0007 Information Technology ‐ Contract Services 100-418-43031 110,000 8 Police ‐ Overtime 100-420-40113 160,0009 Police ‐ Contract Services 100-420-43031 25,000 10 Police ‐ Garage Vehicle Service 100-420-43060 65,00011 Police ‐ Firearms 100-420-46450 25,00012 Arts & Culture ‐ Maintenance Supplies 100-436-42007 (5,000) 13 Arts & Culture ‐ Contractual Services 100-436-43031 20,000 14 Arts & Culture ‐ Membership, dues, subscriptions 100-436-43110 (3,000) 15 Arts & Culture ‐ Training & Meetings 100-436-43150 (2,000)16 Arts & Culture ‐ Machinery & Equipment Non Cap 100-436-46200 (40,000) 17 Facilities Maintenace ‐ Contractual Services 100-464-43031 48,00018 Facilities Maintenance ‐ Public Utilities 100-464-43404 60,00019 Staff Recommendations ‐ General Fund 100-599-49999 2,560,400 20 Fund 245 ‐ Housing Now! ‐ Parcel Phase III 245-000-39999 (1,000,000) 21 Capital Project ‐ CRC ‐ Phase II Enhancement 300-000-39999 43619 (530,400) 22 Capital Project ‐ 2025 Roads Work 300-000-39999 (500,000)23 Capital Project ‐ CRC ‐ Phase II Close Out 300-000-39999 43619 (280,000)24 Capital Project ‐ Round‐a‐bout design Minaret & Meridian 300-000-39999 (220,000)25 Capital Project ‐ CRC ‐ Whitmore Park Ball Field #3 300-000-39999 (30,000) 26 Master Planning Efforts 100-432-43031 300,000
27 Wildfire ‐ MLFPD work crews 100-413-43031 200,00028 Whitebark Support for Finance Director 100-413-43031 150,00029 Wildfire ‐ Parcel Level work 100-413-43031 50,000 30 Wildfire Mitigation ‐ Whitebark 100-480-43031 610,000 31 Air Subsidy ‐ Commercial (BIH) Service MOU 100-480-43031 255,00032 Fund 245 ‐ Housing Now! ‐ Parcel Phase III ‐ Design 100-445-49999 250,00033 Fund 245 ‐ Housing Now! ‐ Parcel Phase III ‐ Design 245-000-39999 83176 (250,000)34 Snow Removal Reimbursement 210-000-35412 (1,440,000) 35 Street Maintenance ‐ Overtime Wages 210-450-40113 35,000 36 Street Maintenance ‐ Public Utilities 210-450-43404 15,00037 Transfer Out ‐ Assessment Districts 210-599-49999 123,877 38 Assessment District Snow Removal 850-000-39999 (32,240) 39 Assessment District Snow Removal 853-000-39999 (33,767)40 Assessment District Snow Removal 857-000-39999 (35,839)

BUDGET TRANSFER

CR DR DR CR
Revenue Revenue Expense Expense
Account Name Fund-Dept-Account Activity Increase Decrease Increase Decrease 41 Assessment District Snow Removal 856-000-39999 (22,031) 42 Capital Project ‐ Complete MUP Reconstruction 300-000-39999 (1,500,000) 43 Capital Project ‐ Slurry and Fog Seals 300-000-39999 (1,000,000)44 Capital Project ‐ Parking Lots at parks 300-000-39999 (500,000) 45 Capital Projects ‐ Road work ‐ targeted relacement 300-000-39999 (500,000)46 Capital Project ‐ Town Yard asphalt rehab 300-000-39999 (250,000)47 Staff Recommendations ‐ Gas Tax 210-599-49999 3,750,000 Political Commitments (Not Captured Above)
Remaining Tourism Revenue $ 38,800.00
Remaining Housing Revenue $ 76,900.00Transit Reserve $ 326,900.00 Reason for Transfer: Reason Budget Available:

Increase in Revenue sources
Funding SourceDepartment Head Signature: Town Manager or Administrative Services/Finance Director Signature: Town Council Approval Date (if required) : Date, Item # - Reviewed By: Keyed By: __________________________________________ Journal #: ___________________

RESOLUTION NO. 25-

RESOLUTION OF THE TOWN COUNCIL

OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA,

ACCEPTING THE MID-YEAR UPDATE AND AMENDING THE
FISCAL YEAR2024-25 BUDGET
WHEREAS, the Town Council has adopted a Fiscal Year 2024-25 Budget; and WHEREAS, the Town Council wishes to make modifications to that Budget as necessary to the efficient administration of the Town; and WHEREAS, the Town Council received an update from the Town Manager at the March 19th Town Council meeting regarding the financial performance though January 31, 2025; and
WHEREAS, the Town Council provided directions to modify revenues and expenses in various funds and departments.

NOW, THEREFORE, BE IT RESOLVED that the Town Manager is hereby directed to make the following modifications to the FY2024-25 budget, as provided for in Attachment A.

APPROVED AND ADOPTED THIS 19th day of March 2025.

___________________________
CHRIS BUBSER, Mayor
ATTEST:
________________________________
JAMIE GRAY, Town Clerk

Mammoth Lakes Town Council
Agenda Action Sheet
Title: Annual evaluation of the Town Manager and consideration of merit pay adjustment
Council Meeting Date: 3/19/2025
Prepared by: Rob Patterson, Town Manager
Recommended Motion: The evaluation and any merit pay adjustment for the Town Manager is a matter of Town Council Policy. The merit adjustment recommended is 5%, resulting in an annual wage of $219,558.

Summary: Each year the Town Council conducts a formal evaluation of the Town Manager. This evaluation is conducted pursuant to the Town Manager’s employment agreement as follows:

Section 3.3.4 Merit Increase. Employee shall be eligible for a merit increase of not more than 5% based on an annual performance evaluation conducted by the Town Council. Notwithstanding the foregoing, Employee’s salary will not exceed the adopted salary range for the Town Manager as it may be amended from time to time.

The current salary range for the Town Manager is $197,130 to $236,556. The Manager’s current salary is $209,103. The Town Council may consider a 0 – 5% merit pay adjustment. A 5% merit would place the salary slightly above the mid-point of the salary range at $219,558. Any merit adjustment would be effective March 1, 2025, as provided in section 3.3.1. A copy of the Town Manager’s employment agreement is provided for review and to be amended to reflect any change in base salary.

Mammoth Lakes Town Council
Agenda Action Sheet
Title: Consider resolutions and a letter opposing local forest health, wildfire mitigation, and social and economic impacts that will result from federal funding cuts.

Council Meeting Date: 3/19/2025
Prepared by: Rob Patterson, Town Manager
Recommended Motion: 1. Adopt a resolution opposing federal funding and staffing cuts that will have negative local impacts to forest health and wildfire mitigation. 2. Adopt a resolution opposing federal funding cuts that will have negative local economic and social impacts. 3.

Direct staff to draft a letter expressing the Town’s opposition to federal staffing and funding cuts.

Summary: The Town of Mammoth Lakes is dependent on successful management of federal lands that surround our Town and provide amenities that draw visitors to our area. Federal funding cuts and required reductions in workforce have hampered the ability of the USFS to deliver even basic needs. The Town has been forced to hire additional staff to ensure the visitor experience on our surrounding federal lands is not diminished.

In addition to recreational impacts, wildfire is an ever-present threat to the health of the forest.

Local initiatives like Whitebark’s ESCCRP (Eastern Sierra Climate and Communities Resilience Project) mitigation efforts have been dependent on grant funding for fuels reduction activities.

Currently there are grants that have been awarded to these efforts but are frozen by federal actions.

The Town of Truckee is leading a region-wide effort to get all agencies affected by these actions to express their concerns and provide a united voice on these issues. The Town is currently in review of these resolutions to ensure they demonstrate this alignment while specifically addressing concerns for the Town of Mammoth Lakes. Staff will have the proposed resolutions available before the Town Council meeting.

In addition to the resolutions, staff will draft a letter of support for these efforts, which will be added to documents from other agencies that will be delivered directly to Congressman Kiley’s office.

RESOLUTION 2025-X

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH LAKES, STATE

OF CALIFORNIA, OPPOSING FEDERAL FUNDING AND STAFFING CUTS AND THE

SUBSEQUENT LOCAL IMPACTS TO FOREST HEALTH AND WILDFIRE MITIGATION ON

OUR PUBLIC LANDS
WHEREAS, the Town of Mammoth Lakes is a rural community of 7,187 residents located in the Eastern Sierra of California; and is surrounded on all sides by Federal Lands; and WHEREAS, wildfires in California have grown in size, duration, and destructiveness because increasing impacts of periods of extreme rain and extreme droughts have caused accumulation of fuels in our forests, the majority of which are owned and managed by the federal government. Several of the most costly fires have occurred in areas that, like Mono County’s population centers, are located in the wildland urban interface; and WHEREAS, proactively maintaining the health of our National Forests through fuel reduction projects is essential to mitigate the risk of catastrophic fire in our adjacent communities; and
WHEREAS, recent actions to reduce federal staffing levels will have a catastrophic impact on our federally owned public lands and adjacent communities. An estimated 10% or more of staff positions on the Inyo National Forest have been eliminated and contracts between the US Forest Service and third-party contractors to complete fire mitigation projects have also been cancelled or paused, significantly reducing fire mitigation efforts on US Forest Service lands.

These layoffs and frozen positions include emergency response teams and wildfire mitigation— both of which are vital to keeping people safe on our public lands and in our adjacent communities; and
WHEREAS, communities and partners throughout Mono County & the Eastern Sierra including the Town of Mammoth Lakes, Mammoth Lakes Fire Protection District, Whitebark Institute, Eastern Sierra Council of Governments, Mono County, and others have prioritized the planning and implementation of wildfire mitigation projects over the last four years. Collectively, this group has secured more than $38 million in funds to advance the Eastern Sierra Climate & Communities Resilience Project (ESCCRP). This includes investments in project development, planning, implementation of forest resilience projects, and biomass utilization. In 2024, Inyo National Forest signed the record of decision for the EA allowing for forest health and restoration work on approximately 43,000 acres of Forest lands around the Town of Mammoth Lakes. To date, more than 2,800 acres have been treated under existing plans with an additional 1,100 acres of work planned in 2025. Federal reductions in force and funding freezes have directly resulted in:
 Roughly 17 million dollars in federal funding is paused/frozen related directly to ESCCRP work.
 Concerns related to the ability to implement this work. Implementation contracts have been sent out to bid and contractors have been secured, but current funding pauses/freezes prevent contractor payments and as such, implementation work.
 The potential inability to complete this essential work for both the purposes of forest health and fire mitigation which threatens the long-term viability of communities such as the Town of Mammoth Lakes; and

WHEREAS, the Town of Mammoth Lakes has approached these investments as a partnership, recognizing that local fuel reduction efforts and fuel reduction on adjacent federal lands work in tandem to protect both our communities and public lands. Without continued, broad landscape-scale mitigation on federal lands, our local investments will not provide effective mitigation; and
WHEREAS, A reduction in funding for public lands will result in:
 Fewer personnel to monitor for wildfires.
 Fewer personnel trained and ready to respond to wildfires.  Fewer personnel to ensure campground fires are appropriately extinguished.  Fewer personnel to gather the on-the-ground data that informs wildfire modeling.  Fewer personnel to mount a prompt response to a wildfire that breaks out.  Fewer resources to complete fuels reduction projects on public lands; and WHEREAS, FEMA review and approval of Hazard Mitigation Plans has been paused due to federal staffing cuts, indefinitely delaying the approval status of Mono County and the Town of Mammoth Lakes’ Joint Local Hazard Mitigation Plan, which is currently being updated. Until FEMA completes its review and approval, our local jurisdictions are not eligible to use previously awarded grant funding or to apply for any federal hazard mitigation grant programs.

NOW THEREFORE BE IT RESOLVED the Town Council of the Town of Mammoth Lakes opposes the federal funding and staffing cuts to the United States Forest Service and Bureau of Land Management, which will result in significant, catastrophic impacts to local forest health and wildfire mitigation.

APPROVED AND ADOPTED this 19th day of March 2025.
_________________________
CHRIS BUBSER, Mayor
ATTEST:
_____________________
JAMIE GRAY, Town Clerk

RESOLUTION 2025-X

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH LAKES,

STATE OF CALIFORNIA, OPPOSING THE FEDERAL FUNDING CUTS AND SUBSEQUENT

LOCAL SOCIAL AND ECONOMIC IMPACTS
WHEREAS, the Town of Mammoth Lakes is a community of 7,187 residents located in rural Mono County, California; and
WHEREAS, recreation on our public lands is the backbone of the Town of Mammoth Lakes’ tourism and recreation-based economy, which contributes to the $1.2 trillion outdoor recreation economy. Federal staffing cuts on surrounding public lands will lead to fewer maintained trails, unmaintained trash and restroom facilities, campground closures, and a diminished visitor experience. Anticipated impacts including a loss in visitation, reduced economic support of local businesses, increased risk of unsupported camping within US Forest Service lands with no regulation or controls around campfires, heightening risk of wildland fires, increases in illegal parking, wildland degradation, closure of public restroom facilities, and increased trash, impacts related to public safety, litter and human waste pollution; and WHEREAS, uncertainty around US Forest Service and Bureau of Land Management funding cuts, staffing reductions and contract delays provides no opportunity for our region and community to plan ahead to ensure appropriate messaging regarding campsite closures, restroom closures, education regarding campfire safety and lack of available trash disposal facilities; and
WHEREAS, uncertainty around US Forest Service and Bureau of Land Management funding cuts, staffing reductions, and contract delays creates undue financial and economic strain on local governments as they attempt to ensure restrooms are cleaned, campgrounds are opened, trails maintained, visitors centers remain open and other essential services are occurring at appropriate frequencies. Regardless of federal staffing, millions of visitors will still be coming to the Mammoth Lakes area and adjacent federal lands; and WHEREAS, the economy of the Town of Mammoth Lakes is dependent on recreation, and the completion of recreation projects is dependent on US Forest Service and Bureau of Land Management staff completing environmental analysis (National Environmental Policy Act – NEPA) related to these projects. Staffing and budget cuts are further shrinking the ability for these agencies to complete NEPA work, affecting the financial viability of the Town of Mammoth Lakes recreation-based economy; and
WHEREAS, Mammoth Lakes is located along US Highway 395, a thoroughfare that is essential to transportation, commerce, and evacuation in the event of wildfires or other catastrophic events. Two essential local routes provide the only direct access to the Town from Highway 395 (CA Highway 203 and Mammoth Scenic Loop), along with serving as the only emergency exits. Federal funding for capital improvements, maintenance and transit are crucial to safe operation, reduced traffic congestion, mobility, and emergency access on these highways; and
WHEREAS, towns and cities, including the Town of Mammoth Lakes, rely on a variety of federal funding sources and partnerships with federal agencies. Delays in payment processing and freezing of federal funding are creating significant uncertainty for our Town operations.

Examples of local impacts include the following:

 Potential freezes to transit funds stand to reduce our ability to maintain local bus service, reduce congestion, provide for safe evacuations, and replace fleet vehicles.
 FEMA reimbursement delays and potential changes to FEMA staffing and/or fund availability could threaten disaster recovery.
 Freezes in federal funding related to the Eastern Sierra Climate and Communities Resilience Project (ESCCRP), a forest health project that is absolutely essential to the long-term wildfire resilience of the Town of Mammoth Lakes. This project will also have large economic impacts on local businesses through job creation, contracts, and other means to complete this vital work.  The pauses in funding and reductions in force are creating uncertainty for many local projects, including local trails initiatives and other regional projects in Mono County that would serve as a recreational asset to the region, driving tourism and business to our communities; and
WHEREAS, the availability and affordability of housing is a significant challenge in our region and the Mammoth Lakes community has prioritized building and acquiring affordable, quality housing for members of the local workforce, that are the backbone of our tourist-driven economic engine. Reductions in force and funding freezes, along with tariffs, will significantly hamper efforts to complete projects along with increasing the cost to build critical infrastructure and housing; and
WHEREAS, Mammoth Lakes community-based organizations and social services rely on federal fund sources; federal funding cuts, freezes, and budgetary uncertainty pose potential local impacts to the continuation of critical community services.

NOW THEREFORE BE IT RESOLVED that the Town Council of the Town of Mammoth Lakes opposes the significant, catastrophic impacts to our community and local economy that will result from federal funding cuts to local programs.

APPROVED AND ADOPTED this 19th day of March 2025.
_________________________
CHRIS BUBSER, Mayor
ATTEST:
_____________________
JAMIE GRAY, Town Clerk

Agenda Item ________
File No. ____________

AGENDA BILL
Subject: Councilmember Reports
Initiated by: Jamie Gray
______________________________________________________________________ BACKGROUND:

Each member of the Town Council is appointed to serve as a Town representative to a number of committees, commissions, and organizations.

These groups meet infrequently and from time to time the representatives will report to the rest of the Council at a regularly scheduled meeting.

In addition, Councilmembers on occasion participate in meetings, conferences and seminars, and their reports on these educational opportunities are of benefit to the rest of the Council.

ANALYSIS/DISCUSSION:

California Government Code requirements pertaining to the open meeting act stipulate that all items for discussion must be listed on the agenda before the matter can be discussed and/or acted upon. To meet this requirement, and the intent of the Brown Act, Councilmember Reports are listed on each agenda to allow representatives to report to the rest of the Council at these meetings.

The following is a list of the commission/committees on which members of the Council serve:

Land Use:

Local Agency Formation Commission (LAFCO) – Rice, Truax, and Bubser as alternate
Airport Land Use Commission – Rice, Truax, and Bubser as the alternate Mono County Collaborative Planning Team (CPT) – Senior Planner Kim Cooke and Bubser and Truax as alternates
Intergovernmental Relations:

Town and County Liaison Committee – Bubser, Rice, and Town Manager and Sauser as alternate
Desert Mountain Division of the League of California Cities – Sauser and Town Manager as alternate
Eastern Sierra Council of Governments (ESCOG) – Bubser, Wentworth, and Sauser as alternate
Great Basin Unified Air Pollution Control District – Wentworth and Bubser as alternate

League of California Cities City Voting Delegate – Bubser and the Town Manager as the alternate
California Joint Powers Insurance Authority Board – Truax and Assistant to the Town Manager as alternate
Transportation:

Local Transportation Commission (LTC) – Bubser, Sauser, and Truax; Town Manager as alternate
Eastern Sierra Transit Authority (ESTA) Board – Bubser and Sauser Local Issues:

Mammoth Lakes Tourism (MLT) Board – Wentworth
Mammoth Lakes Recreation (MLR) Board – Truax
Eastern Sierra Community Housing Board – Rice
Treasury Oversight Committee – Finance Director; Town Manager as alternate LEGAL CONSIDERATIONS:

According to the California Open Meeting Act, commonly referred to as the Brown Act, the agenda must reflect every matter to be discussed by a governing body.

RECOMMENDATION(S):

This agenda bill is submitted for information only.