Mammoth Lakes City Council
January 7, 2026

Town Council Agenda

Wednesday, January 7, 2026, 4:00 p.m.
437 Old Mammoth Road, Suite Z, Mammoth Lakes
Members of the Town Council:

Councilmember Chris Bubser, Councilmember Bill Sauser, Councilmember John Wentworth, Mayor Pro Tem Brent Truax, Mayor Amanda Rice
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.

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

6. PUBLIC PRESENTATIONS

6.1 2024-25 First 5 Mono Evaluation Findings presented by Molly DesBaillets, Executive Director of First 5 Mono County.

7. CONSENT AGENDA

7.1 Approve the minutes of the regular meeting of December 17, 2025.

7.2 Accept Check Register 12/4/25 in the amount of $481,650.90. Accept Check Register 12/11/25 in the amount of $1,006,111.95. Accept Check Register 12/18/25 in the amount of $1,968,341.03.

8. POLICY MATTERS

8.1 Discuss Final Review and Adopt Town Council Priorities for 2026.

8.2 Staff Adjustments – Mid-year review FY25-26.

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

10. CLOSED SESSION

10.1 Pursuant to Government Code Section 54957.6.(a), Conference with Labor Negotiators, the Town Council will meet with 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.

11. ANNOUNCEMENT OF ACTION TAKEN AFTER CLOSED SESSION

12. ADJOURNMENT
The Town Council will adjourn to a regular meeting to be held on Wednesday, January 21, 2026 at 4:00 p.m.

13. MAMMOTH LAKES MUNICIPAL SERVICE CORPORATION ANNUAL MEETING The Town Council will hold its annual meeting of the Mammoth Lakes Municipal Service Corporation after the regular meeting of the Town Council.

FIRST 5 MONO
ANNUAL

EVALUATION
2024-25

AGENDA
Funded programs
Demographic Data
Results, Indicators, and Outcomes
Conclusion

FUNDED

PROGRAMS &

ACTIVITES

FUNDED PROGRAMS & ACTIVITES
• Home Visiting: parent education
• Peapod Playgroups: parent-child playgroups
• School Readiness: enrollment events, Kindergartner assessments • Raising a Reader: operated by Mono County Libraries
• Safe Kids: operated by the Mono County Office of Education (MCOE) • Childcare Quality System (CQS): in partnership with MCOE programs • Systems Building:
• Home Visiting Coordination-Luncheons, Developmental Screening System, Books translated into Paiute, Risking Connection Training need identified • Mono County Childcare Council, Child Abuse prevention Council, Juvenile Justice Coordinating Council, Mono County Office of Education’s Cabinet, and work with partner agencies

DEMOGRAPHIC
DATA

SERVICE BY PROGRAM
Service numbers
• 508 children:
• 90% of children
under age 5 in the
County
• 404 adults
• 34 childcare providers

CHILDREN SERVED BY PROGRAM

AND COMMUNITY
The Kindergarten Observation
Form (KOF)—administered to over
90% of the kindergarten class—is
considered baseline data
• Equal or higher rates of service
for all programs in Mammoth
Lakes
• Similar rates of service in non- incorporated communities. • Gaps:
• Peapod in Coleville/
Walker
• Childcare Quality System
and Raising a Reader in
Bridgeport or Chalfant/
Benton/ Hammil Valley.

CHILDREN SERVED BY PROGRAM

AND RACE/ ETHNICITY
The Kindergarten
Observation Form (KOF)—
administered to over 90%
of the kindergarten class—is
considered baseline data
• CQS and Peapod served
higher proportions of
the white population
• Home Visiting served a
higher proportion of the
Hispanic population.

CHILDREN SERVED BY PROGRAM

AND PRIMARY LANGUAGE
The Kindergarten Observation
Form (KOF)—administered to over
90% of the kindergarten class—is
considered baseline data
• Peapod served a significantly
higher proportion of children
who primarily speak English
• Home Visiting and Raising a
Reader served a proportional
number of children who
primarily speak Spanish.
• CQS Childcare data on
language is weak, almost 40%
unknown, but for those that are
known, the proportions are
similar to children who were
administered the KOF.

RESULTS,

INDICATORS, AND

OUTCOMES

RESULT:

ALL MONO COUNTY CHILDREN PRENATAL TO AGE 5 ARE EDUCATED TO THEIR GREATEST POTENTIAL INDICATOR 1:

CHILDREN PRENATAL TO AGE 5 WHOSE PARENTS ACCESSED HOME VISITING The percentage of parents
accessing home visiting
declined in the last 5 years.

Contributing factor:

Change in data reporting
to align with the Parents as
Teachers evidence-based
model—families who
signed up but did not
enroll are no longer
counted as of FY 23/24
11 20/21 21/22 22/23 23/24 24/25
25% 23% 26% 18% 19%
107 of 561, 19%; source: First 5 Mono participation data, US Census projection Outcomes
Improved parental knowledge, understanding, and
engagement in promoting their children’s development.

Achieved
Improved parental knowledge, understanding, and
engagement in their children’s physical and mental
health. Achieved

RESULT:

ALL MONO COUNTY CHILDREN PRENATAL TO AGE 5 ARE EDUCATED TO THEIR GREATEST POTENTIAL INDICATOR 2:

CHILDREN 6 MONTHS TO 5 YEARS OLD SCREENED FOR DEVELOPMENTAL DELAYS The percentage of children
screened for developmental
delays has increased by 15
percentage points over the
last 5 years.

Contributing factor:

Requiring childcare providers
participating in the CQS
system to offer screening to
enrolled children
12 20/21 21/22 22/23 23/24 24/25
23% 37% 39% 34% 38%
87 (HV) 102 (CQS)=189—with duplication—of 561, 38%; source: First 5 Mono participation data, US Census projection minus 56 projected 0-6 month olds.

Outcome
Improved developmental screening rate. Maintained

RESULT:

ALL MONO COUNTY CHILDREN PRENATAL TO AGE 5 ARE EDUCATED TO THEIR GREATEST POTENTIAL INDICATOR 3:

LICENSED CHILDCARE SITES PARTICIPATING IN THE CHILDCARE QUALITY SYSTEM IN MONO COUNTY The percentage of childcare
sites participating in the
Childcare Quality system is
high. This year’s data is
baseline as it is a new indicator
added in the 25-29 First 5
Mono Strategic Plan
13 20/21 21/22 22/23 23/24 24/25
new 86%
12 of 14 eligible, 86%; source: First 5 Mono participation data, MCOE’s Resource and Referral 24-25 childcare list
Outcome
Improved participation in quality support of childcare
providers. TBD

RESULT:

ALL MONO COUNTY CHILDREN PRENATAL TO AGE 5 ARE EDUCATED TO THEIR GREATEST POTENTIAL INDICATOR 4:

CHILDREN ENROLLED WITH A CARE PROVIDER PARTICIPATING IN THE CHILDCARE QUALITY SYSTEM This indicator has remained
stable over the last 5 years
with an increase of 3
percentage points.
14 20/21 21/22 22/23 23/24 24/25
21% 22% 26% 18% 24%
134 of 561,24%; source: First 5 Mono participation data, US Census Projection Outcome
Improved parental knowledge, understanding, and
engagement in promoting their children’s development.

Achieved

RESULT:

ALL MONO COUNTY CHILDREN PRENATAL TO AGE 5 ARE EDUCATED TO THEIR GREATEST POTENTIAL INDICATOR 5:

CHILDREN FOR WHOM A LICENSED CENTER, FAMILY CHILDCARE HOME, OR TK SPACE IS AVAILABLE This indicator has decreased 6
percentage points between
21/22 and 23/24
Contributing factor
Insufficient funding
15 20/21 21/22 22/23 23/24 24/25
- 37% - 31% -
126 + 51TK=177 of 561, 31%; source: 2023 Childcare Portfolio licensed childcare slots+ First 5 Mono 2023 TK data collected from school sites, US Census projection. Note: the 2023 Childcare Portfolio is the most current data for licensed slots Outcome
Improved parental knowledge, understanding, and
engagement in promoting their children’s development.

Achieved

RESULT:

ALL MONO COUNTY CHILDREN PRENATAL TO AGE 5 ARE EDUCATED TO THEIR GREATEST POTENTIAL INDICATOR 6:

CHILDREN WHO HAVE EVER ATTENDED A PRESCHOOL OR TK PROGRAM BEFORE ENTERING

KINDERGARTEN
This indicator has increased 26
percentage points in the last 4
years
Contributing factor
implementation of transitional
kindergarten for 4-year-olds
16 20/21 21/22 22/23 23/24 24/25
- 59% 50% 48% 85%
72 of 85, 85%; source: First 5 Mono Kindergarten Observation Form Outcome
Increasing percentage of incoming kindergartners with
preschool or TK participation. Achieved

RESULT:

ALL MONO COUNTY CHILDREN PRENATAL TO AGE 5 ARE EDUCATED TO THEIR GREATEST POTENTIAL INDICATOR 7:

CHILDREN “READY FOR SCHOOL” UPON ENTERING KINDERGARTEN
This indicator has increased 17
percentage points in the last 4
years
Contributing factor
First 5 investments, efforts of
parents, childcare providers
and the community
58 of 85, 69%; all domains: 44 of 85, 52% (source: Kindergarten Observation Form) 17 Outcome
Improved school readiness. Achieved
20/21 21/22 22/23 23/24 24/25
Academic - 52% 65% 52% 69%
All Domains - 35% 31% 26% 52%

RESULT:

ALL MONO COUNTY CHILDREN 0-5 ARE HEALTHY
INDICATOR 8:

CHILDREN BORN TO MONO COUNTY RESIDENTS WHO WERE BREASTFED EXCLUSIVELY OR AT

ALL IN THE HOSPITAL AFTER BIRTH
This indicator has remained
high and increased 3
percentage points
Contributing factors
Moms’ efforts and
breastfeeding support
through First 5, WIC, and
Labor and Delivery
Departments
18 20/21 21/22 22/23 23/24 24/25
95% 98% 98% - -
98%; source: kids data.org, 2022 most recent data available Outcome
Increased breastfeeding rates. Achieved

RESULT:

ALL MONO COUNTY CHILDREN 0-5 ARE HEALTHY
INDICATOR 9:

CHILDREN [BIRTH TO AGE 5] WHO RECEIVED REGULAR WELL-CHILD VISITS This indicator is new, this year’s
data is considered baseline
19 20/21 21/22 22/23 23/24 24/25
new 48%
Data sought from Mammoth Hospital and the Medical managed care plans. Anthem reported 108 of 227 members, the other data was not yet received at the time of publication.

Outcome
Proposed addition: Improved access to healthcare
services for children 0-5. TBD

RESULT:

ALL MONO COUNTY CHILDREN PRENATAL TO AGE 5 ARE EDUCATED TO THEIR GREATEST POTENTIAL INDICATOR 10:

CHILDREN PARTICIPATING IN PLAYGROUPS
This indicator has increased 17
percentage points in the last 5
years
Contributing factors
COVID drastically decreased
in-person playgroups at the
beginning if this 5-year span.

Participation has rebounded
since the end of the
pandemic.

Successful establishment of
groups in Bridgeport and
Chalfant
113 of 561, 20%; source: First 5 Mono participation data, US Census projection 20 Outcomes
Improved parental knowledge, understanding, and
engagement in promoting their children’s development.

Achieved
Improved parental knowledge, understanding, and
engagement in their children’s physical and mental
health. Achieved
20/21 21/22 22/23 23/24 24/25
3% 11% 13% 13% 20%

RESULT:

ALL MONO COUNTY CHILDREN PRENATAL TO AGE 5 ARE EDUCATED TO THEIR GREATEST POTENTIAL INDICATOR 11:

CHILDREN BIRTH TO 5 PROVIDED A SAFETY HELMET THROUGH SAFE KIDS This indicator has increased 22
percentage points in the last 5
years
Contributing factor
Distributing helmets through
the library system
152 of 561, 27%, source: Safe Kids reporting, US Census Projection 21 Outcome
Improved access to safety resources for children 0-5.

Achieved
20/21 21/22 22/23 23/24 24/25
5% 15% 17% 23% 27%

RESULT:

ALL MONO COUNTY CHILDREN PRENATAL TO AGE 5 ARE EDUCATED TO THEIR GREATEST POTENTIAL INDICATOR 12:

CHILDREN AT KINDERGARTEN ENTRY WITH UNTREATED DENTAL PROBLEMS This indicator has increased 22
percentage points in the last 5
years, meaning a significant
decrease in oral health
Contributing factors
Data collection has varied
significantly for this overt he 5-
year span
Parents not accessing oral
health care for their young
children
18 of 46, 39% source: SCOHR data system entered by school sites (note 50% reporting rate) 22 Outcome
Decreased number of untreated dental carries.

Not achieved
20/21 21/22 22/23 23/24 24/25
30% - 37% 2% 39%

CONCLUSION

CONCLUSION
• Outcome achievement rate of
75%
• First 5 Mono will continue to
invest in current programming

THANK YOU
Molly DesBaillets
First 5 Mono Executive Director
[email protected]
760-924-7626
First5mono.org

First 5 Mono 24-25 Evaluation Report
1 Table of Contents
Introduction…………………………………………………………………2
Goal, Results, Indicators & Outcomes………………………….………..7
Strategies
Home Visiting…………………………………..…………………..12
Childcare Quality System..…………….…………….……………14
Peapod Playgroups………..….…………….…….……………….16
School Readiness…………...…………………..…………………17
Safe Kids……………………………………………………………18
Systems Building………………………….…………...…………..19
Conclusion……………………….……………….……………………….20

First 5 Mono 24-25 Evaluation Report
2 Introduction
Enacted in 1998, the California Children and Families Act—also known as Proposition 10 or First 5—increased taxes on tobacco products to fund services promoting early childhood development from prenatal to age five in California. The Mono County Children and Families Commission, First 5 Mono, was created in 1999 as a County Commission by the Mono County Board of Supervisors to:
• Monitor current and projected needs of children birth to five years old • Develop a strategic plan describing how to address community needs • Determine how to expend local First 5 resources
First 5 Mono’s vision is: All Mono County children will thrive in supportive, nurturing, and loving environments; enter school healthy and ready to learn; and be capable of reaching their full potential. To promote that vision, First 5 Mono’s mission is: First 5 Mono County will be a leader in a community-oriented and family-centered support network for children prenatal to age five and their families, and is charged with improving outcomes in children’s health, safety, and learning. The newly adopted 2025- 29 First 5 Mono Strategic Plan guides Commission investments and helps meet statutory requirements by describing how expenditures seek to meet the goal to:
enhance the network of support services for families with children prenatal to 5 years old. The Strategic Framework below describes how funded strategies seek to promote the mission and vision and work towards achieving First 5 Mono’s goal.

First 5 Mono 24-25 Evaluation Report
3 Strategy,
program(s) Strategic Plan Indicator (#)
Desired
Results Goal
Home Visiting
Welcome Baby &
Healthy Families
-Families engage in home visiting
(#1)
-Children are screened for developmental
delays (#2)
-Children born to Mono County residents
who were breastfed exclusively or at all in
the hospital after birth. (#8)
-Children [birth to age 5] who received
regular well-child visits (#9)
-Children enter kindergarten without
untreated carries (#12)
Mono County
children 0-5
are educated
to their
greatest
potential
Enhance the
network of support
services for
families with
children prenatal
to 5 years old
Childcare Quality
Childcare Quality
System
-Children are screened for developmental
delays (#2)
-Childcare sites participate in the
Childcare quality System (#3)
-Children are in high-quality settings
(#4)
-Children for whom a licensed center,
family childcare home, or TK space is
available (#5)
School Readiness
-Raising a Reader
-TK/ Kindergarten
Enrollment
-Kindergarten
Observation Forms
-Children attend preschool before entering
kindergarten (#6)
-Children are ready for kindergarten (#7)
Family Behavioral
Health
Peapod Playgroups
-Children and their parents engage in
playgroups (#10)
Systems Building
-developmental
screening system
-breastfeeding
-well- child visits
-child safety
-oral health
-Children are screened for developmental
delays (#2)
-Children born to Mono County residents
who were breastfed exclusively or at all in
the hospital after birth. (#8)
-Children [birth to age 5] who received
regular well-child visits (#9)
-Children are provided with bike safety
helmets (#11)
-Children enter kindergarten without
untreated carries (#12)
All Mono
County
children 0-5
are healthy

First 5 Mono 24-25 Evaluation Report
4 In FY 2024-25, First 5 Mono received revenue from First 5 California in the amount of $851,397 which included Proposition 10, Small Population County Funding Augmentation (SPCFA), Improve and Maximize Programs so All Children Thrive (IMPACT) and Home Visiting Coordination funds. Additional funding came from: Mono County—$135,000, and the California Departments of Education—$25,991, Social Services—$66,040, and Public Health—$364,523. This report evaluates these investments using 2025-29 Strategic Plan indicator data for the purposes of guiding quality improvement and future fund allocation.

In fiscal year 2024-25, First 5 Mono served 697 children and 428 adults with about 12% duplication across programs. Sixty percent of children served participated in Raising a Reader, Peapod, and Home Visiting with a duplication rate of 6%. Forty percent of children served received services through Safe Kids, the Kindergarten Observation Form, and the Childcare Quality System. A 20% duplication is estimated as data was not sufficient to determine an exact rate. Using those rates, unduplicated service counts are:
• 508 children • 404 adults • 34 childcare
providers
These service numbers indicate that First 5 Mono program investments served 90% of children under age 5. The following graph shows the percent of children birth to age 5 in Mono County served by First 5-funded programs.
* The Kindergarten Observation Form is omitted since it is only administered to 5-year-olds, not the 0-5 population.

Demographics
First 5 Mono seeks to serve children and families equitably. To understand if this was accomplished, the following graphs compare program service percentages by community, race/ethnicity, and language. Safe Kids data is omitted because reporting for that program does not include any of the considered variables. The Kindergarten 19%
22%
17%
27%
24%
0%
10%
20%
30%
Percent of Mono County Children 0-5 Served by
Program
Home Visiting Peapod Raising a Reader Safe Kids CQS Childcare

First 5 Mono 24-25 Evaluation Report
2 Observation Form is administered to over 90% of incoming kindergartners and is therefore considered baseline data in the following graphs with the assumption that school data on kindergartners is representative of the overall birth-5 population.

First 5-funded programs reached each community in the County. Comparing the number of children served in each community to the Kindergarten Observation Form baseline shows equal or higher rates of service for all programs in Mammoth Lakes, and similar rates of service in other communities. While all communities outside the Mammoth Lakes area received services from First 5 Mono programs, there are gaps, namely: no Peapod services were offered in Coleville/ Walker, and CQS Childcare and Raising a Reader did not reach clients in Bridgeport or Chalfant/ Benton/ Hammil Valley. 74%
7%
8%
4%
8%
88%
4%
3%
6%
91%
1%
8%
74%
2%
8%
5%
11%
85%
8%
7%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Mammoth/ Crowley
Chalfant/ Benton/ Hammil
June Lake/ LeeVining
Bridgeport
Coleville/ Walker
Percent of Children Served by Program and Community
CQS Childcare Kindergarten Observation Form Raising a Reader Peapod Home Visiting

First 5 Mono 24-25 Evaluation Report
3 *Due to rounding, not all percentages add up to 100%
Again using the Kindergarten Observation Form as the baseline, CQS Childcare and Peapod served higher proportions of the white population and Home Visiting served a higher proportion of the Hispanic population.
28%
59%
3%
10%
79%
7%
2%
11%
43%
41%
9%
1%
3%
2%
52%
48%
68%
31%
1%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
White
Hispanic
Muli-race
American Indian
Black
Unkown
Children Served by Program and Race/Ethnicity
QCS Childcare Kindergarten Observation Form Raising a Reader Peapod Home Visiting

First 5 Mono 24-25 Evaluation Report
4 Using the Kindergarten Observation Form (KOF) as the baseline, the Peapod program served a significantly higher proportion of children who primarily speak English, and Home Visiting and Raising a Reader served a proportional number of children who primarily speak Spanish. CQS Childcare data on language is weak, almost 40% unknown, but for those that are known, the proportions are similar to children who were administered the KOF.

In seeking to ensure services are equitably provided, data disaggregated by community, race/ ethnicity, and primary language provide an understanding and basis for considering improvement to seek equity for historically marginalized populations and underserved communities.
52%
37%
10%
86%
13%
64%
35%
1%
64%
36%
37%
20%
37%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
English
Spanish
Unknown
Children Served by Program and Primary Language
QCS Childcare Kindergarten Observation Form Raising a Reader Peapod Home Visiting

First 5 Mono 24-25 Evaluation Report
5 Goal, Results, Indicators, & Outcomes
The 2025-29 First 5 Mono Strategic Plan result areas, indicators, and outcomes are considered in this section. Indicator data help determine if associated outcomes and result areas were achieved by families, communities, program investments, and systems building efforts in service of First 5 Mono’s goal to enhance the network of support services for families with children prenatal to 5 years old.

Definitions
• Result Areas: the ultimate result and improvement the Commission is striving for. • Indicators: observable and measurable characteristics or changes that represent achievement of an outcome.
• Outcomes: the impact, change or benefit that result from implementing activities or services.
98%
31%
19%
38%
86%
24%
85%
69%
52%
20%
27%
39%
0%
20%
40%
60%
80%
100%
120%
Strategic Plan Indicator Acheivement: FY 20-21 to 24-25 20-21 21-22 22-23 23-24 24-25

First 5 Mono 24-25 Evaluation Report
6 Results and Indicators
Red: a regression of 5 or more percentage points from the previous year Green: an improvement of 5 or more percentage points from the previous year, or sustained achievement of 90% or higher
Black: indicates maintained with less than a 5-percentage-point change from the previous year Fiscal Year 20/21 21/22 22/23 23/24 24/25
Result: All Mono County children prenatal to age 5 are educated to their greatest potential 1 Children prenatal to age 5 whose parents accessed
home visiting. 25% 23% 26% 18% 19%
2 Children 6 months to 5 years old screened for
developmental delays. 23% 37% 39% 34% 38%
3 Licensed childcare sites participating in the Childcare Quality System in Mono County new 86%
4 Children enrolled with a care provider participating in the Childcare Quality System. 21% 22% 26% 18% 24%
5 Children for whom a licensed center, family childcare home, or TK space is available. - 37% - 31% -
6 Children who have ever attended a preschool or TK
program before entering Kindergarten. - 59% 50% 48% 85% 7 Children “ready for school” upon entering
kindergarten, academic only - 52% 65% 52% 69%
Children “ready for school” upon entering
kindergarten, academic, social expression, and selfregulation - 35% 31% 26% 52%

1. Number and percent of children prenatal to age 5 whose parents accessed Home Visiting. 107 of 561, 19%; source: First 5 Mono participation data, US Census projection

2. Number and percent of children 6 months to 5 years old screened for developmental delays. 87 (HV) 102 (CQS)=189—with duplication—of 561, 38%; source: First 5 Mono participation data, US Census projection minus 56 projected 0-6 month olds.

3. Number and percent of licensed childcare sites participating in the Childcare Quality System in Mono County. 12 of 14 eligible, 86%; source: First 5 Mono participation data, MCOE’s Resource and Referral 24-25 childcare list

4. Number of children enrolled with a care provider participating in the Childcare Quality System. 134 of 561,24%; source: First 5 Mono participation data, US Census Projection

5. Number of licensed center, family childcare home, and TK spaces in the County and percent of children 0-5 for whom such a space is available. 126 + 51TK=177 of 561, 31%; source: 2023 Childcare Portfolio licensed childcare slots+ First 5 Mono 2023 TK data collected from school sites, US Census projection. Note: the 2023 Childcare Portfolio is the most current data for licensed slots

6. Number and percent of children who have ever attended a preschool or TK program before entering Kindergarten. 72 of 85, 85%; source: First 5 Mono Kindergarten Observation Form

7. Number and percent of children “ready for school” upon entering Kindergarten. Academic: 58 of 85, 69%; all domains: 44 of 85, 52% (source: Kindergarten Observation Form)

First 5 Mono 24-25 Evaluation Report
7 Fiscal Year 20/21 21/22 22/23 23/24 24/25
Result: All Mono County children 0-5 are healthy
8 Children born to Mono County residents who were
breastfed exclusively or at all in the hospital after birth. 95% 98% 98% - - 9 Children [birth to age 5] who received regular well-child visits. new
10 Children participating in playgroups. 3% 11% 13% 13% 20% 11 Children birth to 5 provided a safety helmet through Safe Kids 5% 15% 17% 23% 27%
12 Children at Kindergarten entry with untreated dental problems. 30% - 37% 2% 39%

8. Number and percent of children born to Mono County residents who were breastfed exclusively or at all in the hospital after birth. 98%; source: kids data.org, 2022 most recent data available

9. Number and percent of children [birth to age 5] who received regular well-child visits. Data sought from Mammoth Hospital and the Medical managed care plans was not yet recived at the time pf publication.

10. Number and percent of children participating in playgroups.113 of 561, 20%; source: First 5 Mono participation data, US Census projection

11. Number and percent of children birth to 5 provided a safety helmet through Safe Kids. 152 of 561, 27%, source: Safe Kids reporting, US Census Projection

12. Number and percent of children at kindergarten entry with untreated dental problems. 18 of 46, 39% source: SCOHR data system entered by school sites (note 50% reporting rate) Outcomes
Improved parental knowledge, understanding, and engagement in promoting their children’s development. Achieved—Indicators 1,4, & 10 Home Visiting, the Childcare Quality System, and Peapod Playgroups each served about 20% of the children 0- age 5 in Mono County. Parents of participating children were provided information on child development, community resources, and opportunities to engage with trained professionals in promoting their child’s development.

Improved developmental screening rate. Maintained—Indicator 2 Ages and Stages Questionnaires (ASQs) were completed for 38% of children 6 months to 5 years old in the County through the Childcare Quality System and Home Visiting. The increase is just one percentage point below the achievement threshold and an increase of more than 10 percentage points from 5 years ago.

Through Systems Building efforts, First 5 staff continue work to increase developmental screening rates through implementation of an online screening tool with childcare providers and collaboration with pediatricians and agencies serving children with special needs.

Improved participation in quality support of childcare providers. TBD—Indicator 3

First 5 Mono 24-25 Evaluation Report
8 This is a new indicator this year and is a high rate of participation at 86%.

Increasing percentage of incoming kindergartners with preschool or TK participation. Achieved—Indicator 6
With a 38-percentage point increase, this outcome’s achievement is significant.

The increase is attributed primarily to the increased availability of TK for 50% of 4-year-olds in fiscal year 23-24. With full implementation of TK for all 4-year-olds in 25-26, this outcome is projected to continue to rise.

Improved school readiness. Achieved—Indicator 7
This indicator improved significantly this year with a 17-percentage point increase. The higher rate of participation in preschool and TK is likely a key contributor to the increase. Both academic and overall rates of readiness are included. When 2025 3rd grade reading scores become avaiable, they can be compared to the first cohort of students with KOF scores to determine which measure has the strongest correlation.

Improved parental knowledge, understanding, and engagement in their children’s physical and mental health. Achieved—Indicators 1 & 10
Home Visiting and Peapod Playgroup participation contribute to the achievement of this outcome, program participation for each of these programs was about 20% of children 0 -5 in the County. This represents and increase from last year for both programs, albeit a modest increase for Home Visiting (one percentage point). With two new home visitors in the last couple years, the significant training and building of caseloads is beginning to result in the ability to serve more clients and service numbers are projected to grow in future years if current staff continue to offer services. Peapod Playgroups enjoyed a participation increase of 8 percentage points. This is attributed to new successful groups in Bridgeport, Chalfant, and Crowly Lake and continued high in participation levels in Mammoth Lakes.

Proposed addition: Improved access to healthcare services for children 0-5. TBD— Indicator 9
Indicator 9 was newly added to the Strategic Plan in 2025 and does not yet have an associated outcome. The proposed addition will be considered by the Commission for inclusion in a Strategic Plan revision during the 25-26 annual Public Hearing for the First 5 Mono Strategic Plan.

Increased breastfeeding rates. Achieved—Indicator 8
Although the only birthing hospital in the County closed during the 2020 COVID pandemic, breastfeeding rates remained at 95% or higher and increased between 2021-22 and 2022-23. The most recent data available is from FY 22-23 from kidsdata.org

First 5 Mono 24-25 Evaluation Report
9 Improved access to safety resources for children 0-5. Achieved—Indicator 11 Thanks to outreach and activities conducted by the Safe Kids coordinator, this outcome has seen increased success over the last 5 years. The Safe Kids contract with MCOE was terminated in 2025—due primarily to declining funding from First 5 California and Proposition 10—so this indicator is projected to significantly decrease in future years unless another funding partner is identified.

Decreased number of untreated dental carries. Not achieved—Indicator 12 Data collection for this indicator is supported by the Mono County Health Department. Reporting rates vary due to staff turnover in the positions responsible for entering the data in the SCOHR database. Despite these issues and some odd fluctuation (2% in 23-24), a high number of incoming kindergartners have had untreated carries (cavities) over the past 5 years. To support improvement, Home Visitors offer oral health supplies and education to clients annually, and First 5 actively works with the local County Health Division to offer oral health education, topical fluoride varnish, and oral health checks through preschools and childcare providers. First 5 will continue these activities and check with the Health Division to learn if any further support is needed in offering oral heath support to childcare sites.

Conclusion
Of the 8 outcomes with longitudinal data, 6 were achieved, one maintained, and one was not achieved in fiscal year 24-25. The following chart depicts the outcome achievement rate.

Over 85% of the outcomes targeted by First 5 Mono investments in children prenatal to 5 years old in Mono County and their families were achieved or maintained demonstrating that families, community partners, and First 5 Mono worked together to contribute to community-level success enhancing the network of support services for families with children prenatal to 5-years-old. Due to these findings, Commission investments will remain static in 25-26. Due to continued projected revenue declines, Raising a Reader and Safe Kids are projected to sunset by June 30, 2027.

75.0%

12.5%

12.5%
Outcome Acheivement Rate
achieved maintained not achieved

First 5 Mono 24-25 Evaluation Report
10 Strategies
To achieve First 5 Mono’s goal, the First 5 Commission invests in and leverages public funds to support the following strategies: Home Visiting, Peapod Playgroups, the Childcare Quality System, School Readiness, and Systems Building. Activities and updates on each strategy from the 2024-25 fiscal year are provided to support understanding and guide future Commission investments.

Home Visiting
• Investment: $603,159 • Children Served: 107 • Caregivers Served: 118 Welcome Baby & Healthy Families, First 5 Mono’s evidence-based Parents as Teachers Home Visiting program provided services to children and families across the County through the work of 5 Home Visitors, also known as Parent Educators. Two Parent Educators have worked for First 5 Mono for 15 years, a milestone that was celebrated at the Mono County Office of Education’s (MCOE) May all staff meeting—MCOE is the employer for all First 5 Mono staff.

Another Parent Educator has served families for 11 years, and two new home visitors began offering home visits through First 5 Mono in the last two years. Staff diversity includes three bilingual staff and two bilingual bi-cultural staff, and staff who live in Lee Vining, Chalfant, Crowley Lake, and Mammoth Lakes. As a Parents as Teachers Affiliate, the program meets significant annual model requirements to maintain evidence-based status and completes a Quality Endorsement and Improvement Process (QEIP) every 5 years, the first of which was completed in FY 24-25. The results of the QEIP have not yet been received but will be included in next year’s Evaluation Report.

All Mono County families with a child prenatal to age 5 qualify for home visiting, preschool, or TK services. Families with an active military member qualify for services from the Marine Corps New Parent Support program. Children with a developmental delay or disability qualify for services through MCOE’s Early Start program. All other families qualify for First 5 Mono Home Visiting services until they begin preschool, transitional kindergarten, or kindergarten.

First 5 Parent Educators meet monthly with clients that have one or fewer stressors, and twice a month with clients with two or more stressors. There are 15 stressors based on the Parents as Teacher Model and the three most common for families served through First 5 Mono in FY 24-25 were: low income (34), high school diploma or equivalency not achieved (15), and housing instability (9). 52% of families served had at least one stressor. Families with multiple stressors also qualify to receive diapers and grocery cards at each visit.

Visits last an hour to an hour-and-half depending on the number of enrolled children. Parent Educators partner, facilitate, and reflect with caregivers around three focus areas: a parentchild activity, family well-being, and development-centered parenting. Enrolled caregivers receive depression screening, and children receive health, hearing, vision, and developmental screenings annually. Parent Educators partner with families to set and achieve goals and

First 5 Mono 24-25 Evaluation Report
11 provide resource referrals. To increase resource access, parent educators follow up on referrals to seek to overcome barriers.

Three diaper banks were funded in FY 24-25 to support families not enrolled in Home Visiting who needed diapers. The banks also serve as an outreach mechanism for the Home Visiting program. Locations include Coleville at the Owens Valley Career Development Center, Bridgeport at the Health Division, and Mammoth Lakes at the County Office of Education’s Community Connections for Children office. Thirty-nine additional families were served with free diapers and wipes through the diaper banks in FY 24-25. Including families enrolled in Home Visiting who received diapers, 70 families were served.

First 5 Mono’s Home Visiting program has several funding streams: Proposition 10, the Small Population Funding Augmentation from First 5 California, California Department of Public Health Home Visiting Program from the State General Fund, and Mono County General Funds. Thanks to these investments, and collaboration with community partners and families, the program seeks to impact the following outcomes:
• Educate all Mono County children prenatal to age 5 to their greatest potential • Ensure all Mono County children 0-5 are healthy
• Improve developmental screening rates
• Improve school readiness
• Improve parental knowledge, understanding, and engagement in their children’s physical and mental health
• Increase breastfeeding rates
• Improve access to healthcare services for children 0-5 Inputs Activities Outputs Expected Outcomes
• Funding
• Two part-time and
three full-time
home visitors
• Program funding
and administration
• Community
participation
• Home visits with
families and
providers
• Monthly staff
meetings
• Data collection and
input
• Recruiting and
training
• Number and
percentage of
children
accessing home
visiting services
(SP #1)
• Number and
percentage of
children screened
for
developmental
delays (SP #2)
• Number and
percentage of
children where
breastfeeding is
successfully
initiated and
sustained at one
mo. well-child
check-up (SP #8)
• Improved access to early
intervention services for
families and children 0-5
• Improved screening and
intervention for
developmental delays,
disabilities, and other special
needs in children 0-5
• Improved parental
knowledge, understanding,
and engagement in
promoting their children’s
development and physical
and mental health
• Improved access to health
care services and community
resources for children 0-5
and their families
• Increased infant
breastfeeding rates
• Improved physical health
• Improved school readiness

First 5 Mono 24-25 Evaluation Report
12 Childcare Quality System
• Investment: $314,587 • Children Served: 134 • Providers Served: 30 Together with MCOE’s Workforce Pathways and Resource and Referral programs, First 5 Mono offers quality support to childcare providers and sites in Mono and Alpine Counties.

Activities seek to facilitate high-quality programs through professional development, advising, coaching, support to provide developmental screenings for enrolled children, and development of Quality Improvement Plans. Under the umbrella of the Childcare Quality System (CQS).

CQS seeks to braid funding streams and coordinate programs to simplify participation for providers in a parallel fashion to the State’s Quality Counts California effort, the Mono County Childcare Council serves as the guiding body.

With First 5 California funding, First 5 Mono also implemented the IMPACT Regional Training and Technical Assistance Hub for Alpine, Inyo, and Mono Counties to promote collaboration, accessibility, and engagement with childcare providers in quality improvement initiatives by supporting training, communities of practice for quality improvement staff, and coordinating data collection and reporting.

The following Logic Model summarizes activities and expected outcomes for the Childcare Quality System:

Inputs Activities Outputs Expected Outcomes
• Funding
• Staff time to plan and
execute programs
• Program funding and
administration
• Community participation
• IMPACT/ Quality
Counts to support
childcare providers
• QCC and CSPP QRIS
Block Grants to support
sites serving children
ages 0-2 and 3-5
• Training and Technical
Assistance Hub, to
support training for QI
staff, coordination, and
data tracking for
Region 6
• Data collection
• Children are screened for
developmental delays (SP
#2).
• Licensed childcare sites
participating in the
Childcare Quality System
(SP #3).
• Children enrolled with a
care provider participating
in the CQS (SP #4).
• Children for whom a
licensed slot or TK space is
available (SP #5).
• Children who have
attended a preschool or TK
program before entering
Kindergarten (SP #6).
• Increase in licensed
childcare availability to
county children 0-5
• Improved access to quality
childcare for children 0-5
• Increase in childcare
providers participating in
Quality Improvement
Initiatives
• Improved screening and
intervention for
developmental delays,
disabilities, and other
special needs at early
learning sites
The CQS program began with a First 5 organized Orientation at Cerro Coso Community College in Mammoth Lakes. Orientation included a program overview by each entity offering support: First 5, and MCOE’s Workforce Pathways program and Resource and Referral office. Throughout the year professional development opportunities, coaching, and advising were offered leveraging local staff and State-funded opportunities. Thirty providers

First 5 Mono 24-25 Evaluation Report
13 serving 134 children participated in Mono County. Information and announcements about opportunities were shared monthly with providers via a listservs in English and Spanish. To acknowledge their work and support parents’ ability to seek high-quality childcare, sites that completed required activities are highlighted in the Resource and Referral’s childcare list.

Letters of achievement are also provided to sites, providers, and parents of children enrolled at participating sites.

In FY 24-25, the State-funded Coaching Companion platform and coaches were leveraged to expand coaching opportunities. Feedback from English speaking participants was positive and most plan to participate again in the future. First 5 Mono also piloted the platform with a Spanish-speaking provider but success was limited due to the limited availability of resources in Spanish and technological challenges. Consequently, CQS will continue to leverage the resource in English, but will no longer use it in Spanish. Instead, future coaching in Spanish will be in-person using the CLASS tool.

First 5 Mono also organized and funded the annual Provider Appreciation Dinner in May of 2025 at Eagle Lodge, childcare was provided and over 50 providers attended. The First 5 Mono Chair, Janice Mendez, spoke honoring providers’ important and hard work in service to children and families in Mono County. The event marked the end of the program year and offered an opportunity for providers to socialize with peers and First 5 and MCOE support staff and enjoy a celebration and much-deserved recognition.

First 5 Mono 24-25 Evaluation Report
14 Peapod Playgroups
• Investment: $40,652 • Children Served: 124 • Caregivers Served: 124 With funding from Mono County Behavioral Health, 33 groups were offered North County: Bridgeport and Lee Vining, 32 groups in South County: Crowley Lake and Chalfant, and 42 were offered in Mammoth Lakes. Hour long playgroups were led by staff trained in the Parents as Teachers curriculum. Groups are designed as a social support for caregivers and children, and as such are largely unstructured. Groups do include about 15 minutes of structured singing and a parachute activity. Groups continued to enjoy strong participation in Mammoth Lakes and consistent groups were formed in Bridgeport and Chalfant in FY 24-25 thanks to local group leaders in each location.

The following Logic Model summarizes activities and expected outcomes presented for Peapod Playgroups:

Inputs Activities Outputs Expected Outcomes
• Funding
• Playgroup
leaders’ time to
plan and execute
the program
• Program funding
and
administration
• Community
participation
• Conduct
playgroups
sessions
• Provide parent
education
• Provide referrals to
community mental
health services
• Data collection and
input
• Recruitment and
training
• Children
participating
in playgroups
(SP #10),
• Increased access to positive
parent-child activities and
parenting support
• Improved parental knowledge,
understanding, and
engagement in promoting their
children’s development and
physical and mental health
• De-stigmatization of mental
health and mental health care
• Improved access to mental
health care for
• families of children 0-5

First 5 Mono 24-25 Evaluation Report
15 School Readiness
• Investment: $52,113 • Children Served: 169 • Caregivers Served: 261 • Providers Served: 19
The School Readiness investment includes three programs that work to support early literacy, easing the transition to the school system for children and families, and evaluate if incoming kindergarteners have needed skills to be ready for school at kindergarten entry. Each program is detailed below.

Raising a Reader First 5 contracted with Mono County Libraries to partially fund this evidence-based book bag and story time program. Participation in weekly story time at the library is quite high, with an attendance average over the 25 groups offered of 28 children and 28 adults. The end of the year event drew a crowd of 120!
Transition to School First 5 worked with each school site to offer a Transitional Kindergarten and Kindergarten Enrollment event with school readiness supply backpacks and books for participants and time in the classroom with the TK/ Kindergarten teacher(s). Eighty five percent of newly enrolling students (omitting students already enrolled in TK in the 23-24 school year) were served by 2024 enrollment events. At all Eastern Sierra Unified School Ditrict sites a Health & Safety Fair was offered directly after the Enrollment event. In Mammoth Lakes, Kidapalooza is offered by MCOE that provides similar resources as the Health & Safety Fairs to families in Mammoth Lakes.

Kindergarten Observation Forms First 5 contracted with the school districts to fund teachers’ time to complete Kindergarten Observation Forms (KOF). The KOF is a tool to assess incoming kindergartners’ school readiness.

The following Logic Model summarizes activities and expected outcomes for the School Readiness investment:

Inputs Activities Outputs Expected
Outcomes
• Funding
• Staff time to plan and
execute programs
• Program funding and
administration
• Community
participation
• Literacy Activities via Raising a
Reader and other First 5 Mono
programs
• Transition to School Activities:

Kindergarten and TK Round Up
Program
• Data collection and input
• Children “ready
for school” upon
entering
kindergarten
(SP #7).
• Improved
school
readiness

First 5 Mono 24-25 Evaluation Report
16 Safe Kids
• Investment: $14,935 • Children Served: 152
Through a contract with Mono County Office of Education, car seats, bike helmets, gun safety locks, cabinet locks, and other safety materials for young children were distributed across the County at various community events and through the library system. Car seat installation checks and education were also provided by the coordinator by appointment.

The following Logic Model summarizes activities and expected outcomes for the Safe Kids program:

Inputs Activities Outputs Expected Outcomes
• Funding
• Staff time to plan
and execute
programs
• Program funding and
administration
• Community
participation
• Coordination of
County educational
activities on child
safety for children
and families,
including Car Seat
Safety Checks,
Health and Safety
Fairs, and Gun
Safety Locks
• Partner distribution
of child safety
equipment to county
children 0-5
• Coordination of data
tracking
• Data collection and
input
• Families countywide
are informed about
safety issues
pertaining to young
children
• Percentage of
children who access
safety equipment to
prevent child injuries
(SP#11).
• Help families and
communities keep
kids 0-5 safe from
injuries
• Improve community
access to safety
equipment

First 5 Mono 24-25 Evaluation Report
17 Systems Building
• Investment: $376,635, $373,120 for Home Visiting Coordination Funding supported the First 5 Executive Director’s time to participate in: MCOE Cabinet, Mono County Childcare Council, Child Abuse Prevention Council, First 5 Association Executive Director Calls and other offerings, First 5 California’s BEELS project, support Mono County Health and Human Services Department’s Oral Health program, work with Northern Inyo Hospital to coordinate with First 5 Inyo and Labor and Delivery, provide outreach to partners like Mammoth Hospital Pediatrics and OB, and other collaboration.

Participation precipitated increased local collaboration around issues pertaining to young children and their families and staff knowledge of State-level work impacting local systems.

Home Visiting Coordination Through this First 5 California funded project, First 5 Mono worked to:
• Publish two children’s books in Northern Paiute and English for distribution to Tribes and Tribal-serving partners;
• Coordinate quarterly luncheons to facilitate collaboration between agencies serving young children and families;
• Attend partner agencies’ staff meetings to share Home Visiting services available to clients and discuss coordination;
• Coordinate regional home visiting efforts with Alpine and Inyo Counties to facilitate deep learning with a trusted group.

First 5 Mono 24-25 Evaluation Report
18 Conclusion
Thanks to investments from the Nation, State, County, local partner agencies, First 5 Mono, families, and community members, children prenatal to age five and their families in Mono County had opportunities to learn about child development (Home Visiting & Peapod), meet and get to know other families and children (Peapod & Story Time), promote literacy (Rasing a Reader), receive safety education and materials (Safe Kids), and access high-quality childcare (Childcare Quality System). Thanks to these consistent investments over time, and the efforts of families and partners across the community, incoming kindergartners’ academic School Readiness increased from 52% to 69% between 2023 and 2024. Due to rising kindergarten readiness rates and achievement of 75% of the outcomes included in the 2025-29 First 5 Mono Strategic Plan, the First 5 Mono Commission will continue to fund the programs included in the Strategic Plan in alignment with the 5 Year Fiscal Plan through FY 25-26.

Town Council of Mammoth Lakes
Minutes of Regular Meeting
December 17, 2025, 4:00 p.m.
437 Old Mammoth Road, Suite Z, Mammoth Lakes
Members Present: Councilmember Chris Bubser, Councilmember Bill Sauser, Councilmember John Wentworth, Mayor Pro Tem Brent Truax, Mayor Amanda Rice
_____________________________________________________________________

1. CALL TO ORDER AND ROLL CALL
The Mayor called the meeting to order at 4:01 p.m. in the Council Chamber, 437 Old Mammoth Road, Suite Z, Mammoth Lakes.

2. PLEDGE OF ALLEGIANCE
Mayor Pro Tem Truax led the flag salute.

3. PUBLIC COMMENTS
Brianna Goico, President & CEO of the Mammoth Lakes Chamber of Commerce, gave an update regarding current Chamber activities.

Betsy Truax, Mammoth Lakes Tourism (MLT) Vice President of Community Engagement, gave an update regarding current MLT activities.

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

Town Council Minutes
December 17, 2025

5. TOWN COUNCIL PRESENTATIONS

5.1 Recognition of Mammoth Lakes Tourism President & CEO John Urdi for his years of service to the Town of Mammoth Lakes.

Town Manager Rob Patterson thanked Mr. Urdi for his years of service.

There was discussion among members of Council and Mr. Urdi.

6. REPORTS FROM COMMISSIONS AND/OR DEPARTMENTS (AS NEEDED) Parks and Recreation Director Stuart Brown gave an update regarding current parks and recreation activities.

Community and Economic Development Director Nolan Bobroff announced that Pacific and the Town were awarded the tax credits for the Kingfisher 2 Project.

There was discussion among members of Council and staff.

6.1 December 2025 Public Works Engineering CIP Update.

7. STAFF PRESENTATIONS

7.1 Mammoth Lakes Wildfire Task Force Year-In-Review.

Office of Outdoor Recreation Manager Lawson Reif and Mammoth Lakes Fire Protection District Division Chief Mike McCarthy gave a presentation outlining the information in the staff report. There was discussion among members of Council and staff.

8. CONSENT AGENDA
Moved by Councilmember Chris Bubser
Seconded by Mayor Pro Tem Brent Truax
Approve the Consent Agenda.

For (5): Councilmember Chris Bubser, Councilmember Bill Sauser, Councilmember John Wentworth, Mayor Pro Tem Brent Truax, and Mayor Amanda Rice
Carried (5 to 0)

8.1 Approve the minutes of the regular meeting of December 3, 2025.

8.2 Adopt the resolution approving an updated Credit Card Policy for the Town of Mammoth Lakes.

Town Council Minutes
December 17, 2025

8.3 Adopt the resolution approving the Development Impact Fees Report pursuant to the Mitigation Fee Act, AB 1600.

8.4 Continue Approval of Emergency Contract for Town Yard Waste Oil Tank Replacement.

8.5 Accept Check Register 11/26/25 in the amount of $129,075.76.

9. PUBLIC HEARINGS

9.1 Public hearing for consideration of an appeal of the October 8, 2025 Planning and Economic Development Commission decision to approve the 54 Mono Street Apartments entitlement application consisting of Use Permit 24-003, Design Review 24-006, and Adjustment 25-005.

Councilmember Sauser announced a conflict since his property was close to the proposed project, recused himself, and left the meeting at 5:27 p.m.

Town Manager Rob Patterson asked if a solution had been reached between property owners at 54 and 56 Mono Street.

Paul Rudder, representing the Erickson's, said that the proponent rejected their offer.

Hanif S. P. Hirji, representing Bipin Morari, said that the offer to litigate was not an offer for a settlement. He outlined the settlement offers made to Mr.

Rudder and the Erickson's and rejected by them.

The Mayor opened the public hearing at 5:32 p.m.

PUBLIC COMMENT:

Paul Rudder, speaking on behalf of the Erickson's, spoke in support of repealing the Planning and Economic Development Commission's decision.

Mr. Hirji spoke in support of the proposed project.

The Mayor closed the public hearing at 5:41 p.m.

There was discussion among members of Council and staff.

Councilmember Sauser returned to the meeting at 5:48 p.m.

Moved by Mayor Pro Tem Brent Truax
Seconded by Councilmember Chris Bubser

Town Council Minutes
December 17, 2025

Deny the appeal of the Planning and Economic Development Commission decision and affirm the approval of Use Permit 24-003, Design Review 24- 006, and Adjustment 25-005.

For (4): Councilmember Chris Bubser, Councilmember John Wentworth, Mayor Pro Tem Brent Truax, and Mayor Amanda Rice
Conflict (1): Councilmember Bill Sauser
Carried (4 to 0)
Moved by Mayor Pro Tem Brent Truax
Seconded by Councilmember Chris Bubser
Adopt the resolution affirming the Planning and Economic Development Commission's approval of Use Permit 24-003, Design Review 24-006, and Adjustment 25-005.

For (4): Councilmember Chris Bubser, Councilmember John Wentworth, Mayor Pro Tem Brent Truax, and Mayor Amanda Rice
Abstain (1): Councilmember Bill Sauser
Carried (4 to 0)

9.2 Consideration of second reading and adoption of an ordinance amending Title 15 of the Municipal Code for the purpose of adopting the 2025 CA Building Standards Code.

The Mayor opened the public hearing at 5:49 p.m.

Community and Economic Development Director Nolan Bobroff outlined the information in the staff report.

With no members of the public coming forward to speak, the Mayor closed the public hearing at 5:50 p.m.

Moved by Councilmember Bill Sauser
Seconded by Councilmember John Wentworth
Waive the second reading and adopt by title only the Ordinance amending Title 15 of the Municipal Code to reflect adoption of the 2025 CA Building Standards Code with certain local amendments, additions, and deletions.

Town Council Minutes
December 17, 2025

For (5): Councilmember Chris Bubser, Councilmember Bill Sauser, Councilmember John Wentworth, Mayor Pro Tem Brent Truax, and Mayor Amanda Rice
Carried (5 to 0)

10. POLICY MATTERS

10.1 Authorize the Town Manager to execute a contract to purchase partition walls and casework for the Town Hall.

Public Works Director Haislip Hayes outlined the information in the staff report. There was discussion among members of Council and staff.

Moved by Councilmember Chris Bubser
Seconded by Councilmember John Wentworth
Authorize the Town Manager to finalize terms and execute a contract to acquire DIRTT partition walls and casework for the Town Hall, up to the amount of the contingency.

For (5): Councilmember Chris Bubser, Councilmember Bill Sauser, Councilmember John Wentworth, Mayor Pro Tem Brent Truax, and Mayor Amanda Rice
Carried (5 to 0)

10.2 Discuss Amendments to Town Council Strategic Priorities for 2026.

The Mayor called a recess at 6:00 p.m. and the Council reconvened at 6:06 p.m.

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

There was discussion among members of Council and staff.

11. COUNCILMEMBER REPORTS
Councilmember Sauser attended the Local Transportation Commission (LTC) meeting, the Eastern Sierra Transit Authority (ESTA) meeting, and the Town's Tree Lighting Ceremony.

Mayor Pro Tem Truax attended two ribbon cuttings put on by the Chamber of Commerce, the community tree lighting, several going away parties for John Urdi, the night of lights, and the Access Mammoth Annual Gala.

Town Council Minutes
December 17, 2025

Councilmember Bubser attended the Eastern Sierra Council of Governments (ESCOG) meeting and the ESTA meeting.

Councilmember Wentworth attended the ESCOG meeting and the Mammoth Lakes Tourism Board meeting.

Mayor Rice attended the Town's tree lighting ceremony, the night of lights, and a second ribbon cutting ceremony at the Limelight.

12. CLOSED SESSION
At 7:13 p.m. the Mayor announced that the Council would be entering into closed session for the purposes as stated in the agenda.

12.1 PUBLIC EMPLOYEE DISCIPLINE/DISMISSAL/RELEASE (Gov’t Code § 54957).

12.2 CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION
(Paragraph (1) of subdivision (d) of Section 54956.9) Name of case:
(Natasha Mitchell v. City [sic] of Mammoth Lakes).

12.3 CONFERENCE WITH LEGAL COUNSEL--EXISTING LITIGATION (Paragraph 1 of subdivision (d) of Section 54956.9) Name of case:

Hugelman v. Town of Mammoth Lakes (Case No: 21UCM10)

13. ANNOUNCEMENT OF ACTION TAKEN AFTER CLOSED SESSION
The Council reconvened from closed session at 7:40 p.m. and announced that there was no reportable action taken.

14. ADJOURNMENT
The Council adjourned the meeting at 7:40 p.m.

Jamie Gray, Town Clerk

1 TOWN COUNCIL STAFF REPORT
Title: Discuss Final Review and Adopt Town Council Priorities for 2026 Meeting Date: January 7, 2026
Prepared by: Rob Patterson, Town Manager
RECOMMENDATION:

Adopt Town Council Strategic Priorities for 2026, including any suggested edits discussed during January 7, 2026, meeting.

BACKGROUND:

The primary purpose in defining a limited set of Town Council Strategic Priorities is to establish realistic work program and core expectations for the staff, Town Council and public. This narrow set of priorities and objectives represents a small part of the Town’s overall work program and allocation of resources. The day-to-day core operations of the Town consume 85% to 90% of staff time and financial resources. The establishment of clear key objectives in the near term (12 months) allows staff and the Town Council to appropriately allocate financial and staff resources.

The development of the Town Council Strategic Priorities for 2025 involved an extensive review of community needs to produce a completely new set of priorities. In the past 12 months, considerable work was completed on these priorities and most, if not all, have evolved from those efforts. This report is a result of Town Council review and recommended edits provided at the December 19th Town Council meeting.

ANALYSIS:

Staff have provided the 2025 priorities, along with staff narrative for Town Council review. This narrative incorporates a summation of suggested edits discussed at the December 19, 2025 Town Council meeting. The redline edits incorporate these comments into the suggested modification of the strategic priority for 2026. In order to provide context to the original staff suggestions, a note is included in the narrative, to illustrate where original staff comments were provided for the December 19th presentation.

Public Safety - protection through project identification and implementation  Emergency Management: Develop the Town’s emergency response team and augment emergency management operations, public notification and education efforts.

The suggested edits here are around the strike team, building that capability along with our notification and evacuation training. The plan for 2026 will be identification and training of the strike team, augmentation of evacuation tools and development of training and

2 practice protocols that include staff and community. All of these plans should be completed in 2026.
 Risk Mitigation: Enhance wildfire and natural disaster safety and resilience through a collaborative and integrated framework with partners to complete and implement necessary mitigation plans.

Staff have no recommended edits. The work for 2026 will continue with the Wildfire Task Force as year two of the program will evolve slightly with elements learned from the first year. The ESCCRP project will continue with a focus on developing dedicated funding sources from local agencies and connecting Federal – Forest Management philosophy to the work that needs to be completed in our area. Work on the LHMP has been largely completed but there may be implementation elements yet to be achieved.  Facility Optimization: Increase utilization of the Mammoth Yosemite Airport facilities to further protect the community and provide regional support services including medivac and firefighting aircraft.

The minor suggested edit highlights the need for regional engagement from multiple agencies on this plan. The work accomplished for 2025 identified which partners may want to establish a footprint at the airport as a base of operations. The focus of 2026 will be how each of those agencies find a clear path to accomplish that goal as well as an integrated training system, across all agencies, identifying infrastructure needs to accomplish that goal. This will be a multi-year goal for full implementation and build out.

Municipal Services – augment services provided by the Town to support a vibrant, sustainable and cohesive community
 Community Engagement: Increase community engagement and outreach efforts, including a focus on accessibility and Spanish-language offerings.

Staff received recommended edits from the Town Council to include a focus on an Artificial Intelligence (AI) policy that would articulate how the Town staff would engage with AI. The final discussion by the Town Council concluded this specific policy item can be added to a future agenda item. This is now scheduled for a March 2026 Town Council meeting. Original staff narrative included: The work accomplished in 2025 strengthened the Town’s community engagement plans and focused on a more comprehensive approach for Spanish-language materials. In 2026, the effort will be to refine the engagement tools through utilization and learnings. Staff will also focus on any unique engagement needs of the Spanish-language community, including active engagement from Town staff, the Mammoth Lakes Chamber of Commerce and local businesses.

3  Public Safety / Law Enforcement: Continue to evaluate public safety needs to protect our community, visitors, and officers.

Staff received recommended edits from the Town Council to provide emphasis that this item refers to the core services provided by the Town (law enforcement) and not general public safety that is captured on another section of Town Council Priorities. Original staff narrative included: The priority is written broadly to encompass a wide breadth of work.

The focus for 2026 will include recruitment strategies to attract personnel, team building and culture development to bolster our community engagement. The police department is already a vital and effective component of our community, and we want to strengthen that for 2026.
 Townwide Vision, Plans and Services: Update the Town’s vision statement. Define our General Plan update focus, develop a schedule and funding strategy for identified plan updates and streamline Town permitting services.

Staff received recommended edits from the Town Council to separate the task of updating the Town’s vision statement from the other elements focused on combining planning efforts to update the General Plan. Original staff narrative included: The recommended edits are a refinement of the original goal. One of the key components of these plan updates is to provide funding for this work and an integrated schedule to maximize efficiency. The highlight of the role of the vision statement in the overall General Plan is to define a connective theme that will be evident across all planning updates that will make it easier to combine into a General Plan update.
 Environmental Sustainability: Reduce our impact on the natural environment with an emphasis on climate resiliency and adaptation.

Staff received recommended edits from the Town Council to add language to the category “Municipal Services” to indicate these are a part of the Town core services. Original staff narrative included: The recommended edits are a refinement of the original goal. This ties into the work being done with the Destination Stewardship plan, a partnership effort with Mammoth Lakes Tourism. It also incorporates staff work on the Climate Adaptation and Action Plan, a multi-year plan in its beginning phases.

4  Capital Projects: Continue to evaluate and implement the Town’s Capital Improvement Program (CIP).

Staff have no recommended edits. This is a broad statement of an existing 5-year plan that is continually updated as part of the budget process. An emphasis could be placed on smallscale work for 2026 or a recommitment to our budget and re-investment strategy that fuels our CIP program.

Community Investment - enhance growth, development and quality of life for our citizens  Affordable Housing: Continue implementation of the Town's Housing Now! initiative program with a focus on the "missing middle.”
Staff have no recommended edits. This strategy is already focused on the “Missing Middle” which is the highest priority in housing needs. Our efforts will focus on preparing for, and analyzing the feasibility of, a rental project targeting households earning between 100% - 120% AMI. Additional efforts will look to continue development of Town-owned small sites to deliver additional ownership units in 150% and above AMI.  Partnerships: Leverage partnerships to increase opportunities and enhance services.

Staff have no recommended edits. This is a broad and effective strategy that allowed us to react seamlessly to gaps in our federal partner work plans. We need to continue to refine how departments like the Office of Outdoor Recreation integrate with agencies and commissions in our service delivery model.
 Community Funding: Develop capacity of community foundations and community based non-profit organizations to support Town initiatives.

Staff received recommended edits from the Town Council to include community-based non-profit organizations to broaden the efforts beyond developed community foundations.

Original staff narrative included: This could be focused on developing emergency response capabilities through dedicated Town emergency funds and augmentation of community foundations for individual assistance. Consider the foundations support networks for individuals affected by any disaster - both quick response and long-term needs.

5  Community Development: Prioritize community benefit in advance of final consideration and approval of development projects and continue focus on townwide beautification efforts.

Staff received recommended edits from the Town Council to emphasize the need for early review of community benefits that can be accomplished with a suggested project. The desire is to incorporate these benefits early in the discussion so it can be included in the project that is being brought to the Town Council for final approval. Original staff narrative included: This is still very important as large-scale developments, particularly around the village, begin to take shape. These developments are incredibly important to our community but can create significant impacts to our community.

Recreation Amenities and Programs – deliver high-quality, affordable and sustainable recreation programs and amenities
 Community Recreation: Continue to expand access, availability, diversity and affordability of Parks and Recreation amenities, programs and services.

Staff received recommended edits from the Town Council to add diversity of programs to the statement. Original staff narrative included: Minor edits to provide emphasis and awareness of our programs. The focus will include affordability by increasing Tony Colasardo Scholarship for all youth and payment plans for adults. Expand discounted, inperson Membership and Play Pass products to maximize access to summer camps and programs. Further expand availability of products and services for families.  Community Connectivity: Enhance wayfinding and mobility plans and upgrades that include connectivity to the public landscape.

Staff received recommended edits from the Town Council to include an emphasis on connectivity to public lands. Original staff narrative included: The strategy is defined broadly but will include an emphasis on MUPs and trail system. There is still a desire to connect with partners like Mono County, creating a similar look and feel to their trails for seamless integration. A comprehensive review and inventory of existing signage to evaluate effectiveness, seeking to reduce fatigue and overload.  Public Lands: Advocate and work with Federal and State partners to ensure the delivery of sustainable outdoor recreation experiences that drive visitation.

Staff received recommended edits from the Town Council to include an emphasis on advocacy to expand outreach to other parties if state and federal partners do not have the capacity to respond to our needs. Original staff narrative included: This effort is continuous

6 and ongoing as partnership capabilities and initiatives change. The work on Destination Stewardship plan can play a significant role in our efforts on this. A modification could include integration of outcomes into our workplans.
 Wildlife Management: Invest in wildlife management including public outreach and enhance the Town’s on-the-ground presence to inform visitors and local residents.

Staff received recommended edits from the Town Council to narrow the category to wildlife only as sustainable outdoor recreation is covered elsewhere. Original staff narrative included: This effort is evolving to define roles and responsibilities of different agencies in this space. The Town is focused on education and management of visitors and community. Work areas, in partnership with CDFW are focused on scientific study and analysis of animal behavior to inform needed changes in our effort.

RECOMMENDATION:

Adopt Town Council Strategic Priorities for 2026, including any suggested edits discussed during January 7, 2026, meeting.

1 January 1, 2026
Priority Modification for 2026

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1 TOWN COUNCIL STAFF REPORT
Title: Staff Adjustments – Mid-year review FY25-26
Meeting Date: January 7, 2026
Prepared by: Rob Patterson, Town Manager
RECOMMENDATION:

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

BACKGROUND:

The FY25-26 budget reflected minor adjustments to staffing to improve the delivery of core services. These updates have been successfully implemented as the year has progressed. To address evolving needs and respond to developments, staff is recommending a few mid-year staffing adjustments to streamline work plans and provide needed capacity. These changes are focused on Airport management, Municipal Code enforcement, and Town administration. The net change in staff is one (1) additional position, that will be added this mid-year for evaluation for further adjustments to the upcoming 26-27 budget on a permanent basis. The rest of the adjustments are to existing staff members, additional assignments, and to augment service delivery.

ANALYSIS:

Over the past few years, strategic steps have been taken in the growth of Town core services, providing additional resources in areas that will provide the greatest benefit to the community. The following modifications were developed after the FY25-26 budget was adopted and have a need for implementation prior to budget work on 26-27 budget. Below are a summary of each recommended position changes or additions for FY25-26.

Community and Economic Development – Code Compliance
The Town’s compliance efforts within the Community and Economic Development (CED) department are focused primarily on building and Municipal Code violations, including trash related issues. This mid-year adjustment will augment this team to include another staff member, primarily focused on field work, that can expand the volume of work completed by the CED team. This expanded work will include parking management efforts, including citations, and Municipal Code violations like dogs off leash, animal waste, and other impactful conditions affecting our park systems. The CED team will work in conjunction with our Police Department on major parking management issues if necessary but should serve to release pressure from our police department on active parking management duties. Parking-related problems have become a large problem and active, on-site management can serve to let people know where they can legally park or to resolve conflicts that arise. This effort is in conjunction with the identification of a location for

2 vehicles to be impounded to support efficient and effective operation. This position will be placed in the Salary Range G-156 (current salary range - $62,000 – $87,000) plus benefits. The position will report to the CED Director for the remainder of FY25-26 with an evaluation of further structure modifications recommended for FY26-27 based on results. This position will be partially offset by additional revenue generated from parking management activities.

Airport Operations – Airport Manager
The last Airport Manager for the Town retired in 2019, and the position was bifurcated between an operations manager and a separate position providing administrative focus. In 2021, the Town created the Airport Core Management Team (ACMT) comprised of the Deputy Airport Manager, Airport Operations Manager, and the Town Manager. The ACMT structure has served us well over the last few years, mainly in facility and staff development efforts. Through leadership training, education, and professional skills development, Soibian Spring has earned the role of Airport Manager. The traditional Airport Manager position is a more effective way of leading the organization and connects well with the expectations of FAA in airport leadership. Our model, using a management team, while effective and useful for our needs, was unique and cumbersome for others outside of our organization to follow. By returning to this traditional management structure, our airport will fit into the traditional FAA structure as well as providing a leaner management objective for the entire airport team. This modification will also remove some direct reports and responsibilities from the Town Manager position. The Airport Manager will continue to report directly to the Town Manager and all other airport workers will report directly to the Airport Manager. The Airport Manager position is in the Salary Range M112 (current salary range - $108,708 – $141,321) plus benefits. The current maximum pay differential between the Airport Operations Manager and Airport Manager position is about $21,000 annually.

Administration – Town Clerk
The position of Town Clerk/Records Manager currently exists in the Town’s salary classification plan as a management level employee. Over the last several years, this position has evolved to be a key member of the Town Administration team along with the Assistant to the Town Manager and Human Resource Manager. This position is an integral part of the team providing modification and development of policy documents as well as professional and technical assistance to the Town Manager, Town Council and Town departments. The proposed changes will designate the position as Town Clerk and move the position from the Management Employee Association (MEA) to an at-will contracted position similar to all other executive level positions within the organization. The salary level will match executive level pay with peer group mentioned above. The executive group A salary range is currently $109,854 - $134,571, plus benefits. The current maximum pay differential between the M-106 salary and the executive group A is $14,000 annually.

3 FINANCIAL CONSIDERATIONS:

Staff will evaluate if any offset salary savings exist within the departments and determine an allocation of additional funds that may be necessary. This analysis and potential inclusion of funding will occur during the quarterly budget analysis. Estimated net impact of annual operating costs is approximately $130,000 with the majority of this cost coming from the additional position, salary and benefits combined. There will be some revenue generation to offset costs, but the exact extent is unknown at this time.

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) – Sauser, Truax, and Bubser as alternate
Airport Land Use Commission – Rice, Truax, and Bubser as the alternate Mono County Collaborative Planning Team (CPT) – Community and Economic Development Director Nolan Bobroff and Bubser and Truax as alternates Intergovernmental Relations:

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

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

Local Transportation Commission (LTC) – Sauser, Truax, and Town Manager Rob Patterson; Community and Economic Development Director Nolan Bobroff 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.

NOTICE OF MEETING OF BOARD OF TRUSTEES

OF MAMMOTH LAKES MUNICIPAL SERVICE CORPORATION
NOTICE IS HEREBY GIVEN that the Board of Trustees of the Mammoth Lakes Municipal Service Corporation will hold a meeting at 4:00 p.m. (to commence after the Town Council meeting on the same date) on Wednesday, January 7, 2026 at the Council Chamber/Suite Z, Minaret Village Shopping Center, 437 Old Mammoth Road, Mammoth Lakes, California. The Board of Trustees will consider action on the following matters:

CALL TO ORDER
Trustees Brent Truax and John Wentworth, Treasurer Amanda Rice, Secretary Chris Bubser, and President Bill Sauser.

PUBLIC COMMENTS

POLICY MATTERS

1. Election of officers – President, Secretary, and Treasurer.

2. Accept the Annual Report.

CONSENT AGENDA

3. Approve the minutes of the meeting of January 15, 2025.

ADJOURNMENT
Dated: January 2, 2026 __________________________________ Jamie Gray, Town Clerk

Mammoth Lakes Municipal Service Corporation
Title: Receive and File Annual Report for Fiscal Year 24-25 Meeting Date: January 7, 2026
Prepared by: Megan Chapman, Finance Director
RECOMMENDATION:

Staff recommends the Board of Directors receive and file the annual report for fiscal year 24-25.

BACKGROUND:

The Mammoth Lakes Municipal Service Corporation (Corporation) was established by the Mammoth Lakes Town Council. The Corporation was created to provide the Town with a legal structure for the issuance of certain types of debt. Although the Corporation is a separate legal entity, it is governed by the Town Council members sitting on the Board of the Corporation. Town Staff provide the required staff support in the capacities required by the Corporation. The Corporation was used most recently in February 2024 when the Corporation met to authorize the execution of certain lease financing documents for use in the issuance of certain types of debt. The request was for the issuance of Certificates of Participation to fund the new Town Office ($25 million) and Land Purchase ($4.5 million). The debt issuance was completed in July 2024 and included the following documents:

Site and Facility Lease - The Town leases the Community Recreation Center, Police Station, Corporate Yard, and Transit Center to the Corporation, which serves as the straw man for the lease-leaseback.

Lease Agreement - The agreement allows for the Town to lease back the property described above with a term through June 1, 2049. The agreement requires the Town to make semi-annual lease payments and requires the Town to ensure and maintain all properties throughout the term of the lease.

Assignment Agreement – The agreement between the Corporation and U.S. Bank Trust Company, National Association is for the benefit of the owners of the certificates of participation, certain of its rights under the Lease Agreement, including its right to receive lease payments from the Town.

Trust Agreement - The agreement which the trustee will hold, invest, and disburse the proceeds of the certificates of participation and will collect lease payments from the Town for disbursement to the investors.

The Corporation was used for the acquisition of the following debt, which is the subject of this annual report. The issuance of Installment Sales Agreement (2017) for Multi-Use Facility construction, Taxable Judgement Obligation Bonds (2017) for MLLA Settlement refinance and Lease-Revenue Bonds (2015) as part of the financing for the police facility. The Lease Revenue Bonds of 2015 were paid off in 2024 and will not be included in the annual report moving forward. Prior to these activities, the Corporation has not engaged in activity since 2000. This report provides information on the assets, liabilities, and financial activity of the Corporation for FY24-

25. Asset and Revenues:

The Corporation has no assets or cash. The only revenue are lease payments, made by the Town of Mammoth Lakes and Measure R – Sales Tax, which are essentially a pass through for payment to service long-term debt.

Liabilities:

The Corporation has long-term debt issued for three separate purposes, two supported by lease payments from the Town of Mammoth Lakes and one from Measure R – Sales Tax Revenue. The remaining debt includes the Installment Sales Agreement (2017), Taxable Judgment Obligation Bonds (2017), and Certificates of Participation (2024). The Installment Sales Agreement (2017) is for the Multi Use Facility and was issued in 2017 for $5,500,000 with a 10-year term at 2.23%, scheduled to be paid off in October 2027. The taxable Judgement Obligation Bond was issued in 2017 for $23,995,000 with an 18-year term at 1.75%-4.375%, scheduled to be paid off in October 2035. The Certificates of Participation were issued in July 2024 for $29,670,000 with an 18.5-year term at 4.487% scheduled to be paid off June 2049. As previously reported, the Lease Revenue Bond from 2015 was paid off on June 18, 2024 and is no longer included in the annual report.

Annual debt service for FY24-25 for the three purposes stated above amount to $3,672,008 of which $3,061,013 is paid from the general fund with the remaining $610,995 paid with Measure R funds.

Changes in liabilities within the year:

The Corporation had an outstanding loan obligation at the beginning of fiscal year 24-25 of $49,600,000 with payments of $3,672,008 for all three long term obligations. The debt was reduced by scheduled payments (principal) of $1,740,000. These transactions are described in more detail below.

Annual Statement of Certain Transactions:

1. Long Term Debt – Lease Revenue Bond (2015)
On June 18, 2024, the Town performed a debt defeasance on the Lease Revenue Bond (2015) Police Facility – Refinance COP. The purpose of the debt defeasance is to remove the debt obligation from the Town’s debt service payments and to consider the asset, in this case the police facility, eligible to use as collateral for another loan.

The Town entered into debt for a new Town Hall facility in FY24-25, utilizing the police facility as one of the assets securing the debt. The process for debt defeasance requires an escrow account be opened containing the principal amount owed and any outstanding interest payments. The debt is not paid off in full when the escrow is created, however the proceeds of the escrow continue to make the payments as scheduled, or until a call date where the debt can be paid. In this case, the call date is 10 years, ending August 4, 2025. As all funds are in an escrow, held by a third party, the debt is considered paid from the Town’s perspective when the escrow was opened on 6/18/2024.

2. Long Term Debt – Taxable Judgement Obligation Bonds (2017) The Corporation received two lease payments from the Town of Mammoth Lakes and has subsequently made two scheduled payments totaling $1,869,919 in debt service for Taxable Judgement Obligation Bonds (2017) last fiscal year. These payments reduced the outstanding principal amount to $16,410,000 with 10.5 years remaining on the term. This debt is scheduled to be paid off October 1, 2035.

Principal $1,175,000.00
Interest $ 694,919.00
Total debt service payments $1,869,919.00

4 3. Long Term Debt – Installment Sales Agreement (2017) The Corporation has received two lease payments from Measure R – Sales Tax and has subsequently made two scheduled payments totaling $610,995 in debt service for Installment Sales Agreement (2017) last fiscal year. These payments reduced the outstanding principal amount to $1,780,000 with

2.5 years remaining on the term. This debt is scheduled to be paid off October 1, 2027.

Principal $565,000.00
Interest $ 45,994.00
Total debt service payments $610,995.00

5 4. Long Term Debt – Certificates of Participation, Series 2024 The Corporation has received three lease payments from the Town of Mammoth Lakes and has subsequently made two scheduled interest payments totaling $1,191,094 in debt service for Taxable Judgement Obligation Bonds (2017) last fiscal year. These payments were interest only and did not reduce outstanding principal amount of $29,670,000 with 17.5 years remaining on the term. This debt is scheduled to be paid off June 1, 2049.

Principal $0
Interest $1,191,094.00
Total debt service payments $1,191,094.00
FINANCIAL CONSIDERATIONS:

Debt Payment Schedules: All payments are current on the outstanding debt and are being paid in accordance with the following schedule of payments.

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MAMMOTH LAKES MUNICIPAL SERVICE CORPORATION

MINUTES OF BOARD OF TRUSTEES MEETING
JANUARY 15, 2025
Town Clerk’s Notice of Meeting dated January 10, 2025

CALL TO ORDER
Secretary Chris Bubser called the meeting to order at 9:58 p.m. in the Council Chamber, 437 Old Mammoth Road, Suite Z, Mammoth Lakes, California. The Board was present in its entirety with Trustees Brent Truax and John Wentworth, Treasurer Amanda Rice, Secretary Chris Bubser, and President Bill Sauser in attendance.

PUBLIC COMMENTS
There were no public comments given at this time.

POLICY MATTERS

1. Election of officers – President, Secretary, and Treasurer.

ACTION:

It was moved by President Bill Sauser, seconded by Treasurer Amanda Rice, and carried by a 5-0 roll call vote to appoint Mayor Chris Bubser as the President, Mayor Pro Tem Amanda Rice as the Secretary, and Councilmember Brent Truax as the Treasurer.

2. Accept the Annual Report.

ACTION:

It was moved by Treasurer Amanda Rice, seconded by Trustee Bill Sauser, and carried by a 5-0 roll call vote to accept the Annual Report.

CONSENT AGENDA

2. Approve the minutes of the meeting of February 21, 2024.

ACTION:

It was moved by Trustee Bill Sauser, seconded by Secretary Amanda Rice, and carried by a 5-0 roll call vote to approve the minutes of the meeting of February 21, 2024.

Mammoth Lakes Municipal Service Corporation Minutes
January 15, 2025

ADJOURNMENT
The Board adjourned the meeting at 10:02 p.m.

Respectfully submitted,
Jamie Gray
Town Clerk