Mammoth Lakes City Council
April 29, 2026

Town Council Special Meeting Agenda

Wednesday, April 29, 2026, 9:00 a.m.

Mammoth Brewing Co. Beer Cellar
18 Lake Mary Road
Mammoth Lakes, CA 93546
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 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: All comments will be limited to a speaking time of five minutes.

1. CALL TO ORDER AND ROLL CALL

2. 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.

3. POLICY MATTERS

3.1 Community Visioning Statement - Discussion.

3.2 Review of Organizational Capacity and Partnership Alignment in the Implementation of Key Strategies.

3.3 Town Council Dynamics and Staff Support.

4. ADJOURNMENT
The Town Council will adjourn to a regular meeting to be held on Wednesday, May 6, 2026 at 4:00 p.m.

1 TOWN COUNCIL STAFF REPORT
Title: Community Visioning Statement - Discussion
Meeting Date: April 29, 2026
Prepared by: Rob Patterson, Town Manager
RECOMMENDATION:

No Action – Discussion Only
BACKGROUND:

The Town’s General Plan was originally adopted in 1987 and was then comprehensively updated in 2007. The current General Plan is coming up on its 20-year anniversary, and it is time for the community to start working towards the next comprehensive update that will guide the community for the ensuing ~20 years.

With the adoption of the original 1987 General Plan and the 2007 update, the drafting of the Vision Statement and the Guiding Principles was a key component of the process, as the vision serves as the framework to express the community’s desired future and defines expectations for what Mammoth Lakes will be like 20-25 years into the future. These expectations should be based on the things residents and businesses value as important today and which should be retained in the future, as well as how the community should evolve and change in response to critical issues that arise that may challenge these values.

The vision statement is intended to be a foundational, aspirational declaration that guides all subsequent policies, land use decisions, and infrastructure investments. As such, the drafting of the vision is where the update process begins and needs to be a shared community vision that helps set priorities throughout the planning process and inform decision makers about community values. The vision statements and/or goals from the 2007 General Plan, the 1998 and 1992 revisions of the Vision Statement, and the 1987 General Plan are attached for reference and review.

Creating a community vision will require:
 Extensive and expanded outreach to all members of the community, including public agencies, local full-time and part-time residents, businesses, and other key stakeholders;
 Review of the Town’s history to identify past challenges and accomplishments;  Examination of current data and emerging data trends; and  Consideration of future issues, challenges, and goals.

The vision should:
 Articulate the core values and desires of the community as they relate to the General Plan;

2  Guide and inform the development of more specific policies later on in the planning process;
 Articulate an image of the future the community wishes to create; and  Contain a succinct description of the things that the community values.

The comprehensive update of the General Plan will be a multi-year, community-driven process that results in a document that reflects the vision for the community’s future. The following flow chart of the General Plan update process highlights how the vision and the subsequent steps to update the General Plan are all inter-connected and serve to inform all aspects of the update process from the initial visioning exercise through implementation.

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4 ANALYSIS:

The Community Vision statement, in its current format, dates back to at least the 2007 General Plan amendment. While the statements are generally supportive of a thriving community, they do not take into consideration key elements that have emerged in the last two decades. While a complete rewrite of the Community Vision statements will be a part of the overall General Plan update efforts, it will need to involve significant community input in its development.

The purpose of this preliminary review is for the Town Council to discuss what elements may be missing from the vision statement. This should include acknowledgment of changes that have occurred or are anticipated in the coming years, that may be disruptive to the community. To accomplish this, staff will lead a review of the existing Community Vision statement, facilitating Town Council discussion. The goal will be to document any new elements identified, along with proper wording for the statement. Staff will use these modifications in review of the annual Town Council Strategic Priorities. This work will also be the basis for a future Community Vision statement for the General Plan amendment work to come.

Staff have included some historical documents attached, to show the progression of these statements.

Attachments:

1. 1987 General Plan Goals

2. 1992 Vision Statement

3. 1998 Revision of the Vision Statement

4. 2007 General Plan

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GENERAL GOALS OF THE MAMMOTH LAKES GENERAL PLAN
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The following are the goals of the Mammoth Lakes General Plan:

1. To provide for community development that Is consistent 9 with the community’s general health, safety and welfare.

2. To preserve and maintain the unique natural setting and I. mountain resort character of Mammoth Lakes while
accommodating changing community needs and conditions. |

3. To preserve and maintain the natural environment and wildlife of the area.

4. To provide opportunities for economic growth and
diversification.

5. To provide a wide range of housing, employment and I community facilities for the Town.

6. To provide a land use plan and policies that provide | suitable types and intensities of land use.

7. To establish conservation and development policies for | the wise management of the Town’s resources.

8. To establish transportation policies that will promote | the development of a comprehensive transportation system Ifor the community.

9. To establish policies for the development of public | services and facilities In accordance with the community’s needs and the Town’s resources to provide for those needs, I Administrative Policies
The following policies are set forth to facilitate the | achievement of the overall planning goals for the Town of Mammoth I Lakes:

1. The Mammoth Lakes General Plan shall serve as the |
comprehensive guide for planning and development for the Town. I

2. The General Plan shall be thoroughly reviewed on a
regular basis, but not less than every five years, and will be amended and revised to reflect the Town’s changing needs | and conditions.
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3. The proposed revisions and amendments to the General Plan shall be fully reviewed at public hearings before
adoption by the Town Planning Commission and Town Council.

4. The Town Development Code and other ordinances shall be I
in conformance with the General Plan and shall provide
performance standards for development.
1 5. Land use information and other planning data shall be continually maintained and updated in order to monitor how well the objectives of the General Plan are being met, and to detect any changes in community needs and requirements I which should be addressed in the General Plan. Existing m land uses shall be inventoried and updated as occupancy permits are issued in order to easily maintain the land use data base.

The Town shall monitor changes in the ski Industry
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development and other economic developments which could have a direct effect on community facility requirements and growth.

The Town shall monitor the community’s population
m trends and characteristics to detect changes in
community needs which should be reflected in the
General Plan.

The Town shall monitor transportation patterns and
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housing needs in order to detect when improvements
should be made and when General Plan policies should be modified.

6. The Town shall monitor and maintain a liason with the B Mammoth Mountain Ski Area (MMSA) U.S. Forest Service and all public agencies and private entitites which might have I an impact on the Town. This will require joint planning and decision making regarding the development of ski areas commensurate with the community’s ability to accommodate I
additional visitors and growth. Any agreements should set forth each participant’s responsibilities for provision of _
seasonal and year-round employee housing, transit, overhead lift facilities and services required commensurate with I existing and future ski area expansion. Also, a similar B arrangement shall be established between the Town, the Sherwin Bowl or other operators and the U.S. Forest
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Service. Additional areas of concern between the Town and the Forest Service include any future ski area or major recreation developments potentially affecting the Mammoth Lakes Community.

7. The Town shall establish a Planning Area which Includes I
lands beyond the Town Boundaries in which the Town has an interest or activity or on which development or other
activities could be established which may Impact the Town.

Within the Planning-Area, the Town shall establish an Urban 7 i Page 8 of 59
Service Boundary as a prerequisite to the establishment of | a Sphere of Influence by the Local Agency Formation
Commission.

8. The Town’s Capital Improvement Program shall be
reviewed by the Planning Commission and Town Council on an annual basis to determine conformity with the Mammoth Lakes | General Plan. I
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The General Plan for Mammoth Lakes
This plan establishes standards, guidelines and priorities that define the community now and for the future, a future where Mammoth Lakes is a premier, thriving, sustainable community.

The community takes seriously our responsibility as stewards of the environment, protectors of residents’ quality of life, and caretakers of visitors’ quality of experience. The “Community Vision” for Mammoth Lakes embodies important values and principles that recognize the uniqueness of our natural surroundings and our character as a village in the trees.

COMMUNITY VISION
Surrounded by uniquely spectacular scenery and diverse four-season recreational opportunities, the community of Mammoth Lakes is committed to providing the very highest quality of life for our residents and the highest quality of experience for our visitors.

To achieve this vision, Mammoth Lakes places a high value on:

1. Sustainability and continuity of our unique relationship with the natural environment.

As stewards, we support visitation and tourism as appropriate means to educate and share our abundant resources. We are committed to the efficient use of energy and continuing development of renewable resources.

2. Being a great place to live and work.

Our strong, diverse yet cohesive, small town community supports families and individuals by providing a stable economy, high quality educational facilities and programs, a broad range of community services and a participatory Town government.

3. Adequate and appropriate housing that residents and workers can afford.

4. Being a premier, year-round resort community based on diverse outdoor recreation, multiday events and an ambiance that attracts visitors.

5. Protecting the surrounding natural environment and supporting our small town atmosphere by limiting the urbanized area.

6. Exceptional standards for design and development that complement and are appropriate to the Eastern Sierra Nevada mountain setting and our sense of a “village in the trees” with small town charm.

7. Offering a variety of transportation options that emphasize connectivity, convenience and alternatives to use of personal vehicles with a strong pedestrian emphasis. “Vision without execution is a hallucination” -- Albert Einstein Town of Mammoth Lakes - General Plan 7

INTRODUCTION

COMMUNITY VISIONING STATEMENT

COMMUNITY VISION STATEMENT PURPOSE
 The Vision Statement serves as the framework to express the community’s desired future and defines expectations for how Mammoth Lakes will evolve over time.  These expectations should be based on the things residents and businesses value as important today and which should be retained in the future, as well as how the community should evolve and change in response to critical issues that arise that may challenge these values.
 The vision statement is intended to be a foundational, aspirational declaration that guides all subsequent policies, land use decisions, and infrastructure investments.

COMMUNITY VISION STATEMENT OBJECTIVES
 Articulate the core values and desires of the community as they relate to the General Plan  Guide and inform the development of more specific policies later in the planning process  Articulate an image of the future the community wishes to create  Contain a succinct description of the things that the community values.

COMMUNITY VISION STATEMENT UPDATE PROCESS
 Extensive and expanded outreach to all members of the community, including public agencies, local full-time and part-time residents, businesses, and other key stakeholders
 Review of the Town’s history to identify past challenges and accomplishments
 Examination of current data and emerging data trends
 Consideration of future issues, challenges, and goals.

COMMUNITY VISION STATEMENT

GOALS FOR TODAY
 Examination of current data and emerging data trends – Not present in current Vision Statement  Identification of future issues, challenges, and goals – From the Town Council perspective  Suggest modifications to the existing Vision Statement to be used to inform the Town Council Strategic Priorities
 Identify how these modifications will be incorporated into future planning efforts

REFERENCE MATERIALS

MASTER PLAN UPDATE PROCESS
 Presented to Town Council April 2025 - Introduction to Master Plan updates, leading to General Plan Amendment in 7-10 years.

INITIAL REVIEW OF TOWN-WIDE PLANNING

EFFORTS AND INTRODUCTION OF THE

PARKS AND RECREATION MASTER

PLANNING PROCESS

Planning Document Matrix
Findings from Initial Review
Planning “Tracks”
Process for Parks and Recreation
Master Plan update
Town Council Appointments

PLANNING DOCUMENT MATRIX
 Identified and categorized plans
 Researched timelines
 Understand relevance and need
 Understand relationship to other plans

FINDINGS FROM INITIAL REVIEW
 There are several standalone planning documents that need to be incorporated into larger guiding documents.
 There are adopted and accepted planning efforts that are either no longer valid, are outdated, or are irrelevant.
 There are independent documents necessary for certain operations.  A few documents need updates as the identified work plan items have been completed.  Some documents are required to be updated on a regular basis by law.  Some plans, despite being old, are still relevant and do not need updating.

PLANNING “TRACKS”
TRACK 1: Emergency Operations and
Preparedness Community Wildfire Protection
Plan (CWPP), Local Hazard Mitigation Plan
(LHMP), Climate Action/Adaptation Plan, Safety
TRACK 2: Town Infrastructure begins with land
use of Town owned/controlled sites (housing
and parks and recreation) which informs
connectivity (transit, mobility, trails)
TRACK 3: Economic Development (Economy,
Marketing, Arts, CEDS)
TRACK 4: Regulatory (Land Use, Community
Design, District Character, Resource
Management and Conservation, Noise)

IMPLEMENTATION PLAN
PHASE 1
Plan Preparation
(March – May 2025)
PHASE 2
Consultant Selection
(June 2025 – August 2025)
PHASE 3
Community Engagement, Data
Collection and Plan Development
(Sept. 2025 – Summer 2026)
PHASE 4
Plan Approval and Public
Presentation Phase
(Fall 2026)
PHASE 5
Implementation Phase
(Fall/Winter 2026/27)

FORMATION OF ADVISORY COMMITTEE
 The Parks and Recreation Master Plan (PRMP) Advisory
Committee will function as the Town Council’s advisory body for the development of the plan.
 The composition of the committee and its relationship with the Town Council is illustrated in the organizational chart.  Responsibilities:
 Provide general input and guidance in the development, review and implementation of the plans stated outcomes and deliverables.  Participate in regular (quarterly) progress reports scheduled by the Town’s Technical Team.
 Inform their respective organizations as well as provide consensus input and recommendations from their respective organizations to the consultant.
 As needed, support the consultant and Town’s Technical Team in the development of the plan (i.e. community engagement tactics, public outreach, venue locations, etc.)

Mammoth Lakes Town Council
Agenda Action Sheet
Title: Review of Organizational Capacity and Partnership Alignment in the Implementation of Key Strategies
Council Meeting Date: 4/29/2026
Prepared by: Rob Patterson, Town Manager
Recommended Motion: No Action – Discussion and consensus on a pathway forward Summary: The Town has various plans and strategies, either fully developed or in process that will need effective implementation for their success. The most effective implementation strategy will play on the strengths of Town departments, Non-Governmental Organizations (NGOs), commissions and agencies that contribute to the success of our community. The role of each of these entities is clearly defined, however the integration of their efforts, how they work with each other and the supportive role they play, is not well defined. In most cases, these entities have been functioning for many years, each evolving and branching out in their development. This individual evolution, coupled with changing conditions that will significantly affect our business model / product delivery, necessitates review of capacities and alignment of resources.

The Town is currently working on plans like the Destination Stewardship Plan, and an update to various master plans, starting with Parks and Recreation that will ultimately culminate in a Master Plan update, within the next 7-10 years. Planning has always been the strong point of our community. However, the switch to effective and efficient implementation, getting stuff done, is the goal.

Staff will lead with the introduction of the concept, providing examples of where capabilities have diminished over time. The goal is a clear understanding of this efficiency exercise, to plan our approach over the next several months, and engage our partners in this effort. The best approach to success has not currently been identified and staff are looking for Town Council discussion on the pathway forward.

This is a very large undertaking and will require an approach that engages all Town Council, staff, various boards and commissions, and our community. The outcome of this effort should provide a well-orchestrated alignment of roles and responsibilities across various entities supporting our community.

ORGANIZATIONAL ALIGNMENT

REVIEW OF ORGANIZATIONAL CAPACITY AND PARTNERSHIP ALIGNMENT IN

IMPLEMENTATION OF KEY STRATEGIES

ORGANIZATIONAL ALIGNMENT

COMMUNITY ENTITIES

ORGANIZATIONAL ALIGNMENT

INTRODUCTION
 The Town of Mammoth Lakes numerous plans to address current and future needs of the community  These plans are wide ranging, from addressing the evolution of the Town to strategic growth, economic vitality, visitor relevance, and resource protection
 Focus on implementation strategies for maximum community benefit  Complex and diversified structure and service delivery model for community needs  Growth and evolution of independent resources have created directional differences and gaps in alignment

ORGANIZATIONAL ALIGNMENT

PARTNERSHIPS
 Town and County Departments - external service focus
 Non-Governmental Organizations (NGO’s)
 Indigenous People to Eastern Sierra (Tribes)
 Federal and State Agencies
 Joint Powers Authority (JPA’s)
 Commissions and Committees
 Chamber of Commerce
 Special Districts, Hospital, Education and Public Utilities  Community Support Entities – nonprofit organizations and efforts  Eastern Sierra Council of Governments (ESCOG)
 Private Business – Resort / Tourism
 Town Contractors

ORGANIZATIONAL ALIGNMENT

ASSESSMENT
 Inventory of resources – Review of roles and responsibilities  Identification of gaps or overlap in roles
 Review of alignment between agencies
 Engage Boards, leadership, or governing bodies
 Align individual growth strategies
 Document structure, role, and alignment of each organization

ORGANIZATIONAL ALIGNMENT

ASSIGNMENT
 Identify tasks, aligned with roles, for each entity
 Develop timelines, based on order and priorities
 Establish communication, feedback, and check in protocol  Establish community engagement and update process
 Planned integration of elements
 Implementation of plan and lifecycle follow up

ORGANIZATIONAL ALIGNMENT

GOAL FOR TODAY
 Review of concept
 Consensus on effort – urgent priority
 Discuss Town Council involvement
 Structure of plan – missing elements
 Process for engagement with other entities
 Cadence for updates at Town Council

REFERENCE MATERIALS

DESTINATION STEWARDSHIP PLAN
 Based on Mid-term update on progress of development – February 2026

DESTINATION STEWARDSHIP PLAN

DESTINATION STEWARDSHIP PLAN

DESTINATION STEWARDSHIP PLAN

DESTINATION STEWARDSHIP PLAN

Mammoth Lakes Town Council
Agenda Action Sheet
Title: Town Council Dynamics and Staff Support
Council Meeting Date: 4/29/2026
Prepared by: Rob Patterson, Town Manager
Recommended Motion: No Action – Discussion and consensus Summary: An elected board like the Town Council will naturally have a variety of ways they go about performing the job of a Town Council member. There are different goals, areas of interest, experiences, connections to the community, and styles in which they engage with constituents and staff. This variety is what provides the substance of the collective group. The role of the Town Manager is to work closely with each different approach to support the success and effectiveness of each member’s time on the Town Council.

The primary goal of this discussion is to review the various members’ philosophies on the role of a legislative, policy-making body for the community, and what success looks like in that role. This discussion should include the delicate balance between their legislative role and the overall output of the organization. This balance can be difficult because the difference between a hand on the overall direction and a hand in the overall output is often minute yet vastly different.

The second goal of this discussion is to discuss the approach staff should play with agenda item structure and development that will provide the largest benefit for an effective discussion on the dais. This can range from a presentation of key points and elements with a pathway of options, to a tightly packaged presentation around key objectives and staff recommendations. While no approach is effective on every item, it is important to understand the expectations of the current Town Council and decide what will provide the most support for their work.