Mammoth Lakes City Council
May 20, 2026

Town Council Agenda

Wednesday, May 20, 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.

NOTE: All comments will be limited to a speaking time of five minutes.

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1. CALL TO ORDER AND ROLL CALL
Councilmember Wentworth will be joining the meeting remotely from the Hyatt Regency Sacramento located at 1209 L Street, Sacramento, CA, 95814.

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. WORKSHOP

5.1 Joint workshop with the Board of Mammoth Lakes Tourism.

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

6.1 Town of Mammoth Lakes Social Media Report for April 2026.

6.2 May 2026 Public Works Engineering CIP Update.

7. STAFF PRESENTATIONS

7.1 Receive a presentation on Financing Middle-Income Rental Housing.

8. CONSENT AGENDA

8.1 Approve the minutes of the regular meeting of May 6, 2026.

8.2 Authorize the Town Manager to sign the Mammoth Unified School District (MUSD) and Town of Mammoth Lakes (TOML) Letter of Intent and Offer to Negotiate Exchange of Properties and the Access Agreement.

8.3 Adopt the resolution authorizing the temporary closure of certain Town roads for special events.

8.4 Accept Check Register 5/7/26 in the amount of $1,082,990.40. Accept Check Register 5/8/26 in the amount of $337,921.26. Accept Check Register 5/14/26 in the amount of $1,560,804.67.

9. POLICY MATTERS

9.1 Waive the reading and introduce by title only the ordinance adopting Municipal Code

8.40 regarding aquatic invasive species.

9.2 Fiscal Year 26-27 Preliminary (Department Requested) Budget Presentation.

9.3 Review and Approve Recruitment Incentives to Hire Police Officer via Lateral Transfer.

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

11. REQUESTS FOR FUTURE AGENDA ITEMS

12. CLOSED SESSION

12.1 CONFERENCE WITH LEGAL COUNSEL--EXISTING LITIGATION (Paragraph 1 of subdivision (d) of Section 54956.9)
Name of case: Successors to Jesus Uribe Corona v. Mammoth Lakes Police Department (Case No: 25UCM62)

13. ANNOUNCEMENT OF ACTION TAKEN AFTER CLOSED SESSION

14. ADJOURNMENT
The Town Council will adjourn to a regular meeting to be held on Wednesday, June 3, 2026 at 4:00 p.m.

Mammoth Lakes Tourism
FY 2026_2027 Town Deliverables
The FY 2026-27 deliverables reflect MLT’s commitment to a community-first approach in representing the Town of Mammoth Lakes to our residents and visitors, and in maintaining our brand awareness in existing and emerging destination markets. Stewardship for residents, community and environment are paramount.

Purpose: Mammoth Lakes Tourism invites visitors to align with our community’s values through the responsible promotion and stewardship of our mountain destination to bring economic vitality to Mammoth Lakes.

Sustainable Revenue Generation
The Town of Mammoth Lakes continues to thrive as a tourism-based destination but not without challenges. Mammoth Lakes Tourism will work to maximize revenues for our businesses and the Town while being the leading voice of education, stewardship, and responsible travel. Balancing residents' quality of life, environmental protection, and economic prosperity will be the ongoing focus.

Considering housing and staffing challenges throughout the town, more people or 100% occupancy is no longer the goal. Instead, focus will be on enhancing the quality of life for our residents as well as the experience of our visitors while maximizing revenues and increasing need-time occupancy.

Overarching Organizational Strategy and Performance Goals A. Mammoth Lakes Tourism will remain nimble and flexible with the ability to shift messaging to best suit the needs of our community at any time based on market challenges and opportunities.

B. Community outreach and resident quality of life will continue to be a major focus including infrastructure enhancements in collaboration with TOML with funding assistance from MLT.

C. Continue to refine The Real Unreal brand tone and voice across paid media while prioritizing peak-time messaging that educates visitors to respect Mammoth Lakes residents, community, and environment.

D. Mammoth Lakes Tourism will work in direct coordination with the Town of Mammoth Lakes to strengthen alignment through shared initiatives, consistent leadership and staff communication, and clearly understood roles and responsibilities that advance the longterm success of Mammoth Lakes as a visitor destination and resilient, economically diverse community.

E. Formalize partner-led review processes for regional events and confirm a long-term venue solution by fiscal year-end.

F. Achieve $28m in TOT revenues for FY 2026-27 with 6 months at $2m+ and 5 months at $1m+. (based on apples-to-apples comparison excluding Measure L revenues).

G. Achieve $7.4m in TBID revenues for FY 2026-27 via filling need times, increased length of stay, and visitor spend.

H. Enplanement goals for FY 2026-27 of 4,000 at MMH and 13,000 at BIH.

1. Expand Community Engagement & Collaboration
A. Continue to implement the MLT Community Engagement Plan completed in 2025.

B. By fiscal year-end, create and promote at least 12 in-person community outreach events, including at least 2 coordinated with the Hispanic Business Association, to engage residents in community spaces and highlight locations supported by tourism dollars when possible.

C. By fiscal year-end, improve resident sentiment around the community value of visitation by increasing the share of residents who believe visitation’s positive benefits outweigh its negative impacts from 41% to 50%, agree that TOT supports local services from 48% to 55%, and agree that visitor-paid taxes compensate for infrastructure wear and tear from 28% to 35%.

D. Partner to establish a Destination Stewardship Council and support implementation of the Destination Stewardship vision.

E. Develop a cohesive visitor and resident stewardship rewards program by fiscal yearend, including program structure, partner participation, incentive model, and a 2027 launch plan.

F. By fiscal year-end, launch a “Visitation = Vitality” ambassador program with defined messaging, recruited ambassadors, storytelling content, and organic channel distribution to increase resident awareness of tourism’s local benefits.

G. Collaborate and coordinate with the Town of Mammoth Lakes including, but not limited to:
a. Work with TOML Public Works to continue adding identified TBID-funded infrastructure projects to TOML’s 5-year CIP and coordinating on small-scale projects to address needs cited by TBID remitters for visitor and resident benefit. b. Continued collaboration with TOML on community messaging through residentfacing channels. c. Participate in the TOML Parks & Recreation Master Plan Advisory Committee. d. Participate in the Town’s Climate Action and Adaptation Plan Advisory Committee.

2. Advance Destination Stewardship
A. Strengthen multi-agency partnerships and projects with entities like MLR, Mammoth Trails/TOML, and MMSA by collaborating on at least one new stewardship initiative.

B. Expand website content by adding at least six new pieces focused on stewardship, local history, and culture to deepen community connection and visitor understanding.

C. Maintain advertising creative ratings above 4.2 (excellent) for visitors inspired to keep Mammoth Lakes beautiful.

3. Amplify Marketing & Promotion
A. Increase paid website sessions by 5% year over year.

B. Increase paid media air service referrals by 5% year over year.

C. Increase paid media placements specifically targeting families by 50%, capitalizing on the growing trend of multigenerational and family travel.

D. Increase ad-influenced trips in the Northeast by 5% year over year.

E. Diversify and expand Certified Unreal paid placements to support midweek and need period visitation.

F. Achieve 8K visits to the MLT events landing page during the first year of our paid advertising campaign for special events.

G. Increase Meta social media audience by 5% year over year and maintain 100K interactions year over year.

H. Increase TikTok social media audience by 5% year over year and maintain a monthly posting cadence of at least 2-3 posts.

I. Increase website traffic by 5% percent year over year, continue to optimize content and structure for AI search health, and grow the amount of user messages through GuideGeek by 10% year over year.

J. Grow newsletter database by 5% year over year.

K. Achieve an average open rate of 30% for newsletters in both the community and consumer email lists.

L. Vet and coordinate 6-10 high-impact domestic media visits along with support of 1-2 partner led media visits, targeting priority themes such as air service, year-round travel, stewardship, endurance season, and fall colors all while focusing on need period visitation.

M. Represent MLT at 8-10 domestic and international trade and media sales missions / industry conferences to promote Mammoth Lakes as a California year-round destination.

N. Coordinate and host 7-10 high-impact international media placements with a focus on Mammoth Lakes as a year-round California destination.

O. Identify at least one new domestic travel trade opportunity in partnership with Visit California to help amplify Mammoth Lakes’ brand messaging, strengthen industry relationships, and drive sales.

P. By fiscal year-end, update and implement a revised domestic and international travel trade and sales strategy that aligns with Visit California’s market priorities and defines target markets, partner engagement tactics, and sales activity goals.

4. Leverage Partnerships

A. Engage with MLCC on initiatives to engage the local business community to increase sentiment that TBID provides a positive impact on them, their business, and the community from 33% to 40%.

B. Partner on five marketing initiatives with local partners with a goal of increasing TBID dollars to restaurants and retailers, including a strategy for Hispanic owned businesses.

C. By fiscal year-end, launch a public-facing Datafy dashboard integrating visitor intelligence, occupancy data, and deliver recurring "State of the Market" board presentations that benchmark Mammoth Lakes against its competitive set - giving MLT, external partners, and TBID stakeholders a shared, data informed view of destination performance.

D. Promote endurance season through hosting a minimum of 10 athlete visits at the Mammoth Lakes Endurance Crib, leveraging athlete content through MLT digital channels, Mammoth Track Club collaborations, and domestic media opportunities during endurance season.

E. Continue to be active in the China market through 1-2 project-based opportunities in partnership with Visit California and The Alterra Mountain Company / MMSA.

Mammoth Lakes
Resident Sentiment
Mammoth Lakes
Resident Sentiment

Table of
Contents

3. Project Overview and Methodology

8. Key Findings

12. Overall Sentiment About Tourism

16. Tourism Development and Growth

20. Tourism Promotion

23. Economy

28. Tourism Employment

31. Quality of Life

35. Environment

39. Involvement/Engagement with Tourism

43. Business Owners

47. Mammoth Lakes Tourism

53. Real Unreal Campaign

55. What Residents Don’t Know

60. Respondent Demographics

66. Appendix: Benchmarks

Project Overview and Methodology
Project Overview
and Methodology

4 Who We Are
Who We Are
Longwoods International
History
Established in 1978 as a market research
consultancy, Longwoods International is a
premier market research firm that is a
respected leader within the travel and tourism
industry.

With headquarters in Columbus, Ohio and
Toronto, Ontario and with offices across the
U.S., Longwoods conducts strategic market
research for public- and private-sector clients
throughout North America, Europe and the
Pacific Rim.

Longwoods International works with over 150
Destinations and Brands.

Destination Marketing
Research Services
Longwoods is known for a multitude of
destination marketing services, most notably:
• Overnight and day visitor profiles
through Travel USA.
• Return on Investment of advertising
campaigns.
• Brand Health and Image Assessment research
provides insights into how travelers view leisure
travel destinations, and measures advertising
impact on a destination's image.
• "Halo Effect” of tourism advertising on a
destination’s image for broader economic
development objectives.
• Resident sentiment research, which
investigates both practical and emerging
concerns among residents in a destination
regarding tourism.

Longwoods International:

The Gold Standard
Soundly grounded in scientific principles, our
research methodologies have been peer- reviewed, intensely scrutinized by legislators and the media, and critically evaluated by
academics and economists. Our scientific
integrity has been recognized with numerous
Best Practice awards, as well as invitations for
speaking engagements across North America.

With the acquisition of Clarity of Place,
Longwoods now also offers cutting-edge
approaches to help destinations evaluate the
alignment of the needs of visitors with those of
residents, the community capacity for
destination growth, the health of their brand,
and their ability to remain competitive.

5 Mammoth Lakes
Resident Sentiment Project TimelineMammoth Lakes
Resident Sentiment Project Timeline
Project Kick-Off Project Delivery
October 2025 March 2026
Survey in Field
November 24, 2025 –
February 6, 2026

Resident Sentiment
6 Research Overview and Methodology
Research Overview and Methodology
Research Overview
Longwoods International's Resident Sentiment Research looks at both current and emerging sentiments towards tourism to help destination organizations keep their finger on the pulse of how residents feel about tourism in their communities. This study provides insights into residents' perceptions of tourism, both positive and negative, in areas including:
• Development and Growth
• Tourism Promotion
• Economy
• Tourism Employment
• Quality of Life
• Environment
• Resident Involvement/Engagement
Survey Methodology
A self-completion survey was completed by 295 adults (18 years and older) who live in/own a residence in Mammoth Lakes or own a business that operates in Mammoth Lakes.
• Second homeowners: 58
• Business owners: 63
Fieldwork was completed between November 24, 2025 and February 6, 2026.

Mammoth Lakes Tourism, along with their community partners, distributed the survey via Mammoth Lakes Tourism’s Annual Report, social media and other distribution channels. A $500 Yiftee gift card was offered as an incentive to participate in the survey. Respondents provided their email address to enter the drawing.

A separate national study was conducted in July 2025, which provides regional and national norms against which Mammoth Lakes’ results are compared.

7 Regions
Regions
West
Midwest
Northeast
South

Key Findings
Key Findings

Key Findings Summary
Key Findings Summary
9 Tourism Development and Growth
Economy
• 84% say housing is becoming less affordable due to tourism, 39-45 points above benchmarks (West 45%, US 39%).
• 55% agree the economic impact of visitors helps support industries and businesses not directly related to tourism.
• 48% understand that Transient Occupancy Tax (TOT) is used to help pay for local services.
• Critical gap: Only 28% believe taxes that tourists pay adequately compensate for infrastructure wear and tear.
• 82% agree planned and controlled tourism development is needed, 23-24 above benchmarks.
• 56% report tourism development happening too fast, 25-27 points above benchmarks.
• 49% believe visitation should be encouraged in the area. • Critical gap: Only 17% believe residents are consulted when major tourism development takes place in the area, 15-16 points below benchmarks.

Tourism Promotion
• 67% understand that Tourism Business Improvement District (TBID) funds tourism marketing efforts.
• 47% believe Mammoth Lakes Tourism is doing a good job at promoting tourism to the area.
• Critical gap: 27% agree tourism marketing reflects diversity in the local area, 31 points below West (58%) and 27 points below US norm (54%).
• Positive note: 54% have seen Real Unreal campaign messaging or advertising, and 61% think it accurately represents the message Mammoth Lakes wants to send to visitors.
• Social Media was the highest viewed source at 83%.
• Two-thirds (67%) agree Mammoth Lakes benefits from a strong visitation industry.
• 61% think visitation is good for the local area, and 59% want to see visitation thrive.
• However, 41% believe positive benefits outweigh negative impacts. • Critical gap: 20% agree local government is doing a good job balancing resident quality of life and visitor satisfaction, 22 points below West (42%) and 21 points below US norm (41%).

Overall Sentiment About Tourism

Key Findings Summary (Cont’d)
Key Findings Summary (Cont’d)
10 Quality of Life
Involvement/Engagement with Tourism
• 89% are proud to call the area home, and 88% look forward to showing off the area when friends and family visit.
• 64% recommend local tourist sites to people who are visiting the area.
• 72% are proud of what Mammoth Lakes’ offers visitors. • 67% are interested in finding out what's happening when they come across local tourism news, 12-13 points above benchmarks. • Positive note: 63% welcome tourists to Mammoth Lakes. • 64% believe uncontrolled visitor growth is jeopardizing heritage and culture.
• 28% agree that quality of life has improved because of increased tourism, and 38% agree the quality of public services has improved from more tourism.
• Positive notes: 35% acknowledge better dining opportunities and more recreational opportunities as a result of tourism.

Environment
• 69% agree long-term planning can limit environmental impacts caused by tourism.
• 38% view tourism as a good alternative to more environmentallydamaging development. • Critical gap: Only 22% believe the tourism industry values sustainability and natural resources, 21 points below benchmarks (West 43%, US 43%).

Tourism Employment
• 72% agree most jobs in the tourism industry are low-paying and seasonal, 23-25 points above benchmarks (West 49%, US 47%). • 32% see career advancement opportunities, 19-21 points below benchmarks (West 53%, US 51%).
• Critical gap: 71% acknowledge the tourism industry offers many entry-level employment opportunities, however, only 22% would encourage friends and family to work in the tourism industry, 18-19 points below benchmarks (West 41%, US 40%).

Business Owners
• 21% report having an extremely high level of understanding of how TBID assessed dollars are used (rating 5 out of 5).
• 41% cited positive impacts in relation to how TBID-funded destination marketing has benefited their business.
• Critical gap: Only 33% of business owners feel their TBID assessment provides a positive impact on them, their business, and the community. Page 17 of 196
Next Steps to Consider
Next Steps to Consider
11 Reframe the Narrative Around Tourism's
Community Benefits
Elevate and Expand Environmental
Sustainability Efforts
• Implement visitor education programs at key access points such as trail etiquette information at trailheads, permit stations, and lodging check-ins.
• Create visible "green certification" or recognition programs for tourism businesses that demonstrate sustainability practices and to promote these leaders in resident- and visitor-facing channels so the community can see which operators are “walking the talk” on environmental responsibility.
• Quantify and publicize the "invisible" benefits of tourism such as air service support, road maintenance, emergency services funding, and cultural programming that might not be immediately associated with visitor spending.
• Use narrative-driven storytelling to highlight resident benefits featuring specific, tangible examples of how tourism revenues fund community services, build workforce housing, maintain trails, and support local businesses.

Improve Transparency and Communication
Around TOT and TBID Spending
• Launch TOT and TBID education program using infographics distributed through the top communication channels such as social media, monthly newsletters, and weekly occupancy emails showing exactly how TOT and TBID funds are allocated.
• Offer TBID information sessions or one-on-one business consultations to walk assessed businesses through how funds are used and how they can better leverage TBID-funded programs.

Establish Community Advisory Board Geared
Towards Tourism Awareness • Publish transparency reports that highlights how resident input has shaped tourism decisions, helping respond to the concern that only 20% feel government is balancing resident quality of life with visitor satisfaction.
• Host regular "Tourism Town Halls" modeled on the existing community coffee sessions (attended by 28% of residents), but with structured agenda items that allow residents to vote on priority concerns and track follow-up actions.

Overall Sentiment About Tourism
Overall Sentiment
About Tourism

13 Overall Sentiment About Tourism
Overall Sentiment About Tourism
67%
66%
61%
59%
20%
23%
23%
24%
13%
11%
16%
17%
0% 50% 100%
My local area benefits from a strong visitation industry I care about the success the tourism industry provides our local business community
Overall, I think visitation is good for my local area
I want to see visitation thrive in my local area
Agree Neutral Disagree
About two-thirds (67%) recognize
Mammoth Lakes benefits from a strong
visitation industry. Similarly, many
residents also care about the success
the tourism industry provides to the
local business community (66%) and
generally view visitation as good (61%).

However, a notable disconnect emerges
when residents evaluate visitation's
overall impact: 41% believe positive
benefits outweigh negative impacts,
with 35% disagreeing. Additionally, 36%
feel the area is accessible to visitors
with disabilities and 13% don't know,
suggesting opportunities for accessibility
improvement.

14 Overall Sentiment About Tourism (Cont'd)
Overall Sentiment About Tourism (Cont'd)
52%
41%
36%
20%
29%
24%
33%
23%
19%
35%
31%
57%
0% 50% 100%
I want visitation to be important in my local area
In general, the positive benefits of visitation outweigh the negative impacts
My local area is accessible to visitors with disabilities My local government is doing a good job balancing resident quality of life and visitor satisfaction
Agree Neutral Disagree

15 20%
42%
41%
0% 30% 60%
My local government is doing a good job balancing resident quality of life and visitor satisfaction
Percent Who Agree
Mammoth Lakes West US Norm
Overall Sentiment About Tourism
Benchmarks
Only 20% believe local government
is doing a good job balancing
resident quality of life and visitor
satisfaction, a dramatic 22-point gap
below West regional benchmarks
(42%) and 21 points below US norms
(41%). This critical finding reveals
residents perceive tourism
management as inadequately
protecting community interests,
despite overall recognition of
visitation's economic importance to
the area.

Tourism Development and Growth
Tourism Development
and Growth

17 Tourism Development and Growth
Tourism Development and Growth
82%
68%
64%
56%
49%
13%
18%
23%
22%
30%
5%
14%
13%
22%
21%
0% 50% 100%
We need planned and controlled tourism development
I support controlled tourism growth
I support building new facilities using visitor dollars that will benefit residents and visitors
Tourism development is happening too fast in this area
I believe visitation should be encouraged here
Agree Neutral Disagree
Residents express strong need for
planned and controlled tourism
development (82% agree). More than
two-thirds (68%) support controlled
tourism growth, and 64% support
building new facilities using visitor dollars
that will benefit residents and visitors.

However, 56% report tourism
development happening too fast, and less
than half (49%) believe visitation should
be encouraged. Concerningly, only 22%
believe Mammoth Lakes Tourism
manages tourism development pace well,
with 58% disagreeing. While residents
support visitation, the strong preference
is for planned, controlled approaches that
prioritize community benefit.

18 Tourism Development and Growth (Cont'd)
Tourism Development and Growth (Cont'd)
39%
39%
26%
22%
17%
22%
28%
23%
21%
14%
39%
33%
51%
58%
69%
0% 50% 100%
I support building new facilities that will attract visitors to this area
We should develop/host more major events to attract visitors to our area
I would like to see more visitors coming to my area
Mammoth Lakes Tourism is doing a good job managing the pace of tourism development
Residents are consulted when major tourism development takes place in this area
Agree Neutral Disagree

19 82%
56%
17%
59%
31%
33%
58%
29%
32%
0% 50% 100%
We need planned and controlled tourism development
Tourism development is happening too fast in this area
Residents are consulted when major tourism development
takes place in this area
Percent Who Agree
Mammoth Lakes West US Norm
Tourism Development and Growth
Benchmarks
While 82% need planned and controlled
tourism development, 23 points higher
than the West (59%) and 24 points
higher than US norms (58%), 56%
report tourism development happening
too fast, dramatically outpacing West
(31%) and US benchmarks (29%) by 25-
27 points. Concerningly, only 17%
believe residents are consulted when
major tourism development takes
place, compared to 33% in the West
and 32% nationally. These findings
reveal residents want tourism but feel
current growth is poorly managed and
happening too rapidly without
adequate planning or resident input.

Tourism Promotion
Tourism
Promotion

21 Tourism Promotion
Tourism Promotion
67%
47%
36%
27%
26%
24%
29%
27%
27%
29%
9%
23%
37%
45%
46%
0% 50% 100%
I understand that Tourism Business Improvement District (TBID) funds tourism marketing efforts
Mammoth Lakes Tourism is doing a good job at promoting
tourism to this area
I like the way Mammoth Lakes Tourism’s advertising represents my home
Tourism marketing reflects the diversity in my local area Local businesses should support/help fund the promotion of tourism
Agree Neutral Disagree
About two-thirds (67%) understand that
Tourism Business Improvement District
(TBID) funds tourism marketing efforts.

Less than half (47%) believe Mammoth
Lakes Tourism is doing a good job at
promoting tourism to the area, and 36%
like the way the advertising represents
their home. Only 27% feel tourism
marketing reflects community diversity.

Notably, just 26% believe local businesses
should support or help fund the
promotion of tourism, with 46%
disagreeing. This could suggest residents
and business owners question whether
investment in attracting more visitors
aligns with community priorities.

22 27%
58%
54%
0% 30% 60%
Tourism marketing reflects the diversity in my local area Percent Who Agree
Mammoth Lakes West US Norm
Tourism Promotion
Benchmarks
Only 27% agree tourism marketing
reflects diversity in the local area, 31
points below the West (58%) and 27
points below US norms (54%). The
45% opposition (disagree) rate,
combined with the dramatic
benchmark gaps, suggests significant
resident concern that current
marketing does not authentically
represent the community's full
demographic composition. This gap
presents an opportunity to develop
more inclusive marketing strategies
that better reflect and resonate with
the diverse Mammoth Lakes
community.

Economy
Economy

24 Economy
Economy
84%
81%
79%
69%
55%
7%
15%
10%
21%
24%
9%
4%
11%
10%
20%
0% 50% 100%
Housing is becoming less affordable in this area due to tourism Businesses in my local area depend on visitors
The growth in tourism is causing prices to rise, making things less affordable for residents
Visitation is important to my local economy
The economic impact of visitors in our area helps to support industries and businesses not directly related to tourism Agree Neutral Disagree
81% acknowledge businesses in the local
area depend on visitors, and 69% view
visitation as important to the local
economy. However, housing and cost-ofliving concerns dominate: 84% report housing becoming less affordable due to
tourism, and 79% say the growth in
tourism is causing prices to rise, making
things less affordable for residents.

Additionally, 55% agree the economic
impact of visitors helps support industries
and businesses not directly related to
tourism. Only 28% believe taxes that
tourists pay adequately compensate for
infrastructure wear and tear, with 60%
disagreeing.

25 Economy (Cont'd)
Economy (Cont'd)
53%
49%
48%
46%
45%
26%
28%
22%
25%
24%
21%
23%
31%
29%
31%
0% 50% 100%
Tourism encourages investment in our local economy
Visitation attracts new residents to our local area
Transient Occupancy Tax (TOT) is used to help pay for local services
I understand that the workforce housing being built in
Mammoth Lakes is made possible by visitor spending
Without the tax revenues we get from visitors, we would have to pay higher state and local taxes for government programs and services
Agree Neutral Disagree

26 Economy (Cont'd)
Economy (Cont'd)
43%
38%
30%
28%
31%
25%
18%
12%
26%
38%
52%
60%
0% 50% 100%
Visitation attracts new businesses to our local area
Visitation helps to recruit workforce to our local area My household standard of living is higher because of the money visitors spend here
The taxes that tourists pay on their purchases adequately compensates for the wear and tear they create on our
infrastructure
Agree Neutral Disagree

27 84%
79%
53%
45%
42%
60%
39%
38%
58%
0% 50% 100%
Housing is becoming less affordable in this area due to tourism
The growth in tourism is causing prices to rise, making things less affordable for residents
Tourism encourages investment in our local economy
Percent Who Agree
Mammoth Lakes West US Norm
Economy
Benchmarks
Mammoth Lakes residents are 39-45
points more likely than West and national
peers to report housing becoming less
affordable due to tourism (84% vs. 45%
West, 39% US). Similarly, 79% believe the
growth in tourism is causing prices to rise,
making things less affordable for
residents—37 points above West (42%)
and 41 points above US norms (38%).

While 53% recognize that tourism
encourages investment in the local
economy, this still trails benchmarks (60%
West, 58% US) and is overshadowed by
intense affordability concerns that far
exceed regional and national norms.

Tourism Employment
Tourism
Employment

29 Tourism Employment
Tourism Employment
72%
71%
32%
29%
28%
22%
18%
21%
29%
31%
27%
24%
10%
8%
39%
40%
45%
54%
0% 50% 100%
Most jobs in the tourism industry are low-paying and seasonal The tourism industry offers many entry-level employment opportunities
There are opportunities for career advancement in the tourism industry
The tourism industry offers rewarding careers
There are jobs in the tourism industry with desirable pay and benefits
I would encourage my friends and family to work in the tourism industry
Agree Neutral Disagree
Seven in ten (72%) view tourism jobs as
low-paying and seasonal, while an equal
71% agree the industry offers many entrylevel employment opportunities.

However, belief in career advancement
drops sharply: only 32% see career
advancement opportunities, 29% view
careers in the tourism industry as
rewarding, and 28% believe desirable pay
and benefits exist. Concerningly, only 22%
would encourage friends and family to
work in tourism, with 54% actively
disagreeing. This stark divide between
entry-level access and career quality
perception highlights concerns about
long-term employment prospects in the
tourism sector.

30 72%
71%
32%
29%
28%
22%
49%
60%
53%
52%
51%
41%
47%
60%
51%
50%
50%
40%
0% 40% 80%
Most jobs in the tourism industry are low-paying and seasonal The tourism industry offers many entry-level employment opportunities
There are opportunities for career advancement in the
tourism industry
The tourism industry offers rewarding careers
There are jobs in the tourism industry with desirable pay and benefits
I would encourage my friends and family to work in the
tourism industry
Percent Who Agree
Mammoth Lakes West US Norm
Tourism Employment
Benchmarks
Residents are 23-25 points more likely to
view tourism jobs as low-paying and
seasonal (72% vs. 49% West, 47% US).

Most significantly, residents are 18-19
points less likely to encourage friends
and family to work in tourism (22% vs.
41% West, 40% US), with 54% actively
disagreeing. While entry-level
opportunity perception is 11 points
higher than benchmarks (71% vs. 60%),
belief in career advancement lags 19-21
points below benchmarks (32% vs. 53%
West, 51% US). Similarly, both
perceptions of the industry providing
rewarding careers and desirable
pay/benefits trails 21-23 points behind
regional and national norms benchmarks.

Quality of Life
Quality of Life

32 Quality of Life
Quality of Life
83%
70%
64%
55%
40%
38%
10%
17%
18%
21%
22%
26%
7%
13%
19%
23%
38%
36%
0% 50% 100%
Visitors add to traffic congestion and parking problems here Attractions and leisure facilities are becoming overcrowded because of more visitors
Uncontrolled visitor growth is jeopardizing our heritage and culture
My local area has too many visitors, making it difficult for residents to enjoy local restaurants and businesses
Visitation has caused an increase in crime and social problems like alcohol and drug use in the state
The quality of public services has improved due to more tourism here
Agree Neutral Disagree
83% agree visitors add to traffic
congestion and parking problems.

Similarly, 70% say attractions and leisure
facilities are becoming overcrowded
because of more visitors, and 64% believe
uncontrolled visitor growth is jeopardizing
heritage and culture. Over half (55%)
report too many visitors, making it
difficult for residents to enjoy local
restaurants and businesses. Additionally,
40% report visitation has caused an
increase in crime and social problems like
alcohol and drug use. On a positive note,
38% agree the quality of public services
has improved due to more tourism here.

33 Quality of Life (Cont'd)
Quality of Life (Cont'd)
35%
35%
28%
26%
25%
23%
24%
23%
21%
25%
43%
41%
49%
53%
51%
0% 50% 100%
Dining opportunities are better here as a result of tourism I have more recreational opportunities (places to go and things to do) because of tourism in this area
Quality of life in my local area has improved because of tourism Visitation supports the preservation of local culture and protects the community's authenticity
Shopping opportunities are better here as a result of tourism Agree Neutral Disagree

34 38%
35%
35%
25%
44%
55%
51%
49%
41%
52%
47%
46%
0% 30% 60%
The quality of public services has improved due to more tourism here
Dining opportunities are better here as a result of tourism I have more recreational opportunities (places to go and things to do) because of tourism in this area
Shopping opportunities are better here as a result of tourism Percent Who Agree
Mammoth Lakes West US Norm
Quality of Life
Benchmarks
38% agree the quality of public services
has improved due to more tourism, 3-6
points below West (44%) and US norms
(41%). Similarly, 35% believe dining
opportunities are better as a result of
tourism, 20 points below West (55%) and
17 points below US benchmarks (52%).

Additionally, 35% report more recreational
opportunities because of tourism, 12-16
points below West (51%) and US norms
(47%). Only 25% agree shopping
opportunities are better as a result of
tourism, 21-24 points below benchmarks
(49% West, 46% US). These gaps suggest
residents perceive fewer quality-of-life
benefits from tourism compared to other
destinations.

Environment
Environment

36 Environment
Environment
69%
66%
52%
38%
20%
19%
26%
33%
11%
15%
22%
29%
0% 50% 100%
Long-term planning can limit environmental impacts caused by tourism
Overcrowding by visitors is spoiling our natural areas
Overbuilding of tourism-related businesses is spoiling our natural areas
Tourism is a good alternative to more environmentally-damaging development
Agree Neutral Disagree
69% agree long-term planning can
limit environmental impacts caused
by tourism. However, 66% say
overcrowding by visitors is spoiling
natural areas, and 52% report
overbuilding of tourism-related
businesses is spoiling natural areas.

Only 38% view tourism as a good
alternative to more environmentallydamaging development. These findings reveal tension between
recognition that planning can
mitigate impacts and widespread
concern that current visitor volumes
and development patterns are
already degrading natural areas.

37 Environment (Cont'd)
Environment (Cont'd)
35%
22%
16%
13%
27%
21%
18%
22%
39%
58%
66%
65%
0% 50% 100%
Tourism can help the environment as local governments and people seek to protect sensitive and scenic areas
The tourism industry values sustainability and our natural resources
Visitors are educated on how to travel responsibly and care for our natural areas
Visitors are respectful of our natural areas
Agree Neutral Disagree

38 69%
52%
38%
35%
22%
63%
41%
49%
51%
43%
62%
40%
48%
51%
43%
0% 40% 80%
Long-term planning can limit environmental impacts caused by tourism
Overbuilding of tourism-related businesses is spoiling our natural areas
Tourism is a good alternative to more environmentallydamaging development Tourism can help the environment as local governments and people seek to protect sensitive and scenic areas
The tourism industry values sustainability and our natural resources
Percent Who Agree
Mammoth Lakes West US Norm
Environment
Benchmarks
While 69% agree long-term planning can limit
environmental impacts caused by tourism, 6-7
points above West (63%) and US norms (62%),
concerns about current damage are elevated.
52% report overbuilding of tourism-related
businesses is spoiling natural areas, 11-12
points above benchmarks (41% West, 40%
US). Only 35% believe tourism can help the
environment as governments and people seek
to protect sensitive areas, 16 points below
both West and US norms (51%). Most
critically, just 22% believe the tourism industry
values sustainability and natural resources, 21
points below benchmarks (43% West and US),
with 58% disagreeing. These gaps reveal
significant skepticism about industry
commitment to environmental stewardship.

Involvement/Engagement with Tourism
Involvement/Engagement
with Tourism

40 Involvement/Engagement with Tourism
Involvement/Engagement with Tourism
89%
88%
73%
72%
71%
7%
9%
15%
19%
17%
4%
3%
13%
9%
11%
0% 50% 100%
I'm proud to call this area my home
I look forward to showing off this area when friends and family visit
I feel I am an ambassador for this area even among visitors I don't know
I'm proud of what this area offers visitors
Visiting other places gives me a greater appreciation for my local area
Agree Neutral Disagree
89% are proud to call the area
home, while 88% look forward to
showing it off to visiting friends and
family. Nearly three-quarters (73%)
feel they are ambassadors for the
area even among visitors they don't
know, and 72% are proud of what
the area offers visitors. Additionally,
71% report visiting other places
gives them a greater appreciation for
their local area. These high
engagement levels demonstrate
strong resident pride and willingness
to promote the destination, even
amid concerns about tourism
impacts expressed throughout the
study.

41 Involvement/Engagement with Tourism (Cont'd)
Involvement/Engagement with Tourism (Cont'd)
67%
67%
64%
63%
22%
22%
23%
24%
11%
11%
14%
13%
0% 50% 100%
When I come across local tourism news, I'm interested in finding out what's happening
I consider myself informed/up-to-date on news about tourism in this area
I recommend local tourist sites to people who are visiting my area
I welcome visitors to this area
Agree Neutral Disagree

42 89%
88%
71%
67%
67%
64%
71%
64%
65%
55%
49%
57%
68%
60%
62%
54%
47%
56%
0% 50% 100%
I'm proud to call this area my home
I look forward to showing off this area when friends and family visit
Visiting other places gives me a greater appreciation for my local area
When I come across local tourism news, I'm interested in finding out what's happening
I consider myself informed/up-to-date on news about tourism in this area
I recommend local tourist sites to people who are visiting my area
Percent Who Agree
Mammoth Lakes West US Norm
Involvement/Engagement with Tourism
Benchmarks
Resident engagement significantly outperforms
regional and national benchmarks across
multiple dimensions. 89% are proud to call the
area home, 18 points above West (71%) and 21
points above US norms (68%). Similarly, 88%
look forward to showing off the area, 24 points
above West (64%) and 28 points above US
(60%). Notably, 67% are interested in finding
out what's happening when they encounter
local tourism news, 12 points above West (55%)
and 13 points above US norm (54%).

Additionally, 67% consider themselves
informed and up-to-date on tourism news,
dramatically outpacing West (49%) by 18 points
and US (47%) by 20 points. This elevated
engagement is noteworthy given residents'
concerns about tourism impacts expressed
throughout the study.

Business Owners
Business Owners

44 Business Owners
Business Owners
Business owners surveyed have been
operating for significant periods, with
21% in business for 16 years or more,
and 11% for 11-15 years. The business
community is diverse, with the largest
representation from Hotel
services/Hospitality (22%), followed by
Professional services (16%), Real Estate
(11%), and Food
services/Restaurant/Bar (10%).

Additional sectors include Retail (8%),
Healthcare (5%), Finance (3%),
Construction (2%),
Entertainment/Events (2%), and
Education (2%), with 21% categorized as
Other.
21%
11%
30%
21%
17%
0%
20%
40%
16 years
or more
11-15
years
Less than 2-5 years 6-10 years
2 years
Years in Business
22%
16%
11%
10%
8%
5%
3%
2%
2%
2%
21%
0% 15% 30%
Hotel services/Hospitality
Professional services
Real Estate
Food services/Restaurant/Bar
Retail
Healthcare
Finance
Construction
Entertainment/Events
Education
Other
Type of Business
Base: Business owners with operations in Mammoth Lakes (n=63) Percent selected

45 Tourism Business Improvement District (TBID)
Tourism Business Improvement District (TBID)
Only 33% of business owners feel their
TBID assessment provides a positive
impact on them, their business, and the
community. Understanding of how TBID
assessed dollars are used varies
considerably: while 21% report having
an extremely high level of
understanding, 37% rate their
understanding at a moderate level, and
27% indicate minimal understanding.

This distribution suggests significant
opportunity to improve communication
about TBID allocation and benefits to
the business community.
33%
of business owners feel their TBID
assessment provides a positive impact on
them, their business, and the community
19%
8%
37%
16%
21%
0% 20% 40%
1 - Not at all
2 3
4 5 - Extremely well
Level of Understanding of How
TBID Assessed Dollars are Used
Base: Business owners with operations in Mammoth Lakes (n=63) Percent selected

Please describe or give an example of how TBID-funded destination marketing has benefited your business Base: Business owners with operations in Mammoth Lakes who provided an open-ended response (n=39) 46 Tourism Business Improvement District (TBID)
Tourism Business Improvement District (TBID)
When asked to describe or give an
example of how TBID-funded
destination marketing has benefited
their business, responses split
notably: 59% provided no benefits
or negative comments, while 41%
cited positive impacts. This nearly
60/40 divide indicates substantial
skepticism among business owners,
especially those who don’t perceive
themselves as being tourism-related
business, about the value of TBIDfunded marketing, aligning with the earlier finding that only 33% feel
their assessment provides positive
impact.

No Benefits or Negative
Comments: 59%
Positive Impacts:
41%
The TBID tax needs to be
reduced. It negatively impacts
local businesses. Overall,
tourists are over-taxed in
Mammoth.

We depend upon visitors
from outside our area to
survive and prosper.

Mammoth Lakes Tourism
Mammoth Lakes Tourism

48 Familiarity with Mammoth Lakes Tourism
Familiarity with Mammoth Lakes Tourism
An overwhelming 93% of residents
are familiar with Mammoth Lakes
Tourism, with 36% reporting they
are very familiar and 57% somewhat
familiar. Only 7% are unfamiliar (5%)
or completely unfamiliar (2%). This
exceptionally high familiarity rate
demonstrates strong organizational
visibility and name recognition
throughout the community,
providing a solid foundation for
communication and engagement
efforts.
2%
5%
57%
36%
0% 30% 60%
Completely unfamiliar
Unfamiliar
Somewhat familiar
Very familiar
93% are
familiar with
Mammoth Lakes
Tourism
Percent selected

49 Destination Management
Destination Management
Only 30% feel the voices and ideas of
residents are heard and taken into
account when it comes to the
management of tourism in Mammoth
Lakes. Satisfaction with Mammoth Lakes
Tourism's efforts to balance the needs of
residents with visitors is similarly low: just
26% are satisfied (9% very satisfied, 17%
somewhat satisfied), while 41% are
dissatisfied (16% very dissatisfied, 25%
dissatisfied), and 32% are neither satisfied
nor dissatisfied. These findings reveal a
significant disconnect between resident
familiarity with the organization and their
perception of meaningful input into
tourism management decisions.
30%
feel the voices and ideas of residents are
heard and taken into account when it
comes to the management of tourism in
Mammoth Lakes
16%
25%
32%
17%
9%
0% 20% 40%
Very dissatisfied
Dissatisfied
Neither satisfied nor dissatisfied
Somewhat satisfied
Very satisfied
Satisfaction with Mammoth Lakes Tourism’s Efforts
to Balance the Needs of Residents with Visitors
Percent selected

50 Interactions with Mammoth Lakes Tourism
Interactions with Mammoth Lakes Tourism
Residents engage with Mammoth Lakes
Tourism through diverse channels, most
commonly by browsing social media
(56%). Other interactions include
attending MLT events (36%), watching
community coffee sessions (28%), and
attending Town Council meetings or
making public comments (28%). Direct
engagement methods include in-person
contact (25%), viewing or attending MLT
board meetings (19%), direct
phone/email contact (18%), and sending
social media messages or posts (13%).

Notably, 23% report they have never
interacted with MLT, despite the 93%
familiarity rate, suggesting opportunities
to convert awareness into active
engagement.
56%
36%
28%
28%
25%
19%
18%
13%
23%
0% 30% 60%
Browsed social media
Attended an MLT event
Watched community coffee
Attended a Town Council meeting/made public comments
Direct contact in-person
Viewed/attended MLT board meeting(s)
Made direct contact by phone/email
Sent messages/posts via social media
I have never interacted with MLT
Percent selected

51 Information Received from Mammoth Lakes Tourism
Information Received from Mammoth Lakes Tourism
The Visitor Guide is the most commonly
received information from Mammoth
Lakes Tourism (36%), followed by weekly
occupancy report emails (33%), monthly
newsletters (29%), and advertising
campaign news (25%). Other
communications include the annual
report (20%), TOT and TBID results (19%),
5-in-5 weekly emails (18%), information
on TBID projects and outcomes (15%),
industry trends (9%), and research (6%).

Notably, 34% report they do not receive
information from Mammoth Lakes
Tourism, representing a substantial
segment unreached by current
communication channels.
36%
33%
29%
25%
20%
19%
18%
15%
9%
6%
34%
0% 20% 40%
Visitor Guide
Weekly occupancy report emails
Monthly newsletters
Advertising campaign news
Annual report
TOT and TBID results
5-in-5 weekly emails
Information on TBID projects and outcomes
Industry trends
Research
I do not receive information from Mammoth Lakes Tourism Percent selected

52 Most Useful Resources from Mammoth Lakes Tourism
Most Useful Resources from Mammoth Lakes Tourism
Among those who receive information,
weekly occupancy report emails are rated
most useful (35%), followed by the
Visitor Guide (32%), monthly newsletters
(20%), and air service news (20%). Other
valued resources include special events
funding (19%), TOT and TBID results
(17%), annual report (17%), stewardship
education (14%), crisis communications
support (14%), 5-in-5 weekly emails
(12%), industry trends (10%), research
(8%), and photo library (8%). However,
29% indicate none of these resources are
useful to them, suggesting either limited
relevance to their needs or opportunities
to better communicate value and utility
of existing resources.
35%
32%
20%
20%
19%
17%
17%
14%
14%
12%
10%
8%
8%
29%
0% 20% 40%
Weekly occupancy report emails
Visitor guide
Monthly newsletters
Air service news
Special events funding
TOT and TBID results
Annual report
Stewardship education
Crisis communications support
5-in-5 weekly emails
Industry trends
Research
Photo library
None of these
Percent selected

Real Unreal Campaign
Real Unreal Campaign

54 Real Unreal Campaign
Real Unreal Campaign
Over half (54%) of residents have seen
messaging or advertising about the Real
Unreal campaign. Among those aware of
the campaign, social media is by far the
most common source (83%), followed by
newspaper (47%), street banners (38%),
and bus shelters (35%), with 13% citing
other sources. Importantly, 61% of those
aware think the Real Unreal campaign
accurately represents the message that
Mammoth Lakes wants to send to visitors.

This positive reception suggests the
campaign resonates with residents' vision
for how the destination should be
presented, despite broader concerns
about tourism management expressed
elsewhere in the study.
54% have seen messaging or
advertising about the
Real Unreal campaign
83%
47%
38%
35%
13%
0% 50% 100%
Social media
Newspaper
Street banners
Bus shelters
Other
Sources for Real Unreal Campaign
Messaging/Advertising
61% think the Real Unreal campaign accurately represents the message that Mammoth Lakes wants to send to visitors
Base: Respondents aware of the Real Unreal campaign
Base: Respondents aware of the Real Unreal campaign
Percent selected

What Residents Don't Know
What Residents
Don't Know

What Residents Don't Know
What Residents Don't Know
56 Percent who don’t know

What Residents Don't Know (Cont’d)
What Residents Don't Know (Cont’d)
57 Percent who don’t know

What Residents Don't Know (Cont’d)
What Residents Don't Know (Cont’d)
58 Percent who don’t know

What Residents Don't Know (Cont’d)
What Residents Don't Know (Cont’d)
59 Percent who don’t know

Respondent Demographics
Respondent
Demographics

61 Length of Residence and Tourism Employment
Length of Residence and Tourism Employment
Respondent Demographics
At least one person
in household is
employed in tourism
and hospitality
industry: 38%
No one in
household is
employed in
tourism and
hospitality
industry: 61%
I don't know:
1%
18%
19%
24%
30%
8%
I've lived here less than 5 years
I've lived here 5 to 9 years
I've lived here 10 to 20 years
I've lived here for over 20 years
I've lived here my entire life
Length of Residence Tourism Employment
79% visited
Mammoth Lakes
prior to moving
to the area

62 Residence
Residence
Respondent Demographics
Primary: 80%
Secondary:
20%
17%
5%
78%
Less than 6 months
6-11 months
12 months/All year
Full/Part-Time Residence Type of Residence Housing Tenure 2%
31%
66%
Other
Rent
Own

63 Age, Gender, and Household Income
Age, Gender, and Household Income
Respondent Demographics
2%
13%
28%
22%
19%
16%
18-24
25-34
35-44
45-54
55-64
65+
Male: 35%
Female: 62%
Prefer not to
answer: 3%
Other: <1%
Age Gender Household Income
14%
21%
19%
33%
13%
<$50K
$50K - $99.9K
$100K - $149.9K
$150K+
Prefer not to answer

64 Race and Hispanic Background
Race and Hispanic Background
Respondent Demographics
Hispanic Background
80%
4%
3%
2%
1%
<1%
11%
White
Other
Asian
American Indian or Alaska Native
Native Hawaiian or Other Pacific Islander
Black or African American
Prefer not to answer
Race

65 Additional Demographics
Additional Demographics
Respondent Demographics
Educational Attainment
54%
Employment Status
Marital Status Household Size

Appendix: Benchmarks
Appendix:

Benchmarks

Overall Sentiment About Tourism
Overall Sentiment About Tourism
67 Benchmarks
Agree Neutral Disagree
My local government is doing a good job
balancing resident quality of life and visitor
satisfaction
Mammoth Lakes 20% 23% 57%
West 42% 33% 25%
US Norm 41% 33% 26%

Tourism Development and Growth
Tourism Development and Growth
68 Benchmarks
Agree Neutral Disagree
We need planned and controlled tourism
development
Mammoth Lakes 82% 13% 5%
West 59% 31% 10%
US Norm 58% 29% 12%
Tourism development is happening too fast in this
area
Mammoth Lakes 56% 22% 22%
West 31% 29% 40%
US Norm 29% 25% 46%
Residents are consulted when major tourism
development takes place in this area
Mammoth Lakes 17% 14% 69%
West 33% 26% 40%
US Norm 32% 26% 41%

Tourism Promotion
Tourism Promotion
69 Benchmarks
Agree Neutral Disagree
Tourism marketing reflects the diversity in my
local area
Mammoth Lakes 27% 27% 45%
West 58% 27% 15%
US Norm 54% 27% 19%

Economy
Economy
70 Benchmarks
Agree Neutral Disagree
Housing is becoming less affordable in this area
due to tourism
Mammoth Lakes 84% 7% 9%
West 45% 25% 30%
US Norm 39% 24% 37%
The growth in tourism is causing prices to rise,
making things less affordable for residents
Mammoth Lakes 79% 10% 11%
West 42% 31% 27%
US Norm 38% 29% 34%
Tourism encourages investment in our local
economy
Mammoth Lakes 53% 26% 21%
West 60% 27% 13%
US Norm 58% 28% 13%

Tourism Employment
Tourism Employment
71 Benchmarks
Agree Neutral Disagree
Most jobs in the tourism industry are low-paying
and seasonal
Mammoth Lakes 72% 18% 10%
West 49% 33% 18%
US Norm 47% 33% 19%
The tourism industry offers many entry-level
employment opportunities
Mammoth Lakes 71% 21% 8%
West 60% 29% 12%
US Norm 60% 27% 13%
There are opportunities for career advancement
in the tourism industry
Mammoth Lakes 32% 29% 39%
West 53% 33% 14%
US Norm 51% 32% 17%
The tourism industry offers rewarding careers
Mammoth Lakes 29% 31% 40%
West 52% 31% 17%
US Norm 50% 31% 19%
There are jobs in the tourism industry with
desirable pay and benefits
Mammoth Lakes 28% 27% 45%
West 51% 35% 14%
US Norm 50% 32% 18%
I would encourage my friends and family to work
in the tourism industry
Mammoth Lakes 22% 24% 54%
West 41% 34% 25%
US Norm 40% 32% 28%

Quality of Life
Quality of Life
72 Benchmarks
Agree Neutral Disagree
The quality of public services has improved due to
more tourism here
Mammoth Lakes 38% 26% 36%
West 44% 31% 26%
US Norm 41% 32% 28%
Dining opportunities are better here as a result of
tourism
Mammoth Lakes 35% 23% 43%
West 55% 26% 19%
US Norm 52% 27% 21%
I have more recreational opportunities (places to
go and things to do) because of tourism in this
area
Mammoth Lakes 35% 24% 41%
West 51% 27% 22%
US Norm 47% 30% 23%
Shopping opportunities are better here as a result
of tourism
Mammoth Lakes 25% 25% 51%
West 49% 29% 22%
US Norm 46% 30% 24%

Environment
Environment
73 Benchmarks
Agree Neutral Disagree
Long-term planning can limit environmental
impacts caused by tourism
Mammoth Lakes 69% 20% 11%
West 63% 29% 8%
US Norm 62% 27% 10%
Overbuilding of tourism-related businesses is
spoiling our natural areas
Mammoth Lakes 52% 26% 22%
West 41% 34% 25%
US Norm 40% 32% 28%
Tourism is a good alternative to more
environmentally-damaging development
Mammoth Lakes 38% 33% 29%
West 49% 34% 17%
US Norm 48% 36% 16%
Tourism can help the environment as local
governments and people seek to protect sensitive
and scenic areas
Mammoth Lakes 35% 27% 39%
West 51% 34% 15%
US Norm 51% 33% 16%
The tourism industry values sustainability and our
natural resources
Mammoth Lakes 22% 21% 58%
West 43% 33% 23%
US Norm 43% 33% 23%

Involvement/Engagement with Tourism
Involvement/Engagement with Tourism
74 Benchmarks
Agree Neutral Disagree
I'm proud to call this area my home
Mammoth Lakes 89% 7% 4%
West 71% 19% 10%
US Norm 68% 21% 12%
I look forward to showing off this area when
friends and family visit
Mammoth Lakes 88% 9% 3%
West 64% 22% 14%
US Norm 60% 24% 16%
Visiting other places gives me a greater
appreciation for my local area
Mammoth Lakes 71% 17% 11%
West 65% 25% 10%
US Norm 62% 25% 13%
When I come across local tourism news, I'm
interested in finding out what's happening
Mammoth Lakes 67% 22% 11%
West 55% 29% 17%
US Norm 54% 28% 18%
I consider myself informed/up-to-date on news
about tourism in this area
Mammoth Lakes 67% 22% 11%
West 49% 29% 22%
US Norm 47% 30% 23%
I recommend local tourist sites to people who are
visiting my area
Mammoth Lakes 64% 23% 14%
West 57% 25% 17%
US Norm 56% 24% 20%

4030 Easton Station, Suite 300
Columbus, OH 43219
www.longwoods-intl.com

Town of Mammoth Lakes
[April 2026]

April Content Interactions
Top posts in April were the early opening of the Lakes Basin to pedestrians and Bike Month.
• Please note that Facebook reported a glitch in its system from April 1-4 where not all views were captured so our numbers look down this month. We are using Instagram
numbers to benchmark this month.

Lakes Basin post – 18.5 K views on Instagram with 554
interactions.

Bike Month post – 12.5 K views with 356 interactions.

Audience and milestones
We passed the 8,000 follower mark on
Instagram
Nearly 50% of our audience continues to be
Eastern Sierra-based.

We used more video content this month
and our watch time on Facebook was up
118%.

Where Do We Go From Here?

Continued Development of Social Media Program
Providing good storytelling continues to pay off but now we need to decide how we want to interact with our audience when they have something to say about a post.

Not commenting inhibits our message from being seen. Interacting helps boost our content and puts it in front of more eyeballs. It also builds on the idea that our channels are a place for the public to interact with us.

Recommended actions –

1. Review the comment section of the Town’s social media policy. Keep it short and strategic but involved enough that our audience knows we are listening. Address misinformation in a clear and concise manner. Have a protocol for how to address. Page 87 of 196 1 TOWN COUNCIL STAFF REPORT
Title: May 2026 Public Works Engineering CIP Update
Meeting Date: May 20, 2026
Prepared by: Amy Callanan, PE, Engineering Manager
RECOMMENDATION:

Accept the May 2026 Public Works Engineering CIP Update. *** Text shown in bold has changed from the previous update *** Project Notes Budget
Town Civic Center Work continues on installation of interior finishes, including tile, light fixtures, and paint. Power will be connected the night of May 20th. Exterior work, including siding and site concrete, is also getting started. The interior office partition walls and workstations are finalized, and Staff continues to work on design details for other furniture.
$33M
Mammoth Arts & Cultural
Center (MACC)
CMU block walls are now going up steadily, with concrete columns and structural steel will follow. Staff are also working to solidify details for potential interior and exterior improvements to the existing Edison Theater building. $17M
Airport Multipurpose
Building Phase 1 – A3
Taxiway & Site Work
The contractor has begun work and all is going smoothly. $2.69M (Phase 1) Road Striping Maintenance Now that temperatures are favorable, the contractor will start layout of new striping and removing old conflicting striping on Monday, May 18, and will plan to start painting on Tuesday, May 26.
$200K
2026 Slurry Seal A contract has been awarded, and staff hope to complete the work by the end of June.
$400K
Minaret MUP Work is expected to start the week of May 18. ~$3M The Parcel Phase 3
(homeownership)
Infrastructure design is on hold pending further developments and negotiations pertaining to local housing.
$62K (design)
Airport Tee-Hangar Taxilane
Rehabilitation
The design is currently on hold at this time. Environmental monitoring plans are being finalized.
$229K (design)

2 Airport Multipurpose
Building (ARFF and SRE)
Phase 2
Staff are submitting for a competitive discretionary grant request to the FAA, and the design team is currently working on a detailed cost analysis. The potential FAA funding will allow for construction of the garage portion of the building. Updated Plans will show a phase 2 for the garage building section and a phase 3 for the office/administrative spaces. This prioritizes storage and quick deployment of snow removal and maintenance equipment. The project should go out to bid toward the end of this month.
~$2M
Main Street MUP /
Mountain Blvd Crosswalk
Design work is in progress. Staff would like to put the project out to bid next winter, for construction during summer 2027, pending allocation of funds for construction.
~$200K (design)
TBD (construction)
Minaret/Meridian
Roundabout
Design work is in progress. Staff has requested $2.5M in STIP funding for FY28/29 to be used towards construction.
$392K (design)
Parks & Trails Signage Staff are continuing to work on a bid package for several new monument, wayfinding and informational kiosk signs to be located at various locations in Town including the Parcel, CRC/Mammoth Creek Park, Dog Park, and Shady Rest. We expect to go out to bid later this spring.
~$100K
Childcare TI (Interior Fitout)Design is currently on hold pending confirmation of the details of facility operation and management.
$195K (design)
Shady Rest Restroom Design work is in progress. Due to anticipated timing for funding allocation, along with expected lead time for fabrication of the pre-cast restroom building, staff now intend to go out to bid this fall or winter, for construction in summer of 2027.
~$200K (design)
CRC Phase 2 Interior TI Staff are working through design details for a permanent skate rental space to be constructed from the DIRTT modular wall system that was used for the staff offices and will be used in the new Town Hall. Construction is planned to occur in August between summer and winter operations.
~$450K
Misc Fencing Project Staff intend to prepare a project to install new chain link fencing at Shady Rest Park along the road between the skate park and playground, and to install gates in the existing chain link fence at the Dog Park. The work is expected to occur later this summer, and the schedule will need to be coordinated with the tree thinning operations being performed by the Whitebark Institute. ~60K
Old Mammoth Road
Landscaping
The contractor is working to fix irrigation system, and staff will be working to determine a planting plan once that is addressed. Some level of planting is expected to be installed this summer.

TBD

1 TOWN COUNCIL STAFF REPORT
Title: Receive a presentation on Financing Middle-Income Rental Housing Meeting Date: May 20, 2026
Prepared by: Marcus Sproll, Housing Manager
RECOMMENDATION:

This is an informational only item. Town Council can discuss and ask questions of staff.

BACKGROUND:

The Town of Mammoth Lakes adopted the Housing Now! initiative in 2019 to provide a range of community housing that is available and affordable to those working in the community. To date, most of the housing created under this initiative has been in the lowincome category due to the requirements of state and federal funding sources. The March 2026 Regional Housing Needs Study (“2026 Housing Study”) identified that the current highest housing need for the Town is in the middle-income category, with a high demand for smaller rental units (1-bedroom units) that are attainable for local middle-income workers. Input from community members, employers, and the Town Council support this conclusion.

Over the next two months, staff will provide several presentations to inform Town Council and the public about middle-income rental housing and a project proposal. This series will culminate with a request for the Town Council to decide whether to proceed with a project of this type and if so, a request to commit existing and future Measure L revenue and other Housing-committed funds to the future project. The schedule of these presentations is below:

2 ANALYSIS:

In the May 6, 2026 presentation to Town Council entitled “Defining Middle-Income Housing,” staff provided details on the rental housing market in Mammoth Lakes, the need for middle-income rental units, and definitions of the incomes and rents in the middleincome category. This presentation will focus on the financing of middle-income rental housing.

The private market struggles to finance middle-income rental housing in California because high development and operating costs exceed the income provided by middle-income rents.

Private development for this type of housing typically relies on a combination of private equity (typically ≥40 percent of total development cost [TDC]) and debt (≤60 percent of TDC). A combination of high construction costs, high interest rates, and the need for private equity investment to generate a profit, make developing market-rate rental projects infeasible for the developer. The delta between the development cost and the rental income profitability is even greater for middle-income rental projects where the rents are restricted to middle-income rents for households earning between 80 percent and 120 percent of area median income (AMI) since the capped rents yield even lower returns.

While the private market in recent decades has been unable to develop middle-income rental housing in Mammoth Lakes, there may be a feasible path for a public entity to build this type of housing product using tax-exempt bonds and local equity (e.g., Measure L funds, TOT funds, General Funds, etc.). The main cost savings a public entity can achieve are lower debt interest rates, no profit required for public equity, and lower operating costs due to a property tax exemption. This development model for middle-income rental housing has been successful at various resort communities throughout Colorado (the “Colorado Model”), including the Town of Vail, City of Aspen, City of Fort Collins, and the Yampa Valley Housing Authority (Steamboat Springs). Colorado has been supportive of these types of housing projects and have supplemented the bond financing with grant programs that allow for higher income limits (i.e., up to 120% AMI) and broader property tax exemptions for rental units. However, in California there are no, or very little, subsidy programs for a purely middle-income rental project (i.e., > 80% AMI) and property tax exemptions are only available if a public entity owns 100 percent of the project. That means more local public equity is needed in California, at least a third of development costs, and a local public entity must own the project.

In terms of a public ownership structure for a middle-income rental housing project, there are two main routes in California. One option is for a local housing authority to own the project; the other option would be a joint powers authority ownership structure. Housing authority ownership would provide direct control over the project and its ongoing operation. However, this would require significant staffing and expertise at a substantial cost to the Town, and the housing authority would also take on all the risk and liability associated with the complexities of running a large rental apartment building. Partnering with a joint powers authority, such as the California Statewide Communities Development Authority (CSCDA) to own and operate a middle-income rental project, would mitigate many of these issues. The CSCDA was founded by the League of California Cities in 1988 to “…provide California’s local governments with an effective tool for the timely financing

3 of community-based public benefit projects.” To date, CSCDA has assisted over 500 cities throughout the state with various public projects, including owning and converting over 7,700 middle-income housing units on behalf of local jurisdictions such as Long Beach, Pasadena, and Glendale.

In summary, the private market is unable to finance the development of middle-income rental housing, but a public entity may be able to accomplish this. That would require significant public equity and public ownership. Partnering with a public joint powers authority such as the CSCDA would mitigate some of the risks associated with public ownership.

NEXT STEPS:

Staff will be continuing with a series of informational presentations to Town Council on middle-income rental housing. The next presentation will introduce a financial model for a residential middle-income rental project and what the anticipated costs would be.

FINANCING MIDDLE-INCOME

HOUSING
Town of Mammoth
Lakes
May 20, 2026

RECAP – NEED &

DEFINITIONS
1 1. Greatest Need for Smaller Middle-Income Rental Units

2. Availability is the Primary Issue

3. Lack of Housing Inventory has a Direct Impact on
Economy

4. Middle-Income Rents ≈10% below Average Market
Rents

5. High Demand for New Efficient Apartments

OBJECTIVES
What are Middle-Income Rents?
Middle Income
Rental 81% - 120% AMI
Small Business Owners Nurses,
Teachers, Retail Managers,
Firefighters, Town/County Admin
Staff
Middle-Income Rents
(New Product)
Restricted Rents:
→ Studio: $1,700-$2,500
→ 1-Bdrm: $2,000-$2,800
→ 2-Bdrm: $2,200-$3,100

DEVELOPMENT
COST
• Land Purchase
• Financing Cost
• Fees, Interest
• Design/Permitting
• Construction
Housing Development Math
10%
20%
10%
60%
Land Purchase Financing Design/Permit Construction

NET OPERATING
INCOME
Operating Revenue
(Rent)
Operating Expense
(Maintenance)
Debt Service
Net Income
Housing Development Math
Hypothetical Middle-Income NOI:

Operating Revenue $3.3M
Operating Expense -$1.1M
Debt Service -$2.7M
Net Operating Income: -$500k

Private Market
Project
• Even Market Rent does
not “Pencil”
• Interest Rates High
• Profit for Private Equity
• Property Taxes
• Middle-Income Rents far
too Low

MIDDLE-INCOME FEASIBILITY
Public Project
• No Profit Needed
• Property Tax
Exemption
• Lower Financing
Costs
• Streamlined
Permitting
Private Market Public Asset
Cost Comparison
Operating Expense Property Tax Finance Cost Interest Profit

Mammoth Lakes Model?
• Finance Using Tax-Exempt Bonds
& Local Equity
• No State Middle-Income Financing
• Contract with Private
Developer/Operator
• Public Entity Must Own 100% of
Project to Obtain Property Tax
Exemption
Colorado Model
• Finance Using Tax-Exempt Bonds &
Local Equity
• Some State Middle-Income Financing
• Contract with Private
Developer/Operator
• Private Entity Owns Project with Local
Housing Authority as a 1% Owner
• Vail, Aspen, Fort Collins, Steamboat
Springs

MIDDLE-INCOME FINANCING MODEL

Ownership Structure 2
• California Statewide Communities
Development Authority (CSCDA)
• Proven Track Record and Staff
Expertise
• Middle-Income Project Development
and Management
• Takes on Liability, Risk, and Cost
• Project Reverts to Town after Bonds
Paid-Off
Ownership Structure 1
• Local Housing Authority Ownership
• Direct Control and Responsibility
• Capacity & Staffing Requirements
• Increased Liability, Risk, and Cost
to Town

PUBLIC OWNERSHIP STRUCTURE

SUMMARY
8 Private Market Cannot Finance
• Requires Substantial Equity
• Debt Interest High
• Property Tax Ongoing Expense
• Middle-Income Rents Cannot Cover Expenses
Public Financing Possible
• Still Requires Significant Equity
• Lower Debt Interest
• Public Ownership for Tax Exemption
• Can Support Middle-Income Rents

MIDDLE-INCOME PRESENTATION

SCHEDULE
May 6th
Defining Middle
Income
Presentation
•Recap of need &
inventory
• Income definitions
•Rent definitions
May 20th
Financing Middle
Income Rental
• Market challenges
•Case Studies
• Bond financing
•Ownership
structure
June 3rd
Model Middle
Income Project
• Scope Parameters
• Design, Build,
Operate,
&Maintain
• Proposed project
timeline
June 17th
Middle Income
Project Resolution
•Recap
Presentations
• Discuss
Resolution

QUESTIONS AND

DISCUSSION

Town Council of Mammoth Lakes
Minutes of Regular Meeting
May 6, 2026, 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 4:00 p.m. in the Council Chamber, 437 Old Mammoth Road, Suite Z, Mammoth Lakes.

2. PLEDGE OF ALLEGIANCE
Councilmember Bubser 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.

David Eichman spoke about Restaurant Week and the upcoming Mammoth Lakes Film Festival.

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

Town Council Minutes
May 6, 2026

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

5. INTRODUCTIONS

5.1 Introduce new Community Service Officer Nancy Vargas.

Police Chief Dan Casabian introduced Ms. Vargas to the Council and the community.

5.2 Introduce new Parks Maintenance Worker Alex Godines.

Maintenance Superintendent Warren Boling introduced Mr. Godines to the Council and the community.

6. COUNCIL PRESENTATIONS

6.1 Approve proclamation declaring May 3-9, 2026 as Public Service Recognition Week.

Mayor Rice read the proposed proclamation.

Moved by Councilmember Chris Bubser
Seconded by Councilmember John Wentworth
Approve proclamation declaring May 3-9, 2026 as Public Service Recognition Week
For (5): Councilmember Chris Bubser, Councilmember Bill Sauser, Councilmember John Wentworth, Mayor Pro Tem Brent Truax, and Mayor Amanda Rice
Carried (5 to 0)

7. REPORTS FROM COMMISSIONS AND/OR DEPARTMENTS (AS NEEDED) Community and Economic Development Director Nolan Bobroff gave an update regarding current Mammoth Community Water District (MCWD) and planning activities.

Parks and Recreation Director Stuart Brown gave an update regarding current recreation activities. There was discussion among members of Council and staff.

Office of Outdoor Recreation Manager Lawson Reif gave an update regarding current outdoor recreation activities. There was discussion among members of Council and staff.

Town Council Minutes
May 6, 2026

Police Chief Dan Casabian said that the Council would hear comments later in the meeting from the Police Associations and that their comments were accurate, concise, and truthful.

8. STAFF PRESENTATIONS

8.1 Receive a presentation on Defining Middle-Income Housing.

Housing Manager Marcus Sproll gave a presentation outlining the information in the staff report. There was discussion among members of Council and staff.

PUBLIC COMMENT:

Jennifer Kreitz, Mono County Board of Supervisors, said that she wanted to talk with the governor's office about rural communities and dwindling populations. She said that she looked forward to sharing the data and the issue progressing.

8.2 Dave and Roma McCoy Arts and Cultural Center Construction Update and Operating Plan Presentation.

Parks and Recreation Director Stuart Brown, Engineering Manager Amy Callanan, and Bill Blake, Principal of AMS Planning & Research, gave a presentation regarding the Dave and Roma McCoy Arts and Cultural Center construction update and operating plan. There was discussion among members of Council, staff, and Mr. Blake.

PUBLIC COMMENT:

Roger Rea, Treasurer for Eastern Sierra Community Chorus, outlined event attendance and the money they made at their events. He said that the consultant's report did not sound accurate.

The Mayor called a recess at 6:16 p.m. and the Council reconvened at 6:26 p.m.

9. CONSENT AGENDA
Councilmember Wentworth requested that Agenda Item 9.6 be removed from the consent agenda for separate discussion.

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

Town Council Minutes
May 6, 2026

Approve the Consent Agenda with Mayor Rice recused on Agenda Items 9.3 and

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

9.1 Approve the minutes of the regular meeting of April 15, 2026.

9.2 Approve the minutes of the special meeting of April 29, 2026.

9.3 Adopt the resolution approving the FY2026-27 project list to be submitted to the California Transportation Commission (CTC) for funding from the Road Maintenance and Rehabilitation Account (RMRA) funds under Streets and Highways Code Section 2034.

9.4 Approve the resolution adopting the Town of Mammoth Lakes Safety Action Plan.

9.5 Award contract for the 2026 Slurry Seal Project to Pavement Coatings Co.

9.6 Award the annual contract for publication of legal notices to The Sheet.

This item was removed from the consent agenda for separate discussion.

Councilmember Wentworth asked contract questions regarding the publisher of The Sheet running for office in Inyo County. Town Attorney Andrew Morris responded.

Moved by Councilmember John Wentworth
Seconded by Mayor Pro Tem Brent Truax
Award the annual contract for publication of legal notices to The Sheet.

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

Town Council Minutes
May 6, 2026

9.7 Accept Check Register 4/9/26 in the amount of $1,982,986.55. Accept Check Register 4/16/26 in the amount of $1,109,575.68. Accept Check Register 4/23/26 in the amount of $2,363,326.46. Accept Check Register 4/30/26 in the amount of $315,238.15.

10. PUBLIC HEARINGS

10.1 Public hearing in accordance with the addition of Government Code Section 3502.3 to the Meyers-Milias-Brown Act, and under Assembly Bill 2561, to present on the status of vacancies, recruitment, and retention efforts prior to the adoption of a final budget.

The Mayor opened the public hearing at 6:30 p.m.

Human Resources Manager Amanda Pelham and Human Resources Analyst Allison Floyd gave a presentation outlining the information in the staff report. There was discussion among members of Council and staff.

PUBLIC COMMENT:

Jason Heilman, Mammoth Lakes Police Supervisory Association, read a letter on behalf of the Association regarding the staffing shortage at the Mammoth Lakes Police Department (MLPD) and requesting that the Town Council make fixing the shortage a priority.

Annie Rinaldi, Superintendent of the Mammoth Unified School District, thanked the MLPD for their support and partnership. She said that school safety and a School Resource Officer were priorities for them.

Erin Heilman spoke about the staffing shortage at the MLPD and asked the Council to solve the problem.

Town Clerk Jamie Gray read a letter from the Mammoth Lakes Police Officers Association regarding the staffing shortage at the MLPD.

The Mayor closed the public hearing at 7:12 p.m.

There was discussion among members of Council.

11. POLICY MATTERS

Town Council Minutes
May 6, 2026

11.1 Golden Mussel Ordinance Discussion and Direction.

Office of Outdoor Recreation Manager Lawson Reif and Town Attorney Andrew Morris outlined the information in the staff report. There was discussion among members of Council and staff.

11.2 Contract for Towing and Secure Vehicle Storage Services.

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

PUBLIC COMMENT:

Richard Lawson, Mountain Towing, said that their goal was to work together to service the Town and the Police Department.

Moved by Mayor Pro Tem Brent Truax
Seconded by Councilmember Bill Sauser
Authorize the Town Manager to negotiate a contract for towing and secure vehicle services. Authorize the Town Manager to negotiate and execute a lease agreement for the use of Town-owned property at 294 Industrial Circle in the Sierra Business Park.

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

12. COUNCILMEMBER REPORTS
Councilmember Bubser attended the Eastern Sierra Transit Authority (ESTA) Board meeting, the Eastern Sierra Council of Governments (ESCOG) Board meeting, Sierra Day at the Capitol, the Andrea Lawrence Mono Lake Committee Dinner, the Eastern Sierra Wildfire Alliance meeting, and the Ribbon Cutting Ceremony for the Crowley Fish Foundation. She spoke about the passing of Renee Durlester.

Councilmember Wentworth spoke about the passing of Bernie Rosow. He attended the ESCOG Board meeting, a recreation symposium, the special Town Council meeting, and the Mammoth Trails meeting.

Town Council Minutes
May 6, 2026

Mayor Pro Tem Truax attended the Ribbon Cutting Ceremony for the Crowley Fish Foundation and the Cinco de Mayo Town employee potluck. He spoke about the passing of a gentleman at Silver Lake.

Councilmember Sauser attended the Mammoth Trails meeting.

Mayor Rice attended two Eastern Sierra Community Housing Board meetings.

13. REQUESTS FOR FUTURE AGENDA ITEMS
There was a discussion among members of Council and Town Manager Rob Patterson regarding community needs versus Council requests.

14. CLOSED SESSION

14.1 Pursuant to Government Code Section 54957.6.(a), Conference with Labor Negotiators, the Town Council will meet with
its representatives, Town Manager Rob Patterson, Community and Economic Development Director Nolan Bobroff, Human Resources Manager Amanda Pelham, and Jack Hughes, Partner with Liebert Cassidy Whitmore, with respect to the following Employee Organizations: Mammoth Lakes General Employees Association, Mammoth Lakes Management Employees Association, and the Mammoth Lakes Public Works Employees Association.

At 7:59 p.m. the Mayor announced that the Council would be entering into closed session for the purposes as stated in the agenda.

15. ANNOUNCEMENT OF ACTION TAKEN AFTER CLOSED SESSION
The Council reconvened from closed session at 8:30 p.m. and announced that there was no reportable action taken.

16. ADJOURNMENT
The Council adjourned the meeting at 8:30 p.m.

Jamie Gray, Town Clerk

Mammoth Lakes Town Council
Agenda Action Sheet
Title: Authorize the Town Manager to sign the MUSD and TOML Letter of Intent and Offer to Negotiate Exchange of Properties and the Access Agreement Council Meeting Date: 5/20/2026
Prepared by: Nolan Bobroff, Community & Economic Development Director Recommended Motion: Authorize the Town Manager to sign the MUSD and TOML Letter of Intent and Offer to Negotiate Exchange of Properties and the Access Agreement.

Summary: The Town and Mammoth Unified School District (MUSD) have been in discussions to transfer land that each entity owns to one another for various purposes. The two parties are now at a point where they have agreed to the basic concept of the land exchange and now wish to begin to formally negotiate the exchange. The attached ‘Letter of Intent and Offer to Negotiate Exchange of Properties’ (“LOI”) is a legally non-binding, conceptual agreement that is to be succeeded by a legally binding Exchange Agreement once each party has completed their due diligence and the properties have been appraised by a third party. As a component of the LOI, the Town is also being asked to provide authorization to MUSD via an Access Agreement for MUSD to access the Townowned site to complete their due diligence work (see Attachment 2). This is not needed for the MUSD-owned site since the Town already has an existing right to access the MUSD property. The proposed exchange is intended to be mutually beneficial for each entity and the public as a whole.

Both agreements have been reviewed by the Town Attorney.

The properties that each entity intends to transfer and the intended use(s)are described below.  The Town is interested in acquiring from MUSD an approximately 2.5-acre portion of the ~12- acre site located at 462 Sierra Park Road that is home to the pickleball courts (see Exhibit A).

The proposed boundaries of the acquired site would extend roughly to the east of the existing parking lot and to Meridian Blvd. to the north. This would secure the long-term use of the site for pickleball, provide space for additional recreational programming on the site (e.g., tennis, sport courts, etc.), and allow for emergency secondary egress.  MUSD is interested in acquiring an approximately 2-acre portion of the Town’s Parcel development within Lots 4 and 5 of Tract Map 22-001 (see Exhibit B). The proposed use of the site will be to develop 30-40 workforce housing units for MUSD employees utilizing the bond revenues from Measure J that the voters passed in November 2024. The use of the units will be required to be in accordance with the Parcel Master Plan, and the tenants will be required to meet income eligibility requirements; however, the exact AMI restriction is TBD.

Next Steps: Following the signing of the LOI, the two parties will finalize the boundaries of the desired land swaps and secure an appraiser to appraise the two sites. Once the appraisal is complete and other due diligence items are completed, the Town and MUSD will negotiate and potentially enter into an Exchange Agreement followed by the potential transfer of the property, both of which require the independent approval of the Town Council and the MUSD Board.

Exhibits:
- Exhibit A: Map of 462 Sierra Park Rd (MUSD-Owned Site) - Exhibit B: Map of the Parcel Lots (TOML-Owned Site)
- Attachment 1: Letter of Intent
- Attachment 2: Access Agreement

Exhibit A: Map of 462 Sierra Park Rd (MUSD-Owned Site)

Exhibit B: Map of the Parcel Lots (TOML-Owned Site)

1 May _____, 2026
Town of Mammoth Lakes Mammoth Unified School District
437 Old Mammoth Road, Suite 230 461 Sierra Park Road
Mammoth Lakes, CA 93546 Mammoth Lakes, CA 93546
Attn: Rob Patterson, Town Manager Attn: Casey O’Neil, Chief Business Officer CC: Andrew Morris, Town Attorney CC: Sarah Polito, Esq., Andrew McCraven, Esq.

RE: Letter of Intent and Offer to Negotiate Exchange of Properties The Mammoth Unified School District, a California public school district (“District”) and the Town of Mammoth Lakes (“Town”) desire to negotiate a property exchange between (a) a pickleball court and surrounding property composing a portion of the real property commonly known as a portion of 461 Sierra Park Road, Mammoth Lakes, California, APN: 035010056000 (“District Property”) which is owned by the District, and (b) certain real property commonly known as a portion of Lot 4 and Lot 5 within the “Parcel” Master Plan area for the Town of Mammoth Lakes (“Town Property”) which is currently owned by the Town. The Town Property and District Property will be referred to collectively as the “Properties”. This Letter of Intent, once approved by the District and the Town, is a non-legally binding, conceptual agreement that is to be succeeded by a legally binding Exchange Agreement (“Exchange Agreement”) between the parties. The parties hereby offer to exchange the Properties in accordance with the following terms:

1. Exchange. The parties shall exchange ownership of the District Property and the Town Property. As a part of the exchange process, the parties shall contract with a third party to appraise each property and, if necessary, the parties shall attempt to negotiate an additional exchange amount to be paid from one party to the other party to account for any potential discrepancy in value between the Town Property and the District Property.

2. Due Diligence Period. There shall be a due diligence period of one hundred eighty(180) days during which the District and Town will each conduct investigations, studies, and tests as each deems necessary and appropriate, in each party’s discretion with regard to its to-be-acquired property, to assess its proposed use and/or the suitability of each respective property (the “Due Diligence Period”). Each party may exercise a one-time extension of the Due Diligence Period for up to ninety (90) days upon written notice to the other party. At the end of the Due Diligence Period, each party shall determine, in its sole discretion with regard to its desired property, the acceptability of such property.

Should the District find the Town Property acceptable, it will issue a written notice to the Town. Should the Town find the District Property acceptable, it will issue a written notice to the District.

3. Deposits. Upon full execution of the Exchange Agreement by both Town and District, each party shall deposit thirty thousand dollars ($30,000) to an interest-bearing escrow account (each a “Deposit”). A party’s Deposit shall be fully refundable at any point during the Due Diligence Period and shall be applied to costs upon closing in accordance with prorations described in the Exchange Agreement.

2 4. Escrow Period. The Escrow Period shall run from the date of execution by both parties of the Exchange Agreement, and close of escrow (“Close of Escrow”) shall be on or before thirty (30) days after both (a) the release of all contingencies as referenced in Section 2 above, including any extensions; and (b) the satisfaction of all Conditions to Close of Escrow described in Section 5 below. The Escrow Holder shall be Inyo-Mono Title Company. The District shall have the right to extend the Close of Escrow date in order to ensure receipt of the entitlements necessary for construction of its Workforce Housing development, as described in Section 5(d), below.

5. Conditions to Close of Escrow. The Close of Escrow shall be conditioned, in part, upon the following:
a. Title to Town Property. District’s approval of a Preliminary Title Report for the Town Property and any supplemental reports, all exceptions to the Preliminary Title Report, and copies of all recorded documents. Inyo-Mono Title Company, located at 218 Sierra Park Rd, Mammoth Lakes, CA 93546, with the phone number (760) 872-4741 shall also be the title company responsible for issuing the title policy; and the title company’s willingness to issue a ALTA Extended Owner’s Policy of Title Insurance, insuring District as the owner of the Town Property as of the Close of Escrow.
b. Title to District Property. Town’s approval of a Preliminary Title Report for the District Property and any supplemental reports, all exceptions to the Preliminary Title Report, and copies of all recorded documents. Inyo-Mono Title Company, located at 218 Sierra Park Rd, Mammoth Lakes, CA 93546, with the phone number (760) 872-4741 shall also be the title company responsible for issuing the title policy; and the title company’s willingness to issue a ALTA Extended Owner’s Policy of Title Insurance, insuring Town as the owner of the District Property as of the Close of Escrow.
c. Physical Inspection. District shall have the right to conduct soils tests, engineering studies, and other investigations regarding the condition of the Town Property as it considers prudent at a mutually convenient time. District, with reasonable notice, shall have the ongoing right to access the Town Property prior to the Close of Escrow to inspect and test the Town Property. Town shall have the right to conduct soils tests, engineering studies, and other investigations regarding the condition of the District Property as it considers prudent at a mutually convenient time. Town, with reasonable notice, shall have the ongoing right to access the District Property prior to the Close of Escrow to inspect and test the District Property. d. Entitlements and Cooperation. Receipt by the District of design approval and a lot line adjustment, and such other approvals as are deemed necessary to entitle the Town Property for development of Workforce Housing consistent with the District’s development plans for the Property including, any CEQA clearance or approvals necessary to development and approval of any necessary site development permit and an unrestricted grading permit. The parties shall reasonably cooperate in the application for and review of required entitlements and approvals.

3 e. Environmental Review. District's approval of environmental studies, hazardous substance conditions, and any required documentation regarding the environmental condition of the Town Property as required by law. Town's approval of environmental studies, hazardous substance conditions, and any required documentation regarding the environmental condition of the District Property as required by law.
f. Governing Board Approval. Approval of the purchase by District's Board of Trustees (“Board”).
g. Council Approval. Approval of the purchase by Town’s Council (“Council”). h. Governmental Regulations and Entitlements. Approval by appropriate governmental entities of zoning, land use, entitlements, and other governmental regulations, laws, permits and approvals that apply to the Town Property and are deemed necessary by the District (acting in its reasonable discretion) to develop the Town Property into the District’s planned residential development, including those that may be required specifically for property acquisition by a public school district. The parties agree to submit a joint letter to the California Department of Housing and Community Development justifying the classification of both the Town Property and the District Property as “exempt surplus land” as defined in the Surplus Land Act.
i. Parcel Line Adjustment/Subdivision. Final approval, beyond any appeal period, and completion of lot line adjustments, development entitlements, and subdivision of the District Property and the Town Property to reflect the parcel boundaries agreed upon in the Exchange Agreement.
j. Other Agreements. District's approval after receipt of legible copies of all other agreements known to Town that will affect the Town Property or Closing.

Town's approval after receipt of legible copies of all other agreements known to District that will affect the District Property or Closing.

6. Right of Entry. The parties agree that the Town has an existing right to access the District Property. In advance of, or concurrent with, execution of this LOI the parties will also execute an access agreement containing terms mutually agreed upon, allowing the District to access the Town Property.

7. Exclusive Rights. Town will not market or enter into negotiations concerning the Town Property with any other party so long as this Letter of Intent is in effect. Town shall not accept any offers for the Town Property so long as this Letter of Intent is in effect.

District will not market or enter into negotiations concerning the District Property with any other party so long as this Letter of Intent is in effect. District shall not accept any offers for the District Property so long as this Letter of Intent is in effect.

8. Exchange Agreement. Following approval of this Letter of Intent, the parties shall then attempt to negotiate a mutually acceptable Exchange Agreement, which shall be consistent with this Letter of Intent.

4 9. Costs. Costs shall be split between the parties as further defined in the Exchange Agreement. Each party shall be responsible for the costs associated with approvals or services associated with effectuating the features necessary for use of the property it intends to acquire.

10. Delivery of Title. The Properties shall be delivered as clear, fee-simple title. Condition of Title shall be subject to inspection and objection by each party through the Due Diligence Period.

11. Easements. The Exchange Agreement shall include the negotiation of required easement agreements and dedications of public right of way to allow for the intended use of the Properties. The Town anticipates needing an access easement through the Town Property for purposes of accessing parcels located behind the Town Property not otherwise connected to a public roadway. The District anticipates needing easement access to the cell tower located beyond the pickleball facilities on the District Property. The Parties also anticipate dedication of a public right of way that that would bifurcate the Town Parcel.

12. Non-Binding Agreement. Nothing in this letter is meant to pre-commit the Board or Council or otherwise limit the options available to the Board or Council. Consequently, this Letter of Intent, if accepted, is conditional upon and requires the independent approval of the Board and Council to the terms of sale. In addition, approval of the Exchange Agreement itself shall be at the discretion of the Board and Council.

Each party should indicate acceptance of the proposed terms in the appropriate space provided below. A written Exchange Agreement will then be prepared for the parties’ review and approval.
[SIGNATURE PAGE TO FOLLOW]

5 TOWN SIGNATURE
Town of Mammoth Lakes,
a California municipal corporation
By:

Date: May ___, 2026
Name: Rob Patterson
Title: Town Manager

DISTRICT SIGNATURE
Mammoth Unfiied School District,a California public school district By:

Date: May___, 2026
Name: Casey O’Neil
Title: Chief Business Officer

ACCESS AGREEMENT
THIS ACCESS AGREEMENT (this “Agreement”) is made and entered into as of May___, 2026 (the “Effective Date”), by and between the Mammoth Unified School District, a California public school district (“District”), and Town of Mammoth Lakes, a California municipal corporation (the “Landowner”).

RECITALS
A. Landowner is the fee owner of real property certain real property commonly known as a portion of Lot 4 and Lot 5 within the “Parcel” Master Plan area for the Town of Mammoth Lakes which is approximately 1.5 acres in total.

B. The District has potential interest in exchanging the Property, and Landowner has agreed to provide the District with access to the Property on the terms and conditions hereinafter set forth in this Agreement for the purposes of investigating certain conditions of the Property, prior to entering into any formal, binding exchange agreement between Landowner and District (an “Exchange Agreement”).

NOW, THEREFORE, in consideration of access to the Property, the mutual covenants and agreements contained herein and other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, Landowner and District agree as follows:

1. Inspection. During the period commencing on the Effective Date and expiring on the date on which this Agreement may be terminated pursuant to Section 5 hereof (the “Inspection Period”), Landowner will provide the District and the District’s agents, employees, engineers, consultants, and representatives (collectively, “District’s Agents”) access to the Property for the sole purpose of conducting investigations, inspections, audits, analyses, surveys, tests, examinations, studies, and appraisals of the Property as the District reasonably deems necessary or desirable, at the District’s sole cost and expense, in order to determine if the Property is suitable for the District’s purposes; provided, however, that the District shall not perform any invasive testing (including, without limitation, the drilling of holes) in, on or about the Property without Landowner’s prior written consent. The District will conduct any such investigations, inspections, audits, analyses, surveys, tests, examinations, studies, and appraisals only during normal business hours and shall not materially interfere with operations at the Property. The District shall give not less than twenty-four (24) hours prior notice (which may be by electronic mail or telephonic) to Landowner prior to any entry upon the Property for the purpose of conducting its inspections. At Landowner’s election, a representative of Landowner can be present during any entry by the District or any of the District’s Agents.

2. Insurance. Prior to any entry by the District or the District’s Agents on the Property to conduct the inspections and tests described above, the District shall obtain or shall cause the District’s Agents to obtain and maintain commercial general liability insurance, from an insurer reasonably acceptable to Landowner, in the amount of ONE MILLION and 00/100 Dollars ($1,000,000.00) combined single limit for personal injury and property damage per occurrence, which insurance shall provide coverage against any claim for personal liability or property damage resulting from such inspections and tests by the District or the District’s Agents. The District shall

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obtain an endorsement to the insurance policy naming Landowner and its officials, officers, and employees as additional insureds.

3. Legal Compliance. The District and the District’s Agents shall fully comply with all laws and regulations applicable to their investigations and other activities on the Property.

4. Indemnity. The District agrees to indemnify, defend and hold Landowner and any agent, advisor, representative, affiliate, or trustee or other person or entity acting on Landowner’s behalf or otherwise related to or affiliated with Landowner (collectively, “Landowner Related Parties”) harmless from and against any and all liens, claims, or damages of any kind or nature whatsoever, including, without limitation, any and all demands, actions or causes of action, assessments, losses, costs, expenses, liabilities, interest and penalties, and reasonable attorneys’ fees suffered, incurred or sustained by Landowner or any Landowner Related Parties as a result of the District’s negligent conduct and/or intentional misconduct while conducting investigations on the Property under this Agreement.

5. Termination of Agreement. Either Landowner or the District may terminate this Agreement at any time for any reason or no reason upon written notice to the other. If not expired or earlier terminated by Landowner or the District, this Agreement shall automatically terminate upon the date on which Landowner and the District enter into an Exchange Agreement (if at all).

6. Assignment. The District shall not have the right to assign this Agreement except with the prior written consent of Landowner, which consent may be granted or withheld in the sole discretion of Landowner. Any attempted assignment of this Agreement in violation of the foregoing sentence shall, at the option of Landowner, be void and without force or effect.

7. No Obligation Regarding Possible Transaction. Notwithstanding the rights granted to the District under this Agreement, and notwithstanding any negotiations or other communications between Landowner and the District, neither Landowner nor the District shall have any obligation whatsoever to enter into any agreement concerning Landowner’s conveyance or the District’s potential acceptance of the Property or any portion thereof, or to otherwise consummate any transaction of any kind concerning the Property or any portion thereof. Neither this Agreement nor any other negotiations or communications between Landowner and the District shall constitute evidence of a binding agreement to exchange the Property by Landowner or an offer to accept the Property by the District, and, other than as set forth in this Agreement, neither Landowner nor the District shall have any obligations whatsoever regarding the Property, unless and until Landowner and the District execute and enter into a binding exchange agreement regarding the Property, which any person or entity may or may not do in its sole and absolute discretion.

8. Miscellaneous.
(a) Any notice, demand, consent, authorization, or other communication (collectively, a “Notice”) which either party is required or may desire to give to or make upon the other party pursuant to this Agreement shall be effective and valid only if in writing, signed by the party giving such Notice, and delivered personally (upon an officer of the other party or to such individual as may be noted in the addresses stated below) to the other party or sent by a nationally

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recognized overnight courier or by registered or certified mail of the United States Postal Service, return receipt requested, and addressed to the other party as follows (or to such other address or person as either party or person entitled to notice may by Notice to the other specify) or sent by email in PDF format to the email address below, and followed by a hard copy notice received by the second business day following the email notice (in which case notice shall be deemed delivered upon receipt of confirmation of transmission of such email notice).

The addresses for proper notice under this Agreement are as follows:

The District:

Mammoth Unified School District
461 Sierra Park Road
Mammoth Lakes, CA 93546
Attn: Casey O’Neil, Chief Business Officer
with a copy to:

Fagen, Friedman & Fulfrost LLP
Attn: Sarah Polito, Esq.
5901 Priestly Drive, Suite 200
Carlsbad, CA 92008
Email: [email protected]
Landowner:

Town of Mammoth Lakes
437 Old Mammoth Road, Suite 230
P.O. Box 1609
Mammoth Lakes, CA 93546
Attn: Rob Patterson, Town Manager
with a copy to:

Andrew Morris, Town Attorney
Town of Mammoth Lakes
437 Old Mammoth Road, Suite 230
P.O. Box 1609
Mammoth Lakes, CA 93546
Email: [email protected]

Either party may from time to time by written notice to the other party designate a different address for notices within the United States of America.

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(b) This Agreement will be construed under, governed by, and enforced in accordance with the laws of the State of California.
(c) This Agreement will be binding upon and inure to the benefit of the parties hereto and their respective legal representatives, successors, and assigns. (d) In the event any one or more of the provisions contained in this Agreement are held to be invalid, illegal, or unenforceable in any respect, such invalidity, illegality, or unenforceability will not affect any other provisions hereof, and this Agreement shall be construed as if such invalid, illegal, or unenforceable provision had not been contained herein, provided, however, that the parties hereto shall endeavor in good faith to rewrite the affected provision to make it (i) valid and (ii) consistent with the intent of the original provision. (e) This Agreement embodies the entire agreement between the parties with respect to the subject matter hereof and cannot be varied except by the written agreement of the parties and supersedes all prior agreements and undertakings. (f) Notwithstanding anything set forth herein to the contrary, the obligations of the District under this Agreement will survive the expiration or earlier termination, for any reason, of this Agreement.
(g) Time is important to both Landowner and the District in the performance of this Agreement, and both parties have agreed that TIME IS OF THE ESSENCE with respect to any date set out in this Agreement.
(h) This Agreement may be executed in multiple counterparts which shall together constitute a single document. Signatures to this Agreement transmitted by e-mail or PDF will be valid and effective to bind the party so signing. However, this Agreement shall not be effective unless and until all counterpart signatures have been obtained. An unsigned draft of this Agreement shall not be considered an offer by either party. [SIGNATURE PAGE TO FOLLOW]

IN WITNESS WHEREOF, the parties have executed this Access Agreement as of the date first written above.

THE DISTRICT:

Mammoth Unified School District,
a California public school district
By:

Name: Casey O’Neil
Title: Chief Business Officer
Date:

LANDOWNER:

The Town of Mammoth Lakes, a California
municipal corporation
By:

Name: Rob Patterson
Title: Town Manager
Date:
144-129/9336164.1

RESOLUTION NO. 26 -

RESOLUTION OF THE TOWN COUNCIL

OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA,

AUTHORIZING THE TEMPORARY CLOSURE OF CERTAIN TOWN ROADS FOR

SPECIAL EVENTS
WHEREAS, the Town of Mammoth Lakes desires to work with the private and non-profit sector in the implementation of special events that increase visitation to the community; and WHEREAS, special events enhance the quality of life for residents and promote visitation of Mammoth Lakes; and
WHEREAS, the temporary Town road closures will enhance public event safety and provide for emergency access to and through the events; and
WHEREAS, a portion of proceeds from the special events will be donated to local non-profit organizations for charitable uses.

NOW, THEREFORE, BE IT RESOLVED, that the Town Council of the Town of Mammoth Lakes, California, hereby:

1. Declares the program is not a project and is exempt from the California Environmental Quality Act because it is a minor temporary use of land having negligible or no permanent effects on the environment per Section 15304 (e); and

2. Declares that Chateau Road from Old Mammoth Road to Minaret Road, will be closed from 9:00am to 11:30am on Saturday, July 4; and

3. Declares that Azimuth Drive between Meridian Boulevard and Chateau Road will be closed from 9:00am to 11:30am on Saturday, July 4; and

4. Declares that Old Mammoth Road from Minaret Road to Main Street / State Route 203 will be closed from 10:00am to 1:00pm on Saturday, July 4, when all traffic control devices will be removed; and

5. Declares that Canyon Blvd. between Hillside Drive and Lake Mary Road will be closed from 10:00am to 10:00pm on Saturday, August 15, when all traffic control devices will be removed; and

6. Declares there is a public benefit; and

7. Authorizes ‘no parking’ and traffic control equipment to be placed along the street prior to the event; and

8. Directs the MLPD and Public Works Department to monitor the traffic within the event area and make any modifications that are deemed necessary for public safety.

APPROVED AND ADOPTED this 20th day of May, 2026.
____________________________
AMANDA RICE, Mayor
ATTEST:
__________________________
JAMIE GRAY, Town Clerk

Mammoth Lakes Town Council
Agenda Action Sheet
Title: Waive the reading and introduce by title only the ordinance adopting Municipal Code 8.40 regarding aquatic invasive species.

Council Meeting Date: 5/20/2026
Prepared by: Lawson Reif, Outdoor Recreation Manager
Recommended Motion: Waive the reading and introduce by title only the ordinance adopting Municipal Code 8.40 regarding aquatic invasive species.

Summary: On May 6th, 2026, the Town Council directed staff to prepare an ordinance modeled after the Mono County Ordinance related to Golden Mussels, an aquatic invasive species. Ensuring mandatory inspections of vessels by the County, and as necessary, decontamination will help prevent the spread of these invasive species into our Mammoth Lakes and Eastern Sierra Waterways.

ORDINANCE NO. 26-

AN ORDINANCE OF THE TOWN COUNCIL

OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA,
ENACTING MUNICIPAL CODE CHAPTER 8.40

REGARDING AQUATIC INVASIVE SPECIES
WHEREAS, the Town Council is aware of a growing threat to Eastern Sierra waters from non-native and invasive aquatic freshwater mussel species, which can proliferate rapidly and alter aquatic ecosystems by consuming native species and food resources; and WHEREAS, these aquatic invasive species pose a significant and imminent threat to the Mammoth Community Water District’s water intake infrastructure in Lake Mary, as mussels can severely foul structures, pipes, and other facilities, requiring intensive de-fouling efforts or replacement of the affected facilities; and
WHEREAS, once established in a body of water, aquatic invasive species have proven to be extremely difficult to eradicate, making prevention of the arrival of invasive species in bodies of water the most effective strategy for dealing with this problem; and WHEREAS, both the County of Inyo and the County of Mono have adopted comprehensive ordinances establishing water vessel inspection programs, with the goal of requiring inspection of the types of watercraft most likely to transport aquatic invasive species to unaffected bodies of water; and
WHEREAS, the Town Council wishes to provide for the applicability and enforcement of the County of Mono ordinance within the territory of the Town of Mammoth Lakes, subject to appropriate amendments to clarify how the ordinance applies within Town limits; and WHEREAS, the Town Council finds that having a common water vessel inspection program with the County of Mono will help avoid public confusion and will facilitate compliance by both County and Town residents, as well as visitors.

THE TOWN COUNCIL OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA, DOES ORDAIN AS FOLLOWS:

Section 1: The Town Council hereby amends the Mammoth Lakes Municipal Code enacting a new Chapter 8.40, entitled “Aquatic Invasive Species”, to read as set forth in Exhibit “A” attached hereto and incorporated herein by reference.

Section 2: EFFECTIVE DATE OF ORDINANCE
This Ordinance shall become effective and enforceable thirty (30) days from and after the date of its adoption.

Ordinance No. 26-

Section 3: POSTING
The Town Clerk shall, within fifteen (15) days after the passage of this ordinance, cause it to be posted at the duly designated posting places established by resolution of the Town Council, published once in a newspaper of general circulation, and entered in the Book of Ordinances of the Town.

Section 4: SEVERABILITY
If any provision of this ordinance of the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this ordinance are declared to be severable.

The foregoing Ordinance was introduced on the 20th day of May, 2026, and PASSED, APPROVED, AND ADOPTED on the 3
rd day of June, 2026.
_________________________________
AMANDA RICE, Mayor
ATTEST:
__________________________
JAMIE GRAY, Town Clerk

Ordinance No. 26-

EXHIBIT “A”
CHAPTER 8.40 – AQUATIC INVASIVE SPECIES

8.40.010. – Adoption by Reference of Mono County Ordinance.

Chapters 16-10 through 16-140 of the County Code of Mono County, as such chapters may be amended (the “County Ordinance”), are hereby adopted by reference, subject to the amendments set forth in Section 8.40.020.

8.40.020. – Amendments to Mono County Ordinance.

Geographic references to “Mono County” in the County Ordinance shall be deemed to refer to the Town of Mammoth Lakes, as the context may require. References to the “County” shall be deemed to include both the County of Mono and the Town of Mammoth Lakes or the County and/or the Town, as the context may require. References to the “Board of Supervisors” shall be deemed to include both the County Board of Supervisors and the Town Council.

References to the “County Clerk” shall be deemed to include both the County Clerk and the Town Clerk. For avoidance of doubt, the geographic references in the “resident water vessel” definition in Section 20.1 of the County Ordinance shall include both Mono County and the Town of Mammoth Lakes. Section 70.1 of the County Ordinance shall be amended to read “Designated locations shall be established and a list of Authorized Screeners prepared, and the designated locations and list of Authorized Screeners shall be made publicly available. Section 100.1 of the County Ordinance is hereby amended to provide that the Mammoth Lakes Police Department and/or the Mono County Sheriff are authorized to enforce the County Ordinance.

In Sections 110.1 and 110.2 of the County ordinance, the references to the Mono County Code shall be amended to include references to the relevant provisions of the Mammoth Lakes Municipal Code.

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ORDINANCE NO. ORD26-__

AN ORDINANCE OF THE MONO COUNTY

BOARD OF SUPERVISORS ESTABLISHING A WATER VESSEL INSPECTION

PROGRAM TO PROTECT MONO COUNTY WATERS FROM THE INVASIVE

GOLDEN MUSSEL
WHEREAS, aquatic non-native invasive freshwater mussel species pose a significant and imminent threat to the water bodies within the County of Mono, as they have already created serious and irreparable harm to bodies of water located in other parts California; and WHEREAS, water vessels entering Mono County from other areas of the state and country may have recently been launched in infested counties or waters, making those vessels at high risk to carry mussels (adults and larvae) into Mono County waters; and WHEREAS, an education, access management, inspection and decontamination program is integral to the preservation of the water bodies and water distribution systems within the County of Mono, and to the drainages from Mono County.

NOW, THEREFORE, THE BOARD OF SUPERVISORS OF THE COUNTY OF MONO ORDAINS that:

SECTION ONE: Chapter 13.45, “Water Vessel Inspection Program,” attached hereto as Exhibit A, is hereby added to the Mono County Code.

SECTION THREE: If any provision or any part of any provision of this ordinance or the application thereof to any person, property or circumstance is held invalid by a court of competent jurisdiction, such invalidity shall not affect other provisions or parts of a provision or applications of the ordinance which can be given effect without the invalid provision, part of a provision or application, and to this end, the provisions and the parts of each provision of the ordinance are declared to be severable.

SECTION FOUR: This ordinance shall become effective 30 days from the date of its adoption and final passage, which appears immediately below. The Clerk of the Board of Supervisors shall post this ordinance and also publish it in the manner prescribed by Government Code Section 25124 no later than 15 days after the date of its adoption and final passage. If the Clerk fails to publish this ordinance within said 15-day period, then the ordinance shall not take effect until 30 days after the date of publication.

PASSED, APPROVED and ADOPTED this 10th day of March, 2026, by the following vote, to wit:

AYES:

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NOES:

ABSENT:

ABSTAIN:
______________________________
Jennifer Kreitz, Chair
Mono County Board of Supervisors
ATTEST: APPROVED AS TO FORM:
_________________________ ______________________________ Clerk of the Board County Counsel

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EXHIBIT A

MONO COUNTY CODE CHAPTER 13.45: WATER

VESSEL INSPECTION PROGRAM
 Chapter 13.45.010. – Findings and Purpose.

A. Aquatic non-native invasive freshwater mussel species pose a significant and imminent threat to the water bodies within the County of Mono. Non-native invasive mussel species have already created serious and irreparable harm to bodies of water located in other locations in the United States and California. Once introduced into a water body, these mussels proliferate at an alarming rate, drastically altering the ecosystem of that water body, harming and/or consuming native species and food resources within the ecosystems they infest. Non-native invasive mussels additionally pose a significant and imminent threat to the water distribution systems of Mono County which draw water from water bodies within the County. These mussels attach to inside water treatment intake structures, pipes, and facilities to such a significant degree that the ability to distribute water through existing, and in some cases, antiquated infrastructure, will be severely compromised.

B. Presently, it does not appear that any water body in Mono County has been infested with Nonnative invasive mussels. However, water vessels entering Mono County from other areas of the state and country may have recently been launched in infested counties or waters, making those vessels at high risk to carry mussels (adults and larvae) into Mono County waters.

C. An education, access management, inspection and decontamination program is integral to the preservation of the water bodies and water distribution systems within the County of Mono, and to the drainages from Mono County.

D. This article is enacted under the police power of the County pursuant to Article XI, Section 7 of the California Constitution which authorizes the County to adopt and enforce regulations for the protection of the public health, safety, and welfare that are not in conflict with general laws.

E. While the threat of invasive aquatic freshwater mussels is an international, national and state issue, this local ordinance and pursuant program(s) are required to ensure preventative action at the County level given the current lack of a coordinated statewide program.  Chapter 13.45.020. - Definitions.

For purposes of this article, the following words and phrases shall have the following meanings:

A. “Affidavit of Compliance” means a declaration to be executed by all water vessel owners and operators who wish to launch said vessels in a water body in the County of Mono which attests to the responsibility of that owner/operator to ensure that his/her water vessel is properly inspected and, if necessary, decontaminated prior to launching.

B. “Authorized Inspector” means an individual authorized by the Mono County to conduct the screening process necessary to determine whether a water vessel is at high risk to carry any nonnative invasive mussels such as Quagga, Zebra, Golden mussels and any other aquatic, nonnative invasive species.

C. “Launch” means the introduction or placing of any trailered water vessel into a water body within the County of Mono.

D. “Live bait” means any fish, or other organisms used in conjunction with fishing the waters of Mono County.

E. “Mussel Sticker” means the stickers issued by an Authorized Inspector evidencing the fact that the vessel to which the stickers are affixed has been inspected for, and decontaminated from if required, the presence of any Non-native invasive mussels such as Quagga, Zebra or Golden mussels and any other aquatic, non-native invasive species.

F. “Non-native invasive species” means species identified by the State of California that establish and reproduce rapidly, and which may threaten native species through competition, predation, parasitism, introduction of pathogens, or physically or chemically alter the habitat.

Such species include, but are not limited to, Quagga, Zebra, and Golden mussels, Channeled Apple Snail, New Zealand Mud Snails and non-native aquatic plants.

G. “Non-resident water vessel” means a vessel that does not meet the definition of a resident water vessel.

H. “Resident water vessel” means:

1. A vessel whose owner can demonstrate that it is moored or stored at a private or commercial facility located in Mono County.

2. Any other means deemed acceptable by the County as to proof of residency in Mono County providing that the vessel is on the Mono County Assessor's current unsecured tax roll for boats.

3. Either of the above, as applied to Inyo County instead of Mono, provided that the Mono County Administrative Officer makes a finding that Inyo County has established and maintains an Inspection and Decontamination Program consistent with that established herein.

I. “Inspection and Decontamination Program” means the mandated program created by this article to ensure that all water vessels traveling through and/or launching into water bodies in Mono County are free from contamination from adult and larval non-native invasive mussels and other aquatic, non-native invasive species.

J. “Water vessel” means any trailered watercraft, or jet ski, or float plane capable of being launched into a water body within the County of Mono except as specifically exempted herein.

Canoes, kayaks, car- top boats, float tubes, rafts, wind surfers/boards, boogey boards,

nonmotorized paddle boats, and nonmotorized sail boats that are eight (8) feet or less in length are not considered water vessels for purposes of this article and are thereby exempt from the provisions herein.

K. “Water Vessel Inspection” means the process used to determine if a water vessel and its trailer have a substantial risk of being =infested with non-native invasive mussels and needs to be decontaminated.

L. “Attempted Launch” means an effort to launch a water vessel into a water body within the County of Mono as defined herein which, on a launch ramp and/or within fifty (50) feet of a water body within the County of Mono, evidences an endeavor to accomplish the launching of a water vessel, carried beyond mere preparation, but falling short of the ultimate execution of launching.
 Chapter 13.45.030. - Applicability.

This article shall be applicable to any trailered water vessel within the County of Mono.  Chapter 13.45.040. - Mussel Stickers for Resident Water Vessels.

Because the weight of scientific evidence presently available strongly indicates, the greatest risk of contamination to our water bodies is by water vessels entering Mono County from other jurisdictions, the following program shall be applicable to all resident water vessels:

A. Owners and operators of resident water vessels, having submitted to and successfully passed an inspection, as applicable, in either Mono or Inyo County, shall receive Resident Mussel Stickers designating the vessel as a Resident Water Vessel and absent an event necessitating reinspection, these Mussel Stickers shall be valid until at the end of each calendar year. If an Resident Water Vessel is moved outside of Mono or Inyo County and utilized in any fresh water body, the vessel must submit to reinspection and be issued a new Resident Mussel Sticker before launching in any freshwater body of Mono County.

B. Every resident water vessel and its trailer must be affixed with a current Resident Mussel Stickers prior to launching that vessel in any water body in the County of Mono.

C. Resident Mussel Stickers shall be issued according to a color code that will change annually on January 1 of each year.

D. After expiration of the annual Resident Mussel Stickers, which occurs every December 31, and prior to launching a boat within Mono County, the resident vessel must undergo the necessary inspection to obtain a current and valid Mussel Sticker.

E. This section shall apply to water vessels in Inyo County that meet the definition in Section

13.45.010.H.3.
 Chapter 13.45.050. - Mussel Stickers for Non-resident Water Vessels.

A. All non-resident water vessels and their trailers must be affixed with color-coded, monthly, Non-resident Mussel Stickers after inspection and prior to launch in any water body in the County of Mono. Stickers are not transferable between vessels.

B. Non-resident Mussel Stickers shall be issued according to a color-code that will change monthly.

C. After the expiration of a Non-resident Mussel Sticker, and upon entering into Mono County, or prior to launching a non-resident water vessel into an Mono County water if the non-resident water vessel has not left Mono and Inyo County since obtaining its last valid Non-resident Mussel Sticker, the non-resident water vessel must undergo the necessary inspection to obtain a valid Mussel Sticker for the next calendar month.
 Chapter 13.45.060. - Inspection Requirements.

A. Inspection Requirements. Inspection shall be required of:

1. All resident water vessels prior to their first launch in every calendar year; or

2. All non-resident water vessels upon entering into Mono County in any calendar month, unless the non-resident vessel can demonstrate that an inspection was already submitted to in Inyo County; or

3. All water vessels, resident or non-resident, that have been launched in a body of water outside of the County of Inyo subsequent to receiving a valid and otherwise current Resident or Non-resident Mussel Sticker.

B. Inspection Process.

1. The inspection process shall be conducted by an Authorized Inspector and shall consist of:
(a) A series of questions concerning the past location of the water vessel prior to launching in a water body in the County of Mono, designed to determine whether said past location constitutes an appreciable risk that said water vessel may be infested with non-native invasive mussels. Said questions shall be answered on the County of Mono Screening Application Invasive Species Inspection Program form; and (b) A thorough search of the exterior and interior of the water vessel, including but not limited to bilge pumps, motors, and live wells, bait wells, ballast tanks, bladders, and all areas of standing water.

2. Water vessels which, as a result of the Inspection process, are found to be clean, drained and dry, and do not pose an appreciable risk to the water bodies of Mono County shall be affixed with Mussel Stickers in a location as designated in the instructions accompanying the

Mussel Stickers, which affixation signifies that the vessel may be launched into a water body in the County.

3. Water vessels which, as a result of the inspection process, are not clean, drained and dry, or do appear to pose an appreciable mussel infestation risk to the water bodies of Mono County shall be required to undergo a decontamination performed by an Authorized Inspector.

4. A water vessel owner or operator may refuse to consent to said inspection. If the water vessel owner or operator refuses to consent to inspection, that water vessel shall not be allowed to travel through the County of Inyo and shall be in violation of this article if he/she should nonetheless attempt to do so.

C. Decontamination. Decontamination stations shall be operated by the County or an Authorized Inspector. Said stations shall be open to all owner/operators of water vessels. Decontamination shall be required of all vessels that have been determined to constitute a significant risk of being infested with non-native invasive mussels. Such determination shall be made if the vessel is not clean, drained and dry, OR was last in the water outside of the County less than thirty (30) days prior.

D. If, in any instance pursuant to an inspection or otherwise, a water vessel is found to be infested with any type of adult non-native invasive mussels, the vessel shall be quarantined. If the vessel is found to be infested with non-native invasive mussels, the vessel owner may not launch his/her vessel until such time as that vessel has been decontaminated as required by this ordinance and State law, and re-inspected by an Authorized Inspector. The vessel owner shall be directed to a decontamination station where the vessel will undergo a decontamination process.

Once the vessel has been decontaminated, reinspected and found to be at no risk of contaminating Mono County waters, the vessel can be affixed with Mussel Stickers as described hereinabove.
 Chapter 13.45.070. - Inspection Stations.

A. Designated locations are available within the County. The current list of Authorized Screeners is available from the Mono County Department of Public Works Sustainable Outdoors and Recreation Division.

B. Inspections are required for all water vessels and may be carried out by County personnel at any time for a water vessel being transported or parked on a public roadway, parking lot open to the public, or on the water.

C. Nothing in this article precludes inspections at other locations within the County which may be offered by private persons and/or organizations if such inspections are performed by Authorized Inspectors.
 Chapter 13.45.080. - Fees.

The following fees are hereby established for County-operated screening and inspection services:

A. Any fee for the inspection and/or decontamination performed by the County of Mono shall be as set forth in the current fee schedule as established from time to time by resolution of the Board of Supervisors.

B. Fees collected for screening and/or inspection, that are not otherwise encumbered, shall be used to fund the Program as set forth in this Chapter.

C. Private Authorized Inspectors may establish their own reasonable fee.  Chapter 13.45.090. - Disposing of Live Bait into a Water Body in Mono County is Prohibited.

It shall be unlawful to dispose of any live bait and/or any liquid containing live bait or any liquid which previously contained live bait in a water body in Inyo County.  Chapter 13.45.100. - Criminal Sanctions.

Criminal Penalties.

A. Any person violating any provision of this article shall be guilty of an infraction or misdemeanor as hereinafter specified. Such individual shall be deemed guilty of a separate offense for each launch in a water body in the County of Mono. The Mono County Sheriff is authorized to enforce this article and that power may be exercised by any deputy of the sheriff and/or by any person so authorized by law. In addition to the above, the California Department of Fish and Wildlife, as well as the United States Forest Service, are also authorized to enforce the provisions of this Chapter to the extent that they may otherwise lawfully exercise concurrent jurisdiction.

B. Any individual convicted of a violation of this chapter shall be:

1. Guilty of an infraction and punished by a fine of one hundred dollars ($100.00) for the first offense;

2. Guilty of an infraction and punished by a fine of two hundred dollars ($200.00) for the second offense;

3. The third and subsequent offenses shall constitute a misdemeanor and shall be punishable by a fine of not less than five hundred dollars ($500.00) but not to exceed one thousand dollars ($1,000.00) and/or up to six (6) months in the county jail or both.

C. Notwithstanding sub-sections (A) and (B) above, the first or second offense may be charged and prosecuted as misdemeanor.

D. Impound. A water vessel unlawfully launched or which is attempted to be unlawfully launched in a water body in the County of Mono may be subject to impound pursuant to a

misdemeanor arrest or issuance of a misdemeanor citation by a peace officer for violation of this article.

1. Any water vessel which is operated, managed, controlled, or otherwise used in violation of the provisions of this code may forthwith be impounded by any authorized officer and held pending determination of the charge of the violation pursuant to which the water vessel was impounded.

2. When a water vessel is impounded from the immediate possession of any person by the County pursuant to this Chapter, the authorized officer shall immediately deliver to said person a notice in writing signed by the authorized officer which shall state:
(a) The fact of such impound;
(b) The name of the owner of the water vessel;
(c) The name of the person from whom possession was taken, if any and known; (d) A description of the water vessel sufficient for identification; (e) Any available identification number of the water vessel; (f) The particular location at which the impounded water vessel will be stored; and
(g) A statement of the charge of violation pursuant to which the water vessel has been impounded.

3. Upon conviction of any person for any said charge of violation pursuant to which the water vessel is impounded, any person lawfully entitled to the possession of said vessel who demands possession shall pay to the County all storage charges as well as all charges incident to the impoundment of said vessel prior to the release of said vessel to the owner.

4. In the event any person is acquitted of the charge of violation pursuant to which the water vessel is impounded, said vessel shall be released to any person entitled to possession thereof and the costs of storage shall be a County charge.

B. Lien and Sale of Impounded Water Vessels.

1. The County shall have a lien upon any water vessel impounded pursuant to this Chapter and the proceeds of any sale thereof for the payment of impound and storage charges incurred pursuant to the provisions of this Chapter.

2. Irrespective of the disposition of any criminal charge against a person for a violation of this article pursuant to which a water vessel is impounded and stored, if possession of said water vessel is not obtained by a person lawfully entitled to such possession within thirty (30) days of

such disposition, the County is empowered to sell the water vessel at public auction in satisfaction of its lien for impound and storage charges. For California registered vessels, the California Boaters Lien Law shall apply.

F. Payment of any penalty herein shall not relieve any individual from the responsibility of correcting the violations as found by the authorized officer.

G. Any person found not in compliance with the provisions of this article shall be ordered off the water body and shall be subject to any other legal action as deemed necessary by the authorized officer.

H. Forfeiture. Whenever any person is convicted of a misdemeanor violation of this article, the judge may, upon the conviction of the person, order the forfeiture of the water vessel that was used in committing the offense charged.
 Chapter 13.45.110. - Nonexclusive Remedies.

The remedies provided in this article are cumulative and shall be in addition to any other remedies provided by law.
 Chapter 13.45.120. - Use of Fines Collected.

Fines collected as a result of violating this article, that are not otherwise encumbered, shall be used to fund the program as set forth in this Chapter.

TOWN COUNCIL STAFF REPORT
Title: Fiscal Year 26-27 Preliminary (Department Requested) Budget Presentation Meeting Date: May 20, 2026
Prepared by: Rob Patterson, Town Manager
RECOMMENDATION:

Staff is requesting the Town Council comment and provide direction on the Preliminary Budget (Department Requested) that will assist staff in preparing the next phase of our FY26-27 budget. Staff will make modifications and return the Tentative (Manager Recommended) budget on June 3rd.

BACKGROUND:

This report provides preliminary information related to the FY26-27 budget. The report primarily focuses on the General Fund but includes other key funds utilized for Town operations. The preliminary budget builds off the revenue information presented to the Town Council on April 15. There will be some additional changes to the budget based on requested Council direction, additional information obtained for both revenue and expenditures, along with fine tuning and final budget balancing adjustments. This report provides a basis to set expectations for the budget and to allow the Town Council to provide any comments or direction to assist in preparing a tentative budget in June.

This budget is focused on operational needs of the organization in execution of our core services. We continue to be committed to a process that delivers controlled growth of our operating budgets, aligned with Town Council priorities. Our revenue forecasting is the first step to the annual budget cycle. The methodology and background used for each revenue forecast uses consistent methodology with prior years. We remain conservative in our estimates to prevent overreliance on high revenues and increases to our annual operating budget. These revenue estimates were presented to the Town Council on April 15, and confirmation was received as to our recommendations. Staff began working on the expenditure side of the budget shortly after revenue confirmation. The expense review is based on a detailed analysis of suggested staffing changes, wage and benefit costs along with operational needs, outside of staffing, for each department. That work is completed and staff is confident the expenditures are capturing all suggested modifications.

The preliminary budget includes General Fund revenues of $35,688,350 and expenditures (including transfers out) of $38,480,965. The current balances indicate a deficit balance of $2,792,615 so there is a lot of work to be done to bring this into balance. Staff have been working through the analysis of increases and will present those details in the coming pages.

In the previous years, the Town Council approved a number of policy decisions to refine the budget process in a way that will ensure adherence to our policies as a high priority, funded from the initial budget and not from excess revenues that may become available during the fiscal year. We have not yet included any reserve analysis as the revenue will likely need to increase significantly to balance the budget.

Fiscal Year 26-27 Preliminary Budget Page 2
FY26-27 General Fund Revenue Projections
In preparing for the FY26-27 budget, several key revenue projections are made to set the stage for the expenditure side of the budget. Staff presented the proposed revenue budget to the Town Council on April 15, and only minor adjustments have been made since that presentation. These updates are reconciled below. While there will be continual analysis and additional information expected on this revenue forecast, staff will provide a reconciliation of any adjustments recommended in the next budget presentation. The new revenue forecast presented to Council on April 15 was for $35,727,000. We have adjusted the revenue in the FY26-27 Preliminary budget to $35,688,350. Changes are outlined below.

Fiscal Year 26
-27 Preliminary Budget Page 3

Fiscal Year 26
-27 Preliminary Budget Page 4

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Revenue Allocation “Measure A”
The transient occupancy tax rate has been increased over time through various ballot measures and increased again in the last election in Fall of 2024. Town Council established a set of commitments that outline the rate at which TOT would be distributed to Tourism, Transit, Housing and Town General Fund. While the ballot measures had various names, they are collectively called “Measure A” allocations. While the various measures made “political” commitments on the use of the funds, the measures were passed as general taxes which may be used for general fund purposes. The allocation and use of these revenues have gone through a few different adjustments over time, with the most recent being in 2024 as noted. Below is a brief history of the adjustments to TOT rates:

History of TOT Ballot Measures
The TOT Tax Rate in Mammoth Lakes was increased through four Ballot Measures to the current rate of 15%:
 June 3, 1986 – Measure A (increased the rate from 6% to 9%)  March 26, 1996 – Measure 96-A (increased the rate from 9% to 10%)  March 5, 2002 – Measure A (increased the rate from 10% to 12%)  June 6, 2006 – Measure A (increased the rate from 12% to 13%)  November 5, 2024 – Measure L (increased the rate from 13% to 15%) Measure L was a general tax increase to TOT, similar to the previous Measure A initiatives. However, in January 2025, the Town Council committed 100% of the proceeds generated from Measure L to Housing Now! initiatives. These funds are not considered a part of any General Fund TOT, so it is not subject to the allocations discussed in this section. The original 13% TOT, referred to as Base TOT, is the only portion allocated in the following sections.

In 2017 the Town Council recalibrated the allocations to better address the current needs of the community and allocate more funds to housing. This recalibration established the current rates we use today which are referenced in points reflected in 13% Base TOT.  Tourism – 2.35 points or 18.0769% of the collected tax  Transit – .85 points or 6.5385% of the collected tax
 Housing – .85 points or 6.5385% of the collected tax
The rates above are used to allocate funding to each category based on the amount of budgeted TOT on an annual basis. These allocations established the amount of revenue available for each category for budget purposes. Within the General Fund, there are specific departments for each category where staff will build budgets specific to this activity. The TOT budget for FY26-27 is $21.0M, resulting in the following allocations:

Fiscal Year 26-27 Preliminary Budget Page 6
The primary expenditure in each category is usually the annual contract amount for the NonGovernmental Agency (NGO) responsible for providing the work plans in each category.  Housing – Eastern Sierra Community Housing
 Tourism – Mammoth Lakes Tourism and Mammoth Lakes Chamber of Commerce  Transit – Eastern Sierra Transit Authority
In addition to the initial allocation, the Town Council established a reserve for each category where actual funds received, above the budgeted TOT, would remain allocated to these categories but not automatically available for use. The reserves require Town Council action to make the funds available for specific projects or funding needs. Over time, these funds have been used for appropriate expenditures specific to the category but more recently, Tourism and Housing have been used almost exclusively for housing programs. Additional funds may be allocated as part of the quarterly budget updates. Staff also provide a reconciliation of these reserve balances annually during the fund balance presentation. The charts below reflect the budget contents for each of the Measure A allocation elements for FY26-27.

Fiscal Year 26
-27 Preliminary Budget Page 7

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The allocation of revenue for activities outside of the base MLT contract provides funding for programs previously funded through MLT. The shift reduced the amount of time and process required to manage these funds between the Town and MLT.

Over the past few years, the Transit reserves have been used to fund increased Eastern Sierra Transit Authority (ESTA) operating costs and to set aside funding to serve as a grant match for vehicle replacement. One addition to the service this year is the airport flyer, providing reliable ground transportation for our air service initiative. This service requires the addition of 4 buses, all of which have been leased as proof of concept for the new service. The Town’s contribution to the lease is $72,000.

The operational cost for the airport flyer service is outlined below.  Planned annual trips, based on scheduled air service 535  Estimated time per trip 3 Hours
 Operational cost per hour $130
 Incremental Funding Support (Local Transportation Commission) $100,000 Total operational costs, including the $72,000 for bus leases, are approximately $180,000 per year for transit reserves.

Fiscal Year 26-27 Preliminary Budget Page 9
FY26-27 General Fund Expenditures
The focus on the General Fund is to prepare a balanced operating budget. This simply means that operating revenues will be equal to or greater than annual operating expenditure. The focus on the General Fund is important as it has the greatest level of flexibility in meeting local government expenditures. A number of other funds that are restricted by law (i.e., revenues may only be expended for certain purposes like Measure R and U, Assessment Districts, Gas tax or funds restricted by Council action). A number of these funds will include the planned use of reserves or encumbered funds. This is often the case for capital projects or larger planning items that span multiple fiscal years. A detailed Capital Improvement Program will also be prepared as the budget process moves forward.

The approach in General Fund expenditure is to review each department’s performance to date to identify trends we see emerging that will affect our future needs. There is a focus on developing added capacity, through efficiency and process improvement, within all Town operations. Staff costs are the largest combined cost to the Town and therefore require good oversite and strategic planning. Departments are focused on adding employees only for critical needs and increased capacities above and beyond what can be achieved through efficiency. Department Heads and the Town Manager begin the annual position review by determining what service level impacts are expected and how proper administration of positions will address those needs.

Labor Costs
Staff track the change in cost for specific labor elements on an annual basis. Health insurance rates are provided on an annual (calendar year) basis by our service provider. This year we have estimated an increase of 3% for six months of the year. This increase, from rate only, is approximately $62,831 and represents 13% of the total labor increases reflected in this budget. Merit increases are a part of the salary structure adopted by the Town to ensure we have competitive starting wages but reflect the expected increase in productivity as additional experience is gained over time. This is reflected as 5% steps for the General Employee Association (GEA) and Public Works Employee Association (PWEA). Ranges are also established in the Management Employee Association (MEA) but are a range and not reflected in specific steps. If the annual progression of each employee is deemed successful by their supervisor in an annual review, they will receive a 5% pay increase annually based on their hire date. When an employee reaches the top of their range, they no longer receive merit increases and the only pay increases are based on negotiated pay adjustments. The increased labor costs associated with merit increases is $221,056 and represents 46% of the total labor increases reflected in this budget. The employment contracts for the employee associations are in the second year of the term and contain a 2 – 3% annual pay adjustment. The cumulative adjustment across all employee associations and contract employees is $190,044 or 39% of the total labor increases reflected in this budget.

Fiscal Year 26-27 Preliminary Budget Page 10
Full-Time Staff Adjustments
The FY26-27 includes two new full-time positions, Arts & Cultural Manager and Public Works Senior Inspector and a number of part-time staff updates connected to new facilities and growing services. There is also a reduction of .5 FTE for full-time positions with the mid-year retirement of our Fleet Superintendent, which occurred in FY25-26. The Town Council authorized a structure modification for the fleet department that would allow for full complement of staff, under the new leadership structure in addition to the Fleet Superintendent. As the retirement occurred in December 2025, the .5 FTE has been removed from the FY26-27 budget.

Arts and Cultural Manager – 1 FTE
The Arts and Culture Manager is responsible for the overall administration, operation, and management of the Dave and Roma McCoy Arts and Cultural Center. The Arts and Culture Manager will lead a highperforming team, develop partnerships with local arts and culture organizations, and position the venue as the premier regional hub for performing arts in the Eastern Sierra. This position oversees all aspects of facility scheduling, staffing, and daily operations to ensure the facility functions as a professional, safe, and inviting venue for patrons, artists, and community members. Working collaboratively with Town staff, community partners, and local arts and culture organizations, the Arts and Culture Manager,

Fiscal Year 26-27 Preliminary Budget Page 11
where appropriate, will support the Town-wide delivery of diverse and community-centric programming to foster a vibrant and inclusive cultural experience. The Center is expected to open in late spring of 2027; however, the Manager position should be filled by July 2026 to assist in planning and operational development required prior to opening.

Public Works Senior Inspector – 1 FTE
The Public Works Senior Inspector has a critical role that supports the Engineering team in capital projects and general inspection. The Town had this position up until 2020 when the Senior Public Works Inspector retired. The technical functions of the position include: to lead, conduct and manage construction inspections related to grading, permits, subdivisions, landscaping, and capital improvements; to perform the most complex inspections in support of Public Works Department’s Engineering division; to ensure projects conform to plans, specifications, and department standards, regulations and codes; to perform other related work as assigned; and to support the Community and Economic Development Department’s Code Compliance division and Mammoth Lakes Police Department as needed. This is the advanced, journey- level classification in the Public Works Department. The Senior Public Works Inspector is regularly assigned projects that are more complex and require a higher level of expertise than those generally assigned to Public Works Inspector I.

Part-Time Staff Adjustments
The part-time staff adjustments recommended for the FY26-27 budget are mainly tied to the opening of the Arts and Cultural Center. The facility will require operational staff to support planned performances, ticket sales, concessions, and general facility care and maintenance. The Parks and Recreation department is responsible for the facility and the same model of site coordinator supported by facility staff will accomplish these tasks. The Parks and Recreation Department is also making minor modifications to existing facility plans for care and maintenance of programs. This includes the Whitmore Pool, our Summer Recreation programs and operations of the Community Recreation Center (CRC). These modifications are approximately .5 FTE listed below. The Town is also budgeting for efforts in the Crossing Guard program. In the past, these positions have not been filled due to a lack of employees that can service the split work times. The budget for these positions has dropped off in recent years and due to the need for improvement in intersection management, we have included them in the budget for FY26-27. In total these part-time staff modifications, measured in full-time equivalent (FTE) are 1.76 or 3,660 additional hours of work.

Fiscal Year 26-27 Preliminary Budget Page 12
Other Labor Factors
In preparation for FY26-27 budget, there were a number of prior year budget elements that had an impact on the overall increase the Town is realizing in FY26-27. These effects, catching up on budget forecast misses for FY25-26 have contributed to the larger than expected increase in labor expense. The first is the salary for FY25-26 did not include the negotiated salary adjustment for July 2025, approximately 2- 3% depending on labor group. The impact of this omission was approximately $420,000 for the FY25- 26 budget. Those modifications have been included in FY26-27 budget. The second factor of significance for FY25-26 budget comparison is estimate of health insurance increases, forecast for the last half of the year. This factor has traditionally been around 3% and that factor was used in development of the FY25-26 budget. However, the actual rate was 14.52% resulting in an underestimation of $375,000 for prior year increase to health care. In total these elements related to FY25-26 budget were almost $800,000.

Health insurance continues to increase at a rate that is unsustainable for our organization. In addition to the 14.52% increase in 2025, the cost of health insurance also increased 13.24% for 2026. The Town is locked into these health insurance plans as a member of Cal Pers, we only have limited options in our remote area. These increases are frankly unaffordable, and staff are working on options to mitigate these impacts moving forward. All the published increases are reflective in the FY26-27 budget, with the exception of 2027 rates which will not be published until August 2026 and take effect January 2027.

FY26-27 is the first year of the impacts from the current contract negotiations. The first year of any labor contract period is usually the highest as initial pay adjustments are factored into overall costs. The FY26- 27 budget contains an estimate of 6% for year 1 adjustment for most employee associations and a 10% increase for our Police Officer Association. The salary impacts estimated from these modifications is $700,000.

Retirement costs, both the planned retirement and unfunded liability portion of retirement, are included in one line item, Pers Retirement. The calculation is a factor of salary so each $1 of salary paid will equal approximately $.33 of retirement expense.

The cost of workers’ compensation costs is also increasing at a high rate annually based on the high cost of health care outlined above. The claims that are initiated year over year remain consistent but the cost increases reflected are associated with higher costs.

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-27 Preliminary Budget Page 13

Fiscal Year 26
-27 Preliminary Budget Page 14

Fiscal Year 26
-27 Preliminary Budget Page 15

Fiscal Year 26
-27 Preliminary Budget Page 16

Fiscal Year 26
-27 Preliminary Budget Page 17

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In addition to labor expense, each department has expense lines that match the core services provided by that department. In some instances, there are contracts with third party entities that perform some critical function within that department work plan. For example, in Finance, there is a contract expense for our online short-term rental monitoring programs. Departments will also have expenses related to training, conferences and meetings, uniform costs, misc. supplies, potential overtime wage, and advertising and legal notices. Each department Director has reviewed the needs of the year and participated in the preliminary budget.

The labor expenses covered in detail above are also reflected in these department level budget comparisons. The requests made by each department were not excessive and represent only incremental increases where trends indicate that costs are escalating. There are a number of expenditures that have increased over prior year, specifics are provided below.

Insurance Premiums
The Town pays several insurance components annually. The Town is insured by California Joint Powers Insurance Authority (CJPIA) which covers most municipalities in the State of California. These specific plans include Liability, Property, Pollution, Crime, and Worker’s Comp. In recent years, the liability insurance has been rapidly increasing due to the number of lawsuits and size of the awards, across the state. The Town has seen an increase in liability insurance of 80% over the last three years. The total insurance cost increase for FY26-27, including all components, is $590,000.

Vehicle Replacement
This department level charge covers the cost of replacement for the Town’s fleet. These charges are determined by several factors. They include the cost of the vehicle, expected life span, and annual increase in cost of replacement. This year, the annual charge has increased by $500,000 based on a few factors. 1. The actual replacement costs have been exceeding the annual increases estimated through the program. Staff have modified the growth in inflation costs annually. 2. The department level charge has been understated by loan payments that were completed in FY24-25. These two years of adjustment will be spread across the remaining life of each vehicle. 3. Vehicles that have reached expected life, only have the annual increase to accrue. When they are replaced, the charges typically increase significantly as the accrual is capturing the replacement in additional to inflationary costs.

Arts & Culture Department
This year the new department for Arts & Culture increased due to new activity as the facility is under construction and expected to open this year. The leadership staff, as outlined in the labor discussion above, will be in place for the entire year to assist in program development. The line staff will be onboard once the facility opens. The department expenses have increased by about $300,000 without any meaningful revenue increases. Staff will include a transfer of funds from Measure U, to support some of these operational expenses. That transfer is not reflected in the budget as it is presented today.

Building Department prior year error
Staff identified a budget error for FY25-26 that resulted in an erroneous reduction in expenses of $250,000 for the building division. This was in the contractual services line item, and it has been corrected in FY26-27 budget as presented.

Staff will continue to review and update expenditure, based on the deficit of this preliminary budget, several decisions will need to be made across most departments. These adjustments will be made based on those that have the least impact on the overall delivery of core services. Below is a chart that shows the inclusion of these expenses and additional labor costs noted above by department. This chart shows a comparison of these budgets to the previous year’s expenditures and adopted budget FY25-26 budget.

Fiscal Year 26-27 Preliminary Budget

The graph below shows the relative size of department expenditure within the General Fund.

Fiscal Year 2
6-27 Preliminary Budget Page 20

Fiscal Year 26-27 Preliminary Budget Page 21
Gas Tax Fund (210)
The Gas Tax Fund is the second largest operating fund, following the General Fund. The fund provides funding for road infrastructure maintenance and snow removal. The revenue for this fund is a mix of allocation of gasoline tax collected by the State as well as a transfer from the General Fund. We started budgeting revenue estimate in this fund differently in FY24-25, due to high variability of snow removal costs. We continue to budget the revenue for this line item, similar to how we estimate snow removal expenditures, based on an average year of snowfall. The result is a predictable impact to the General Fund and the avoidance of a whipsaw effect on the General fund. The revenue for FY26-27 includes $1,975,691 in State Gas Tax fund and $3,753,841 in General Fund support for total revenue and expenditures of $5,842,532.

SB1 Funds listed in the revenue numbers above must be spent on specified capital projects. For the purpose of this budget, the projected revenue from SB1 is also listed as a transfer out to capital projects.

Any unexpended funds remain in capital projects and not Gas Tax Fund 210.

Fiscal Year 26-27 Preliminary Budget

Snow removal is the key expense in this fund that drives operating changes year over year. This not only affects the snow removal line item but vehicle operation costs. Other line items can vary year over year depending on road rehabilitation projects. These projects can be handled within this fund or may show significant transfers out for larger capital projects. All of these elements are shown in the above numbers.

Debt Service / Future Capital Fund (990)
The Town has a variety of debt including the bond for the police station, the bond payment for the MLLA settlement, Installment Sales Agreement for the Multi use facility, Certificates of Participation for construction of the Town Hall, as well as Refunding Bonds for North Village Development. The chart below reflects the debt payments made to external entities. These debt payments are supported by the General Fund, Measure R and Assessment Districts as noted on the charts below. In each fund, the debt payments are represented in this preliminary budget. A summary of the Town’s operating debt service is as follows:

Fiscal Year 26
-27 Preliminary Budget Page 23

24 CONCLUSION
Balancing the FY26-27 preliminary budget deficit will take considerable effort and will be accomplished working through the various departmental budgets and revenue updates. We anticipate a strategy discussion, recommending changes to both revenue and expenditure.

Staff are committed to working within the Town’s financial limits and the policy direction provided by the Town Council as we provide services to our community. We are also requesting specific policy direction in a few areas that will assist in both budget development and work program implementation. Based on any requested adjustments by the Town Council, staff will proceed to develop the tentative budget.

As the tentative budget is developed, staff will provide additional budget details, comparisons and other relevant information that serves to inform the overall budget development. The tentative budget will include additional areas of the Town overall budget, (Restricted Funds, Assessment Districts, DIF, Capital Projects, and others). The Town Council will be provided with the tentative budget for review on June 3rd, prior to the proposed final budget hearing and adoption scheduled for June 17, 2026.

Preliminary Budget
Presentation
Fiscal Year 26-27
Rob Patterson
Town Manager
May 20, 2026

General Fund - Revenue Adjustments

General Fund - Projected Revenue

General Fund - Projected Revenue

Measure A - Allocations

Measure A - Allocations

Measure A - Allocations

Measure A - Allocations

Labor Stats Comparison

Labor Costs Comparison

Labor Costs

General Fund – Expenditure summary by Department

General Fund – Expense Distribution

Gas Tax Fund (210)

Gas Tax – Expense Distribution

Debt Fund (990)

Mammoth Lakes Town Council
Agenda Action Sheet
Title: Review and Approve Recruitment Incentives to Hire Police Officer via Lateral Transfer Council Meeting Date: 5/20/2026
Prepared by: Rob Patterson, Town Manager
Recommended Motion: The Town Council to review and approve suggested improvements to recruitment incentives used to fill vacant Police Officer positions via lateral transfer.

Summary: The Town of Mammoth Lakes has been taking steps to recruit for the position of Police Officer.

These steps include a 10% pay increase and the inclusion of longevity pay, up to 9% additional pay, for time served as a sworn officer. The longevity pay was previously reserved for time spent as a Police Officer with the Town of Mammoth Lakes. These two modifications were adopted in February 2026 as part of the three-year agreement with the Police Officer Association, POA bargaining unit.

In addition to these contract negotiated modifications, the Town has provided some additional benefits specific to recruitment. The incentives included in the last recruitment were $5,000 signing bonus, $5,000 reimbursement for moving expenses, and 6 months paid housing expense. With these incentives, the Town has received some interest and has one applicant accepted and entering background review.

The Town is advertising for lateral Police Officers as a nationwide search; however, the best recruitment success is typically achieved by an outreach of our existing staff. In order to encourage this effort, the Town is augmenting the recruitment incentive to include a $20,000 bonus to existing staff who sponsor a successful candidate, who can pass Field Training and a probationary period to become a police officer for the Town. In addition to this bonus, the Town is increasing the signing bonus from $5,000 to $25,000 for a successful candidate, as outlined above. The new incentives will also include 80 hours of compensatory leave bank for the successful candidate.

Package elements
 $25,000 bonus paid to applicant, successfully completing the milestones outlined below.  $20,000 bonus paid to “recruiting employee”, responsible for contacting the applicant and getting them to apply for the position, upon successful completion of the parameters below.  $5,000 moving expense reimbursement.
 6 months of Town subsidized housing.
 80 hours of leave bank for applicant at start of employment.

Eligibility requirements:

1. This incentive is only for lateral police officer position, does not include sergeant, corporal, or police officers who have been sent to the academy as a Town sponsored recruit.

2. Bonus is paid out to applicants and recruiting employees in the following ways. a. 50% at successful completion of FTO
b. 50% at successful completion of probation period (typically 1-year, may be extended)

3. Recruiting employees must remain employed with the Town in order to receive payouts on the schedules outlined above.

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.