Town Council Agenda
Wednesday, August 20, 2025, 4:00 p.m.
437 Old Mammoth Road, Suite Z, Mammoth Lakes
Members of the Town Council:
Mayor Chris Bubser, Mayor Pro Tem Amanda Rice, Councilmember Bill Sauser, Councilmember Brent Truax, Councilmember John Wentworth NOTE: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Town Clerk at (760) 965-3602. Notification 48 hours prior to the meeting will enable the Town to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 13.102-35.104 ADA Title II)
NOTE: Materials related to an item on this agenda submitted after distribution of the agenda packet are available for public inspection in the Town Offices located at 437 Old Mammoth Road, Suite 230 during normal business hours. Such documents are also available on the Town of Mammoth Lakes website at www.townofmammothlakes.ca.gov subject to staff’s ability to post the documents before the meeting.
NOTE: You may attend the Town Council meetings in person or watch them on the Town of Mammoth Lakes' website at www.townofmammothlakes.ca.gov , on the local government cable channel 18, or via Zoom. Public comments can be submitted to the Town Clerk at [email protected]. before and during the meeting, or may be made in person or via Zoom.
NOTE: All comments will be limited to a speaking time of five minutes.
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1. CALL TO ORDER AND ROLL CALL
2. PLEDGE OF ALLEGIANCE
3. PUBLIC COMMENTS
The Public Comment portion of the agenda provides the public with an opportunity to address the Town Council on matters not otherwise listed on the agenda. Under California law the Town Council is prohibited from generally discussing or taking action on items not included in the agenda; however, the Town Council may briefly respond to comments or questions from members of the public. Therefore, the Town Council will listen to all public comment, but will not generally discuss the matter or take action on it. Requests for service from the Town may also be made at the Town offices during regular business hours.
Members of the public desiring to speak on a matter appearing on the agenda should ask the Mayor for the opportunity to be heard when the item comes up for Council consideration.
4. ADDITIONS TO THE AGENDA
Opportunity to add urgency items pursuant to Government Code Section 54954.2(b)2, if necessary.
5. TOWN COUNCIL PRESENTATIONS
5.1 Recognize retirement of Building Inspector/Plans Examiner Ron Haskins.
6. INTRODUCTIONS
6.1 Introduce new Police Officer James Clark.
6.2 Introduce new Police Officer Emily Leach.
6.3 Introduce new Police Officer Rodolfo Madera.
7. WORKSHOP
7.1 Joint workshop with the Board of Mammoth Lakes Tourism to discuss the Economic Impact Study, Summer Stewardship, and Winter Air Service.
8. REPORTS FROM COMMISSIONS AND/OR DEPARTMENTS (AS NEEDED)
9. PUBLIC PRESENTATIONS
9.1 California Department of Fish and Wildlife Summer Update.
10. CONSENT AGENDA
10.1 Approve the minutes of the regular meeting of August 6, 2025.
10.2 Cancel the October 1, 2025 Town Council meeting, and direct the Town Clerk to notice such cancellation.
10.3 Accept the 2024 Community Indicators Report.
10.4 Approve the resolution authorizing the temporary closure of Town roads for special events.
10.5 Approve findings to continue the authorized emergency replacement of the Whitmore Pool roof as provided for in Resolution No. 25-47.
10.6 Approve findings to continue the authorized emergency installation of an aboveground waste oil tank as provided for in Resolution No. 25-48.
10.7 Accept Check Register 7/31/25 in the amount of $1,644,127.31. Accept Check Register 8/6/25 in the amount of $9,251.00. Accept Check Register 8/7/25 in the amount of $780,279.33.
11. POLICY MATTERS
11.1 Approve the letter of public comment from the Town Council regarding the proposed Reorganization of the United States Forest Service.
11.2 Consider the second amendment to the professional services agreement with DTA for the preparation of a Development Impact Fee and Housing Fee Nexus Study.
11.3 Ordinance to Renew the Town’s Military Equipment Use Policy.
11.4 Rescission of the approval of UPA 23-002 for the construction of an 80-foot tall “stealth monopine” cell tower located at 1574 Old Mammoth Road.
12. COUNCILMEMBER REPORTS
Informational reports from Councilmember representatives on committees, commissions, and organizations; general reports on Councilmember activities.
13. CLOSED SESSION
13.1 Pursuant to Government Code Section 54957.6.(a), Conference with Labor Negotiators, the Town Council will meet with its representatives, Town Manager Rob Patterson, Community and Economic Development Director Nolan Bobroff, Human Resources Manager
Amanda Pelham, and Jack Hughes, Partner with Liebert Cassidy Whitmore, with respect to the following Employee Organizations: Mammoth Lakes Police Officers Association.
14. ANNOUNCEMENT OF ACTION TAKEN AFTER CLOSED SESSION
15. ADJOURNMENT
The Town Council will adjourn to a regular meeting to be held on Wednesday, September 3, 2025 at 4:00 p.m.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Joint Meeting with Mammoth Lakes Tourism Board to discuss Economic Impact Study, Summer Stewardship and Winter Air Service Council Meeting Date: 8/20/2025
Prepared by: Rob Patterson, Town Manager
Recommended Motion: Information only, no recommended action Summary: Mammoth Lakes Tourism (MLT) is the marketing organization for the Town of Mammoth Lakes. It is critical that both organizations meet often to discuss strategic priorities and key objectives as well as the changing landscape, often providing challenges and opportunities.
To accomplish this open communication, both entities meet on a quarterly basis to review opportunities and share thoughts and needs.
This quarterly meeting will focus on the Economic Impact Study recently completed by Mammoth Lakes Tourism to be used to update campaign strategy. We will also discuss the results of the summer stewardship programs and modifications to winter air service with a primary focus on Bishop Airport.
Without A Trace
MAMMOTH LAKES TOURISM
JUNE 2025
MAMMOTH LAKES TOURISM ©2025 2
Vertical Posters Paddle 24x36 WITHOUT A TRACE
#KeepMaMMothUnr eal
PADDLE WITHOUT A TRACE
Learn more ways to #KeepMammothUnreal
at visitmammoth.com/sustainability.
With over 1.7 million visitors to Mammoth Lakes each year, it’s more important than ever to take care of this incredible place. Pack out what you pack in, treat others with kindness, and always leave no trace. #KeepMaMMothUnr eal
MAMMOTH LAKES TOURISM ©2025 3
Vertical Poster Hike 24x36 WITHOUT A TRACE
HIKE WITHOUT A TRACE
Learn more ways to #KeepMammothUnreal
at visitmammoth.com/sustainability.
With over 1.7 million visitors yearly, we all need to do our part to keep Mammoth Lakes beautiful. Stay on the trail, pick up after yourself and your pets, use public transportation when possible, and do everything you can to leave no trace. #KeepMaMMothUnr eal
MAMMOTH LAKES TOURISM ©2025 4
Meta Single Image Ads WITHOUT A TRACE
Help #KeepMammothUnreal.
Mammoth Lakes welcomes over 1.7M visitors yearly. That
has a major impact. So we all need to practice responsible recreation.
Help #KeepMammothUnreal.
Mammoth Lakes welcomes over 1.7M visitors yearly. That
has a major impact. So we all need to practice responsible recreation.
MAMMOTH LAKES TOURISM ©2025 5
Meta Carousel Ad Paddle WITHOUT A TRACE
Help #KeepMammothUnreal.
Mammoth Lakes welcomes over 1.7M visitors yearly. That
has a major impact. So we all need to practice responsible recreation.
MAMMOTH LAKES TOURISM ©2025 6
Meta Carousel Ad Hike WITHOUT A TRACE
Help #KeepMammothUnreal.
Mammoth Lakes welcomes over 1.7M visitors yearly. That
has a major impact. So we all need to practice responsible recreation.
MAMMOTH LAKES TOURISM ©2025
7 Meta Stories Ad Paddle WITHOUT A TRACE
FRAME 1 FRAME 2 FRAME 3
Video starts with a static
image of our unpainted
kayaker at the shoreline.
Over 10 seconds, we see
the painting scribble on
to the kayaker so that
she he blends in with the
landscape. Light, ethereal
music and nature SFX
add texture.
SUPER 1:
PADDLE WITHOUT
A TRACE
SUPER 2:
Mammoth Lakes
welcomes over 1.7M
visitors yearly. That
means we all need
to help protect it. So,
pack out what you pack
in. Treat others with
kindness. And always
practice responsible
recreation.
LOGO:
#KeepMamoothUnreal
CTA:
LEARN MORE
MAMMOTH LAKES TOURISM ©2025
8 Meta Stories Ad Hike WITHOUT A TRACE
FRAME 1 FRAME 2 FRAME 3
Video starts with a static
image of our unpainted
hiker looking out on the
view. Over 10 seconds,
we see the painting
scribble on to the hiker so
that he blends in with the
landscape. Light, ethereal
music and nature SFX
add texture...
SUPER 1:
HIKE WITHOUT A TRACE
#KeepMammothUnreal
SUPER 2:
Mammoth Lakes
welcomes over 1.7M
visitors yearly. That has
a major impact. So,
we all need to practice
responsible recreation.
LOGO:
#KeepMamoothUnreal
CTA
:
LEARN MORE
MAMMOTH LAKES TOURISM ©2025 9
Undertone High Impact Slider Desktop - Hike WITHOUT A TRACE FRAME 1 FRAME 2
MAMMOTH LAKES TOURISM ©2025 10
Undertone High Impact Slider Desktop - Paddle WITHOUT A TRACE FRAME 1 FRAME 2
MAMMOTH LAKES TOURISM ©2025 11
Undertone High Impact Slider Mobile - Hike WITHOUT A TRACE FRAME 1 FRAME 2
MAMMOTH LAKES TOURISM ©2025 12
Undertone High Impact Slider Mobile - Paddle WITHOUT A TRACE FRAME 1 FRAME 2
MAMMOTH LAKES TOURISM ©2025 13
Landing Page WITHOUT A TRACE
MAMMOTH LAKES TOURISM ©2025 14
Landing Page WITHOUT A TRACE
LAUNCH PLAN OVERVIEW
To support the rollout of the Adventure Without a Trace campaign, the following paid, earned, and owned media tactics will be deployed throughout July and into Fall.
This coordinated effort will help drive awareness, promote stewardship, and encourage community participation under the broader Keep Mammoth Unreal initiative.
Geo-Target: CA+NV
PROGRAM PARAMETERS
16 Approach:
Adventure Without a Trace. The goal of this campaign is to motivate target audience prior to arrival to take care of Mammoth Lakes and be good stewards of the land during
their visit.
Budget: $20K Timing: July – Sep 2025
Publishers: Facebook/Instagram and Undertone
Targeting:
Outdoor enthusiasts who have been previously exposed to MLT Brand and show intent to travel to the destination.
FACEBOOK/INSTAGRAM | BUY DETAILS
Approach:
Social execution with Facebook/Instagram to extend reach of program
Incorporate carousels and stories to build awareness and encouraging responsible visitation
Targeting:
Retargeting qualified Spring/Summer Audience that have
engaged with the brand and have signaled intent to travel to Mammoth Lakes.
Targeting Activities:
Adventure, Hike, Paddle
17 Buy Details
Ad Units Carousels, Stories
Budget $8,000
Impressions 1,236,364
Awareness KPIs & Goals
CTR 1.25%
UNDERTONE | BUY DETAILS
18 Page Grabber Unit
Buy Details
Ad Units Rich Media
Budget $12,000
Impressions 3,680,000
Awareness & Engagement
Onsite Engagement 10-12%
CTR 1-2%
Approach:
Leverage existing partnership with Undertone
to retarget exposed users with stewardship
message.
MAMMOTH LAKES TOURISM ©2025 19
Launch Plan Overview WITHOUT A TRACE
Paid Media:
A phased rollout across paid social and
in-market media maximizes visibility and
engagement.
Early July:
• Static Social Carousels: Multi-panel units for more
complete storytelling.
• I n-Market Posters: Local presence reinforces campaign messaging for visitors already in Mammoth Lakes along
with residents.
Mid-July:
• Video Social (Reels + Stories): Short-form video content for high engagement and sharing on Instagram and
Facebook.
• High-Impact Slider Units: Interactive placements to
extend reach beyond social.
Owned Media:
MLT’s owned channels reinforce the campaign across July with targeted content and community engagement.
Early July:
• Post single image Hike Without a Trace content to FB and IG. And/or Carousels on IG. • Follow up with additional hiking content, including reminders about Hiking Without a Trace and other sustainability efforts.
Mid July:
• Shift focus to paddling and water-based experiences, tying in sustainability best practices for waterways.
IG Stories + Highlights
• Post vertical video stories that emphasize key tips and visuals, then archive to the Sustainability IG highlight for long-term visibility.
• Encourage audiences to participate by sharing how they Adventure Without a Trace. Using the hashtag #KeepMammothUnreal to tie into the broader campaign narrative.
MAMMOTH LAKES TOURISM ©2025 20
Launch Plan Overview WITHOUT A TRACE
Partner Engagement:
A partner-driven amplification plan will
extend the campaign’s message through
trusted local voices and organizations.
Partner Toolkit via 5 in 5 Newsletter: Distribute a toolkit to regional partners with campaign messaging, social media assets, and guidance on how to support the initiative.
Including:
• Clean, headline-free Without a Trace images for partners to use in their social feeds
• Example copy and additional guidance on language
• Poster executions in 11x17 and 8x11 sizes for placement in local businesses
• Instructions for integrating campaign into their newsletters Potential Mammoth Mountain Collaboration:
Explore collaborative Instagram posts with Mammoth
Mountain to increase campaign visibility.
MAMMOTH LAKES TOURISM ©2025 21
Launch Plan Overview - Partner Toolkit WITHOUT A TRACE
Thank You
1 TOWN COUNCIL STAFF REPORT
Title: California Department of Fish and Wildlife Summer Update Meeting Date: August 20, 2025
Prepared by: Lawson Reif, Outdoor Recreation Manager
RECOMMENDATION:
This is an information item only.
ANALYSIS:
Staff from the California Department of Fish and Wildlife (CADFW) will provide a presentation on their efforts related to wildlife, with added focus on bears, thus far in Summer 2025.
Town Council of Mammoth Lakes
Minutes of Regular Meeting
August 6, 2025, 2:30 p.m.
437 Old Mammoth Road, Suite Z, Mammoth Lakes
Members Present: Mayor Chris Bubser, Councilmember Bill Sauser, Councilmember Brent Truax, Councilmember John Wentworth Members Absent: Mayor Pro Tem Amanda Rice
_____________________________________________________________________
1. GROUNDBREAKING CEREMONY
1.1 The Town Council will participate in a groundbreaking ceremony for the McCoy Arts and Cultural Center (MACC) and a tour of the Edison Theatre renovations at 100 College Parkway.
Members of the Town Council participated in the groundbreaking ceremony and the tour.
2. CALL TO ORDER AND ROLL CALL
The Mayor called the meeting to order at 4:00 p.m. in the Council Chamber, 437 Old Mammoth Road, Suite Z, Mammoth Lakes.
Mayor Bubser thanked two people whose names were missed at the groundbreaking ceremony, Evan Russell and Dan Hayden.
3. PLEDGE OF ALLEGIANCE
Town Clerk Jamie Gray led the flag salute.
Town Council Minutes
August 6, 2025
4. PUBLIC COMMENTS
Brianna Goico, President & CEO of the Mammoth Lakes Chamber of Commerce, gave an update regarding current Chamber activities. There was discussion among members of Council and Ms. Goico.
John Eastman said that the community needed information regarding the disappearance of bears in the community. He asked that the Town Council organize a public meeting for questions and answers regarding this issue. Town Manager Rob Patterson announced that at the next Town Council meeting on August 20, 2025, Department of Fish and Wildlife representatives would be in attendance to give an update and answer questions.
Betsy Truax, Mammoth Lakes Tourism (MLT) Vice President of Community Engagement, showed a video regarding the MLT campaign It's a Mammoth Thing: Beyond the Beauty. She announced the upcoming Trashy Thursday event.
Patricia Robertson, Executive Director of Eastern Sierra Community Housing (ESCH), gave an update regarding current ESCH activities. There was discussion among members of Council and Ms. Robertson.
5. ADDITIONS TO THE AGENDA
Town Manager Rob Patterson removed the closed session item from the agenda for this evening.
6. INTRODUCTIONS
6.1 Introduce new Equipment Mechanic Rigoberto Lemus Briviesca.
Lead Equipment Mechanic Luis Cepeda introduced Mr. Lemus Briviesca to the Council and the community.
6.2 Introduce new Permit Technician Trever Mann.
Community and Economic Development Director Nolan Bobroff introduced Mr. Mann to the Council and the community.
6.3 Introduce new Senior Accounting Assistant Darryl Vigil.
Finance Director Megan Chapman introduced Mr. Vigil to the Council and the community.
Town Council Minutes
August 6, 2025
7. REPORTS FROM COMMISSIONS AND/OR DEPARTMENTS (AS NEEDED) Office of Outdoor Recreation Manager Lawson Reif gave an update regarding current outdoor recreation activities. There was discussion among members of Council and staff.
Public Works Director Haislip Hayes gave an update regarding current public works activities.
Parks and Recreation Director Stuart Brown gave an update regarding current parks and recreation activities.
Office of Outdoor Recreation Manager Lawson Reif announced the new Host Hounds Program.
Pat Foster, Mammoth Lakes Tourism (MLT) Chair, gave an update regarding current MLT activities. There was discussion among members of Council and Mr.
Foster.
Town Manager Rob Patterson thanked MLT for the car event. He spoke about the Town's social media efforts.
7.1 August 2025 Public Works Engineering CIP Update.
8. CONSENT AGENDA
Moved by Councilmember Bill Sauser
Seconded by Councilmember Brent Truax
Approve the Consent Agenda.
For (4): Mayor Chris Bubser, Councilmember Bill Sauser, Councilmember Brent Truax, and Councilmember John Wentworth
Absent (1): Mayor Pro Tem Amanda Rice
Carried (4 to 0)
8.1 Approve the minutes of the regular meeting of July 16, 2025.
8.2 Approve findings to continue the authorized emergency replacement of the Whitmore Pool roof as provided for in Resolution No. 25-47.
8.3 Approve findings to continue the authorized emergency installation of an aboveground waste oil tank as provided for in Resolution No. 25-48.
Town Council Minutes
August 6, 2025
8.4 Accept Check Register 7/10/25 in the amount of $2,452,203.12.
Accept Check Register 7/11/25 in the amount of $1,634,976.60.
Accept Check Register 7/17/25 in the amount of $1,456,606.85.
9. POLICY MATTERS
9.1 Award Task Order for McCoy Arts and Cultural Center (MACC) testing and inspections to Triad/Holmes Associates.
Public Works Director Haislip Hayes outlined the information in the staff report. There was discussion among members of Council and staff.
Moved by Councilmember Brent Truax
Seconded by Councilmember Bill Sauser
Authorize the Town Manager to execute a task order with Triad/Holmes Associates for testing and inspection services at the MACC construction project as part of the existing On-Call Services Agreement, in the amount of $169,000, and authorize the Public Works Director to review and approve minor revisions to the Task Order to complete the project, within the project funding allocation.
For (4): Mayor Chris Bubser, Councilmember Bill Sauser, Councilmember Brent Truax, and Councilmember John Wentworth
Absent (1): Mayor Pro Tem Amanda Rice
Carried (4 to 0)
9.2 Award the contract for the Mammoth Yosemite Airport Multipurpose Building - Site Work Phase 1 Project to Meyers Earthwork, Inc. in the amount of $2,250,260.00.
Town Manager Rob Patterson outlined the information in the staff report.
There was discussion among members of Council and staff.
Moved by Councilmember Bill Sauser
Seconded by Councilmember Brent Truax
Approve the plans and specifications. Award the contract to the lowest responsive bidder, Meyers Earthwork, Inc. in the amount of $2,250,260.00. Authorize the Town Manager to execute the construction contract. Authorize the Deputy Airport Manager to accept the project upon completion. Authorize the Deputy Airport Manager to review and approve
Town Council Minutes
August 6, 2025
minor revisions to complete the project, up to an additional 10% of the award amount. Authorize the Town Manager to execute the FAA grants.
For (4): Mayor Chris Bubser, Councilmember Bill Sauser, Councilmember Brent Truax, and Councilmember John Wentworth
Absent (1): Mayor Pro Tem Amanda Rice
Carried (4 to 0)
9.3 Consider approval of an amendment to the Mammoth Lakes Housing, Inc. professional services agreement to extend the term of the agreement to December 31, 2025.
Community and Economic Development Director Nolan Bobroff outlined the information in the staff report. There was discussion among members of Council and staff.
Moved by Councilmember Bill Sauser
Seconded by Councilmember Brent Truax
Approve the First Amendment to the Professional Services Agreement with Mammoth Lakes Housing, Inc. to extend the term of the agreement to December 31, 2025.
For (4): Mayor Chris Bubser, Councilmember Bill Sauser, Councilmember Brent Truax, and Councilmember John Wentworth
Absent (1): Mayor Pro Tem Amanda Rice
Carried (4 to 0)
9.4 Authorize purchase of Hangar at Mammoth Yosemite Airport for storage of Town equipment.
Town Manager Rob Patterson outlined the information in the staff report.
Moved by Councilmember Bill Sauser
Seconded by Councilmember John Wentworth
Approve the purchase of Hangar A5 at Mammoth Yosemite Airport and authorize the Town Manager to execute a purchase and sale agreement for $203,000 to complete the purchase, pending final legal review.
Town Council Minutes
August 6, 2025
For (4): Mayor Chris Bubser, Councilmember Bill Sauser, Councilmember Brent Truax, and Councilmember John Wentworth
Absent (1): Mayor Pro Tem Amanda Rice
Carried (4 to 0)
10. COUNCILMEMBER REPORTS
Councilmember Wentworth attended the Eastern Sierra Wildfire Alliance meeting, met with members of the Limelight team, attended the Mammoth Lakes Tourism Board meeting, met with Ryan Bobik of Whitebark, and attended the Eastern Sierra Sustainable Recreation Partnership (ESSRP) meeting.
Councilmember Truax attended the California Joint Powers Insurance Authority (CJPIA) annual board meeting, the Mono County Collaborative Planning Team meeting, the Clean Up the Lake dinner, and the National Night Out held at the Community Recreation Center (CRC) last night.
Councilmember Sauser attended the ribbon cutting ceremony at the McCoy Arts and Cultural Center (MACC) today.
Mayor Bubser attended the National Night Out event.
11. CLOSED SESSION
11.1 Pursuant to Government Code Section 54957.6.(a), Conference with Labor Negotiators, the Town Council will meet with its
representatives, Town Manager Rob Patterson, Community and Economic Development Director Nolan Bobroff, Human Resources Manager Amanda Pelham, and Jack Hughes, Partner with Liebert Cassidy Whitmore, with respect to the following Employee Organizations: Mammoth Lakes Police Officers Association.
This item was removed from the agenda.
12. ANNOUNCEMENT OF ACTION TAKEN AFTER CLOSED SESSION
Town Council Minutes
August 6, 2025
13. ADJOURNMENT
The Council adjourned the meeting at 5:07 p.m.
Jamie Gray, Town Clerk
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Cancel the October 1, 2025 Town Council Meeting.
Council Meeting Date: 8/20/2025
Prepared by: Jamie Gray, Town Clerk
Recommended Motion: Cancel the meeting of October 1, 2025 and direct the Town Clerk to notice such cancellation.
Summary: The annual California Joint Powers Insurance Authority (CJPIA) Risk Management Educational Forum is scheduled in Carlsbad from October 1-3, 2025. At this year’s conference, Assistant to the Town Manager Pam Koblarz is a 2025 Capstone Award Finalist for her efforts to promote risk management and minimize workplace exposure for the Town of Mammoth Lakes.
Due to attendance at the conference, several staff members, including the Town Manager, will be absent from the October 1, 2025 Town Council meeting. Members of the Town Council are encouraged to attend this conference as well. The Council may want to consider cancelling this meeting.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Accept the 2024 Community Indicators Report
Council Meeting Date: 8/20/2025
Prepared by: Nolan Bobroff, Community & Economic Development Director; Michael Peterka, Associate Planner
Recommended Motion: Accept the 2024 Community Indicators Reports.
Summary: The 2024 Community Indicators Reports uses indicators to report performance related to the “triple bottom line” sustainability goals of the community of Mammoth Lakes. These goals and indicator results reflect the interplay between the social, environmental, and economic factors affecting the community’s well-being. The purpose of this report is to educate local residents, inform planning and other public resource allocation decisions, and attract new private capital to the community. The indicators in this report are influenced by sustainability actions taken by the Town of Mammoth Lakes (Mammoth Lakes), other public agencies, non-governmental organizations, private sector businesses, and local residents.
Preparation of the Annual Community Indicators Report is intended to implement General Plan Action Item L.1.A.2 which read “Prepare an Annual Community Indicators Report to monitor pace of growth and to plan for changing conditions.”
Town of Mammoth Lakes
Town of Mammoth Lakes:
2024 Community Indicators Report
Mammoth Lakes Community Goals
The 2024 Community Indicators Report uses indicators to report performance related to the “triple bottom line”
sustainability goals of the community of Mammoth Lakes.
These goals and indicator results reflect the interplay between the social, environmental, and economic factors affecting the community’s well-being.
The purpose of this report is to educate local residents, inform planning and other public resource allocation decisions, and attract new private capital to the community. The indicators in this report are influenced by sustainability actions taken by the Town of Mammoth Lakes (Mammoth Lakes), other public
agencies, non-governmental organizations, private sector businesses, and local residents.
Community Vision
Surrounded by uniquely spectacular scenery and diverse four-season recreational opportunities, the community of Mammoth Lakes is committed to providing the very highest quality of life for our residents and the highest quality of experience for our visitors.
About the 2024 Mammoth Lakes
Community Indicators Report
This report ties on-the-ground actions to previous visioning, planning, and high-level policy development that resulted in the 2007 General Plan and associated Neighborhood District Plans. Reporting progress towards achieving the goals defined through these efforts is an important component of Mammoth Lakes’ overall strategy of being prepared for reinvestment.
Tourism
Prosperity
Poverty
Housing
Crime Health
Education
Transit
Air
Water
Waste
2
ECONOMY
ENVIRONMENT 1
The 5-year trend for median home prices can be
viewed as a positive since it means home values
remained high; but can be viewed as a negative since it indicates that homes in Mammoth Lakes are not
affordable for the local workforce since a single-family home at the current median home price would require
an annual income of over $265,000.
Disclaimer: All indicators are influenced by a wide
range of factors that need to be understood to
effectively use indicators in decision-making processes.
This report is not meant to be a comprehensive analysis of the topics and indicators presented in this report, but rather provide a high-level understanding of how the
community is doing in relation to its goals.
Tourism
Transient Occupancy
Tax (TOT) Revenue
(26.32% increase)
Poverty
Subsidized School
Lunch Eligibility
(0.04% decrease)
Prosperity
Sales Tax Revenue
(16% increase)
Waste
Recycling Rate
(2.69% decrease)
Air
Particulate Air
Pollution
(18.21% decrease)
Water
Water
Consumption
(2.62% decrease)
COMMUNITY
Housing
Median Home Price1
(11.96% increase)
Education
Graduation Rates
(1.35% decrease)
Crime
Law Enforcement
Arrests
(2.74% Increase)
Health
Student Obesity
Rates
(2024 data not available)
Positive Trend
(> +3% change)
Neutral Trend
(0% - +/-3% change)
Negative Trend
(> -%3 change)
Executive Summary
Is the community of Mammoth Lakes becoming more sustainable? Transit
Local Transit
Participation
(26.90% Increase)
(page 5) (page 6) (page 10) (page 11)
(page 12) (page 13)
(page 14)
(page 16) (page 17)
(page 18)
5-Year Trend Categories
(page 7)
3
Participation in the federally subsidized school lunch program requires children to come from families with incomes at or below 130 percent of the federal poverty level. Subsidized school lunch program eligibility, therefore, is a direct measure of family poverty levels and is a proxy for household income in Mammoth Lakes.
POVERTY
Sales Tax Revenue
Taxable sales are a measure of consumer activity in Mammoth Lakes. Trends in sales tax revenue reveal the economic health of residents and local businesses. Further, sales tax revenue funds government expenses such as police and road maintenance.
PROSPERITY
Transient Occupancy Tax (TOT) Revenue
Mammoth Lakes’ economy is tourism-based. High altitude outdoor activities are the major economic and employment generator in the community, and the seasonal ebb and flow of visitors causes economic and employment fluctuation. Transient Occupancy Tax (TOT) revenues are a measure of visitor bed occupancy, as such, reflecting the health of the tourism sector in Mammoth Lakes.
TOURISM
Economy
Subsidized School Lunch Eligibility
“Achieve sustainable
tourism by building on the
area’s natural beauty,
recreational, cultural, and
historic assets”
General Plan: Goal E.2
“Being a great place to live
and work”
General Plan: Vision #2
4
For additional information:
Mono County Office of Education, Website: http://www.monocoe.org/ Time Frame: School Year (September to June)
Data source: California Department of Education, Student Health & Support program Subsidized school lunch eligibility measures the percentage of students in Mammoth Unified School District (District) schools eligible for free and reduced priced meals through the National School Lunch Program. Free and Reduced Priced Meals (FRPM) are provided to low-income children before school, during school, after school and over the summer. Individuals from households earning less than 130% of the poverty level are eligible for free meals, while those from households earning 130-185% of the poverty level are eligible for reduced-price meals. The FRPM program is funded by the U.S. Department of Agriculture.
The 5-year trend in the FPRM eligibility districtwide has decreased by 0.04% annually over the past five years. In the 2023-2024 school year, the districtwide eligibility decreased for Mammoth Middle School, High School, and Sierra High and remained the same for Mammoth Elementary. When compared to the previous school year, the overall district population decreased by 6 students, while the number of eligible students decreased by 64 students. When compared to the 10-year average, the 2023-2024 student population was 52 students below the average (1112 vs 1164), and the number of eligible students was 66 students lower than the average (555 vs. 621).
Economy: Poverty
Subsidized School Lunch Eligibility
5 0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 % Eligibility Mammoth Elementary
Mammoth Middle
Mammoth High
Sierra High
10-Yr. District Wide Avg.
Time Frame: Fiscal Year (July 1 – June 30)
Data source: California Board of Equalization
Sales tax revenue measures the sum of taxes collected by Mammoth Lakes for the sales of goods and services throughout the Fiscal Year (FY). The current the sales tax rate in Mammoth Lakes is 7.75%.
Total sales tax revenue decrease by ≈4% in FY 2023-24 from the record high the previous year. The 5-year trend shows a ≈16% increase annually over the past 5 years. The FY 2023-24 sales tax revenue was ≈25% higher than the 10-year average (≈$908k higher). In FY 2023-24, TBID generated from retail sales decreased slightly from last years all time high.
Economy: Prosperity
Sales Tax Revenue
For additional information:
Town of Mammoth Finance Department, Website: http://www.townofmammothlakes.ca.gov/index.aspx?nid=181 6 $-
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
$3,000,000.00
$3,500,000.00
$4,000,000.00
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Total Sales Tax Revenue Total Sales Tax Revenue 10-Yr. Avg. TBID - Retail Sales
Time Frame: Calendar Year (January 1 - December 31)
Data source: Town of Mammoth Finance Department, TOT Revenue Collection Tracking Report TOT revenue measures the sum of the taxes
collected by Mammoth Lakes on rental properties
and hotel room rentals. The TOT rate through the
end of 2024 in Mammoth Lakes was 13% and was
increased to 15% effective January 1, 2025.
TOT revenue decreased ≈2% from 2023 to 2024,
which was a decrease of approximately $669k.
However, TOT revenue remained strong in 2024
with the collection of $27.7 million being the
second highest amount on record for the Town
(2023 remains as the highest TOT year).
The five-year trend indicates an increase of
≈26.32% annually, which still takes into account
the lower TOT in 2020 due to COVID-19
restrictions. 2024 saw record breaking monthly
TOT revenue in January, February, March, April,
and August.
Economy: Tourism
Tourist Occupancy Tax (TOT) Revenue
7 TOT Enforcement Program
In 2024, the Town continued to use Rentalscape to assist the Revenue Team in TOT enforcement . Rentalscape utilizes the latest data engineering technologies like machine learning, data analytics, computer science, and statistical modeling to provide high level insights and rental activity reports, while also allowing staff to drill down on specific properties. Partnering with Rentalscape provides the ability to monitor, discover, triage, and inspect local short-term rentals with a higher-level of accuracy, precision, and usability. In 2024, there were 43 TOT citations issued that resulted in an additional $297,106 in revenue.
For additional information:
Town of Mammoth Finance Department, Website: http://www.townofmammothlakes.ca.gov/index.aspx?nid=181 $-
$5,000,000.00
$10,000,000.00
$15,000,000.00
$20,000,000.00
$25,000,000.00
$30,000,000.00
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 TOT Revenue Dec
Nov
Oct
Sep
Aug
Jul
Jun
May
Apr
Mar
Feb
Jan
10 Yr. Avg.
Home prices determine if local residents can afford to own their own home. Median home prices are used by real estate agents, buyers and sellers to inform home pricing and buying decisions, including potential buyers weighing the trade-offs of living outside of and commuting to jobs in Mammoth Lakes.
HOUSING
Graduation Rates
Graduation provides students with the opportunity to continue on to postsecondary education, access to higher lifetime earnings and more stable employment prospects. Higher graduation rates are a proxy for a more skilled workforce which makes Mammoth Lakes a more attractive place for business investment.
EDUCATION
Student Obesity Rates
Children who are overweight or obese have an increased risk of health problems. In addition, children with health problems contribute to high costs on the local health care system and thereby the local economy. Promoting policies and creating environments that support physical activity and eating a healthy diet can help reduce rates of overweight and obese children, in turn making Mammoth Lakes a healthier community.
Student overweight/obesity data has not been available since the 2018-19 school year.
HEALTH
Community
Median Home Price
“Support high quality
health care and child care
for Mammoth Lakes’
residents and visitors”
General Plan: Goal S.1
“Support high quality
educational services and
life-long learning resources
within the community”
General Plan: Goal S.5
“Substantially increase
housing supply available to
the workforce”
General Plan: Goal L.2
8
A safe community encourages residents and visitors to Mammoth Lakes to be more active and engaged in the community. Crime can cause physical and emotional harm to victims, impacting an entire community and weakening morale and civic engagement of local residents.
CRIME
Local Transit Participation
A well-functioning public transportation system that fulfills the needs of local residents and visitors is one of the primary tools for reducing dependence on automobile travel. Automobiles are expected to be a primary source of Greenhouse Gas (GHG) emissions in the community.
Furthermore, alternative transportation reduces the overall cost of transportation upkeep, reduces traffic congestion and reduces the number of traffic-related accidents.
TRANSIT
Community cont.
Law Enforcement Arrests
“Provide a year-round
local public transit system
that is convenient and
efficient”
General Plan: Goal M.5
“Keep Mammoth Lakes a
safe place to live, work
and play”
General Plan: Goal S.2
9
Price Range of SFRs Sold, 2023 and 2024
Community: Housing
Median Home Price
Median home price measures the annual median home
sales price of homes sold in Mammoth Lakes. Median
home price is the middle price in a series of sales, where half of the sales are of lower value and half are of higher value. The median is used instead of average to avoid the skew of outliers.
The 5-year trend indicates that the median SFR home price has increased $93,900 annually (≈12% change) over the
past five years. The total number of SFRs sold in 2024
decreased from the number sold in 2023 (57 vs. 63) with the majority selling for more than $1 million. The 5-year trend for the median condo price shows an annual
increase of $85,000 (≈14% change) over the past five
years. The 2024 median condo price saw a slight decrease from the record high in 2023. ($727,500 vs $759,000).
Data source: Mammoth Lakes Board of Relators’ Multiple Listings Service (MLS) For additional information:
Mammoth Lakes Housing, Inc., Website: http://mammothlakeshousing.com/ Income Levels Necessary for Home Purchase
Purchase Price $600,000 $800,000 $1,000,000
Down Payment $120,000 $160,000 $200,000
(20%)
Income for $130,000 $175,000 $220,000
Affordability
Assumes a 6.5% interest rate across all loans, no HOA payment, no personal debt service, and 35% of income towards housing costs
Time Frame: Calendar Year (January 1 – December 31)
Data source: Mammoth Lakes Multiple Listings Service (MLS) Note: The SFR sales price data excludes mobile homes and Forest Service cabins. 10 $0.00
$200,000.00
$400,000.00
$600,000.00
$800,000.00
$1,000,000.00
$1,200,000.00
$1,400,000.00
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Median Sales Price Median SFR Sales Price
0 2
4 6
8 10
12 14
Price Range
2023
2024
For additional information:
Mono County Office of Education, Website: http://www.monocoe.org/ Time Frame: School Year (September to June)
Data source: California Department of Education, DataQuest Program Community: Education
Graduation rates are a measure of the
annual percentage of a group of students
(cohort) from Mammoth Unified School
District (District) high schools who enter
high school and graduate within four
years.
The 5-year trend indicates a decrease in
the graduation rate by ≈1.42% each year.
The 2023-2024 school year saw a 7.4
percentage point increase from the
previous year’s graduation rate. The
2023-24 graduation rate was 1.0
percentage point below the 10-year
average of 93.5% for Mammoth Unified.
The 2023-24 Graduation rate from
District high schools was 2.3 percentage
points lower than the statewide
graduation rate (92.5% vs. 90.2%). While
the statewide graduation rates have
increased over the last 10 years, there
has been variability in the Mammoth
Unified School District graduation rates,
which have ranged from 100% to 85%.
This can be attributed to the small
student population in the district, and the
substantial effect that a change of a few
students can have on the overall
percentage of graduates.
Graduation Rates
11 50%
75%
100%
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Graduation Rate Mammoth Unified Total State Total
10-Yr. Mammoth Avg.
Community: Health
Student Overweight/Obesity Rates
Student overweight/obesity data has not been
available since the 2018-19 school year.
Student overweight/obesity rates measure the
percentage of all 5th, 7th and 9th grade students in
the Mammoth Unified School District that are
determined to be overweight or obese based on
California Physical Fitness Testing. This test
establishes a “healthy weight zone” based on
statewide performance.
For additional information:
Mono County Health Department, Website: http://monohealth.com/public-health Time Frame: School Year (September to June)
Data source: California Department of Education, Physical Fitness Testing Results 12 Overweight is defined as students whose Body-Mass Index (BMI) is 85% or higher and Obese is defined as students whose BMI is 95% or higher.
0%
5%
10%
15%
20%
25%
30%
35%
40%
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 % of Student Overweight/Obesity 5th Gr. 7th Gr. 9th Gr.
5th Gr. 10-Yr. Avg. 7th Gr. 10-Yr. Avg. 9th Gr. 10-Yr. Avg.
For additional information:
Mammoth Lakes Police Department, Website: http://www.j.mammothlakespd.org/ Time Frame: Calendar Year (January 1 – December 31)
Data source: TOML Police Department
Law enforcement arrests measure the annual number of
criminal arrests and referrals by law enforcement agencies for prosecution in Mammoth Lakes. Crime data is categorized as Violent Crime, crimes that generally include a weapon, bodily injury, or robbery; and Property Crime, crimes that generally result in damage to property including theft, burglary, or forced entry.
The 5-year trend for law enforcement arrests indicates that crime has increased slightly over the past five years. Crime rates over the past 10 years have been consistently lower than they were pre-2012. 2024 experienced an increase in the number of violent crimes from the previous year (38 vs 32) but a decrease in property crimes (82 vs 86).
Community: Crime
Law Enforcement Arrests
13 0
100
200
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Property Crime Violent Crime 10-Yr. Total Crime Average
For additional information:
Eastern Sierra Transit Authority, Website: http://www.estransit.com/CMS/ Time Frame: Calendar Year (January 1 – December 31)
Data source: Eastern Sierra Transit Authority, Ridership Counts Community: Transit
Local Transit Participation
Local transit participation measures the total number of riders on all Mammoth Fixed Routes served by the Eastern Sierra Transit System, which operates regionally and within town limits.
Local transit participation decreased dramatically in 2020 as a result of the COVID-19 pandemic but has been rebounding back in the subsequent years. 2024 saw continued
improvement in local transit participation; however, ridership remains ≈21% below 2019 levels. The 5-year trend for transit ridership shows a decrease of ≈26.90% annually over the past five years, which still takes into account the low 2020 ridership during the Covid-19 pandemic. 2024 transit ridership was ≈5% below the 10-year average.
14 0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Total Participation Total Transit Participation 10-Yr. Avg.
Particulate air pollution impacts the health of community residents, aggravating respiratory conditions such as asthma and bronchitis. Furthermore, air pollution generated in Mammoth Lakes and throughout California from human activities such as the burning of fossil fuels and deforestation harm the ecosystems that support community residents as well as other terrestrial and aquatic species.
AIR
Water Consumption
Freshwater supplies are a limited resource in Mammoth Lakes. Efficient use of freshwater supplies is needed to meet the needs of local residents and to support local industry.
Increased demand for water has negative impacts on aquatic ecosystems, and imposes a financial burden on Mammoth Lakes to create new water supplies and/or additional treatments.
WATER
Recycling Rate
Solid waste disposal in landfills or incineration generates Greenhouse Gas (GHG) emissions, increases the risk of soil and groundwater contamination, and consumes non-renewable resources. Recycling minimizes these impacts and creates local jobs.
WASTE
Environment
Particulate Air Pollution
“Reduce volume of solid waste”
General Plan: Goal R.9
“Conserve and enhance the quality
and quantity of Mammoth Lakes’
water resources”
General Plan: Goal R.4
“Protect the health of community
residents by assuring that the Town
of Mammoth Lakes remains in
compliance with or improving
compliance with air quality
standards”
General Plan: Goal R.10
15 Page 68 of 192
Particulate air pollution measures the total number of
days Mammoth Lakes exceeds the California Air Quality
Standard for Particulate Matter (PM10) each
year. PM10 includes particles with a diameter of 10
microns or less. The California Air Quality Standard for PM10 is 50 µg/m3, measured as a 24-hour average.
The Federal Standard for PM10 is a less stringent 150
µg/m3, measured as a 24-hour average.
The 5-year trend for air quality has seen an ≈18%
decrease annually in the number of exceedances of the
State air quality standard. In 2024, Mammoth Lakes
exceeded the California Air Quality Standard for PM10
on 5 days, which was below the 10-year average of 14
days. All 5 exceedances in 2024 were during the winter
season and were determined to be the result of
residential woodburning. None of the exceedances in
2024 were related to wildfire smoke.
There has not been an exceedance of the Federal PM10
standard that was not later determined to be an
exceptional event since 1993. An exceptional event is
defined by the US EPA as an unusual or naturally
occurring event that affects air quality, but are not
reasonably controllable (e.g., wildfire smoke).
Environment: Air
Particulate Air Pollution
Note: The breakdown of Summer vs. Winter exceedances is only available from 2010 to the present Time Frame: Calendar Year (January 1 – December 31)
Data source: California Environmental Protection Agency, Air Resource Board For additional information:
Town of Mammoth Lakes Planning Department, Website: http://www.townofmammothlakes.ca.gov/ 16 0
5 10
15 20
25 30
35 40
45 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Number of State Exceedances Winter Summer 10-Yr. Avg.
For additional information:
Mammoth Community Water District, Website: http://www.mcwd.dst.ca.us/ Time Frame: Calendar Year (January 1 – December 31)
Data source: Mammoth Community Water District, Urban Water Management Plan Water consumption measures the total acre-feet of water supplied by the Mammoth Community Water District for use by residential, commercial, and institutional customers. Water consumption numbers include water used by hotels and vacation homes in Mammoth Lakes, as well as for irrigation by Sierra Star and Snowcreek golf courses. Sierra Star golf course uses reclaimed water, and Snowcreek is scheduled to begin using reclaimed water in the near future.
The 5-year trend for water consumption shows a ≈2.62% decrease annually. In 2024, water consumption increased from the previous year (15% increase) but remained much lower than the pre-2014 years. The increase in 2024 was likely due to more irrigation taking place after a decrease in 2023 due to historic snowfall. The 2024 water consumption represents a 43% reduction from 2002, which was the highest water consumption year on record.
Environment: Water
Water Consumption
2024/2025 Snowpack
The most recent winter began with a below average snowpack but continued to improve as the season progressed. The April 1st snow water equivalent at Mammoth Pass was 37.2 inches, which is 87% of normal. The snowpack decrease slightly after the previous winter, which saw an April 1st snow water equivalent of 42.6 inches at Mammoth Pass, which was 100% of normal.
17 0
500
1,000
1,500
2,000
2,500
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Acre-Feet Gross Water Use (acre-feet) 10-Yr. Avg.
For additional information:
Waste Connections Inc., Website: http://www.wasteconnections.com/ Time Frame: Calendar Year (January 1 – December 31)
Data source: Waste Connections, Inc.
Recycling rates measure the percentage of waste
disposal that is diverted to a recycling facility. This diversion rate is calculated by dividing the tonnage of recycled material by the tonnage of total waste disposal in Mammoth Lakes.
The 5-year trend for recycling rates has seen a ≈2.7%
decrease annually in the Town’s diversion rate. In 2024, recycling rates experienced a 1.7 percentage point
increase from the decrease year. 2024 was 1.8
percentage points lower than the 10-year average.
Environment: Waste
Recycling Rates
Town Clean Up Day 2024
The 2024 Town of Mammoth Lakes Clean Up Day was
held Friday May 17th and Saturday May 18th. The Town
provided a drop off station for large bulky items, metal objects, green waste, food waste, hazardous household
waste, and recyclable materials.
18 0%
2%
4%
6%
8%
10%
12%
14%
16%
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Diversion Rate Annual Diversion Rate 10-Yr. Avg.
Acknowledgements Daniel Earls, Town of Mammoth Lakes Finance Department Ben Manning, Town of Mammoth Lakes Finance Department Krystle Stewart, Mammoth Lakes Police Department Mike Draper, Mammoth Community Water District Ann Logan, Great Basin Unified Air Pollution Control District Michelle Erwin, Mammoth Disposal Michael Peterka, Town of Mammoth Lakes, Community and Economic Development Department Dawn Vidal, Eastern Sierra Transit Authority Thank you to the following for providing the indicator data used to compile this report:
19 Page 72 of 192
The Community Indicators Report was developed in 2013 with assistance from the consultant group Environmental Incentives, and required significant effort to select a targeted set of relevant and feasible indicators, collect historical data for each indicator, and develop the structure and content of this report. In order to leverage this significant effort, a reporting plan was developed to efficiently and consistently update the annual Community Indicator Report in the future. The reporting plan ensures consistent and accurate annual reporting of indicators, and reduces the administrative burden of reporting. The Community Indicators Report is an annual report and the 2024 report is the 12th edition of this report.
Disclosure
The work upon which this publication is based was funded in whole or in part through a grant awarded by the California Department of Conservation (Department), Strategic Growth Council (SGC). The statements and conclusions of this report are those of the GRANTEE and/or Subcontractor and not necessarily those of the SGC or of the Department, or its employees. The SGC and the Department make no warranties, express or implied, and assume no liability for the information contained in the succeeding text.
About the 2024 Community Indicators Report
20 Page 73 of 192
RESOLUTION NO. 25-
RESOLUTION OF THE TOWN COUNCIL
OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA,
AUTHORIZING THE TEMPORARY CLOSURE OF TOWN ROADS FOR SPECIAL EVENTS WHEREAS, the Town of Mammoth Lakes desires to assist the private sector in the implementation of special events that increase visitation to the community and enhance the quality of life for residents; and WHEREAS, the Mammoth Gran Fondo, Mammoth Tuff, Mammoth Trail Fest and the Rebelle Rally are major events within the community; and
WHEREAS, the temporary road closures will enhance event safety and provide for emergency access in and throughout the events; and
WHEREAS, the Town has coordinated with the event organizers and traffic control plans will direct the placement of traffic control equipment for the closure(s) and permit the event organizers in coordination with the Public Works Department and Mammoth Lakes Police Department, to monitor the traffic within the event area and make any modifications that are deemed necessary for public safety; and WHEREAS, the Town Council has reviewed the road closures; and NOW, THEREFORE, BE IT RESOLVED, that the Town Council of the Town of Mammoth Lakes, California, hereby:
1. Declares the program is not a project and is exempt from the California Environmental Quality Act because it is a minor temporary alteration to existing improvements and creates a pedestrian and bicycle lane per Section 15304 (e) and 15304 (h), minor alteration of land; and
2. Declares that Canyon Blvd. will be closed from Hillside Drive to the corner of Lake Mary Road and Canyon Blvd. on the following days and times:
a. Saturday, September 6, 2025 from 5:00 a.m. to 8:00 p.m. when all traffic control devices will be removed; and
b. Saturday, September 13, 2025 from 5:00 a.m. to 10:00 p.m. when all traffic control devices will be removed; and
c. Saturday, September 20, 2025 from 6:00 a.m. to 8:30 a.m. when all traffic control devices will be removed; and
d. Sunday, September 21, 2025 from 6:00 a.m. to 11:00 a.m. when all traffic control devices will be removed; and
e. Wednesday, October 8, 2025 from 7:00 a.m. to 6:00 p.m. when all traffic control devices will be removed.
3. Declares that Lake Mary Road will be temporarily closed from the corner of Lake Mary Road and Canyon Blvd. to at least Kelly Road on the following days and times:
a. Saturday, September 20, 2025, from approximately 7:20 a.m. till approximately 8:30 a.m. or when the last runner is off the road; and
b. Sunday, September 21, 2025, from approximately 9:30 a.m. till approximately 10:30 a.m. or when the last runner is off the road.
4. Declares there is a public benefit from the Mammoth Gran Fondo, Mammoth Tuff, Mammoth Trail Fest and Rebelle Rally events; and
5. Authorizes ' no parking' and traffic control equipment to be placed along the roads prior to the event; and
Resolution No. 25-
6. Directs the Mammoth Lakes Police Department and Public Works Department to monitor the traffic within the event area and make any modifications that are deemed necessary for public safety.
APPROVED AND ADOPTED this 20th day of August 20, 2025.
____________________________
CHRIS BUBSER, Mayor
ATTEST:
__________________________
JAMIE GRAY, Town Clerk
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Update and Request Approval to Continue Emergency Replacement of Whitmore Pool Roof
Council Meeting Date: 8/20/2025
Prepared by: Riley Griesenbeck, Facilities and Asset Manager Recommended Motion: Approve findings to continue the authorized emergency replacement of the Whitmore Pool roof as provided for in Resolution 25-47. This action requires a 4/5ths vote.
Summary: The Whitmore Pool roof was damaged on May 13th, 2025, by a severe wind event. On July 16th, 2025, the Town Council adopted Resolution 25-47 authorizing the emergency replacement of this roof through the procurement of the necessary materials, equipment, and services for the repair without a competitive bidding process. On July 17th, 2025, the Contractor’s contract was executed and the materials needed for this replacement were ordered. Materials were delivered to the Contractor on August 8th, 2025. The Contractor will begin the work of removing and replacing the existing roof on Monday, August 18th, 2025 with all work expected to be complete by Friday, August 22nd, 2025. The Whitmore Pool will remain open throughout the duration of this work with minimal impacts to the public. The need for the work authorized by Resolution 25-47 continues to be necessary. A copy of the resolution is attached here for reference.
RESOLUTION 25- 47
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH
LAKES, STATE OF CALIFORNIA, FINDING THAT EMERGENCY
CIRCUMSTANCES JUSTIFY AWARDING A CONTRACT FOR REPAIR OF
THE WIND -DAMAGED WHITMORE POOL ROOF
WITHOUT COMPETITIVE BIDDING
WHEREAS, California law generally requires the Town to award contracts for public projects" in excess of $1, 000 to the lowest bidder after the completion of a competitive bidding process; and
WHEREAS, Public Contract Code Section 20168 provides that in case of emergency the Town Council may pass a resolution by a four -fifths vote declaring that the public interest and necessity demand the immediate expenditure of Town funds to safeguard life, health, or property, and that if such a resolution is adopted the Town may expend any sum required in the emergency without complying with competitive bidding requirements; and
WHEREAS, Public Contract Code Section 22050 authorizes the Town Council, with a four -fifths vote, to " repair or replace a public facility, take any directly related and immediate action required by that emergency, and procure the necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts" ifthe Town Council finds, based upon substantial evidence, that the emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency; and
WHEREAS, the Mammoth Lakes Whitmore Pool experienced extreme and unexpected damage due to a wind event on May 131h, 2025; and WHEREAS, the wind event caused significant damage to Town facilities and infrastructure including asphalt shingles, drip edge, fascia and other building components; and
WHEREAS, the Town Council finds that as a result ofthe wind -caused damage to the Mammoth Lakes Whitmore Pool and pursuant to Public Contract Code Section 20168 the public interest and necessity demand the immediate expenditure of public money to safeguard life, health, safety, and property in the Town of Mammoth Lakes; and
WHEREAS, the Town Council finds that based on substantial evidence, including without limitation the staff report presented to the Town Council on July 16, 2025, pursuant to Public Contract Code Section 22050, the emergency will not permit a delay resulting from a competitive solicitation for bids, and that responding to the emergency requires repair of public facilities and infrastructure, other directly related and immediate actions, and procurement of the necessary equipment, services, and supplies for those purposes, without a competitive bidding process.
Resolution No. 25- 47
NOW, THEREFORE, BE IT RESOLVED by the Town Council of the Town of Mammoth Lakes as follows:
Section 1. The foregoing recitals are true and correct and incorporated herein by reference.
Section 2. The Town Council hereby directs and authorizes the Town Manager and Public Works Director to contract for repairs to the Mammoth Lakes Whitmore Pool damaged by a wind event on May 13th, 2025, to take any directly related action, and to procure the necessary equipment, services, and supplies for the repairs, without a competitive bidding process.
Section 3. Pursuant to Public Contract Code Section 22050, the Town Council shall review the emergency action authorized by this resolution at its next regular meeting and at each regular meeting thereafter until the emergency repair work is complete, to determine, by a four -fifths vote, that there is a need to continue the action.
Section 4. The Town Clerk shall certify as to the adoption of this resolution.
APPROVED AND ADOPTED this 16th day c
ATTEST:
Q>
JANOE GRAY, Town C rk
STATE OF CALIFORNIA )
COUNTY OF MONO ) ss.
TOWN OF MAMMOTH LAKES)
I, JAMIE GRAY, Town Clerk of the Town of Mammoth Lakes, DO HEREBY CERTIFY under penalty of perjury that the foregoing is a true and correct copy of Resolution No. 25- 47 adopted by the Town Council of the Town of Mammoth Lakes, California, at a meeting thereof held on the 161h day of July 2025, by the following vote:
AYES: Councilmembers Sauser, Truax, Wentworth, Mayor Pro Tem Rice, and Mayor Bubser
NOES: None
ABSENT: None
ABSTAIN: None
DISQUALIFICATION: None
IE GRAY,
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Update and Request Approval to Continue Emergency Installation of Aboveground Waste Oil Tank at 299 Commerce Drive.
Council Meeting Date: 8/20/2025
Prepared by: Riley Griesenbeck, Facilities and Asset Manager Recommended Motion: Approve findings to continue the authorized emergency installation of an aboveground waste oil tank as provided for in Resolution 25-48. This action requires a 4/5ths vote.
Summary: At the Town Yard, located at 299 Commerce Drive, the Town operates an underground waste oil storage tank. This tank is currently out of compliance with numerous sections of the California State Health and Safety Code. Staff were notified about these violations by the Mono County Office of Environmental Health on December 9th, 2024, which listed a total of 6 class 2 violations associated with this tank. The Town, in discussions with Mono County Office of Environmental Health and contractors, determined that the best solution to remedy the violations and maintain the high level of service at the mechanic yard is to install an indoor, above-ground waste oil storage tank and decommission the existing underground tank. On July 16th, 2025, the Town Council adopted Resolution 25-48 authorizing the emergency installation of this aboveground waste oil tank and temporary decommissioning of the current, out of compliance, underground waste oil storage tank through the procurement of the necessary materials, equipment, and services for the scope of work without a competitive bidding process. On July 17th, 2025, the Contractor’s contract was executed and the materials needed for this replacement were ordered. Estimated delivery of these materials is by September 19th, 2025, with site preparation work to occur prior to equipment delivery and installation and commissioning to occur directly after delivery. Town staff are actively working with the Mono County Office of Environmental Health on all required permitting. The need for the work authorized by Resolution 25-48 continues to be necessary. A copy of the resolution is attached here for reference.
RESOLUTION 25- 48
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH
LAKES, STATE OF CALIFORNIA, FINDING THAT EMERGENCY
CIRCUMSTANCES JUSTIFY AWARDING A CONTRACT FOR
INSTALLATION OF AN ABOVE - GROUND WASTE OIL STORAGE TANK
AND DECOMMISSIONING OF EXISTING, NONCOMPLIANT
UNDERGROUND STORAGE TANK
WHEREAS, California law generally requires the Town to award contracts for public projects" in excess of $1, 000 to the lowest bidder after the completion of a competitive bidding process; and
WHEREAS, Public Contract Code Section 20168 provides that in case of emergency the Town Council may pass a resolution by a four -fifths vote declaring that the public interest and necessity demand the immediate expenditure of Town funds to safeguard life, health, or property, and that if such a resolution is adopted the Town may expend any sum required in the emergency without complying with competitive bidding requirements; and
WHEREAS, Public Contract Code Section 22050 authorizes the Town Council, with a four -fifths vote, to " repair or replace a public facility, take any directly related and immediate action required by that emergency, and procure the necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts" ifthe Town Council finds, based upon substantial evidence, that the emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency; and
WHEREAS, the existing underground waste oil storage tank at the Mammoth Lakes Town Yard is out of compliance with state and county health and safety codes; and WHEREAS, the existing storage tank must be removed and replaced with an aboveground storage tank to bring the Town of Mammoth Lakes into compliance with state and county health and safety codes; and
WHEREAS, the Town Council finds that due to the current noncompliance of the waste oil storage tank and pursuant to Public Contract Code Section 20168 the public interest and necessity demand the immediate expenditure of public money to safeguard life, health, safety, and property in the Town of Mammoth Lakes; and WHEREAS, the Town Council finds that based on substantial evidence, including without limitation the staff report presented to the Town Council on July 16, 2025, pursuant to Public Contract Code Section 22050, the emergency will not permit a delay resulting from a competitive solicitation for bids, and that responding to the emergency requires repair of public facilities and infrastructure, other directly related and immediate actions, and procurement of the necessary equipment, services, and supplies for those purposes, without a competitive bidding process.
Resolution No. 25- 48
NOW, THEREFORE, BE IT RESOLVED by the Town Council of the Town of Mammoth Lakes as follows:
Section 1. The foregoing recitals are true and correct and incorporated herein by reference.
Section 2. The Town Council hereby directs and authorizes the Town Manager and Public Works Director to contract for installation of an aboveground waste oil storage tank and appurtenant fixtures, to take any directly related action, and to procure the necessary equipment, services, and supplies for the repairs, without a competitive bidding process.
Section 3. Pursuant to Public Contract Code Section 22050, the Town Council shall review the emergency action authorized by this resolution at its next regular meeting and at each regular meeting thereafter until the emergency repair work is complete, to determine, by a four -fifths vote, that there is a need to continue the action.
Section 4. The Town Clerk shall certify as to the adoption of this resolution.
APPROVED AND ADOPTED this 161h day of
ATTEST:
JA E GRAY, Town Cl Ark
STATE OF CALIFORNIA )
COUNTY OF MONO ) ss.
TOWN OF MAMMOTH LAKES)
I, JAMIE GRAY, Town Clerk of the Town of Mammoth Lakes, DO HEREBY CERTIFY under penalty of perjury that the foregoing is a true and correct copy of Resolution No. 25- 48 adopted by the Town Council of the Town of Mammoth Lakes, California, at a meeting thereof held on the 161h day of July 2025, by the following vote:
AYES: Councilmembers Sauser, Truax, Wentworth, Mayor Pro Tem Rice, and Mayor Bubser
NOES: None
ABSENT: None
ABSTAIN: None
DISQUALIFICATION: None
JA IE GRAY, Town C rk
1 TOWN COUNCIL STAFF REPORT
Title: Approve the letter of public comment from the Town Council regarding the proposed Reorganization of the United States Forest Service.
Meeting Date: August 20, 2025
Prepared by: Lawson Reif – Outdoor Recreation Manager
RECOMMENDATION:
Provide edits and feedback to be used to provide Council approved ‘public comment’ on the proposed reorganization of the Department of Agriculture, with a focus on the US Forest Service.
BACKGROUND:
In an effort to consolidate, unify, and optimize the functions of the US Department of Agriculture, with the goal of improved effectiveness, accountability, enhanced services, reduced bureaucracy, and cost savings, the Secretary of Agriculture is seeking public comment on the proposed reorganization of the department, which is outlined and attached to this agenda item.
The draft letter & analysis provided will focus specifically on the United States Forest Service, which is housed within the Department of Agriculture. Also enclosed is the response from the Congressional Committee on Agriculture, which provides further context related to the impacts of this reorganization proposal.
ANALYSIS:
Overall analysis is contained within the draft letter provided to Council. In a nutshell, the current proposal lacks the detail necessary to truly determine if the proposed reorganization would have any positive benefit to federal cost savings, public lands, visitors to those lands, local communities, and scientific research.
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THE SECRETARY OF AGRICULTURE
WASHINGTON , D.C.
20250-0100
July 24, 2025
Secretary Memorandum: SM 1078-015
Subject: Department ofAgriculture Reorganization Plan
Section l. Purpose: This Secretary Memorandum authorizes and directs the actions necessary to effectuate the consolidation, unification, and optimization of functions within the Department of Agriculture (USDA) to achieve improved effectiveness and accountability, enhanced services, reduced bureaucracy and cost savings for the American people. These actions constitute the USDA Department Reorganization Plan.
Section 2. Authority: This Memorandum is issued under the authority of Reorganization Plan No. 2 of 1953 (5 U.S.C. app.; 7 U.S.C. 220 l note) and The Department ofAgriculture Reorganization Act of 1994 (Pub. L. I 03-354).
Section 3. Background: Since its legislated establishment in 1862, USDA has been known as "The People's Department," a title reflecting its mission to serve farmers, ranchers, landowners, and rural communities, and perform critical public services that benefit all Americans. The Department is reverting to its core mission to ensure:
• American agriculture feeds all across the United States and the world. • American farmers, ranchers, and producers compete on a world stage that is fair, just, and on terms that put America First.
• Confidence in our programs to fight disease, feed the needy, manage our land and forests, and work for all ofAmerican agriculture.
• That Make America Great Again and Make America Healthy Again exist not in opposition to one another, but as complements to a common mission for our country.
Section 4. Key Pillars: USDA is committed to preserving critical public safety and other public services the American public relies upon. Reductions and impacts to wildland firefighting, inspection, and farmer and rural community front-line facing positions will be minimized.
The USDA Reorganization Plan will be guided by four key pillars:
Principle 1: Ensure the Size of USDA's Workforce Aligns with Financial Resources and Priorities
Over the last four years, USDA's workforce grew by approximately 8% and employees' salaries increased by 14.5%. Many of these salaries were funded by temporary funding. As part of this reorganization, USDA is not conducting a large-scale workforce reduction. To make certain USDA can afford its workforce, this reorganization is another step of the Department's process ofreducing its workforce. Much of this reduction was through voluntary retirements and the Deferred Retirement Program (DRP), a completely voluntary tool. As of today, 15,364 individuals voluntarily elected deferred resignation. This re-alignment will be undertaken to mitigate adverse consequences to those agencies which rely upon temporary workforces that increase at different times of the year.
Examples include Forest Service increases during the spring and summer months due to wildland firefighting, Agricultural Marketing Service increases due to agricultural product grading activities during harvest time, and field-based agricultural activities involving the Fann Production and Conservation Mission Area.
USDA has and will continue to fully leverage voluntary programs such as the Deferred Resignation Program (DRP), Voluntary Early Retirement Authority (VERA) and Voluntary Separation Incentive Payments (VSIPs). The Department will also leverage directed and voluntary reassignments to ensure the workforce is aligned with mission priorities. Focused and limited Reductions in Force will be implemented only if needed and only after approval by USDA's Deputy Secretary.
Principle 2: Bring USDA Closer to Its Customers by Relocating Resources Outside of the National Capital Region
The Department currently employs approximately 4,600 individuals that work within the National Capital Region (NCR). This Region has one of the highest costs of living in the country, with a federal salary locality rate of 33.94%. To ensure USDA is located closer to the people it serves while achieving savings to the American taxpayer, USDA will relocate much of its Agency headquarters and NCR staff from the Washington, D.C. area to five hub locations. The selection of these hub locations takes into consideration existing concentrations of USDA employees and the cost of living for USDA employees. At the conclusion of implementation, it is USDA's goal to retain no more than 2,000 employees within the NCR.
The five hub locations and current Federal locality rates are:
I) Raleigh, North Carolina (22.24%)
2) Kansas City, Missouri (18.97%)
3) Indianapolis, Indiana (18.15%)
4) Fort Collins, Colorado (30.52%)
5) Salt Lake City, Utah (17.06%)
In addition to these five hubs, USDA will maintain two additional core administrative support locations: Albuquerque, New Mexico and Minneapolis, Minnesota. These two locations have substantial concentrations of human resources staff that support the delivery of critical public safety
functions. USDA will continue to maintain critical service centers and laboratories including agency service centers in St. Louis, Missouri; Lincoln, Nebraska; and Missoula, Montana.
Regarding existing facilities within the NCR:
Whitten Building: this facility will be retained as USDA's headquarters.
Yates Building: this facility will be retained for use and USDA will fully leverage available office space for USDA mission areas and staff offices.
National Agricultural Library: retained for use, and the Department will fully leverage available office space for USDA mission areas and staff offices.
South Building: this facility will be vacated.
Braddock Place: this facility will be vacated.
Beltsville Agricultural Research Center (BARC): this facility will be vacated over multiple years to avoid disruption of critical USDA research activities.
George Washington Carver Center (GWCC): this facility will be sold or transferred upon conclusion of its use as a temporary location for USDA personnel during the re-alignment of USDA offices and personnel
Principle 3: Eliminating Management Layers and Bureaucracy The Department will reduce or eliminate stand-alone regional offices and other similar bureaucratic management layers. To promote coordination across USDA, regional offices and other similar management layers will be co-located in the hub locations to the greatest extent possible. • The Agriculture Research Service will eliminate its Area Offices. Residual functions will be perfonned by its Office of National Programs.
• The National Agricultural Statistics Service will consolidate its 12 existing regions into five USDA Hubs over a multi-year period.
• The Food and Nutrition Service will reduce its number of regions from seven to five and align locations with the USDA Hubs and Service Centers over a two-year period • The Forest Service will phase out the nine Regional Offices over the next year and implementation activities will take into consideration the ongoing fire season. The Forest Service will maintain a reduced state office in Juneau, Alaska and an eastern service center in Athens, Georgia. The current stand-alone Research Stations will be consolidated into a single location in Fort Collins, Colorado. The Forest Service will retain the Fire Sciences Lab and Forest Products Lab - the former, vital for protection from forest fires and the latter, critical for assessing market development opportunities for timber and other forest products and related industries.
• The Natural Resources Conservation Service will align its regional structure with the five USDA hub locations.
• Animal and Plant Health Inspection Service centers will remain at current locations as they are located in USDA hub locations.
Principle 4: Consolidate Support Functions
To reduce duplication and provide consistency across USDA, support functions will be consolidated. Mission area and agency resources will be realigned to the consolidated functions.
The Department will:
• Consolidate civil rights functions into the Office of the Assistant Secretary for Civil Rights, which will deliver all statutorily required civil rights functions. • Consolidate Freedom of Infonnation Act and related information management functions within the Office of General Counsel.
• Consolidate Legislative Affairs functions into the Office of Congressional Relations. • To the maximum extent practicable, consolidate communication and public affairs functions within the Office of Communication.
• Eliminate the duplication and redundancy between the Office of Budget and Program Analysis and the Office of the Chief Financial Officer and streamline budget and financial operations across USDA.
• Where possible and appropriate, complete information technology consolidation activities with services fully provided by the Office of the Chief Information Officer. • Consolidate tribal relations functions within mission areas and ensure the Office ofTribal Relations delivers all statutorily required tribal relations functions. • Consolidate human resources functions in the Office of the Assistant Secretary for Administration (ASA). Although human resources will be consolidated, agencies will still have focused hiring support including a dedicated team for wildland firefighting hiring. • Consolidate contracting functions in the ASA. Although contracting resources will be consolidated, dedicated teams for commodity procurement and wildland firefighting incident support will continue to exist. The Department will transfer contracting for common goods and services to the General Services Administration during FY 2026. To eliminate redundancy, the Office of Small and Disadvantaged Business will be reduced to a single position that focuses on statutory requirements.
• Consolidate lease administration and management functions in the ASA. • Consolidate grants and financial assistance to provide better controls and promote efficiency.
This consolidation will include, where feasible, the transfer of grant making and administration functions from USDA offices and agencies that currently have limited capacity to perform such duties to other offices and agencies.
• Eliminate the redundancy in student programs in the Office of Partnerships and Public Engagement (OPPE) and the Agricultural Research Service (ARS) by realigning OPPE student programs to ARS.
Section 5. Implementation:
a. Deputy Secretary. The Deputy Secretary will lead the implementation of the USDA Reorganization Plan and may make changes or adjustments to the plan as needed.
b. The Office of the General Counsel and the ASA. The Office of the General Counsel and the Office of the ASA are directed to take all necessary steps to support the Deputy Secretary in implementation of the USDA Reorganization Plan
c. The Office of the Assistant Secretary for Congressional Relations. The Office of the Assistant Secretary for Congressional Relations is directed to work with the Office of General Counsel on all necessary Congressional notifications. d. Agency Heads and Department Officials. Under Secretaries, Agency Heads, and Department Officials are directed to take all necessary actions to implement the USDA Reorganization Plan as directed by the Deputy Secretary.
Section 6. Effect of the Memorandum: The implementation of this Secretary Memorandum will improve the internal management ofthe Department. This Secretary Memorandum and any resulting actions do not confer any right or benefit (substantive or procedural) to any party. To the extent there is any inconsistency between the provisions of this Secretary Memorandum and any Federal law or regulation, the provisions of such law or regulation will control.
Section 7. Delegation: This Memorandum delegates to the Deputy Secretary all authorities necessary to implement the USDA Reorganization Plan.
Section 8. Expiration Date: This Secretary Memorandum is effective immediately and will remain in effect until the earlier of the completion of the US ~""'"'00anization Pl or the revocation of this memorandum.
•
Secretary ofAgriculture
August 13, 2025
The Honorable Brooke Rollins
Secretary U.S. Department of Agriculture
1400 Independence Avenue, SW
Washington, DC 20250
Secretary Rollins,
On July 24th, without notice or input from Congress or key stakeholders and constituencies, you announced a significant reorganization of the U.S. Department of Agriculture (USDA).1 The lack of consultation and seeming lack of evaluation and analysis prior to issuing this plan demonstrates a concerning failure to learn the lessons from similar efforts undertaken by USDA during the first Trump administration. As Members of the committee with jurisdiction over USDA, we are deeply concerned that the Department’s proposal will make it less effective and significantly hinder its ability to provide the customer service and support our farmers and rural communities deserve. Especially given that the Department has reportedly already lost or forced out 21,600, or one-fifth, of it its employees this year – the second-most workforce reductions of all federal agencies.2 That the Administration did not consult with Congress on a planned reorganization of this magnitude prior to its publication is unacceptable. The 30-day comment period announced on August 1st is appreciated and, on its face, could serve as a meaningful opportunity for stakeholder input.3 However, given the Secretary’s recent comments that the plan is “95 percent baked,” we are very skeptical and deeply concerned that any feedback provided over the next month will not be seriously considered because the fundamental decisions behind this plan are already set in stone.4 These concerns are further supported by the fact that the Department has already selected the “hub” cities for the relocation and that the Department cannot or will not provide any analysis or data backing the selection of these sites, allegedly based on the principle of lower cost of living.
On July 25th, USDA staff informed staff from the Agriculture and Appropriations Committees of the House of Representatives and Senate that the Department had no data or analysis backing up the decisions outlined in the July 24th memo to share with members or our staff. This too is unacceptable. To conduct a 30-day engagement period without providing Congress and stakeholders with sufficient information to fully evaluate this reorganization plan is an insult to both and sends the message the comment period is more about optics rather than substance.
Unfortunately, the Department is failing to learn from the mistakes of the first Trump Administration by already falling short of the paltry substandard process set forth when the Administration relocated just two agencies, USDA’s Economic Research Service (ERS) and National Institute of Food and Agriculture (NIFA), outside of the Washington, DC area. The ERS/NIFA move process was criticized by Government Accountability Office (GAO) for “minimally involv[ing] employees, Congress, and other key 1 USDA, Department of Agriculture Reorganization Plan, SM 1078-015, July 24, 2025. 2 Partnerships for Public Service, “Federal Harms Tracker: The Cost to Your Government,” updated July 21, 2025. 3 USDA, Secretary Rollins Announces USDA Reorganization, Restoring the Department’s Core Mission of Supporting American Agriculture , July 24, 2025.
4 Politico, “Rollins ‘open’ to reorg tweaks,” August 4, 2025.
stakeholders in relocating the agencies” and not following all “leading practices for effective agency reforms and strategic human capital management.”5 Yet, while far from perfect, it did at least include a dedicated site selection process and analysis with the support of third-party real estate experts based on critical factors like quality of life, personnel and operation costs, workforce availability, and logistics, despite being a smaller reorganization than that now considered.6 About 75 percent of employees affected by the ERS/NIFA relocation from Washington, DC to Kansas City, MO declined the move, resulting in a massive brain drain and significant loss of productivity at both agencies. The 2022 study by the GAO evaluating the relocation found that productivity declined at both agencies – ERS produced fewer reports, NIFA took longer to process grants, and employees at both new locations were significantly less experienced than at the prior location. Additionally, employee diversity at the two agencies declined precipitously: the proportion of Black or African American staff at NIFA declined from 47 percent to 19 percent, the percent of Hispanic or Latino employees was cut in half, and the employees identifying as “other races” decreased.7
To proceed in this manner while ignoring both the actual results from previous similar relocation/reorganization efforts and the multiple findings and recommendations by GAO regarding such earlier efforts demonstrates such a high level of indifference as to show a complete lack of respect for the hard working men and women of the Department and the Americans who depend on its services, particularly our farmers and ranchers. How can the Department expect different or better results despite doing less preparation and analysis to relocate significantly larger portions of USDA? It causes us to wonder whether the Department knows that the results will be the same and just does not care.
Regardless, we find this entire process, or lack thereof, deeply concerning.
If similar results occur as the result of this reorganization plan, the Department will be paralyzed, and it will be the millions of American famers and families that depend on USDA services who pay the price.
Given the magnitude of impact changes of this scale could have, we request answers to the following questions no later than August 20, 2025, so as to give the Committee time to adequately respond within the Department’s thirty-day engagement window.
General Questions
The July 24th memo states that it is “effective immediately and will remain in effect until the earlier of the completion of the USDA Reorganization Plan or the revocation of [the] memorandum.” However, on July 25th, USDA staff indicated that this document will not be acted upon for 30 days while the Department seeks congressional and employee feedback and, on August 1st, USDA publicly announced a 30-day public comment period ending on August 26th. 8 o Please confirm the date of effectiveness and timeline for implementation of the memo. o After the 30-day feedback period ends on August 26th, will there be a period where the memo will not be in effect as USDA makes changes to incorporate congressional and USDA employee feedback?
5 GAO, Agency Relocations: Following Leading Practices Will Better Position USDA to Mitigate the Ongoing Impacts on Its Workforce , GAO-23-104709, Dec. 14, 2022; GAO, Evidence-Based Policy Making: USDA’s Decision to Relocate Research Agencies to Kansas City Was Not Fully Consistent with and Evidence-Based Approach , GAO-22-104540, Apr. 19, 2022. 6 Federal Register, A Notice by the Agriculture Department: Notice of Request for Expression of Interest for Potential Sites for Headquarters Office Locations, August 15, 2018; USDA, NIFA and ERS Relocation: Cost Benefit Analysis, June 13, 2019. 7 GAO, Agency Relocations: Following Leading Practices Will Better Position USDA to Mitigate the Ongoing Impacts on Its Workforce , GAO-23-104709, Dec. 14, 2022;
8 USDA, USDA Opens Public Comment Period on Department Reorganization Plan, August 1, 2025. 2
What analysis was done within the Department to rate, rank and select the new “hub” locations? Please provide all documentation.
Why was a Request for Expression of Interest for Potential Sites and subsequent analysis, similar to that conducted by USDA and Ernst and Young to select the location for ERS and NIFA, not completed prior to the announcement of the “hub locations” for this reorganization? Does the Department have any preliminary assessments, calculations or cost-benefit analysis regarding the costs of the reorganization, including consideration of any costs associated with additional facilities, quality of life, cost of living, land costs, labor force variables, infrastructure, commute times, and, where relevant, access to data centers? If not, we strongly urge USDA to conduct and provide cost estimates of this proposed reorganization and to provide that information to Congress with a minimum of two weeks to evaluate before acting upon the reorganization plan. How does the Department’s reorganization plan keep “USDA closer to its customers” and maintain access to services within regions of the U.S. which will no longer have USDA regional offices located within the region (e.g. FNS, NASS)?
What is USDA’s planned timeline for undertaking employee engagement and union engagement for each of the agencies impacted by the reorganization and its proposed closures and relocations? Please provide specific timelines for engaging with employees for all agencies, including those with and without stated timelines for relocations and closures. While we understand that each agency’s move has a different timetable, if the 30-day period following the announcement and publication of the reordination plan is intended to allow for congressional and USDA employee feedback, employee engagement should be occurring now to determine if adjustments need to be made.
Please provide current staffing numbers for each impacted agency as of the most recent pay period as well as details on how many employees within each agency will be required to move under this reorganization plan, including both the 2,600 employees moving outside of the DC-area and the employees currently located in regional and local offices who will be required to relocate to “hub” cities.
Please provide organizational charts for all agencies and offices impacted by the reorganization, including details on the physical locations of agency offices and the number and type of employees impacted at each location.
Please provide a full list of agencies and offices that were exempted from this reorganization plan and the rationale for exclusion. Please provide data and analysis to support USDA’s reasoning. Previous reports indicated that USDA was targeting as many as 30,000 job cuts through its deferred resignation program and its reduction-in-force plan. Given that the July 24th press release announcing this plan stated that “this reorganization is another step of the Department’s process of reducing its workforce,” is this reorganization intended to directly or indirectly lead to a reduction in the department's overall workforce? If so, is there a specific reduction in the number of USDA employees at that this reorganization is targeting?
Will any jobs be eliminated as part of the plan to “consolidate support functions”? Please provide a breakdown by agency and role as well as any analysis or data that USDA used to make these determinations.
If a current employee chooses not to relocate and instead leaves federal service, is it possible that their position will be eliminated or will the Department seek to fill all vacant relocated positions? The July 24th memo states that USDA will “consolidate grants and financial assistance” including, “where feasible, the transfer of grant making and administration functions from USDA offices and agencies that currently have limited capacity to perform such duties to other offices and agencies.” Please provide details on the specific agencies for which grant making and administration functions will be transferred away from and to which agencies they will be transferred to. 3
Agency or Office Specific Questions
Assistant Secretary for Administration
How many positions will be eliminated from the Office of Small and Disadvantaged Business? Agricultural Research Service (ARS)
USDA has indicated it will move Office of Partnerships and Public Engagement (OPPE) student programs to ARS. Please provide a full list of the student programs impacted. Additionally, please provide a full list of student programs located outside of OPPE and ARS that will not be relocated. How will the elimination of ARS area offices impact regional partnerships with universities, companies and organizations geographically far from the Office of National Programs? Civil Rights
The July 24th memo, states that USDA will “consolidate civil rights functions into the Office of the Assistant Secretary for Civil Rights, which will deliver all statutorily required civil rights functions.” Will there be a reduction in the overall staff that currently deliver statutory as well as non-statutory civil rights functions?
Food and Nutrition Service (FNS)
The July 24th memo states that “FNS will reduce its number of regions from seven to five and align locations with the USDA Hubs and Service Centers over a two-year period.” How did USDA determine that a two-year period would be sufficient for relocating or closing all 7 regional offices? Please provide any analysis that informed this decision. Based on feedback from USDA staff on July 25th, we understand items in the memo without timelines are “open questions,” awaiting congressional and employee feedback. How did USDA reach a decision to take more time and gather more input before establishing timelines for some agencies included in the reorganization and not others? Why was this consideration not given for changes to FNS? Please provide any analysis that informed this decision. As of the July 25th briefing, USDA staff indicated that, given the lack of overlap between the new “hub locations” and the existing FNS regional offices,9 all FNS regional office employees will be asked to relocate. Additionally, while the current Mountain Plains Region (CO, KS, MO, MT, NE, ND, SD, WY) would have two regional offices, there would no longer be FNS Regional Offices in 3 of the 7 current regions, impacting the Northeast Region (CT, MA, ME, NH, NH, NY, RI, USVI), Mid-Atlantic Region (DC, DE, MD, NJ, PA, PR, VA, WV), and Western Region (AK, AS, CA, CNMI, GU, HI, ID, NV, OR, WA) under the reorganization plan. o Is this still consistent with USDA’s reorganization plans for FNS? If not, please provide the rationale for any changes to the plan.
o How does USDA plan to ensure that states in the current Northeast, Mid-Atlantic, and Western regions have sufficient access to regional office support? o What kind of analysis was done to ensure that relocating all FNS offices and consolidating from 7 to 5 offices, with no representation in 3 regions, could provide sufficient staff and coverage to operate effectively and support all states? Please provide any analysis that informed this decision.
o Please provide a new FNS regional office map indicating which “hubs” will serve as regional offices for each state.
How does this reorganization support effective implementation of H.R.1 and the need to provide thorough technical assistance to states and counties as they implement significant changes to SNAP required by this law, including working to reduce their state error rate? 9 USDA FNS, FNS Regional Offices, accessed August 5, 2025. 4
o In the hearing held on this reorganization by the Senate Committee on Agriculture on July 30th10, Deputy Secretary Vaden stated that the reorganization would reduce SNAP state error rates, bring more FNS employees “into the field,” provide “more people for individuals in Alabama and every other state to reach out to help with technical assistance.” As part of the written response to this question, please provide 1) the number of staff located in FNS regional offices on January 20, 2025, 2) the number of staff in FNS regional offices on July 24th, 2025, 3) the number of staff in DC-area and FNS regional offices the plan proposes to relocate, 4) the anticipated loss of FNS staff due to these relocations and 5) the anticipated length of time it will take to hire and train newly hired staff to replace employees who decline to relocate.
How does conducting this reorganization within 2 years enable FNS to provide TA and support states and counties in implementing the significant changes required by H.R.1, both effective immediately and for those changes phasing in over the next 2-4 years? How many FNS staff currently located at the Alexandria, VA location will be asked to relocate to regional hubs? How is USDA determining which staff or functions should be relocated? In order to accommodate an influx of FNS staff to the “hubs,” will the Department be required to purchase additional facilities or sign additional leases? If so, please provide the anticipated number of additional facilities needed and the anticipated cost.
Forest Service
The July 24th memo states that the Forest Service “will phase out the nine Regional Offices over the next year and implementation activities will take into consideration the ongoing fire season.” How did USDA determine that a 1-year period would be sufficient to phase out all nine Regional Offices? Please provide any analysis that informed this decision. Based on feedback from USDA staff on July 25th, we understand items in the memo without timelines are “open questions,” awaiting congressional and employee feedback. How did USDA reach a decision to take more time and gather more input before establishing timelines for some agencies included in the reorganization and not others? Why was this consideration not given for changes to the Forest Service? Please provide any analysis that informed this decision. How will the Forest Service reassign staff in existing Regional Offices? Will staff be reassigned to the new hub in Fort Collins, CO or the Fire Sciences Lab and Forest Products Lab? Will any employees be redirected to fill existing vacancies in National Forest Ranger Districts? What are the costs associated with moving employees to their new locations? Please provide a new organizational chart for the Forest Service. Where will the roles and responsibilities of Regional Foresters and their offices be located moving forward? Will each National Forest Supervisor report directly to the Chief? Did the Forest Service consider the value of existing relationships between its stand-alone Research Stations and nearby universities? How will the Agency ensure that ongoing research and collaboration with these universities be continued when the stations are closed? In order to accommodate an influx of new staff, will the Research Station in Fort Collins, Colorado be expanded? Will that require the Forest Service to acquire new facilities or sign additional leases? What analysis has been done to assess the impact of consolidating the Research Stations?
Does the Department intend to move the Forest Service headquarters away from the Yates Building in Washington, DC?
National Agricultural Statistics Service (NASS)
How will the consolidation of NASS affect regional surveying and direct farmer relationships? 10 Senate Committee on Agriculture, Nutrition, & Forestry, Full Committee Hearing “Review of the USDA Reorganization Proposal,” July 30, 2025.
5
The Census of Agriculture data is collected through a combination of surveys through mail, telephone, personal interviews, and field visits. How does consolidating NASS into five hubs instead of the existing regions affect the viability of field visits? Previous relocations of REE personnel have resulted in major loss of experienced staff. How many full-time REE employees are expected to be lost in the near- and long-term? If employee numbers dramatically decrease in the short term, which reports would NASS have to discontinue?
What measures is USDA taking to ensure that the reorganization does not decrease the detail and quality of NASS products?
Natural Resources Conservation Service (NRCS)
Will NRCS be split amongst the five “hub locations” or will it be located in a single “hub?” If that decision has not yet been made, what factors or analysis will it be based upon? Who will lead NRCS offices at each hub location? Will State Conservations be expected to report to these individuals as opposed to the Chief?
How will the Department consider aligning its new regional structure with existing facilities, staff and functions at the Central National Technology Support Center in Ft. Worth, TX and National Soil Survey Center in Lincoln, NE?
What safeguards is the Department putting in place to ensure that no NRCS services to farmers are interrupted during any consolidation efforts?
Does the Department consider NRCS sufficiently staffed to meet the growing demand for participation in conservation programs? How will this reorganization impact NRCS service centers throughout the country?
Tribal Relations
The July 24th memo, states that USDA will “consolidate tribal relations functions within mission areas and ensure the Office of Tribal Relations delivers all statutorily required tribal relations functions.” Will there be a reduction in the overall staff that currently deliver statutory as well as non-statutory tribal relations functions?
Given the potential impact of this reorganization plan on nearly every function of USDA, on 2,600 employees in the DC, Maryland, and Virginia areas as well as a significant number of employees across the United States in regional offices, and the millions of American famers and families that depend on USDA services, and the short, 30-day timeline the Department has given Congress for evaluating and providing feedback on this plan, we require answers to the preceding questions no later than August 20, 2025.
Thank you for your consideration,
Angie Craig
Member of Congress
Ranking Member, Committee on
Agriculture
6
Shontel M. Brown
Vice Ranking Member
Committee on Agriculture
David Scott
Member of Congress
Jim Costa
Member of Congress
James P. McGovern
Member of Congress
Alma S. Adams, Ph.D.
Member of Congress
Jahana Hayes
Member of Congress
Andrea Salinas
Member of Congress
Jill Tokuda
Member of Congress
Nikki Budzinski
Member of Congress
Eric Sorensen
Member of Congress
Gabe Vasquez
Member of Congress
Jonathan L. Jackson
Member of Congress
7
Shri Thanedar
Member of Congress
Adam Gray
Member of Congress
Kristen McDonald Rivet
Member of Congress
Shomari Figures
Member of Congress
Eugene Simon Vindman
Member of Congress
Josh Riley
Member of Congress
John W. Mannion
Member of Congress
April McClain Delaney
Member of Congress
Chellie Pingree
Member of Congress
Salud Carbajal
Member of Congress
CC: U.S. Department of Agriculture Deputy Secretary Vaden 8
______________________________________________________________________________ August 20, 2025
Attn: Brooke Rollins
Secretary of Agriculture
Washington D.C.
Dear Secretary Rollins,
The Mammoth Lakes Town Council on behalf of the Town of Mammoth Lakes (TOML) is writing with regards to the proposed Department of Agriculture Reorganization Plan dated July 24th, 2025. Council comments will be specific to the US Forest Service (USFS), as the Town of Mammoth Lakes is surrounded by the Inyo National Forest and these lands support our recreation-based economy.
Recent reductions in force (RIF) at the local and regional levels have already had drastic negative effects on Eastern Sierra communities, resulting in dirty restrooms, overflowing trash, uneducated visitors, exorbitantly long (years or more) turnaround times for permits & agreements, difficulties implementing the National Environmental Policy Act (NEPA) efficiently, lack of wilderness oversight, limited trail maintenance, and an overall inability to take on new project work. Rural communities have felt the effects of these RIFs most acutely, as many do not possess the resources to support the federal government’s efforts to alleviate these, and many other issues caused by reducing an already strained workforce.
While TOML supports opportunities that can come with a USFS reorganization, such as increased efficiency, better customer service, and support for rural culture and values, the plan as it exists currently does not provide the necessary detail or overall structure that would allow for these goals to be achieved. Similarly, developing this reorganization in a vacuum, without notice or input from congress or key stakeholders, is both short-sighted and imprudent.
Generally speaking, the following topics are not addressed in this reorganization in any meaningful way and are crucial elements to the effectiveness of the agency:
What are the Goals and Objectives USDA is trying to Achieve? What is the vision?
What data & analysis was used to formulate these determinations? How will success be measured?
Town of Mammoth Lakes
P.O. Box 1609, Mammoth Lakes, CA, 93546
(760) 965-3600
www.townofmammothlakes.ca.gov
Chain of Command
The USFS chain of command structure is not clear.
Who will individual USFS units report to?
Absent regional offices, will individual units report directly to Washington, D.C.? Coordination of Projects across Multiple Forests
Partnered recreation projects that span multiple USFS units are vital to our rural region. Without a regional office, who at USDA/USFS will provide capacity to coordinate these projects?
Will it be up to individual forest supervisors?
More specifically, there seems to be no clear objective and benefit to public lands described in the proposed reorganization. Without further clarification and details, TOML cannot support the following goals and objectives of the proposed reorganization.
Proposed Elimination of Washington & Regional Offices to 5 Hub Locations Currently there are 6 regional offices located west of the Mississippi River, which contain roughly 70% of National Forest System (NFS) Lands. What analysis was done to determine new hub locations? Has an organizational chart been developed?
The proposed Hub model would reduce those offices to 2 and currently makes no reference to how those 6 regional offices will be divided between the 5 hubs.
Furthermore, no hubs would be located West of Utah, leaving no regional presence in Nevada, Oregon, Washington, and California. With this in mind, how does this bring the USDA closer to its customers?
Further consolidation of regional staff, especially to areas East of the Mississippi, will create a further disconnect between forest level issues and the regional staff often required to push projects forward. Scenarios where decisions are being made (or not made) by a staffer in Kansas City related to forest level matters in Western States does not seem logical.
Current regional office staff live in the states containing the forests they manage, allowing for proximity to on-the-ground resources. Knowledge of Forest resources is critical to making decisions related to Forest Resources.
Proposed Elimination of Stand-Alone Research Stations
The proposed elimination of stand-alone research stations will take research staff away from the resources they are charged with studying.
This proposal could disincentivize research from occurring due to travel costs, lodging constraints, and employees being unwilling to spend extended periods outside their “hubs”.
How were relationships between existing research stations and nearby universities determined? What will happen with current ongoing research studies?
Proposed Re-alignment of the Natural Resource Conservation Service (NRCS) The current proposal for NRCS realignment lacks specificity as the NRCS does not currently possess a regional structure similar to the USFS. What offices would be retained vs. removed? If State offices were removed this would once again eliminate any regional presence in a leading agricultural state such as California.
Finally, rural communities have their own sets of challenges and difficulties. Being that many rural communities rely on federal public lands to drive their local economies, along with often utilizing those dollars to support federal public land operations the following topics must be addressed in any reorganization efforts.
Consistency for Permitees that Create Jobs and Drive Rural Economies How will the reorganization ensure consistency for ski area operations across multiple operators in multiple western states that create local jobs and drive rural economic activity?
How will the reorganization enhance consistency for recreation activities and operations across multiple USFS units in multiple states?
How will the reorganization enhance consistency for timber sales and proactive wildfire mitigation projects across multiple USFS units in multiple states? How will the reorganization maintain consistency for important players on USFS lands that create jobs and drive rural economies?
o Organizations such as
NSAA (National Ski Areas Association)
AFRC (The American Forest Resource Council)
NFRA (The National Forest Recreation Association)
LADWP (Los Angeles Department of Water and Power)
SPI (Sierra Pacific Industries)
NEPA Pay-to Play will Put Rural Communities at an Economic Disadvantage Who will benefit from the 125% expediting fee? Will funds go back to US Treasury and not benefit rural communities?
Well-funded project proponents will jump to the head of the line, putting projects benefiting rural communities who depend on outdoor recreation and tourism at a disadvantage.
Elimination of public comment process will deprive projects of technical expertise from private sector and local knowledge from rural communities who will now be at the back of the line.
Coordination of Technical and Legal Activities Including Permitting and Land Exchanges How will the reorganization benefit rural communities and individual USFS units with complex permitting, legal, and technical challenges?
o FERC re-licensing?
o Permitting for public utilities operating on federal public lands?
o Land exchanges that historically have been handled by regional Land Exchange Teams?
o Superfund sites on individual forests and in specific ranger districts? On the Ground Presence of USFS + Roles for Automation and AI Will the reorganization process enhance the human presence on the ground for USFS Ranger Districts and USFS Forest Units? Will dollars saved from reorganization be put back into our public lands?
Human relationships are critical to the success of projects, especially in rural areas, and will be critical to the success of goals to create jobs and enhance rural economic activity. Will the reorg plan result in additional losses to USFS staff? Artificial Intelligence is no substitute for engaged human presence on public lands to benefit rural communities and their recreation and tourism-based economies.
The Town of Mammoth Lakes Town Council urges the Department of Agriculture to give further consideration to any reorganization proposal and does not support the proposed reorganization as outlined in the July 24, 2025 Secretary Memorandum: SM 1078-015. As proposed, this reorganization would create further hardship on communities adjacent to public lands, the millions of annual visitors to these National Treasures, and the lands themselves. A more comprehensive, thoughtful, and detailed approach is needed in order for TOML to consider supporting a reorganization as described.
Sincerely,
Chris Bubser, Mayor
Mammoth Lakes Town Council
Town of Mammoth Lakes
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Consider the second amendment to the professional services agreement with DTA for the preparation of a Development Impact Fee and Housing Fee Nexus Study Council Meeting Date: 8/20/2025
Prepared by: Nolan Bobroff, Community & Economic Development Director Recommended Motion: Approve the resolution authorizing the second amendment to the professional services agreement with DTA to increase the agreement amount by $25,000 to $195,000, extend the term to June 30, 2026, and to make minor revisions to the scope of work.
Summary: The Town contracted with DTA, a financial consulting firm, in September 2021 to prepare a development impact fee (DIF) and affordable housing (AH) fee nexus study. The two studies are intended to replace the prior Affordable Workforce Housing Fee Nexus Study and Development Impact Fee Study that were both completed in 2015. For a variety of reasons, there have been several delays in moving the studies forward, primarily related to staffing challenges.
Administrative drafts of both studies have been provided to the Town and are being routed and reviewed by the various Town departments. Once the internal review is complete, a workshop with the Town Council will be conducted to walk through the fee recommendations. Following that workshop and the incorporation of any comments received, the nexus studies will be brought back to the Town Council for formal adoption. The goal is to have the studies before Town Council for consideration in early 2026.
The requested amendments to the DTA contract are necessary to provide additional time and funding resources for finalizing the reports and to update some of the calculations and assumptions that were used to determine the fee recommendations. The First Amendment to the DTA Agreement extended the term of the agreement to June 30, 2025.
Following adoption of the nexus studies, the Town Council will then consider potential changes to the AH and DIF fee schedules. Nexus studies establish the maximum fees that can be legally charged for the various AH and DIF fee categories; however, the governing body can choose to adopt a lower fee than the maximum, which is what happened in 2015. Changes to the fee schedules must be approved at a public hearing.
Attachment 1 – Second Amendment to the DTA Agreement
Attachment 2 – DTA Agreement
SECOND AMENDMENT TO
PROFESSIONAL SERVICES AGREEMENT
PARTIES: This Second Amendment to Professional Services Agreement (“Second Amendment”), dated this 20th day of August 2025 (“Effective Date”) and with retroactive effect to June 30, 2025, is entered into by and between DTA, a California Corporation (“Consultant”) and the Town of Mammoth Lakes (“Town”) (collectively, the “Parties”) to amend the Professional Services Agreement between the Parties dated September 16, 2021 (“Agreement”) as set forth below.
SECOND AMENDMENT: The Agreement is hereby amended by amending Sections
3.1.1, 3.1.2, and 3.3.1 as follows:
(i) 3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the Town all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional public finance consulting services necessary for the Project (“Services”). The Services are more particularly described in Exhibit “A” of the Agreement together with the Affordable Housing Fee Justification Study Revisions attached hereto and incorporated herein by reference. (ii) 3.1.2 Term. The term of this Agreement shall be from September 15, 2021 to June 30, 2026, unless earlier terminated as provided in Section 3.5.1 of the Agreement.
Consultant shall complete the Services within the term of this Agreement , and shall meet any other established schedules and deadlines.
(iii) 3.3.1 Compensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates outlined in DTA’s Hourly Rates table attached hereto and incorporated herein by reference. The total compensation shall not exceed one hundred and ninety-five thousand dollars ($195,000) without written approval of the Town Council or Town Manager as applicable. Extra Work may be authorized, as described in Section 3.3.4 of the Agreement, and if authorized, will be compensated at the rates and manner set forth in this Agreement.
NO OTHER AMENDMENT: Except as modified by this Second Amendment, the Agreement remains binding on the Parties in full force and effect according to its terms.
INCORPORATION OF SECOND AMENDMENT. From and after the Effective Date of this Second Amendment, wherever the term “Agreement” or contract appears in the Agreement, it shall be read and understood to mean the Agreement as amended by this Second Amendment.
COUNTERPARTS. This Second Amendment may be executed in counterparts, each of which shall constitute an original and all of which together shall constitute one fully executed Second Amendment.
AUTHORITY TO EXECUTE. Each signatory executing this Second Amendment on behalf of the Party below warrants that he or she is authorized to enter into and bind that Party to the terms of this Second Amendment.
IN WITNESS WHEREOF, the said Parties hereto have caused this Second Amendment to be executed on the Effective Date.
TOWN OF MAMMOTH LAKES
By: _________________________
Rob Patterson
Town Manager
Attest: _________________________
Jamie Gray
Town Clerk
DTA
By: _________________________
David Taussig
President
www.FinanceDTA.com
18201 Von Karman Avenue, Suite 220
Irvine, CA 92612
Irvine | San Jose | San Francisco | Riverside | Dallas | Houston | Raleigh | Tampa CONSULTANT AGREEMENT – NOTICE OF AUTHORIZATION
Date: June 26, 2025
Project: Mammoth Lakes Affordable Housing Development Impact Fee Justification Study Description of Work : Revisions to 2024 Fee Justification Study (the “2024 Study”) Budget: Time and materials not to exceed $25,000, plus out-of-pocket expenses not to exceed $1,000.
Table 1: DTA’s Hourly Rates
Labor Category Labor Rate
President/Managing Director $320/Hour
Senior Vice President $290/Hour
Vice President $270/Hour
Senior Manager $225/Hour
Manager $210/Hour
Senior Associate $190/Hour
Associate III $175/Hour
Associate II $165/Hour
Associate I $150/Hour
Research Associate II $140/Hour
Research Associate I $125/Hour
Out-of-pocket and administrative expenses shall be equal to 3% of DTA’s billings for labor, plus travel costs and any outside vendor payments, not to exceed a total of $1,000. All hourly rates for services apply through June 30, 2026, and are subject to a cost-of-living increase at that time. On or about the first two weeks of each month during which consulting services are rendered hereunder, Consultant shall present to Client an invoice covering the current consulting services performed and reimbursable expenses incurred pursuant to this Notice of Authorization. Invoices shall be paid by Client within 30 days of the date of each invoice. A 1.2% charge may be imposed monthly against accounts that are not paid within 45 days of the date of each invoice. The prevailing party in any legal action brought by one party against the other and arising out of this Consultant Agreement shall be entitled, in addition to any other rights and remedies it may have, to reimbursement for its expenses, including court costs and reasonable attorneys’ fees.
Consultant:
DTA Public Finance, Inc.
___________________________________________________________________________________ Kelly Wright, Chief Executive Officer
Client:
Town of Mammoth Lakes
_______________________________________________________________________________ Authorized Signature
Brief Description of Scope of
Services:
DTA shall perform the services described under Tasks 1-5 in the Scope of Work attached below.
2 Town of Mammoth Lakes June 27, 2025
Proposal for Updated and Revised Affordable Housing Impact Fee Justification Study
AFFORDABLE HOUSING FEE JUSTIFICATION STUDY REVISIONS
Task 1 Consultant shall update calculations in 2024 Study to reflect 2025 County median income, and current rent levels, construction costs and land costs. Construction costs shall be updated using Engineering News Record Construction Cost Index.
City staff shall assist Consultant in determining appropriate land costs.
Task 2 Consultant shall revise 2024 Study fee levels to focus on housing affordable to households earning less than 80% of the 2025 County median income, deleting previous calculations also reliant on housing affordable to households earning less than 120% of the County median income.
Task 3 Consultant shall rewrite narrative text of 2024 Study to reflect changes resulting from Tasks 2 and 3.
Task 4 Consultant shall attend virtual meetings with staff, stakeholders and Town Council to present results of its updated analysis and the methodology utilized in the analysis.
Task 5 Consultant shall provide consulting services to City until labor costs equal $25,000.
If necessary, additional hourly fees may be required one such limit is reached, subject to prior approval by Client.
1 TOWN COUNCIL STAFF REPORT
Title: Ordinance to Renew the Town’s Military Equipment Use Policy.
Meeting Date: August 20, 2025
Prepared by: Daniel Casabian, Chief of Police
RECOMMENDATION:
Waive the reading and introduce by title only the ordinance renewing the Town’s Military Equipment Use Policy pursuant to Government Code Section 7071 (AB 481).
BACKGROUND:
On September 30, 2021, the Governor of the State of California approved Assembly Bill 481 requiring law enforcement agencies to obtain approval from the applicable governing body (Town Council) to use any equipment defined as military equipment by AB 481 by adopting a military equipment use policy. AB 481 declares the public has a right to know about any funding, acquisition, or use of military equipment as well as a right to participate in the decision to fund, acquire, or use such equipment. The Mammoth Lakes Police Department is committed to adopting internal processes related to the funding, acquisition, and use of defined military equipment as codified by Government Code sections § 7070, § 7071, and § 7072, which can be found here:
https://leginfo.legislature.ca.gov/faces/codes_displayText.xhtml?lawCode=GOV&divisio n=7.&title=1.&part=&chapter=12.8.&article=
AB 481 outlines fifteen categories of equipment that is defined as “military equipment,” ranging from remote piloted drone or robotic equipment to simunition firearms used only for training purposes. Of these fifteen categories of equipment, the Mammoth Lakes Police Department acquires and has available for use three of the fifteen categories of equipment – two of the three categories of equipment are primarily or solely used for wildlife diversion (Pepperball Launcher and Munitions, Bean-Bag Shotguns and Rounds, Rubber Slugs). The third category of equipment the Mammoth Lakes Police Department has is an unarmed drone. The MLPD would like to add equipment to the category of projectile launch platforms and their associated munitions by purchasing eight (8) Defense Technology 40mm less lethal launchers, and associated impact sponge munitions plus training munitions, for the purpose of replacing existing less lethal shotguns.
ATTACHMENTS:
Military Equipment Ordinance 2025
Annual Report of Military Equipment Use and Inventory 2025 MLPD Military Equipment Policy 706
ORDINANCE 2025-
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH LAKES, COUNTY OF MONO, STATE OF CALIFORNIA, RENEWING THE TOWN’S MILITARY EQUIPMENT USE POLICY PURSUANT TO GOVERNMENT CODE SECTION 7071 (AB 481) WHEREAS, Assembly Bill 481 enacted Government Code Sections 7070-7073, establishing certain requirements pertaining to the acquisition and use of “military equipment” by California law enforcement agencies; and
WHEREAS, Government Code Section 7070 defines “military equipment” as consisting of 15 categories of items, most of which the Mammoth Lakes Police Department does not have, has never had, and is not likely to have in the foreseeable future (such as tracked armored vehicles or armed aircraft); and
WHEREAS, the Mammoth Lakes Police Department does have an unarmed drone with camera, pepperball launcher and munitions, beanbag shotguns and rounds and rubber slugs used for non-lethal wildlife diversion, which are defined as “military equipment” under Government Code Section 7070; and
WHEREAS, the Mammoth Lakes Police Department seeks to purchase eight (8) 40mm less lethal launchers and munitions, which are defined as “military equipment” under Government Code Section 7070; and
WHEREAS, Government Code Section 7071 requires the Town Council to adopt by ordinance a “military equipment use policy” in order for the Mammoth Lakes Police Department to, among other things, use its existing “military equipment”, acquire new “military equipment” (including replacements for expired or worn out existing equipment), or collaborating with any other law enforcement agency (such as an agency with a mutual aid agreement with the Mammoth Lakes Police Department) that might use “military equipment” in Mammoth Lakes; and WHEREAS, a military equipment use policy has been available on the Mammoth Lakes Police Department’s website prior to the reading of this ordinance, pursuant to Government Code Section 7071(b); and
WHEREAS, the Town Council held a public hearing in connection with the adoption of this ordinance and has considered this ordinance at an open session at a regular Town Council meeting and provided for public comment in accordance with Government Code Section 54950 et seq, pursuant to Government Code Section 7071(c).
The Town Council of the Town of Mammoth Lakes Does Ordain as Follows:
Section 1. The recitals above are incorporated herein.
Section 2. Pursuant to California Government Code Section 7071(d), the Town Council finds and determines as follows, with respect to Policy 706 – Military Equipment Funding, Acquisition, and Use Policy attached hereto as Exhibit “A” and incorporated herein by reference (“the Policy”):
(A) The military equipment listed in the table in the Policy is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety. (B) The Policy will safeguard the public’s welfare, safety, civil rights, and civil liberties.
Ordinance No. 25-
(C) When and if replacement items are purchased for the items of military equipment listed in the table in the Policy, the equipment is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety. (D) Prior use by the Mammoth Lakes Police Department of items now classified as “military equipment” by Government Code Section 7070 complied with the military equipment use policy that was in effect at the time.
Section 3. The Town Council’s previous adoption of the Policy, including the table attached thereto, is hereby renewed. The Policy, as it may be amended from time to time, shall be made available on the Mammoth Lakes Police Department’s website for as long as the Mammoth Lakes Police Department has any military equipment available for use.
Section 4. The Town Council’s previous ordinance authorizing the use of “military equipment” is hereby renewed. Pursuant to Government Code Section 7071(e), Town staff are directed to bring this ordinance to the Town Council for review “at least annually” so that the Town Council may vote on whether to renew the ordinance and determine whether each type of military equipment has complied with the standards of approval set forth herein and in Government Code Section 7071(d).
Section 5. Mammoth Lakes Police Department staff are directed to submit to the Town Council an annual military equipment report for each type of military equipment approved by the Town Council, and to make each such report available on the Mammoth Lakes Police Department website for as long as military equipment is available for use. Each report shall contain the information required by Government Code Section 7072(a). Mammoth Lakes Police Department staff are further directed to hold an annual community engagement meeting pursuant to Government Code Section 7072(b), within 30 days of submitting and releasing the annual military equipment report.
Section 6. If any provision of this ordinance or the application thereof to any person or circumstances is held by a court of competent jurisdiction to be invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this ordinance are declared to be severable.
Section 7. The Town Clerk is hereby directed to publish this ordinance or a summary thereof in accordance with the law.
The foregoing ordinance was introduced at a regular meeting of the Mammoth Lakes Town Council held on the 20th day of August 2025 and adopted at a regular meeting of the Mammoth Lakes Town Council, on the 3
rd day of September 2025.
__________________________
CHRIS BUBSER, Mayor
ATTEST:
_______________________
JAMIE GRAY, Town Clerk
MLPD Military Equipment Use
Annual Update 2025
Assembly Bill 481 enacted Government Code Sections 7070-7073, establishing certain requirements pertaining to the acquisition and use of “military equipment” by California law enforcement agencies. This code defines “military equipment” as consisting of 15 categories of items, most of which the Mammoth Lakes Police Department (MLPD) does not have, has never had, and is not likely to have in the foreseeable future (such as tracked armored vehicles or armed aircraft).
The Mammoth Lakes Police Department owns pepperball launchers and munitions, beanbag shotguns and rounds, and rubber slugs which are defined as “military equipment” under Code Section 7070. All these items were used for non-lethal wildlife diversion. The department responded to 90 bear-related calls for service from July 1, 2024, to June 30, 2025. Wildlife diversion tactics are used on these calls to condition bears away from problem areas such as campgrounds and residences where they have become accustomed to gaining an easy meal.
The department is now looking to acquire (8) Defense Technology 40mm less lethal projectile launchers, also known as kinetic energy weapons, including accessories and munitions. 40mm launchers are utilized by department personnel as a tool to deploy less lethal, impact sponge munitions. Kinetic energy weapons and munitions may be used as an option to de-escalate potentially dangerous or deadly situations. The 40mm launchers will also replace the department’s existing less lethal shotguns.
MLPD also owns one unarmed drone with a camera known as an Unmanned Aircraft System (UAS). The UAS was not deployed from July 1, 2024, to June 30, 2025, due to staffing shortages.
However, the UAS will be utilized in 2025 to survey for illegal campfires using new infrared software.
As of June 30, 2025, MLPD has received no complaints or concerns regarding our use of military equipment. Additionally, the department has had no internal audits or violations of the military equipment use policy.
The total annual cost for each type of military equipment is detailed on the graph below. Funds to purchase pepperball munitions, shotgun bean-bag rounds, rubber slug rounds, and the 40mm launcher with munitions are allocated from the Town of Mammoth Lakes Annual Budget under the Mammoth Lakes Police Department’s Firearms account. Annual maintenance on pepperball launchers, bean-bag shotguns, 40mm launchers, and the UAS are covered by the Contractual Services account. The quantity possessed and the quantity sought for each type of military equipment in the next year is also detailed on the graph below.
AB481 Military Equipment Inventory 2025
DESCRIPTION
(Military Item Per AB 481)
QUANTITY
(Sought or
Possessed)
CAPABILITIES EXPECTED
LIFESPAN
PRODUCT
DESCRIPTION
(MANUFACTURER)
PURPOSE
(AUTHORIZED USE)
FISCAL
IMPACT
(INITIAL & YEARLY)
LEGALRULES TRAINING
(REQUIREMENTS)
COMPLIANCE
(OVERSIGHT)
COMPLAINT
PROCEDURE
Pepperball Launcher Existing: 3 Less Lethal Force
Option
5-8 Years Pepperball Inc. Less Lethal Force
Compliance
Wildlife Diversion
Initial: N/A
Yearly: $200
(Maintenance)
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Pepperball Munitions Existing: 25
Sought: 1500
Less Lethal Force
Option
3 Years Pepperball Inc. Less Lethal Force
Compliance
Wildlife Diversion
Initial: $1290
(Re-Stock)
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Bean-Bag Shotguns Existing: 4 Less Lethal Force
Option
30,000
Rounds
Remington Less Lethal force
Compliance
Wildlife Diversion
Initial: N/A
Yearly: $250
Maintenance
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Shotgun Bean-Bag
Round
Existing: 59
Sought: 100
Less Lethal Force
Option
5 Years Defense
Technology
Corporation
Less Lethal Force
Compliance
Wildlife Diversion
Initial: $500
(Re-Stock)
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Rubber Slugs
Round
Existing: 67
Sought: 100
Less Lethal Force
Option
5 Years Lightfield Less Lethal Force
Compliance
Wildlife Diversion
Initial: $2500
(Re-Stock)
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
DJI Matrice 30T
(Drone)
Existing: 1 Drone – Remote
Piloted
2-5 Years DJI Technologies Enhance MLPD’s
Mission of
Protection of Lives
and Property
Initial: $N/A
Yearly: $2,780
Federal Aviation
Administration
Regulations
Initial Pilot Training and
Routine In-House
Training
Team Supervisor
Oversight / Monthly
Reporting to Federal
Aviation Administration
MLPD Policy 1010
40mm Less Lethal
Launcher w/Folding Stock
Conversion Kit & Rogers
Super-Stock Caddy
Existing: 0
Sought: 8
Less Lethal Force
Option
10 Years Defense
Technology
Less Lethal Force
Compliance
Wildlife Diversion
Initial: $12,640
Yearly: $400
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
DESCRIPTION
(Military Item Per AB 481)
QUANTITY
(Sought or
Possessed)
CAPABILITIES EXPECTED
LIFESPAN
PRODUCT
DESCRIPTION
(MANUFACTURER)
PURPOSE
(AUTHORIZED USE)
FISCAL
IMPACT
(INITIAL & YEARLY)
LEGAL RULES TRAINING
(REQUIREMENTS)
COMPLIANCE
(OVERSIGHT)
COMPLAINT
PROCEDURE
40mm Smokeless Powder
Exact Impact Sponge
Round #6325
Existing: 0
Sought: 50
Less Lethal Force
Option
5 Years Defense
Technology
Less Lethal Force
Compliance
Wildlife Diversion
Initial: $1329.50
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
40mm Extended Range
Sponge Round #6325LE
Existing: 0
Sought: 10
Less Lethal Force
Option
5 Years Defense
Technology
Less Lethal Force
Compliance
Wildlife Diversion
Initial: $290.00
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Exact Impact 40mm
Reloadable 24-shot
Training Kit
Existing: 0
Sought: 3
Training for Less
Lethal Force Option
5 Years Defense
Technology
Training for Less
Lethal Force
Compliance
Wildlife Diversion
Initial: $1179.72
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Direct Impact LE Extended
Range 40mm Reloadable
50shot Training Kit
Existing: 0
Sought: 1
Training for Less
Lethal Force Option
5 Years Defense
Technology
Training for Less
Lethal Force
Compliance
Wildlife Diversion
Initial: $302.47
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Policy
706
Mammoth Lakes Police Department
Mammoth Lakes PD Policy Manual
Copyright Lexipol, LLC 2025/06/05, All Rights Reserved.
Published with permission by Mammoth Lakes Police
Department
Military Equipment - 1
Military Equipment
706.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072).
706.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):
Governing body – The elected or appointed body that oversees the Department.
Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• Area denial electroshock devices, microwave weapons, water cannons, long-range acoustic devices (LRADs), acoustic hailing devices, and sound cannons. • Kinetic energy weapons and munitions.
• Any other equipment as determined by a governing body or a state agency to require additional oversight.
Mammoth Lakes Police Department
Mammoth Lakes PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2025/06/05, All Rights Reserved.
Published with permission by Mammoth Lakes Police
Department
Military Equipment - 2
706.2 POLICY
It is the policy of the Mammoth Lakes Police Department that members of this department comply with the provisions of Government Code § 7071 with respect to military equipment. 706.3 MILITARY EQUIPMENT COORDINATOR
The Chief of Police shall designate a member of this department to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
(a) Acting as liaison to the governing body for matters related to the requirements of this policy.
(b) Identifying department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.
(c) Conducting an inventory of all military equipment at least annually. (d) Collaborating with any allied agency that may use military equipment within the jurisdiction of Mammoth Lakes Police Department (Government Code § 7071). (e) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:
1. Publicizing the details of the meeting.
2. Preparing for public questions regarding the department's funding, acquisition, and use of equipment.
(f) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website (Government Code § 7072).
(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.
706.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the Department:
See attachment: MLPD AB 481 equipment list.pdf
The Department shall not obtain any military equipment other than direct replacements for items in the attached list without obtaining specific authorization from the Town Council for the acquisition of such items
Mammoth Lakes Police Department
Mammoth Lakes PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2025/06/05, All Rights Reserved.
Published with permission by Mammoth Lakes Police
Department
Military Equipment - 3
706.5 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the department website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):
(a) Requesting military equipment made available pursuant to 10 USC § 2576a. (b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department. (e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
(f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
(g) Acquiring military equipment through any means not provided above. 706.6 COORDINATION WITH OTHER JURISDICTIONS
Military equipment should not be used by any other law enforcement agency or member in this jurisdiction unless the military equipment is approved for use in accordance with this policy. 706.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or the authorized designee shall submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).
The Chief of Police or the authorized designee shall also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in department inventory. 706.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which
Mammoth Lakes Police Department
Mammoth Lakes PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2025/06/05, All Rights Reserved.
Published with permission by Mammoth Lakes Police
Department
Military Equipment - 4
the Department shall discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.
Mammoth Lakes PD Policy Manual
Copyright Lexipol, LLC 2025/06/05, All Rights Reserved.
Published with permission by Mammoth Lakes Police
Department
Attachments - 5
Attachments
Attachment
Mammoth Lakes PD Policy Manual
Copyright Lexipol, LLC 2025/06/05, All Rights Reserved.
Published with permission by Mammoth Lakes Police
Department
MLPD AB 481 equipment list.pdf - 6
MLPD AB 481 equipment list.pdf
MLPD AB 481 equipment list.pdf
DESCRIPTION
(Military Item Per AB 481)
QUANTITY
(Sought or
Possessed)
CAPABILITIES EXPECTED
LIFESPAN
PRODUCT
DESCRIPTION
(MANUFACTURER)
PURPOSE
(AUTHORIZED USE)
FISCAL
IMPACT
(INITIAL & YEARLY)
LEGALRULES TRAINING
(REQUIREMENTS)
COMPLIANCE
(OVERSIGHT)
COMPLAINT
PROCEDURE
Pepperball Launcher Existing: 3 Less Lethal Force
Option
5-8 Years Pepperball Inc. Less Lethal force
Compliance
Wildlife Diversion
Initial: N/A
Yearly: $200
(Maintenance)
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Pepperball Munitions Existing: 130
Sought: 750
Less Lethal Force
Option
3 Years Pepperball Inc. Less Lethal force
Compliance
Wildlife Diversion
Initial: $1290
(Re-Stock)
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Bean-Bag Shotguns Existing: 4 Less Lethal Force
Option
30,000
Rounds
Remington Less Lethal force
Compliance
Wildlife Diversion
Initial: N/A
Yearly: $250
Maintenance
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Shotgun Bean-Bag
Round
Existing: 94
Sought: 100
Less Lethal Force
Option
5 Years Defense
Technology
Corporation
Less Lethal Force
Compliance
Wildlife Diversion
Initial: $500
(Re-Stock)
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
Rubber Slugs
Round
Existing: 95
Sought: 500
Less Lethal Force
Option
5 Years Lightfield Less Lethal Force
Compliance
Wildlife Diversion
Initial: $2500
(Re-Stock)
Yearly: N/A
835a PC &
Federal and State
Case Law
California Peace
Officers Standards &
Training
Certified Less Lethal
Instructor led Training
Use of Force Review,
Internal Affairs
Investigation -
Policy 1010
MLPD Policy 1010
DJI Matrice 30T
(Drone)
Existing: 1 Drone – Remote
Piloted
2-5 Years DJI Technologies Enhance MLPD’s
Mission of
Protecting of Lives
and Property
Initial: $15,000
Yearly: $4,000
Federal Aviation
Administration
Regulations
Initial Pilot Training and
Routine In-House
Training
Team Supervisor
Oversight / Monthly
Reporting to Federal
Aviation Administration
MLPD Policy 1010
1 TOWN COUNCIL STAFF REPORT
Title: Rescission of the approval of UPA 23-002 for the construction of an 80-foot tall “stealth monopine” cell tower located at 1574 Old Mammoth Road Meeting Date: August 20, 2025
Prepared by: Nolan Bobroff, Community & Economic Development Director RECOMMENDATION:
Adopt a resolution rescinding the approval of Use Permit (UPA) 23-002 and vacating the CEQA Notice of Exemption for the construction of an 80-foot tall “stealth monopine” cell tower located at 1574 Old Mammoth Road.
BACKGROUND:
In July 2023, an application for a use permit (UPA 23-002) was submitted to the Town by Eukon Group on behalf of AT&T for the construction of an 80-foot tall “stealth monopine” cell tower located at 1574 Old Mammoth Road on a 0.91-acre parcel in the Resort (R) zoning district that is also occupied by Mammoth Lakes Fire Protection District Station #2.
The use permit application was approved by the Planning and Economic Development Commission (PEDC) at a public hearing on February 14, 2024 where the PEDC determined that the project was categorically exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15303, New Construction or Conversion of Small Structures (Class 3 Exemption), and that the required findings for a use permit could be made. Following the PEDC public hearing, a CEQA Notice of Exemption was filed on February 15, 2024.
During the 15-day appeal period following the PEDC approval of UPA 23-002, an appeal was filed on February 29, 2024 by members of the Snowcreek VII Condominium Owners Association (Snowcreek). The appeal was considered by the Town Council at a public hearing on April 3, 2024 where the Town Council found that substantial evidence existed to support the PEDC approval of UPA 23-003, affirmed the PEDC’s approval of UPA 23- 002, and denied the appeal. The Town Council also reaffirmed that the cell tower was categorically exempt from CEQA review under the Class 3 Exemption and filed another CEQA Notice of Exemption on April 5, 2024.
On May 10, 2024, Snowcreek and the Mammoth Lakes Coalition for Responsible Planning, LLC filed a Petition for Writ of Mandate and Complaint for Declaratory and Injunctive Relief against the Town of Mammoth Lakes, the Town of Mammoth Lakes Town Council, the Town of Mammoth Lakes Planning and Economic Development Commission, and the Mammoth Lakes Fire Protection District in the Superior Court of the State of California, County of Mono, Case No. 24UCM48, alleging that the Town’s approval (1) violated CEQA; (2) failed to comply with the Town’s Municipal Code; and (3) was inconsistent with the Town’s General Plan. A hearing on the matter was held on March 14, 2025. Judgment was entered on May 8, 2025 (Attachment C) finding that the
2 Town’s approval of the Use Permit was not supported by substantial evidence in the administrative record. The Court found that: (1) the cell tower did not qualify for the CEQA Class 3 Exemption because it is not small within its environment, which although zoned “resort”, is primarily residential, and will create a visual impact substantially changing the nature and character of the neighborhood, forest and Town; and (2) that approval of the cell tower violated the Town’s Municipal Code and General Plan because a portion of the faux branches of the cell tower appear to encroach into the 20-foot setback area and that the proposed cell tower will be the “dominant structure visible from Old Mammoth Road, a public road, and its adjacent bike/pedestrian path.”
On May 22, 2025, the Court issued a Peremptory Writ of Mandamus (Attachment B) directing the Town to void the Town’s actions and approvals for the construction of AT&T’s stealth monopine cell tower, to refrain from further discretionary approval of the cell tower absent compliance with CEQA and the Town of Mammoth Lakes Code and General Plan, and to make and file a preliminary Peremptory Writ Return following the Town’s actions to comply with the Peremptory Writ of Mandamus.
In response to the Court’s Peremptory Writ of Mandamus, Staff are recommending rescission of UPA 23-002, vacation of the CEQA Notice of Exemption, and filing a preliminary Peremptory Writ Return.
It is important to point out that the Court’s ruling does not in any way prevent a future applicant from submitting a use permit application for a cell tower in the Old Mammoth area or the Town from considering and/or approving a use permit application for a cell tower in the Old Mammoth area, provided that the application comply with CEQA and all relevant Town codes. (McCann v. City of San Diego (2023) 94 Cal.App.5th 284, 293-94 (providing that the court does not retain continuing jurisdiction over the same or similar projects in the future).)
LEGAL CONSIDERATIONS:
The Town is legally required pursuant to the Peremptory Writ of Mandamus to void the Town’s actions and approvals for the construction of AT&T’s stealth monopine cell tower, to refrain from further discretionary approval of the cell tower absent compliance with CEQA and the Town of Mammoth Lakes Code and General Plan, and to make and file a preliminary Peremptory Writ Return following the Town’s actions to comply with the Peremptory Writ of Mandamus.
ATTACHMENTS
Attachment A: Resolution to rescind Use Permit 23-003 for the construction of an 80-foot tall “stealth monopine” cell tower located at 1574 Old Mammoth Road Attachment B: Peremptory Writ of Mandamus
Attachment C: Notice of Entry of Judgment,
RESOLUTION NO. 25-
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA, RECINDING APPROVAL OF USE PERMIT 23-002,
VACATING THE CEQA NOTICE OF EXEMPTION FOR THE CONSTRUCTION OF A NEW 80-FOOT TALL MONOPINE CELL TOWER LOCATED AT 1574 OLD MAMMOTH
ROAD, AND AUTHORIZING STAFF TO MAKE AND FILE A PRELIMINARY
PEREMPTORY WRIT RETURN
(APN: 040-040-021-000)
WHEREAS, in July 2023 a request for consideration of a Use Permit (UPA 23-002) was filed by the applicant, Eukon Group on behalf of AT&T, to allow an 80-foot tall “stealth monopine” cell tower in accordance with Chapter 17.32 (Special Purpose Zoning Districts), Chapter 17.68 (Use Permits), and Section 17.52.280 (Telecommunications Facilities) of the Town of Mammoth Lakes Municipal Code for property located within the Resort (R) zoning district at 1574 Old Mammoth Road; and
WHEREAS, the Planning and Economic Development Commission conducted a duly noticed public hearing for the application request on February 14, 2024, and approved Use Permit 23-002, finding that the cell tower was categorically exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15303, New Construction of Conversion of Small Structures (Class 3 Exemption); and
WHEREAS, on February 15, 2024, the Town filed a Notice of Exemption; and WHEREAS, during the 15-day appeal period following the Planning and Economic Development Commission Approval, the Town received an appeal of the Commission’s decision on February 29, 2024; and
WHEREAS, the Town Council conducted a duly noticed public hearing on the appeal of the Commission’s approval on April 3, 2024, and found that substantial evidence existed to support the Commission’s approval of UPA 23-003, affirmed the Commission’s approval, and denied the appeal; and
WHEREAS, on April 5, 2024, the Town filed a second Notice of Exemption; and WHEREAS, on May 10, 2024, a Petition for Writ of Mandate and Complaint for Declaratory and Injunctive Relief against the Town of Mammoth Lakes, the Town of Mammoth Lakes Town Council, the Town of Mammoth Lakes Planning and Economic Development Commission, and the Mammoth Lakes Fire Protection District was filed in the Superior Court of California, County of Mono, Case No. 24UCM48 by the Petitioners, Snowcreek VII Condominium Owner’s Association and the Mammoth Lakes Coalition for Responsible Planning, LLC alleging that the Town’s approval of UPA 23-003 (1) violated CEQA; (2) failed to comply with the Town’s Municipal Code; and (3) was inconsistent with the Town’s General Plan; and
WHEREAS, a hearing on the matter was held on March 14, 2025 and the Mono County Superior Court entered a judgment on May 8, 2025 where it found in favor of the Petitioners; and WHEREAS, on May 22, 2025, the Court issued a Peremptory Writ of Mandamus directing the Town to void the Town’s actions and approvals for construction of AT&T’s stealth monopine cell tower, refrain from further discretionary approval of the cell tower absent compliance with CEQA and the Town of Mammoth Lakes Code and General Plan, and to make and file a preliminary
Resolution No. 25-__
Peremptory Writ Return following the Town’s actions to comply with the Peremptory Writ of Mandamus.
NOW THEREFORE, THE TOWN COUNCIL OF THE TOWN OF MAMMOTH
LAKES HEREBY TAKES THE FOLLOWING ACTIONS:
1. Rescinds approval of Resolution No. 24-12 affirming the Planning and Economic Development Commission’s approval of Use Permit 23-002 for the construction of a new 80-foot tall monopine cell tower located at 1574 Old Mammoth Road;
2. Vacates the CEQA Notice of Exemption filed on April 5, 2024; and
3. Authorizes staff to make and file a preliminary Peremptory Writ Return in Mono County Superior Court, in compliance with the Court’s Peremptory Writ of Mandamus.
PASSED AND ADOPTED this 20th day of August 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 Parks and Recreation Master Plan Advisory Committee – Rice; Bubser as the 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.