mammoth lakes recreation (mlr) board meeting tuesday, july 12, 2016 @ 4… · 2019-03-27 ·...

MAMMOTH LAKES RECREATION (MLR) Board Meeting Tuesday, July 12, 2016 @ 4:00 p.m.

Town of Mammoth Lakes Town Council Chambers Suite Z Minaret Village Mall

437 Old Mammoth Road, Mammoth Lakes, CA 93546 www.mammothlakesrecreation.org

NOTE: In compliance with the American with Disabilities Act, if you need special assistance to participate in this meeting, please call (760) 709-0620. Notification 48 hours prior to the meeting will enable MLR to make reasonable arrangements to ensure accessibility to this meeting. (28CFR 35.102-35.104 ADA Title II) NOTE: All comments will be limited by the President to a speaking time of five minutes.

(4pm) ROLL CALL Board Members: Colin Fernie, Tom Johnson, Gary Morgan, David Page, Drea Perry, Teri Stehlik, Danna Stroud, Brent Truax and Rachael Ashley-Scheier.

(4:05pm) PUBLIC COMMENTS (On Items not on the Agenda)

(4:10pm) Closed Session – Administrative Items 1. Pursuant to Government Code Section 54957, the Board will hold a conference to consider

evaluation of a public employee: Executive Director.

2. Adjourn and Report out of any action taken in Closed Session

(5pm) ROLL CALL Board Members: Colin Fernie, Tom Johnson, Gary Morgan, David Page, Drea Perry, Teri Stehlik, Danna Stroud, Brent Truax and Rachael Ashley-Scheier.

(5:05pm) PUBLIC COMMENTS (On Items not on the Agenda)

(5:10pm) ADMINISTRATIVE ITEMS 1. Approval of Agenda

2. Approve MLR Board Meeting minutes of June 6, 2016 (Attachment #1)

3. (20 minutes) Review the second draft of the Allocation Strategy (Attachment #2)

4. (20 minutes) Review and consider accepting the final draft of the MLR Strategic Plan

a. Drop box address: https://www.dropbox.com/s/ys0yulkxnh4yb92/Final-Review-Draft-MLR-Strat-Plan-20160622_dp.pdf?dl=0

5. (10 minutes) Review the final draft of the TOML/NGO Strategic Planning Document(Attachment #3)

6. (10 minutes) Mammoth Lakes Trails System Summer 2016 Maintenance Plan Update / Rathje

7. (10 minutes) Financial Reports

a. Review and consider approving the 2016-2017 Measures R & U Budget – Agenda Bill(Attachment #4)

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https://www.dropbox.com/s/ys0yulkxnh4yb92/Final-Review-Draft-MLR-Strat-Plan-20160622_dp.pdf?dl=0

https://www.dropbox.com/s/ys0yulkxnh4yb92/Final-Review-Draft-MLR-Strat-Plan-20160622_dp.pdf?dl=0

b. TOML Report of May Expenditures (Attachment #5)

c. MLR Budget vs Actuals YTD (Attachment #6)

d. Review of Funds 215, 216 and 217 (Attachment #7)

8. (60 minutes) Committee Updates – Status and Next Meeting Date

a. Development / Fundraising / Communications : Focus on raising funds i. (10 min) Committee Update by Tom Johnson

ii. Review of the draft Measure U logo (Attachment #8) iii. Review of the draft MLR Support logo (Attachment #9) iv. Review of the social media matrix (Attachment #10) v. Review of the grants matrix (Attachment #11)

vi. Review of Potential Sponsors (Attachment #12) vii. Review of the CRM research matrix (Attachment #13)

viii. Review of the leveraged funds matrix (Attachment #14)

b. Mammoth Trails : Represent MLR on the committee and oversee the annual MLTS budget

i. (10 min) Update by Chair Stroud ii. Update on the Inyo National Forest Revision Plan (Attachment #15)

c. Performing Arts AdHoc : Working with the Mammoth Arts and Culture committee

i. (10 min) Update by Chair Page ii. Review of the proposed budget for the MACC (Attachment #16)

d. Reconciliation : Annual review of allocation funding to ensure accountability

i. (5 min) Update by Chair Stehlik

e. Outdoor Performing Arts Center

i. (5 min) Update by Chair Morgan

9. Board Member Reports

10. Executive Director Report

11. Town Council Liaison Request for Information Report to the Town Council

REQUEST FOR FUTURE AGENDA ITEMS ADJOURNMENT

To the next meeting of the MLR Board Meeting on August 2, 2016 which will held in the Town of Mammoth Lakes Council Chambers, Suite Z.

I hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted on the Mammoth Lakes Tourism & Recreation Building outside door not less than 72 hours prior to the meeting dated July 5th, 2016. _____________________________ Rich Boccia; MLR Executive Director

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June 6, 2016, Mammoth Lakes Recreation Board Meeting Minutes Town of Mammoth Lakes Town Council Chambers, Suite Z, Minaret Village

Mall, 437 Old Mammoth Road, Mammoth Lakes, CA 93546

ROLL CALL Danna Stroud called the meeting to order at 5:08 p.m. at the Town of Mammoth Lakes Town Council Chambers Suite Z, Minaret Village Mall, 437 Old Mammoth Road, Mammoth Lakes, CA 93546. Present: Colin Fernie, Gary Morgan, David Page, Drea Perry, Danna Stroud and Brent Truax PUBLIC COMMENT None. ADMINISTRATIVE ITEMS

1. Approval of agenda. a. Note: talk about July 5th meeting

2. Motion to approve the minutes of May 3, 2016, (M Fernie, S Morgan, 5-0, 1 abstain)

3. Review and consider approving the recommendation from the Nominating Committee to appoint Rachael Ashley-Schreier for a two year term July 2016 through October 2018

a. Review of the interview process.

b. Move to appoint Rachael Ashley-Schreier to a Board term until October 2018, (M Truax, S Stehlik, 5-0)

c. Schreier gave a comment about her background.

4. TOML Update on the Mammoth Creek Park West Project

a. This is a one of the priority projects approved by Town Council. Stroud wanted everyone is consider what Town staff is looking for from MLR with this presentation.

b. Grady Dutton gave an update on Trails End Park. Only one bid given, and is not a good bid.

c. Dutton showed a power point presentation that was given to Town Council, which included a look at the Alternative A revision layout and what its changes mean, the programming possibilities and how some potential projects will be added to the EIR (like a small BMX track), and the timeline from December 2015 to April 2016. A look at what construction aspects are of the highest priority for the community, and are financial viable. Dutton will be coming back in August with a more

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details cost spreadsheet, and what are the priorities for this project. Tonight he is just planting the ideas, not looking for answers now.

d. Discussion about the difference between Olympic, NHL, and regular size ice rink. Colin Fernie clarified what difference.

Drea Perry arrived at 5:43 p.m.

e. Dutton spoke about having another ad hoc committee to vet out information before coming back to MLR in August.

f. Stuart Brown reviewed the Plan Mammoth Creek Park West programming sessions.

5. Review and consider accepting the final draft of the MLR Strategic Plan

a. Visually appealing. Several comments on the ascetically pleasing aspects of the document. Gary Morgan said that it would be great to move forward on the document at this is the 7th or 8th version of this document.

b. The strategic pillars conversation that was mentioned during the Executive Committee was brought up again. Page recommended that the milestones be looked at more closely by staff. Four parts still missed: Executive Summary, fiscal year 2016/17, 5 year financial plan, and more work on Milestones.

6. Review the first draft of the Allocation Strategy

a. Background given by the Allocation Committee: This is the plan that will shift how Measure R and U are utilized and will be spent.

b. Discussion about how if we keep giving the money away, then there won’t be reserves to go towards big “legacy” projects. Fernie gave a background on the language in Measure R/U,

c. Put the language of Measure R/U in the Allocation Strategy.

d. Allocation Committee to work on the 5-year plan mentioned during the discussion on the Strategy Plan.

e. Boccia gave a background and overview of the Measure R/U budget

f. Fernie says that he noticed that “completion on incomplete projects” was missing from the “Priority Given to” section. Board members expressed that being problematic since the funds cannot go to supplanting other funds.

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g. Similar discussion regarding what the recommendation for new projects is and if the “Priority Given to” section makes that more difficult on inhabits someone from seeing themselves as being able to apply.

7. Review and consider accepting the TOML Strategic Alignment 2025 Strategy as approved by the Town Council at their June 1, 2016, meeting

a. Boccia gave an overview of the document, and the elements that are specific to MLR’s focus. Fernie also gave his version of the process and focus, from a Council perspective. One major change is the ownership of a special events strategy.

b. Motion to approve the Strategic Alignment 2025 Strategy (M Stehlik, S Morgan, 7-0)

8. Review and consider approving the submission of a National Foundation Grant to support Trails Maintenance in the Summer of 2017

a. Boccia gave a background on MLR’s process, and his conversation with someone from NFF today who recommended that MLR not exceed the average award, as we are a newer organization.

b. Motion to approve submission at $29,300 (M Page, S Fernie, 7-0)

9. Financial Reports

a. Boccia gave an overview of the 16/17 Budget

i. Truax had question about the Trails budget, and the amount of money in the account and what is being allocated. Should the surplus be pulled out of the Trails budget and then be reallocated when needed. Stehlik said that she is not comfortable with approving budget based on assumptions, and that the past few years still need to be reconciled. Approve the budget as a placeholder based on how the reconciliation process plays out? Discussion on the MACC Design Work line item, where there was confusion about whether that money has been spent, if it can be shown as encumbered in the 216 budget sheet, and also if the current Town Council may continue to approve this allocation, since it was original approved by a different TC.

ii. Staff has direction to create project codes that are necessary to show funds that are encumbered in the future 215, 216 budget sheets

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Brent Truax left at 7:10 p.m.

b. April Expenditures: recommending one more request of $25,000.

i. Motion to approve the request (M Perry, S Morgan, 5-0, 1 abstain)

10. Committee Updates – Status and Next Meeting Date

a. Development / Fundraising / Communications : Focus on raising funds i. Morgan gave an update about a meeting with Red Bull media and

Red Bull human enhancement lab. “What do we want to be when we grow up?” What should Mammoth Lakes be focusing on, recommending high performance training. Look at corporate retreats from top tier companies.

ii. Committee should meet more consistently. (Cannot meet on 3rd Tuesday on the month, look for other options)

b. Mammoth Trails : Represent MLR on the committee and oversee the annual MLTS budget

i. First Trail Day happened this weekend. Joel has been getting trails maintenance work done. Inyo National Forest Service revision plan is out— sustainable recreation-- Monday June 13 at Cero Coso presentation; opportunity for MLR to provide comments on the plan.

1. Question about what triggers the opening of roads (Lake Mary). This document is the place for these types of comments, about development of a management plan, and suggestions, as this is a point of economic viability for the community.

c. Performing Arts AdHoc : Working with the Mammoth Arts and Culture committee

i. Meeting with Residents Artists, allocations and what it looks like for the arts, and Boccia meeting with Evan Russell

d. Reconciliation : Annual review of allocation funding to ensure accountability

i. Teri gave an update that there is another meeting, as the last one wasn’t fruitful. And what the codes look like moving forward.

e. Outdoor Performing Arts Center:

i. Morgan gave an update on the Sam’s Woods site situation, which could potentially give the town 3-5 years in using that at an event’s site. Forest Service says that they should be the last option. Mammoth Lakes Foundation looks like the best site, so the next

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option would be looking at a wind study on the site, to discover how the wind could be mitigated. Fernie added background the Sam’s Wood site situation that was brought to Town Council. One of the questions asked during TC was if the Town is willing to put Measure R/U dollars into this property, which wasn’t shutdown as a possibility, but currently the Town is not involved.

ii. Discussion about neighbor concerns and environmental concerns and the conversation that was had with the Forest Service. MUF has become a front runner because a willing partner, and Synergy with the location.

11. Board Member Reports

a. Teri Stehlik stepped down from the Recreation Commission, after serving of Commissions for the last 18 years.

Gary Morgan left at 7:50 p.m.

12. Executive Director Report

a. Summary of 2015-2016 MLR Deliverables: Boccia gave an overview of the deliverables and what projects are complete or in progress.

b. Add backup documents to presenting quarterly reports to the Board

13. Town Council Liaison Request for Information Report to the Town Council a. New Board member b. Outdoor Performing Arts Center c. Strategy Plan

i. Allocation of Measure R and U

REQUEST FOR FUTURE AGENDA ITEMS • July 5th is the scheduled meeting—July 12 will be the next MLR Board

meeting. ADJOURNMENT There being no further business to come before the Board of Directors, the meeting was adjourned at 8:05 p.m.

Respectfully submitted, Lesley-Anne Hoxie Executive Assistant, Mammoth Lakes Recreation

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Allocation Strategy Mammoth Lakes Recreation is a non-profit organization that is committed to preserving and enriching the quality of life for residents and visitors by ensuring the strategic use of Measure R, U, and additional funding sources to develop and support mobility, recreation, arts and culture, capital projects and special projects. “Allocations will be invested to support the creation of a high performance environment that includes a thriving arts and culture community and enhanced recreation opportunities.” Allocations will support the MLR Guiding Principles and be aligned with Priority Phase Projects in the following three Measures R & U (Appendix #X) restricted funding allocation categories as based on the review of accepted or adopted town planning documents and recommended by the MLR Board of Directors.

1. Programming: a. Support and increase opportunities for participation in enhanced recreation and/or

arts & culture experiences by adult, youth and diverse populations b. Programs that cultivate a vibrant arts & culture community c. Diversify arts and culture experiences, including nationally known and emerging

talent

2. Capital Projects: a. All phases of a capital project to support recreation, arts and culture including;

i. Planning ii. Financing

iii. Construction iv. Operations and Maintenance

3. Special Projects:

a. Innovative projects that support the development and/or enhancement of mobility, recreation, and arts & culture

Allocation Eligibility (As mandated by Measure R and U ordinances) Programming:

• [Programming definition] • Programming allocations may be considered for multiple years funding, not to exceed

three years, with required annual performance reviews to support funding for an additional year which may be adjusted based on the review by the Allocation Committee.

Capital Projects (community assets):

• Any capital projects will support and/or fulfill MLR’s strategic plan.

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• All requests for funds to support a capital project will require a complete business plan to include feasibility, construction, operations and maintenance budgets (See appendix for recommended template).

Special Projects:

• One-time funding to support special projects. Allocation Filter Submission of an application does not guarantee funding. To qualify for funding review, the application must support the four broad objectives outlined in the strategy and meet the following requirements:

1. The applicant will be responsible for submitting an application to the Allocation Committee for review and possible funding.

2. Applications must be complete, providing all information and attachments as requested on the application form. Late or incomplete applications will not be reviewed or considered for funding.

3. Applicants must request a specific dollar amount and explain how the requested funds will be utilized.

4. Applications must provide a brief description of the project and how it meets the four broad objectives.

5. Allocations will be dispersed only to the entity whose name appears on the application (see the Gift of Public Funds).

6. All permits, insurance, and other documents required for the requested allocation must be filed under the name of the producer as it appears on the application.

7. The project must take place predominately in the Town of Mammoth Lakes and benefits its residents and visitors.

Priority is given to:

• Allocation proposals that have matching funds, sponsorships or in-kind contributions

• Well-run, financially sound organizations or agencies o For example: strong board participation and stable administration, reliable source of

revenues, and earned income opportunities.

• Organizations that have a proven history of effective and efficient delivery of program services.

• Proposed project address an identified public benefit for people living, working, and/or visiting in Mammoth Lakes.

• Projects that have been publically vetted and can demonstrate strong community support

Allocation Process Mammoth Lakes Recreation is a non-profit organization that is committed to preserving and enriching the quality of life for residents and visitors by providing limited funding to support the development and enhancement of recreation, arts and culture programming, mobility, capital projects and special projects.

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Organizations or agencies awarded a funding in the prior year’s grant round that do not submit a progress report with their current application, are ineligible for the current year cycle, or for continued funding. Organizations are ineligible for all future funding until the delinquent progress report is submitted along with a letter of explanation. Organizations or agencies awarded a funding must publicize the grant in any press releases, publications, or brochures and display and acknowledge the appropriate funding source logos. Organizations or agencies more must submit their last financial audit or outside financial review with their application or must be prepared to seek an outside financial review during the upcoming year. The Event Rating Criteria (Attachment A: Event Definitions and Evaluation Criteria) will be used to evaluate all proposals with respect to how they are aligned with the four broad strategies that are outlined in the strategy. Each applicant will select one of the categories when they submit their proposal and will be evaluated based on the criteria as aligned with that category. All applications are required to be submitted electronically through the MLR website Allocation Application not later than Friday, February 3, 2017, for the 2017-2018, fiscal years. Qualifying applications will be reviewed by the Allocation Committee starting the week of February 6, 2017 with awards being announced the week of February 20, 2017. Accountability All producers receiving funding will be expected to complete and submit a Performance Report (Attachment B: Performance Report) within thirty (30) days after the completion of your project, or thirty (30) days prior to the opening of the allocation funding cycle. Funding Disbursements Funding allocations will be released after starting the third week in March of the calendar year following the return of the signed Letter Agreement which will be generated by the Town of Mammoth Lakes.

Mammoth Lakes Recreation

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2017 Allocation Application Applications are due on Friday, February 3, 2017, for the 17-18 fiscal year

All applications are required to be submitted on the web based application Applications that are late, incomplete or are not submitted through the web based application

will not be accepted for review by the Grant Allocation Committee

Please select the one project category: Category 1 Programming Category 2 Capital Projects Category 3 Special Projects Name of the Project Proposed Date(s) Amount of Funding Requested Producing Entity and Contact Information Name of Organization President or Executive Director Name and title of person completing the application Organization’s Mission Statement Organization Website Business Address Mailing Address Office Phone Cell Phone Email Organization’s Tax Status (check on box)

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Non-Profit (501 C-3) Federal EIN Number: Does this project benefit a charity and if so, please name: Not-For-Profit (501 C-6) Federal EIN Number: For Profit Federal EIN Number: Project Description What is the public benefit for this project? How does this project create a sense of community pride in Mammoth Lakes and increase the quality of experience for both guests and residents by investing in capital facilities, infrastructure and programming? How does this project support recreation, arts and culture, mobility, capital projects or special projects that reflect the high quality image of Mammoth Lakes and contribute to the vitality and economic viability throughout the year? How does this project stimulate the local economy by creating enhanced experiences and opportunities that drive and support visitation and business growth? How does this project support the Town of Mammoth Lakes Town Council’s goals and objectives? Budget Provide a detailed project budget proposal, including anticipated revenues and expenses, along with previous funding sources, matching funds, sponsorships and in-kind donations. (Attachment C: Budget) Attachment A: Event Definitions and Evaluation Criteria as aligned with the four strategic objectives Attachment B: Performance Report (To be submitted 30 days after the completion of the project) Attachment C: Budget

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Attachment A: Evaluation Criteria as aligned with the Four Strategic Objectives: Strategic Objective

Allocation Committee Review Comments Scale 0 - 10

To what extend does this project create a sense of community pride in Mammoth Lakes and increase the quality of experience for both guests and residents by investing in capital facilities, infrastructure and programming?

0 1 2 3 4 5 6 7 8 9 10

To what extent does this project support recreation, arts and culture, mobility, capital projects and special projects that reflect the high quality image of Mammoth Lakes and contribute to the vitality and economic viability throughout the year?

0 1 2 3 4 5 6 7 8 9 10

To what extent does this project stimulate the local economy by creating enhanced experiences and opportunities that drive and support visitation and business growth?

0 1 2 3 4 5 6 7 8 9 10

To what extent does this project support the Town of Mammoth Lake Town Council’s goals and objectives?

0 1 2 3 4 5 6 7 8 9 10

Attachment B: Performance Report

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This form must be completed and submitted within thirty (30) days after the completion of your project or thirty (30) days prior to the opening of the grant funding cycle, based on the calendar date of the event to be eligible for future or continued funding. Name of Organization or Agency Reporting Contact person & title Phone Email Address Project Name Amount of Award Amount of Award not spent to date Purpose of Award (Restate from the application) Have there been any changes to your organization’s IRS tax status since you were awarded this grant? (If yes, please explain) Please describe the progress made towards meeting your stated goals, activities and outcomes that you outlined in your application as aligned with the four broad objectives. If you did not meet your expected outcomes, what modifications are you going to make for this project to continue to be funded? Please confirm the number of people that were involved in this project or activity?

Number of participants Number of volunteers that supported the project

Number of project staff Please describe how you recognized the Town of Mammoth Lakes, Mammoth Lakes Recreation and any other sponsors of this project or activity. Please provide an illustrative “real life” story about an individual that was positively affected by this project or activity. If you are planning to continue this project or activity what are your plans for sustaining or expanding this project or activity? And if you have decided to discontinue the program, what factors led to that decision?

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Attachment C: Budget Income

(A) Funding Source Amount (B) In-Kind Source Amount

Total: Total: Grand Total Income (A) + (B) = Expenses Category Amount

Total Expenses Total Income

Total Expenses Profit / Loss

03.16.16 04.01.16 04.27.16 05.10.16 05.23.16

Renew. Revitalize. Rediscover.

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TOML & NGO Strategic Alignment Report – June 1, 2016 Page 1

TOML NGO Strategic Alignment 2025

Final Report – June 1, 2016

TOML Strategic Priorities and Aligned Work Program with NGO Partners supports a shared vision and core values tied to the primary purpose of the strategic plan - to achieve sustainable economic security for the community.

Acknowledgements - Project Participants:

Town of Mammoth Lakes Council, Town Manager, Town Staff Mammoth Lakes Recreation Leadership and Board Mammoth Lakes Tourism Leadership and Board Mammoth Lake Housing Leadership and Board Eastern Sierra Transit Authority Leadership and Board

Project Facilitator:

Michael Ward, Chief Innovation and Strategy Officer, HighBar Global Internationally Certified Professional Facilitator, IAF/CPF

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Table of Contents Executive Summary ....................................................................................................................................... 3

Images of Greatness – A 2025 Vision ........................................................................................................... 4

2025 Major Goals, 18 Month Strategic Priorities, & Key Objectives ............................................................ 5

Community Core Values ............................................................................................................................... 6

18 Month Action Plan – Composite with Leads and All Action Details......................................................... 7

18 Month Action Plan - Formatted as TOML & NGO Quarterly Work Plans .............................................. 12

TOML Quarterly Milestones and Workplan ............................................................................................ 13

MLR Quarterly Milestones and Workplan .............................................................................................. 18

MLT Quarterly Milestones and Workplan .............................................................................................. 21

MLH Quarterly Milestones and Workplan .............................................................................................. 23

ESTA Quarterly Milestones and Workplan ............................................................................................. 25

Communications and Accountability Plan .................................................................................................. 27

Acronyms Defined ....................................................................................................................................... 28

Council Presentation June 1, 2016 .............................................................................................................. 29

18 Month Workplan Endnotes .................................................................................................................... 30

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Executive Summary

The Town of Mammoth Lakes (TOML) has capitalized on the unique capacities and capabilities of four non-governmental organizations (NGO’s) to achieve a 10 year vision of Mammoth Greatness. The collective leadership of the present Town Council, Town Manager, and Executive Directors of the NGO’s collaborated over a 10 month period to define strategic priorities, 10 year goals (2025), and align strategic commitments with an 18 Month Action Plan.

Purpose: The purpose statement guiding the entire effort was: Define and activate a strategy driven process that clearly aligns and integrates Mammoth Lakes NGO’s (MLT, MLR, MLH, and ESTA) as Strategic Partners with the TOML to achieve sustainable economic security for the community.

Process: The partners convened in a series of council led workshops beginning August 2015 and concluding May 2016 designed, prepared, facilitated, and reported by HighBar Global in close collaboration with the Town Manager. The intention was to build a coordinated, committed, and collaborative approach to the utilization of partner skills and assets to achieve important outcomes for the Town in the short, mid, and long term. NGO Boards of Directors were afforded opportunities to review and comment on workshop outputs following each session. The partners worked tirelessly with sustained commitment to the purpose and planned outcomes.

Products: The partnership was successful in producing and achieving consensus on the following products enumerated in this report:

A 2025 Vision– containing “images” of Mammoth Greatness Community Core Values – outlining 5 core values to guide the work and commitments

of the partners during both the planning and implementation phases of this project Headline Goals – 9 Major Goals the partners hope to achieve together by 2025 Strategic Priorities – 4 strategic priorities that balance the need for economic vitality,

community development, enhanced community amenities, and an effective service-focused municipal operating system

Big Ideas – 3 catalytic ideas to frame the “rallying cry” for implementing this plan Council Commitments – a series of 20 commitments framed under the strategic

priorities for outcomes the TOML expects to achieve 18 Month Action Plan – defines the milestones, commitments, and planned “victories”

the partners will address through September 30, 2017 in 6 quarterly increments

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of 30 - DRAFT

Images of Greatness – A 2025 Vision

WE ARE:

A proud, cohesive, well-planned community with clear direction working together regionally to achieve success A town that has achieved sustainable economic security showcasing:

o Our unique place o Our safe, vibrant, inclusive community

A town with a reputation for proactive leadership and responsive local government A town that co-exists with the natural environment and connects visitors and locals with great experiences A community that embraces a culture of stewardship of our mountains and a sense of place A year-round destination offering the best alpine recreation opportunities in the country A welcoming, diverse and successful business community with a great entrepreneurial culture A community that provides affordable regional housing opportunities for the workforce A community with great air-service and technology connecting Mammoth Lakes to the world A community that actively builds partnerships with community stakeholders A community with great people, who work together to constantly improve this Great Place

TOML Strategic Priorities and Aligned Work Program with NGO Partners supports a shared vision and core values tied to the primary purpose of the strategic plan - to achieve sustainable economic security for the community.

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2025 Major Goals, 18 Month Strategic Priorities, & Key Objectives

Eighteen Month Strategic Priorities and Key Objectives

Strategic Priority: Enhance Our Recreation Based Economy a. Update and implement Economic Vitality Plan and Strategy b. Prepare a community economic baseline data model, to be updated on a regular basis c. Build out a stable business environment with a focus on growing shoulder months to $1 million in TOT/month d. Financial plan for the airport terminal matching funds of $5 million in place e. Enhanced air service providing 30,000 enplanements with a plan for growth being developed f. Enhanced broadband opportunities for visitors, residents and businesses

Strategic Priority: Comprehensive Community Plan a. Develop and maintain a community “Story Map” to communicate a shared vision b. Actively engage with developers and financiers to secure new investment c. Provide economically and demographically diverse housing opportunities d. Create an innovative strategy for the use of existing housing inventory to expand workforce housing e. Short-term parking solution for the Village implemented f. Long-term, town-wide parking solutions are planned and integrated with our recreation based culture

Strategic Priority: Enhanced Community Amenities Serving Residents and Visitors a. Siting of new trail(s) and new community amenity(s) b. Implement strategic plan for investment of Measure U and R revenues c. Mammoth Lakes’ interests are reflected in the Inyo National Forest Plan Revision d. Participate in the creation of a sustainable recreation program with the Inyo National Forest

Strategic Priority: Effective Municipal Services a. Financial stability: Increased reserves; Growing stable revenue and services; Hire Finance Director; Improved credit rating; Evaluate new financing tools

b. Recognized as a responsive and efficient local government with improved services such as: Police services; Public works services; Infrastructure; Streamlined permitting; Improved TOT/TBID/ Business License compliance

c. Town Council is committed to effectively integrating with MLR, MLT, MLH and ESTA and is utilizing expanded capacities offered by these entities in the provision of services. d. Regional solid waste plan in place

NINE MAJOR 2025 GOALS DRIVEN BY

THREE “BIG IDEAS”

Focus on Visitation Goal 1: 10 months with over $1 million in TOT revenues Goal 2: Expanded job base for employees that affords them the ability to stay in Mammoth Goal 3: Expanded air service to 50,000 enplanements based on demand and terminal capacity

A Unified Vision Creating Community Investment

Goal 4: Broadband utilization is fully integrated into public and private sector operations Goal 5: $1 billion in new capital investment Goal 6: Story Map in use and utilized to sell Mammoth Lakes as a place to live, work, recreate and invest Goal 7: Expanded housing options to meet demand

To Be the Best Alpine Recreation Destination in the Country

Goal 8: Integrated, sustainable recreation within the region Goal 9: Expanded and enhanced facilities and programs

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Community Core Values

“WHAT ARE THE CORE COMMUNITY VALUES THAT WILL INFORM OUR PARTNERSHIP?”

Core Community Values

Partner Commitments

Safe Vibrant Inclusive Community

We Will Ensure Our Community Is Safe, Inviting, Inclusive, & Vibrant

A Natural Active Place

We Strike The Balance Between People, Buildings, And Our Beautiful Natural Environment

You Can Live Here

We Will Foster A Thriving Community Where People Can Live, Work, & Play For The Long-Term

A Memorable Experience

We Will Enhance Memorable Experiences Through Active Community Dialogue

We Are All In It Together

Working Together As Partners Will Lead The Community To Wise Decisions; How Each Decision Strengthens Our Partnerships

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TOML Strategic Alignment – FINAL DRAFT – (appropriate date)

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18 Month Action Plan – Composite with Leads and All Action Details

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TOML Strategic Alignment – FINAL DRAFT – May 20, 2016

TOML and NGO Strategic Alignment 18 Month Workplan Page 8

Strategic Priority: Enhance Our Recreation Based Economy

Goals for 2025: Big Idea = Focus on Visitation Goal 1: 10 months with over $1 million in TOT revenues Goal 2: Expanded job base for employees that affords them the ability to stay in Mammoth Goal 3: Expanded air service to 50,000 enplanements based on demand and terminal capacity Goal 4: Broadband utilization is fully integrated into public and private sector operations Goal 5: $1 billion in new capital investment

TOML Commitments Kickstart

TIMELINE AND MILESTONES - Due Date: September 30, 2017 Q1 4/1/16 to 6/30/16

Q2 7/1/16 to 9/30/16

Q3 10/1/16 to 12/31/16

Q4 1/1/17 to 3/31/17

Q5 4/1/17 to 6/30/17

Q6 7/1/17 to 9/30/17

“Victory”

a. Update and implement Economic Vitality Plan and Strategy b. Prepare a community economic baseline data model updated on a regular basis c. Build out a stable business environment with focus on growing shoulder months to $1 million in TOT per month d. Financial plan for the airport terminal matching funds of $5 million in place e. Enhanced air service providing 30,000 enplanements with plan for growth being developed f. Enhanced broadband opportunities for visitors, residents, and business

Initiate economic strategy study Engagement with air service stakeholders

Priority Phase Projects funding and target markets – MLR1Finalize special events strategy and funding–MLR/ TOML Determine which planes will provide sustainable air service given airline plans to stop using existing fleet – MLT/ TOML Explore new markets, refine and define how to achieve 30,000 enplanements – MLT/ MMSA/TOML

Tourism Economics Study – TOML/ MLT Implement terminal strategy to raise capital and activate stakeholders (Q1 engage, Q3 Capital) – TOML/ MLT2 Offer education about broadband capacity as business attraction –TOML

Complete Economic Analysis Study – TOML Collaborate on what Winter guests are looking for including top experiences– MLR/MLT Flight scheduling and technology to decrease cancellations – MLT/ TOML

Collaborate on what Summer guests are looking for including top experiences – MLR/MLT

Increase TOT shoulder season by one month to $850,000 MLT/ TOML3

Special events strategy implemented 30,000 enplanements (annualized) Terminal construction date set - $5 million match identified and being secured

23



Strategic Priority: Comprehensive Community Plan

Goals for 2025: Big Idea= A Unified Vision Creating Community Investment Goal 6: Story Map in use and utilized to sell Mammoth Lakes as a place to live, work, recreate, and invest Goal 7: Expanded housing options to meet demand

TOML Commitments Kickstart


Q2 7/1/16 to 9/30/16

Q3 10/1/16 to 12/31/16

Q4 1/1/17 to 3/31/17

Q5 4/1/17 to 6/30/17

Q6 7/1/17 to 9/30/17

“Victory” a. Develop and maintain a community “Story Map” to communicate a shared vision b. Actively engage with developers and financiers to secure new investment c. Provide economically and demographically diverse housing opportunities d. create an innovative strategy for the use of existing housing inventory to expand workforce housing e. Short-term parking solution for the Village implemented. f. Long-term, town-wide parking solutions are planned and integrated with our recreation based culture

Council authorizes hiring of firm to complete “initial” Story Map Authorized by Council to develop short term parking solution

Retain an entity to develop the Story Map and engagement process - TOML Story Map 1.0 exhibits existing conditions - TOML Two tracks: Investment Story Map for Development & Business - TOML/ MLT & Comprehensive Experience Story Map – TOML/MLT/ MLR Produce the initial 2025 Story Map populated with NGO features and assets – TOML Develop the village parking solution– TOML

Story Map represents the community as envisioned in 2025 – TOML Determine what modifications to user preference data would inform the transit system - ESTA4 Develop strategies to attract private capital to fund development projects – TOML/NGO’s Define investment opportunities to include Cap & Trade funds for housing needs–MLH Provide a competitive profile of how TOML can access housing capital -MLH

Propose a strategy for a mix of rental and ownership housing-MLH Develop an analysis for the conversion of existing housing inventory to workforce housing– MLH/ TOML

Support investment Story Map with targeted research on potential users of amenities (Initiated Q1) –MLT/ MLR Recommend approach to proximal placement of housing and transit – TOML/ESTA/ MLH Complete visitor/ local research on preferences for recreation facilities, transit, associated amenities; Initiated Q1-TOML/ ESTA/ MLR

Frame requirements to develop a transit hub(s) TOML/ESTA 5

Provide a framework and matrix for asset development to implement the Story Map - TOML

Story Map complete and in use Housing funding strategy in place for future projects (linked to Story Map) Village Parking lot open

24



Strategic Priority: Enhanced Community Amenities Serving Residents and Visitors

Goals for 2025: Big Idea = To be the best alpine recreation destination in the country Goal 8: Integrated sustainable recreation through expanded and enhanced facilities and programs

TOML Commitments

Kickstart


Q2 7/1/16 to 9/30/16

Q3 10/1/16 to 12/31/16

Q4 1/1/17 to 3/31/17

Q5 4/1/17 to 6/30/17

Q6 7/1/17 to 9/30/17

“Victory” a. Siting of new trail(s) and new community amenity(s) b. Implement strategic plan for investment of Measure U and R revenues c. Mammoth Lakes’ Interests are reflected in the Inyo National Forest Plan Revision d. Participate in the creation of a sustainable recreation program with the Inyo National Forest

Produce business plans secure capital funds to implement priority projects Work with partners to effectively manage recreation assets for the benefit of the community including: stewardship, access, maintenance Participate in the creation of a sustainable recreation program for Mammoth Lakes (community plan, winter rec summit, economic vitality plan)

Identify and secure funding for MLTS – TOML/ MLR Design, bid and award contract for Trails End Park completion – TOML Produce and review business plans for MUF/CC, MACC, and OPAC – MLR6 Approve preferred site plan for MCP – TOML Ad hoc Inyo National Forest Task Force developed for sustainable recreation program – TOML

Siting 100 miles of new trails – TOML/ MLR Implement the maintenance plan for current trails –TOML/ MLR Trails End Park Completion! TOML Outdoor Performance Arts Center– MLR/ TOML7 Completion of Measure R & U strategy - MLR/TOML

Completion of environmental work for Mammoth Creek Park West project –TOML Mammoth Creek Park West Project funding secured –TOML/ MLR

Completion of final project design work for Park West Project is out to Bid –TOML

Construction on Park West Project –TOML

Construction and completion of Trails End Park – Due Q2 Completed 20 miles of new trails and maintenance of current trails as part of regular work program Completion of Park West Project – Rink is functional & Community Center constructed Outdoor Performance Arts Center completed – July 2018

25

TOML Strategic Alignment – Final Plan (June 1, 2016)


Strategic Priority: Effective Municipal Services

Goals for 2025: Big Idea = A “System of Municipal Responsiveness” Goal 9: Enhanced municipal assets, financial resources, and capabilities deliver effective government with service partners, where appropriate

TOML Commitments

Kickstart


Q2 7/1/16 to 9/30/16

Q3 10/1/16 to 12/31/16

Q4 1/1/17 to 3/31/17

Q5 4/1/17 to 6/30/17

Q6 7/1/17 to 9/30/17

“Victory”

a. Financial stability: • Increased reserves • Growing stable revenue and

services • Hire finance director • Improved credit rating • Evaluate new financing tools

b. Recognized as a responsive and efficient local government with improved services such as: • Police service • Public works services • Infrastructure • Streamline permitting • Improved TOT/TBID/ Business

License compliance c. Town Council is committed to effectively integrating with MLR, MLT, MLH and ESTA and is utilizing expanded capacities offered by these entities in the provision of services.

Hire Finance Director; open, transparent budget document adopted before 6/30/16

Revisit political commitments in conjunction with REU plan; articulate potential new outcomes – TOML Ensure active contracts with aligned contract deliverables for MLH, MLT, MLR,TOML Each NGO/ TOML maintain a “near term” list of prospective projects for funding options – ALL Determine how to have NGO’s use the Granicus supported meeting space at TOML for more NGO transparency -MLT/

Determine TOML options for match funding to leverage capital sources (general fund & other ) – TOML Identify technology/ equipment improvements that add benefit while lowering costs – TOML Identify reserve funds (i.e. REU) & identify how and when these funds can be used – TOML Decide staffing requirements needed for effective service levels – TOML

Develop, identify market investment methods and opportunities to attract active private capital – TOML Partner with the county to scale/ regionalize service strategies at lower total costs; leading project is a Regional Solid Waste Plan – TOML

Develop a spending strategy for identified infrastructure that supports the Story Map – TOML

Implement two-tiered content management strategy that achieves: (1) authoritative information, and (2) coordinated dissemination-MLT/ ALL9

Ready to support new projects, development, etc. based on identified Council priorities – (by Q5)

26



d. Regional solid waste plan in place

MLH/MLR/ ESTA/TOML8

Develop a Regional Solid Waste Plan - TOML

18 Month Action Plan - Formatted as TOML & NGO Quarterly Work Plans

27



TOML Quarterly Milestones and Workplan Town of Mammoth Lakes Strategic Alignment - Partner Lead Commitments Matrix

Task Lead Support Team Next Steps – Commitments - Notes Status Strategic Priority: Enhance Our Recreation Based Economy Q1 Finalize special events strategy and

funding - with a preference on shoulder seasons

MLR TOML a. MLR is creating a strategy focused on Arts & Culture, Capital Projects and Special Projects

b. There needs to be the creation of a task force to create the special events ONLY strategy (or embedded as an element of the MLR strategy?)

a. IP b. TBD

Q1 Determine which planes will provide sustainable air service given airline plans to stop using existing fleet

MLT TOML

Q1 Explore new markets, refine and define how to achieve 30,000 enplanements

MLT MMSA, TOML

Q2 Tourism Economics Study

TOML MLT

Q2 Implement terminal strategy to raise capital and activate stakeholders (Q1 engage, Q3 Capital)

TOML MLT

Q2 Offer education about broadband capacity as business attraction

TOML

Q3 Complete Economic Analysis Study

TOML

Q3 Flight scheduling and technology to decrease cancellations

MLT TOML

Q6 Increase TOT shoulder season by one month to $850,000

MLT TOML

28



Task Lead Support Team Next Steps – Commitments - Notes Status Strategic Priority: Comprehensive Community Plan Q1 Retain an entity to develop the Story

Map and engagement process

TOML

Q1 Story Map 1.0 exhibits existing conditions

TOML

Q1 Investment Story Map for Development & Business

TOML MLT

Q1 Comprehensive experience to be located on the TOML story map

TOML MLT, MLR a. Town Council has approved priority phase projects b. There is a need to confirm the location of the Outdoor

Performing Arts Center

a. Complete b. IP

Q1 Produce the initial 2025 Story Map populated with NGO features & assets

TOML

Q1 Develop the village parking solution

TOML

Q2 Story Map represents the community as envisioned in 2025

TOML

Q2 Develop strategies to attract private capital to fund development projects

TOML ALL NGO’s

Q3 Develop an analysis for the conversion of existing housing inventory to workforce housing

MLH TOML

Q4 Recommend approach to proximal placement of housing and transit

TOML ESTA, MLH

Q4 Complete visitor/ local research on preferences for recreation facilities, transit, associated amenities; Initiated Q1

TOML ESTA, MLR

29



Task Lead Support Team Next Steps – Commitments - Notes Status Q5 Frame requirements to develop a

transit hub(s)

TOML ESTA

Q6 Provide a framework and matrix for asset development to implement the Story Map

TOML

Strategic Priority: Enhanced Community Amenities Serving Residents and Visitors Q1 Identify and secure funding for MLTS TOML MLR a. There is an annual line item from Measure R for $300,000

aligned with the trails projects b. The challenge is the development and approval of the CCSA’s,

SUP’s and the environmental reviews to complete the work.

a. Complete

b. IP

Q1 Design, bid and award contract for Trails End Park completion

TOML

Q1 Approve preferred site plan for MCP

TOML

Q1 Complete the long term lease agreement for the MACC

MLR TOML, ML Foundation, Kern College District

a. There is a need for a long term lease agreement between the parties to support the operations of the MACC

a. IP

Q1 Ad hoc Inyo National Forest Task Force developed for sustainable recreation program

TOML

Q2 Siting 100 miles of new trails

TOML MLR

Q2 Implement the maintenance plan for current trails

TOML MLR

Q2 Trails End Park Completion

TOML

Q2 Outdoor Performance Arts Center

MLR TOML

Q2 Completion of Measure R & U strategy MLR TOML

30



Task Lead Support Team Next Steps – Commitments - Notes Status Q3 Completion of environmental work for

Mammoth Creek Park West project

TOML

Q3 Mammoth Creek Park West Project funding secured

TOML MLR

Q4 Completion of final project design work for Park West Project is out to Bid

TOML

Q5 Construction on Park West Project

TOML

Strategic Priority: Effective Municipal Services Q1 Revisit political commitments in

conjunction with REU plan; articulate potential new outcomes

TOML

Q1 Ensure active NGO contracts are aligned with the TOML priorities and deliverables

TOML ALL NGO’s a. MLR to craft their work based on the 16-17 deliverables a. IP

Q1 Have the NGO’s use the Granicus supported meeting space in Suite Z at TOML for more transparency

TOML ALL NGO’s

Q2 Determine TOML options for match funding to leverage capital sources (general fund & other )

TOML

Q2 Identify technology/ equipment improvements that add benefit while lowering costs

TOML

Q2 Identify reserve funds (i.e. REU) & identify how and when these funds can be used

TOML

31



Task Lead Support Team Next Steps – Commitments - Notes Status Q2 Decide staffing requirements needed

for effective service levels

TOML

Q2 Develop a Regional Solid Waste Plan

TOML

Q3 Develop, identify market investment methods and opportunities to attract active private capital

TOML

Q3 Partner with the county to scale/ regionalize service strategies at lower total costs; leading project is a Regional Solid Waste Plan

TOML

Q4 Develop a spending strategy for identified infrastructure that supports the Story Map

TOML

Q5 Implement two-tiered content management strategy that achieves: (1) authoritative information, and (2) coordinated dissemination

TOML ALL

32



MLR Quarterly Milestones and Workplan Town of Mammoth Lakes Strategic Alignment - Partner Lead Commitments Matrix

Task Lead Support Team Next Steps – Commitments - Notes Status Strategic Priority: Enhance Our Recreation Based Economy Q1 Complete internal marketing to support

Priority Phase Projects for funding and target markets

MLR MLT a. TC to approve draft five year R & U Budget recommendations b. Identify and engage potential sponsors

a. IP b. IP

Q1 Finalize special events strategy and funding - with a preference on shoulder seasons

TOML MLR, MLT & Chamber

c. MLR is creating a strategy focused on Arts & Culture, Capital Projects and Special Projects

d. Needs a task force to create the special events ONLY strategy (or embedded as an element of the MLR strategy?)

c. IP d. TBD

Q3 Collaborate on what Winter guests are looking for including top experiences

MLR MLT

Q5 Collaborate on what Summer guests are looking for including top experiences

MLR MLT

Strategic Priority: Comprehensive Community Plan Q1 Create elements of the comprehensive

experience to be located on the TOML story map

MLR MLT & TOML c. Town Council has approved priority phase projects d. There is a need to confirm the location of the Outdoor

Performing Arts Center

c. Complete d. IP


TOML ALL NGO’s

Q4 Support investment Story Map with targeted research on potential users of amenities (Initiated Q1)

MLT MLR


TOML ESTA, MLR


33



Task Lead Support Team Next Steps – Commitments - Notes Status Q1 Identify and secure funding for MLTS TOML MLR c. There is an annual line item from Measure R for $300,000

aligned with the trails projects d. The challenge is the development and approval of the CCSA’s,

SUP’s and the environmental reviews to complete the work.

c. Complete

d. IP

Q1 Produce and review business plans for the Priority Phase Projects including MUF/CC, Park West, MACC and Outdoor Performing Arts Center

MLR TOML, MLT Foundation, and Event Partners

a. The drafts are complete with a need for the budgetary items to create operations plans.

b. Collaborate with partners to create business plans & project prospectus for the Priority Phase Projects

c. There are drafts of these prospectus with a need for designs to ascertain the costs for these amenities to identify partners to secure funding – “sell the dream”

a. IP

Q1 Complete the long term lease agreement for the MACC

MLR TOML, ML Foundation, Kern College District

b. There is a need for a long term lease agreement between the parties to support the operations of the MACC

b. IP

Q2 Siting 100 miles of new trails

TOML MLR

Q2 Implement the maintenance plan for current trails

TOML MLR

Q2 Outdoor Performance Arts Center

MLR TOML

Q2 Completion of Measure R & U strategy

MLR TOML

Q3 Mammoth Creek Park West Project funding secured

TOML MLR

Strategic Priority: Effective Municipal Services Q1 Ensure active NGO contracts are

aligned with the TOML priorities and deliverables

TOML MLR b. MLR to craft their work based on the 16-17 deliverables b. IP

Q1 Each NGO maintain a “near term” list of prospective projects for funding options

MLR MLR Board, ALL a. Create a funding matrix to include sponsors and grant opportunities

a. IP

34



Task Lead Support Team Next Steps – Commitments - Notes Status Q1 Have the NGO’s use the Granicus

supported meeting space in Suite Z at TOML for more transparency

MLR MLR Board a. MLR actively uses the Granicus system and Suite Z for their Board meetings

a. Complete


MLT ALL

35



MLT Quarterly Milestones and Workplan Town of Mammoth Lakes Strategic Alignment - Partner Lead Commitments Matrix

Task Lead Support Team Next Steps – Commitments - Notes Status Strategic Priority: Enhance Our Recreation Based Economy Q1 Determine which planes will provide

sustainable air service given airline plans to stop using existing fleet

MLT TOML

Q1 Explore new markets, refine and define how to achieve 30,000 enplanements

MLT MMSA, TOML

Q2 Tourism Economics Study

TOML MLT

Q2 Implement terminal strategy to raise capital and activate stakeholders (Q1 engage, Q3 Capital)

TOML MLT

Q3 Collaborate on what Winter guests are looking for including top experiences

MLR MLT

Q3 Flight scheduling and technology to decrease cancellations

MLT TOML

Q5 Collaborate on what Summer guests are looking for including top experiences

MLR MLT

Q6 Increase TOT shoulder season by one month to $850,000

MLT TOML

Strategic Priority: Comprehensive Community Plan Q1 Investment Story Map for Development

& Business TOML MLT

36



Task Lead Support Team Next Steps – Commitments - Notes Status Q1 Create elements of the comprehensive

experience to be located on the TOML story map

TOML MLT, MLR


TOML ALL NGO’s

Q4 Support investment Story Map with targeted research on potential users of amenities (Initiated Q1)

MLT MLR

Strategic Priority: Enhanced Community Amenities Serving Residents and Visitors Q1 Produce and review business plans for

the Priority Phase Projects including MUF/CC, Park West, MACC and Outdoor Performing Arts Center

MLR TOML, MLT Foundation, and Event Partners

d. The drafts are complete with a need for the budgetary items to create operations plans.

e. Collaborate with partners to create business plans & project prospectus for the Priority Phase Projects

f. There are drafts of these prospectus with a need for designs to ascertain the costs for these amenities to identify partners to secure funding – “sell the dream”

b. IP

Strategic Priority: Effective Municipal Services Q1 Ensure active NGO contracts are aligned

with the TOML priorities and deliverables

MLT MLH, MLR, TOML

c. MLT to craft their work based on the 16-17 deliverables c. IP


MLT ALL b. Create a funding matrix to include sponsors and grant opportunities

b. IP

Q1 Have the NGO’s use the Granicus supported meeting space in Suite Z at TOML for more transparency

MLT ALL b. MLT actively uses the Granicus system and Suite Z for their Board meetings

b. IP


MLT ALL

37



MLH Quarterly Milestones and Workplan Town of Mammoth Lakes Strategic Alignment - Partner Lead Commitments Matrix

Task Lead Support Team Next Steps – Commitments - Notes Status Strategic Priority: Enhance Our Recreation Based Economy

Strategic Priority: Comprehensive Community Plan Q1 Each NGO/ TOML maintain a “near term” list of

prospective projects for funding options ALL


TOML All NGO’s

Q2 Define investment opportunities to include Cap & Trade funds for housing needs

MLH

Q2 Provide a competitive profile of how TOML can access housing capital

MLH

Q3 Propose a strategy for a mix of rental and ownership housing

MLH

Q3 Develop analysis for the conversion of existing housing inventory to workforce housing

MLH TOML


TOML ESTA, MLH


38



Task Lead Support Team Next Steps – Commitments - Notes Status Strategic Priority: Effective Municipal Services Q1 Ensure active NGO contracts are aligned with

the TOML priorities and deliverables MLH MLT, MLR,

TOML d. MLH to craft their work based on the 16-17 deliverables d. IP


MLH ALL c. Create a funding matrix to include sponsors and grant opportunities

c. IP

Q1 NGO’s use the Granicus supported meeting space in Suite Z at TOML for more transparency

MLH ALL c. MLH actively uses the Granicus system and Suite Z for their Board meetings

c. IP


MLT ALL

39



ESTA Quarterly Milestones and Workplan Town of Mammoth Lakes Strategic Alignment - Partner Lead Commitments Matrix

Task Lead Support Team Next Steps – Commitments - Notes Status Strategic Priority: Enhance Our Recreation Based Economy Strategic Priority: Comprehensive Community Plan Q2 Determine what modifications to user

preference data would inform the transit system

ESTA


TOML All NGO’s


TOML ESTA, MLH


TOML ESTA, MLR

Q5 Frame requirements to develop a transit hub(s)

TOML ESTA

Strategic Priority: Enhanced Community Amenities Serving Residents and Visitors Strategic Priority: Effective Municipal Services Q1 Ensure active NGO contracts are aligned with

the TOML priorities and deliverables

ESTA ALL e. ESTA to craft their work based on the 16-17 deliverables e. IP


ESTA ALL d. Create a funding matrix to include sponsors and grant opportunities

d. IP

40



Task Lead Support Team Next Steps – Commitments - Notes Status Q1 Have the NGO’s use the Granicus supported

meeting space in Suite Z at TOML for more transparency

ESTA ALL d. ESTA actively uses the Granicus system and Suite Z for their Board meetings

d. IP


ESTA ALL

41



Communications and Accountability Plan

How Project Updates Might Be Conducted

The following are proposed components of a simple but disciplined approach to communications between project partners and with the community at large. All strategic plan initiatives are prone to drift from original intention to issues commanding the present attention of participants. A disciplined program of dialogue, review/preview, and regular reporting will help to support continuous improvement and active engagement by partners and the Mammoth Lakes community.

Suggested components:

Monthly check-ins for the first 3 months to review progress on actions and milestones

o Town Manager and Project leads

End-of-Quarter reviews by the Town Manager and 4 NGO Executive Directors to:

o Assess progress, refine milestones and/or timing, make plan improvements

o Report to Council as a standing agenda item quarterly

Provide a Strategic Plan web page with reference documents for each phase of the project

Report to the community with periodic dialogue sessions

Conduct an annual review workshop with Council to refining the action plan

42



Acronyms Defined

TOML – Town of Mammoth Lakes

MLR – Mammoth Lakes Recreation

MLH – Mammoth Lakes Housing

MLT – Mammoth Lakes Tourism

ESTA – Eastern Sierra Transit Authority

NGO – Non Governmental Organization

TOT – Transient Occupancy Tax

TBID – Tourism Business Improvement District

MMSA – Mammoth Mountain Ski Association

INF – Inyo National Forest

MUF/CC – Multi-Use Facility/ Community Center

MACC – Mammoth Arts and Cultural Center

OPAC – Outdoor Performing Arts Center

MCP – Mammoth Creek Park

43



Council Presentation June 1, 2016

See Slide Deck Attached

44



18 Month Workplan Endnotes

1 MLR is not able to use R &U to raise funds 2 Identify air service including airlines and aircraft 3 Define “shoulder season” and identify Critical Success Factors that predict months likely to achieve the $850k target TOT 4 Differentiate user preferences for residents vs. visitors 5 Need a transit hub that delivers users to key access points (like the “Union Station” model); 6 MACC is dependent on outside partner 7 Outdoor performing arts center may require forest service participation and a funding partner 8 Granicus use focused on primary board meetings only 9 Initiated in Q1

45

Agenda Item # 7a

Attachment # 4

Mammoth Lakes Recreation Agenda Action Sheet

Mammoth Lakes Recreation Agenda Action Sheet

Meeting Date: July 12, 2016 Date Prepared: June 25, 2016

Prepared by: Rich Boccia, Executive Director

Title: Mammoth Lakes Recreation FY16-17 Working Budget for Measure R and U.

Agenda: Policy/Public Hearing

Recommendation: It is recommended that Mammoth Lakes Recreation (MLR) Board recommend specific modifications to previous fund balance allocations with the Measure R and U Funds (216 & 217) and approval of the conceptual allocation of Measure R and U resources for defined projects, activities and programs for FY 16-17.

Background Information: Previous recommendations have been reviewed and recommended by Mammoth Lakes Recreation committing funds to various capital projects. The Town Council has also taken previous actions to set aside Measure R and U funds specifically for capital projects (Resolutions No. 14-03 and 14-16). Due to the approved list of primary amenities and the continued work on specific capital projects, it is recommended that the specific set aside of Fund Balance (reserves) within Fund 216 – Measure R and Fund 217 - Measure U be reconsidered and reconfirmed. This will allow the reserves to be placed in alignment with MLR recommendations and Town Councils’ approved priorities. The amounts by specific project are provided in the attached staff report. It is also recommended that the working budget for MLR be considered to align the potential expenditure of funds with the activities, projects and programs currently within MLRs’ work program. The specific expenditure of funds will need to go through the public process with a formal recommendation to the Town Council for approval prior to being expended. Previously approved project allocations will continue forward. A chart outlining the proposed working budget is attached. This past year a separate fund was created for the allocated Measure R Funds for Trails (Fund 215. Funds in the amount of $300,000 per year for five years were allocated and approved for this purpose. The FY16-17 allocation of $300,000 represents the final approved allocation which was included in the Town’s adopted budget based on the previous allocation. The revenues retained in the 215 Fund will continue to be used for trail related work and programs. The use of Fund Balance, not committed to current projects will come forward for specific project approvals through the Mammoth Trails Committee (MTC).

46

Mammoth Lakes Recreation Staff Report

Page 2 of 4 re-creation = the refreshment of strength and spirit

Overview The Town of Mammoth Lakes Town Council identified one of the MLR deliverables to include “to prepare and provide to the Town an MLR strategy and prioritized list of primary amenities recommended to be supported with Measure R and U funds by December 2015.” MLR has provided to the Town Council a list of priority projects. Based on Council’s approval of these projects and the current work program being undertaken by MLR to assist in project implementation, staff is recommending that the MLR Board reconsider the previously approved allocation of Measure R and U reserves.

Recommended Use of Previously Allocated Reserves As part of previous recommendations and Council approvals a number of funds were encumbered for specific items and the Council allocated specific amounts for future capital projects. Per Town Resolution No. 14-03, $440,344.92 in Measure R funds were reserved for capital. Resolution No. 14-06 allocated $300,000 in Measure U funds for capital. Both resolutions provide “that [these funds] may not be allocated for any purpose without having any request reviewed by and recommendations made through the Measure R (or Measure U) process and specific action of the Town Council;” As these funds were reserved for capital projects, is recommended that the MLR Board recommend that these funds be appropriated by the Town Council for the Multi-Purpose Facility currently being planned for Mammoth Creek Park West (“Park West Project”). The allocation of these funds for this project will require MLR to provide a recommendation and Town Council approval.

MLR recommended and the Town Council approved in Resolution No. 15-04 a capital reserve of $300,000 from Measure R for the Multi-Use Facility Project and $500,000 for Shane’s Inspiration Playground. Staff is recommending that the $500,000 identified for Shane’s Inspiration Playground be re-directed to the Park West Project. Pending final design and costs, the Park West Project will include elements of an accessible playground. The allocation of these funds will require MLR recommendation and approval by the Town Council. The $300,000 for the roof project is recommended to be retained for this purpose.

Resolution No. 15-05 allocated $100,000 in Measure U funds “for the potential use of the designated Mammoth Arts and Cultural project. The use of the reserves requires Council Authorization and the appropriate budget amendment.” This specific action does not require any additional action by MLR for the funds to be appropriated. However, the Council has directed MLR to provide a recommendation on the Mammoth Arts and Culture Center (MACC) project. This review is continuing. Staff is recommending that these funds be retained for this purpose.

The Town Council authorized $1.5 million to be used for trail related programs. These funds were to be allocated over a 5 year period at $300,000 per year. This year (FY15-16) a separate Fund 215 was created to specifically account for these allocated funds. It is anticipated that there will be a minimum of $265,000 of unencumbered funds will be available in FY16-17 in addition to the new allocation of $300,000. These fund are restricted in use for trail related programs and projects. The specific use of these funds will be recommended by the Mammoth Trails Committee to MLR for final approval by the Town Council. The Town’s FY16-17 budget included the allocation of the annual $300,000 based on the work program and budget previously presented to MLR.

47

of 4 re-creation = the refreshment of strength and spirit

The following is a summary of the recommendations for the use of previously allocated reserves:

Fund Balance Recommendation MTC - $265,000. (R) Funds to be carried-over to the 16-17 budget as approved by MTC MACC - $100,000. (U) Continue to be encumbered for design work Capital - $300,000. (U) Funds remain allocated for the “ice rink roof” Shanes - $500,000. (U) Unencumber and re-designate for the Park West Project Capital - $440,344.92 (U) Unencumber and re-designate for the Park West Project

FY16-17 Working Budget Alignment The Town Council, based on MLR recommendations has approved five priority capital projects. We are recommending budget alignment for these projects and a number of related activities and programs that are supported by Measure R and U funds. While this is only a budget and subject to change based on refined project design, cost estimates and opportunities or changes in priorities, the following provides a working financial guideline for the Board. A number of the projects may extend beyond FY16-17 and require future budget adjustments. The actual appropriation of funds by the Town Council, which have not previously been allocated will require the MLR Board to take the specific funding requests through the public process and make a formal recommendation to Town Council for consideration. The preliminary budget allocations are outlined below for review, modification and approval for FY16-17.

Status Measure R Status Measure U Ending Balance: 06.30.16 $1,517,558. Ending Balance: 06.30.16 $1,889,709. Project 16-17 Income $1,100,000. Projected 16-17 Income $800,000. 16-17 Working Capital $2,617,558. 16-17 Working Captial $2,689,709. 2016-2017 2016-2017

RA ML Trails System: Year five of the agreement

$300,000.

RA Special Projects: Aligned with Allocation Strategy

$25,000.

RA Special Projects: Aligned with Allocation Strategy

$25,000. RA Arts & Culture Programming: Resident Artists

$115,000.

NATT MCP West Project - Cash $1,650,000. NATT MCP West Project - Cash $1,650,000. NATT 5 yrs.

MCP West Project Financing $125,000. NATT 5 yrs.

MCP West Financing $125,000.

RA MLR Government Grant $200,000. NATT Outdoor Performing Arts Center Design Work: Contingent on an approved site location

$50,000.

RA MACC Design Work: Contingent on Contract between TOML/MLF

$100,000.

RA TOML M & O (TE & WP) Ongoing commitment $25,000 for Mammoth Track Maintenance, $12,000 Trails End Park Maintenance and $2000 Annual Maintenance of Measure R funds.

$39,000. RA Town Services / Process Agreements

$7,220.

RA Mobility – Trolley Service $24,000. *** Ending Balance: 06.30.17 $278,558. *** Ending Balance: 06.30.17 $593,489. Projected 17-18 Income $1,100,000. Projected 17-18 Income $800,000. 17-18 Working Capital $1,378,558. 17-18 Working Capital $1,393,489. • (RA = request for approval and NATT = not at this time)

48

of 4 re-creation = the refreshment of strength and spirit

*** = This would be the ending balance if MLR and the Town Council approved the one time cash allocation for the MCP West Project and the annual MCP West Project financing. Those items are not being requested for approval at this time. Measure U ongoing expenses include the previous allocation of $24,000 for transit services and Town services of $7,220 for the procession of agreements etc. for approved special events for summer 2016 and 4,000 for the annual compliance audit. Measure R expenses include the transfer of $300,000 for Trails, and allocation of $200,000 for MLR and $4,000 for the annual compliance audit. Town operations include $2,000 for the maintenance, repair and replacement of previously purchased equipment. Town operations include $12,000 for Trails End Park maintenance and $25,000 for Whitmore Track maintenance. Currently, no allocation is appropriated to support the Multi-Use Facility. However, the adopted Town budget has a short fall of just over $4,000 and a request may be made to MLR to fund the short fall. Previously $20,000 ($10,000 from R & U) has been allocated for this purpose, with actuals for FY15-16 projected to come in below the $20,000 level. The proposed budget alignment will need to be refined as the various activities, programs and projects are brought forward for specific recommendations. The purpose is to provide the MLR Board with an overview of the financial status of the Measure R and U and what the likely commitment of funds will be in the coming year. Funds Available: Yes Account #: Fund 215, 216 & 217

Reviewed by: x MLR Board President

x MLR Executive Committee

x MLR Executive Director

MLR Committee Chair

x MLR Treasurer

MTC Trails Coordinator

MLR Vision / Priority / Deliverable: “Prepare and provide to the Town a MLR Strategy and prioritized list of primary amenities recommended to be supported with Measure R and U funds by December, 2015.”

49

Mammoth Lakes RecreationReport of Expenditures - May 2016

Income$44,160.29 Balance Forward

$266.26 Winter Recreation Summit$25,000.00 May 2016 Contract Payment

$69,426.55 Total Revenues

Expenditures

$212.50 Accounting Fees$7.55 Bank Service Charges

$16.73 Office Supplies$48.00 Postage$74.81 Telecommunications

$238.49 Computer Hardware$30.00 Computer Software$15.95 Tech Support$69.33 D&O Insurance$83.67 Liability Insurance

$142.59 Workers' Compensation Insurance$9,279.51 Salaries

$791.03 Benefits$876.31 Payroll Taxes

$2.90 Payroll Processing

$11,889.37 Total Expenditures

$57,537.18 Balance Available

Expenditures by Project FY 2015-16 as of May 2016TOML ContractAllocation $125.50Leverage $1,225.23MLTS $1,010.54Organization $0.00Strategy $3,389.55Support $6,095.86Contract Subtotal $11,846.68

TOML General FundPerforming Arts $35.14Other $7.55

Unrestricted FundsFundraising $0.00Board $0.00

TOTAL Expenditures $11,889.37

50

Mammoth Lakes Recreation Profit & Loss Budget vs. Actual

July 2015 through May 2016

Page 1 of 2

Jul '15 - May 16 Budget $ Over Budget % of Budget

Ordinary Income/Expense

Income

40100 · Direct Public Support

40120 · Individ, Business Contributions 4,294.26

Total 40100 · Direct Public Support 4,294.26

40200 · Government Grants 75,000.00 275,000.00 -200,000.00 27.27%

Total Income 79,294.26 275,000.00 -195,705.74 28.83%

Expense

60100 · Business Expenses

60110 · Candidate Search 138.64

60120 · Filing Fees 180.00 200.00 -20.00 90.0%

60100 · Business Expenses - Other 289.00

Total 60100 · Business Expenses 607.64 200.00 407.64 303.82%

60200 · Contract Services

60210 · Accounting Fees 4,459.55 3,667.00 792.55 121.61%

60220 · Legal Fees 0.00 2,500.00 -2,500.00 0.0%

60230 · MLR Website Develop./Maint. 45.00 15,000.00 -14,955.00 0.3%

60240 · Graphic Design 3,725.00 15,000.00 -11,275.00 24.83%

Total 60200 · Contract Services 8,229.55 36,167.00 -27,937.45 22.75%

60300 · Office

60360 · Bank Service Charges 7.55

60305 · Office Supplies 445.48 2,292.00 -1,846.52 19.44%

60310 · Postage 59.64 1,100.00 -1,040.36 5.42%

60315 · Promotional Materials 300.24 6,875.00 -6,574.76 4.37%

60320 · Services Agreement 450.00 1,650.00 -1,200.00 27.27%

60325 · Photocopying 705.94

60330 · Printing 569.11

60335 · Rent/Utilities 900.00

60340 · Telecommunications 857.77 1,705.00 -847.23 50.31%

60345 · Computer Hardware 401.79 145.00 256.79 277.1%

60350 · Computer Software 161.99 1,833.00 -1,671.01 8.84%

60355 · Technology Support (IT Serv.) 519.60 2,292.00 -1,772.40 22.67%

Total 60300 · Office 5,379.11 17,892.00 -12,512.89 30.06%

60400 · Insurance

60410 · D&O Insurance 485.31 917.00 -431.69 52.92%

60420 · Liability Insurance 585.69 763.00 -177.31 76.76%

60430 · Worker's Compensation -5.85 7,333.00 -7,338.85 -0.08%

Total 60400 · Insurance 1,065.15 9,013.00 -7,947.85 11.82%

60500 · Payroll Expenses

60510 · Salaries 106,426.99 112,420.00 -5,993.01 94.67%

60520 · Benefits 15,445.29 7,865.00 7,580.29 196.38%

60530 · Payroll Taxes 10,223.77 11,242.00 -1,018.23 90.94%

60540 · Payroll Processing Fees 28.82 0.00 28.82 100.0%

Total 60500 · Payroll Expenses 132,124.87 131,527.00 597.87 100.46%

60600 · Organizational Growth

51

Mammoth Lakes Recreation Profit & Loss Budget vs. Actual

July 2015 through May 2016

Page 2 of 2

Jul '15 - May 16 Budget $ Over Budget % of Budget

60610 · Conferences 1,056.70 917.00 139.70 115.23%

60620 · Professional Memberships 725.00 1,375.00 -650.00 52.73%

Total 60600 · Organizational Growth 1,781.70 2,292.00 -510.30 77.74%

60800 · Fundraising Expenses 2,704.76

69100 · Contingency 0.00 41,675.00 -41,675.00 0.0%

69200 · Reserve 190.00 45,000.00 -44,810.00 0.42%

Total Expense 152,082.78 283,766.00 -131,683.22 53.59%

Net Ordinary Income -72,788.52 -8,766.00 -64,022.52 830.35%

Other Income/Expense

Other Expense

85000 · Fundraising Allocations 0.00

Total Other Expense 0.00

Net Other Income 0.00Net Income -72,788.52 -8,766.00 -64,022.52 830.35%

52

TOWN OF MAMMOTH LAKES

BALANCE SHEET

JUNE 30, 2016

MEASURE R TRAILS

FOR ADMINISTRATION USE ONLY 100 % OF THE FISCAL YEAR HAS ELAPSED 07/05/2016 02:08PM PAGE: 1

ASSETS

215-000-10010 CASH 542,609.42

TOTAL ASSETS 542,609.42

LIABILITIES AND EQUITY

FUND EQUITY

UNAPPROPRIATED FUND BALANCE:

REVENUE OVER EXPENDITURES - YTD 539,474.21

BALANCE - CURRENT DATE 539,474.21

TOTAL FUND EQUITY 539,474.21

TOTAL LIABILITIES AND EQUITY 539,474.21

53


REVENUES WITH COMPARISON TO BUDGET

FOR THE 12 MONTHS ENDING JUNE 30, 2016

MEASURE R TRAILS

PERIOD ACTUAL YTD ACTUAL BUDGET UNEARNED PCNT


SOURCE 399

215-000-39999 INTERFUND TRANSFERS IN 729,779.00 729,779.00 729,779.00 .00 100.0

TOTAL SOURCE 399 729,779.00 729,779.00 729,779.00 .00 100.0

TOTAL FUND REVENUE 729,779.00 729,779.00 729,779.00 .00 100.0

54


EXPENDITURES WITH COMPARISON TO BUDGET


MEASURE R TRAILS

PERIOD ACTUAL YTD ACTUAL BUDGET UNEXPENDED PCNT


MEASURE R TRAILS

215-511-40000 REGULAR SALARIES 53,029.16 53,029.16 65,285.00 12,255.84 81.2

215-511-40111 TEMPORARY WAGES 53.60 53.60 .00 ( 53.60) .0

215-511-40130 COMPREHENSIVE LEAVE 1,681.05 1,681.05 .00 ( 1,681.05) .0

215-511-41002 HEALTH INS PREMIUMS 17,506.11 17,506.11 18,616.00 1,109.89 94.0

215-511-41012 WORKERS COMP INSURANCE .00 .00 3,652.00 3,652.00 .0

215-511-41020 PERS (RETIREMENT) 10,804.53 10,804.53 22,352.00 11,547.47 48.3

215-511-42007 MAINTENANCE SUPPLIES 799.67 799.67 .00 ( 799.67) .0

215-511-42026 TRAIL FACILITY SUPPLIES 4,748.98 4,748.98 .00 ( 4,748.98) .0

215-511-43030 PROFESSIONAL SERVICES 3,135.21 3,135.21 .00 ( 3,135.21) .0

215-511-43031 CONTRACTUAL SERVICES 97,443.15 97,443.15 618,325.00 520,881.85 15.8

215-511-43130 ADVERTISING & LEGAL NOTICES 627.48 627.48 .00 ( 627.48) .0

215-511-43150 TRAINING, ED, CONF & MTGS .00 .00 1,000.00 1,000.00 .0

215-511-43404 PUBLIC UTILITIES 475.85 475.85 550.00 74.15 86.5

TOTAL MEASURE R TRAILS 190,304.79 190,304.79 729,780.00 539,475.21 26.1

TOTAL FUND EXPENDITURES 190,304.79 190,304.79 729,780.00 539,475.21 26.1

NET REVENUE OVER EXPENDITURES 539,474.21 539,474.21 ( 1.00) ( 539,475.21) 53947

55

Town of Mammoth Lakes Detail Ledger - to Check Activity Coding Page: 1

Period: 07/15 - 06/16 Jul 05, 2016 03:01PM

Report Criteria:

Actual Amounts

All Accounts

Summarize Payroll Detail

Print Grand Totals

Include Funds: 215

Page and Total by Fund

Include Balance Sheets: None

Include Revenues: None

All Segments Tested for Total Breaks

Reference Account Activity Number Debit Credit

Date Journal Number Payee or Description Number Amount Amount Balance

Regular Salaries 07/01/2015 (00/15) Balance 215-511-40000 .00

02/01/2016 AP 226 Employment Development Department 136.25

03/01/2016 AP 454 EMPLOYMENT DEVELOPMT DEPT 20.99

08/16/2015 PB 184 PAYROLL TRANS FOR 8/16/2015 PAY PERIO 26.98




10/11/2015 PB 64 PAYROLL TRANS FOR 10/11/2015 PAY PERI 29.98





01/03/2016 PB 92 PAYROLL TRANS FOR 1/3/2016 PAY PERIOD 29.98













08/16/2015 PC 116 PAYROLL TRANS FOR 8/16/2015 PAY PERIO 1,860.58




56


Period: 07/15 - 06/16 Jul 05, 2016 03:01PM



10/11/2015 PC 40 PAYROLL TRANS FOR 10/11/2015 PAY PERI 2,144.41






01/03/2016 PC 54 PAYROLL TRANS FOR 1/3/2016 PAY PERIOD 2,067.31



01/31/2016 PC 182 PAYROLL TRANS FOR 1/31/2016 PAY PERIO 404.78-











YTD Encumbrance .00 YTD Actual .00 Total .00 YTD Budget .00 Over/(Under) .00

Comprehensive Leave 07/01/2015 (00/15) Balance 215-511-40130 .00

02/22/2016 JE 34 Comp Value 12/31/15 1,681.05


Health Ins Premiums 07/01/2015 (00/15) Balance 215-511-41002 .00

08/30/2015 PB 298 PAYROLL TRANS FOR 8/30/2015 PAY PERIO 1,559.89


10/25/2015 PB 151 PAYROLL TRANS FOR 10/25/2015 PAY PERI 1,561.52

11/22/2015 PB 165 PAYROLL TRANS FOR 11/22/2015 PAY PERI 1,831.89

01/03/2016 PB 91 PAYROLL TRANS FOR 1/3/2016 PAY PERIOD 1,831.89





06/05/2016 PB 72 PAYROLL TRANS FOR 6/5/2016 PAY PERIOD 1,833.47


57


Period: 07/15 - 06/16 Jul 05, 2016 03:01PM



PERS (Retirement) 07/01/2015 (00/15) Balance 215-511-41020 .00

09/18/2015 CD 10 CalPERS Unfunded Liability 413.35


09/25/2015 CD 7 CalPERS Unfunded Liability 1,046.89



01/19/2016 CD 9 CalPERS Unfunded Liability 1,032.64

























Maintenance Supplies 07/01/2015 (00/15) Balance 215-511-42007 .00

02/03/2016 AP 368 HIGH COUNTRY LUMBER 18.06


Professional Services 07/01/2015 (00/15) Balance 215-511-43030 .00

58


Period: 07/15 - 06/16 Jul 05, 2016 03:01PM



09/28/2015 AP 743 USDA FOREST SERVICE C/O CITYBANK 430.20

03/31/2016 AP 742 USDA FOREST SERVICE C/O CITYBANK 2,705.01


Contractual Services 07/01/2015 (00/15) Balance 215-511-43031 .00

08/10/2015 AP 193 MAMMOTH LAKES TRAILS AND PUBLIC ACC 174.34




08/10/2015 AP 644 MAMMOTH LAKES TRAILS AND PUBLIC ACC 529.87-





09/16/2015 AP 651 JOHN WENTWORTH 2,483.24

09/16/2015 AP 681 WENTWORTH, JOHN 2,483.24-

09/16/2015 AP 682 WENTWORTH, JOHN 2,483.24

09/16/2015 AP 683 WENTWORTH, JOHN 2,483.24-

09/21/2015 AP 582 FRIENDS OF THE INYO 7,549.48-



09/21/2015 AP 699 FRIENDS OF THE INYO 2,873.15



12/22/2015 AP 77 MAMMOTH LAKES TRAILS AND PUBLIC ACC 2,141.66


12/22/2015 AP 550 MAMMOTH LAKES TRAILS AND PUBLIC ACC 2,142.00-

12/22/2015 AP 551 MAMMOTH LAKES TRAILS AND PUBLIC ACC .34




02/16/2016 CR 14000017 Miscellaneous - Mammoth Lakes Trails & Public 174.34-


Public Utilities 07/01/2015 (00/15) Balance 215-511-43404 .00

10/09/2014 AP 694 AT&T MOBILITY 35.70

01/30/2015 AP 561 AT&T MOBILITY 55.62

04/03/2015 AP 885 AT&T MOBILITY 59.81

59


Period: 07/15 - 06/16 Jul 05, 2016 03:01PM



05/07/2015 AP 68 AT&T MOBILITY 51.04

10/25/2015 AP 862 AT&T MOBILITY 50.14

11/25/2015 AP 63 AT&T MOBILITY 113.12

12/18/2015 AP 662 AT&T MOBILITY 53.12

05/17/2016 AP 133 AT&T MOBILITY 57.30


Total 0: 117,646.97 37,225.65- .00


04/18/2016 AP 496 THE SIERRA READER 200 627.48

12/06/2015 PB 68 PAYROLL TRANS FOR 12/6/2015 PAY PERIO 200 29.98

12/06/2015 PC 38 PAYROLL TRANS FOR 12/6/2015 PAY PERIO 200 77.10








06/05/2016 PC 78 PAYROLL TRANS FOR 6/5/2016 PAY PERIOD 200 122.38



01/19/2016 CD 9 CalPERS Unfunded Liability 200 981.03

12/06/2015 PB 52 PAYROLL TRANS FOR 12/6/2015 PAY PERIO 200 .01


Total 200: 4,475.57 .00 .00

Advertising & Legal Notices 07/01/2015 (00/15) Balance 215-511-43130 .00

04/08/2016 AP 567 EL SOL DE LA SIERRA 202 627.48


60


Period: 07/15 - 06/16 Jul 05, 2016 03:01PM



Total 202: 627.48 .00 .00


03/15/2016 AP 789 MAMMOTH LAKES TRAILS AND PUBLIC ACC 203 4,418.15



Total 203: 16,238.68 .00 .00



04/26/2016 AP 364 UNION BANK OF CALIF MASTERCARD 211 89.12


Total 211: 5,565.03 .00 .00


11/02/2015 AP 664 FRIENDS OF THE INYO 216 19,752.04

11/02/2015 AP 710 FRIENDS OF THE INYO 216 19,752.04-



Total 216: 39,504.08 39,504.08- .00


04/25/2016 AP 218 MAMMOTH LAKES TRAILS AND PUBLIC ACC 222 891.14


Total 222: 891.14 .00 .00


03/02/2016 AP 267 DO-IT CENTER 224 33.15

03/03/2016 AP 269 DO-IT CENTER 224 4.48

03/15/2016 AP 762 HIGH COUNTRY LUMBER 224 8.62

03/15/2016 AP 911 HIGH COUNTRY LUMBER 224 8.62-



61


Period: 07/15 - 06/16 Jul 05, 2016 03:01PM





Temporary Wages 07/01/2015 (00/15) Balance 215-511-40111 .00










01/12/2016 AP 497 DO-IT CENTER 224 46.48





Trail Facility Supplies 07/01/2015 (00/15) Balance 215-511-42026 .00

05/09/2016 AP 625 WOOD PRODUCT SIGNS 224 1,061.30

05/26/2016 AP 278 DO-IT CENTER 224 281.70


05/27/2016 AP 448 UNION BANK OF CALIF MASTERCARD 224 59.36-




Total 224: 5,864.18 67.98- .00



62


Period: 07/15 - 06/16 Jul 05, 2016 03:01PM



Total 232: 1,238.59 .00 .00



09/16/2015 AP 684 WENTWORTH, JOHN 235 2,483.24







Total 235: 16,517.27 .00 .00



Total 236: 1,537.74 .00 .00








Total 237: 50,457.69 19,752.04- .00


05/20/2016 AP 274 DO-IT CENTER 252 88.41


Trail Facility Supplies 07/01/2015 (00/15) Balance 215-511-42026 .00


05/27/2016 AP 502 CSDS SACRAMENTO 252 2,709.22

63


Period: 07/15 - 06/16 Jul 05, 2016 03:01PM











Total 252: 11,499.30 .00 .00



Total 254: 9,417.25 .00 .00




Total 272: 1,896.76 .00 .00





Total 273: 3,476.81 .00 .00

Number of Transactions: 201 Number of Accounts: 31 Debit Credit Proof

Total Measure R Trails: 286,854.54 96,549.75- .00


Grand Totals: 286,854.54 96,549.75- 190,304.79

64


Period: 07/15 - 06/16 Jul 05, 2016 03:01PM



Report Criteria:

Actual Amounts

All Accounts


Print Grand Totals

Include Funds: 215





65


BALANCE SHEET

JUNE 30, 2016

MEASURE R SALES TAX


ASSETS

216-000-10010 CASH 2,459,002.76

TOTAL ASSETS 2,459,002.76


LIABILITIES

216-000-20010 ACCOUNTS PAYABLE ( 717.00)

TOTAL LIABILITIES ( 717.00)

FUND EQUITY


216-000-29120 RESTRICTED FUND BALANCE 1,622,482.78

216-000-29170 UNASSIGNED FUND BALANCE 726,717.66


BALANCE - CURRENT DATE 2,434,719.76

TOTAL FUND EQUITY 2,434,719.76

TOTAL LIABILITIES AND EQUITY 2,434,002.76

66




MEASURE R SALES TAX



SALES TAX

216-000-30406 SALES TAX: MEASURE R 1,109,438.06 1,109,438.06 1,020,000.00 ( 89,438.06) 108.8

TOTAL SALES TAX 1,109,438.06 1,109,438.06 1,020,000.00 ( 89,438.06) 108.8

TOTAL FUND REVENUE 1,109,438.06 1,109,438.06 1,020,000.00 ( 89,438.06) 108.8

67




MEASURE R SALES TAX



RECREATION PROGRAMS

216-432-43031 CONTRACTUAL SERVICES 1,235.00 1,235.00 2,000.00 765.00 61.8

216-432-46200 MACHINERY & EQUIP - NON CAP 763.50 763.50 .00 ( 763.50) .0

TOTAL RECREATION PROGRAMS 1,998.50 1,998.50 2,000.00 1.50 99.9

PARKS, BLDGS & TRAILS MAINT

216-438-40000 REGULAR SALARIES 13,921.59 13,921.59 21,793.00 7,871.41 63.9

216-438-40111 TEMPORARY WAGES 8,236.53 8,236.53 .00 ( 8,236.53) .0

216-438-40130 COMPREHENSIVE LEAVE .00 .00 267.00 267.00 .0

216-438-41002 HEALTH INS PREMIUMS 609.44 609.44 7,686.00 7,076.56 7.9

216-438-41012 WORKERS COMP INSURANCE .00 .00 1,234.00 1,234.00 .0

216-438-41020 PERS (RETIREMENT) 1,847.37 1,847.37 5,729.00 3,881.63 32.3

216-438-41028 PARS (PART TIME RETIREMENT) 16.42 16.42 .00 ( 16.42) .0

216-438-42007 MAINTENANCE SUPPLIES 411.04 411.04 291.00 ( 120.04) 141.3

216-438-43031 CONTRACTUAL SERVICES 5,300.40 5,300.40 .00 ( 5,300.40) .0

216-438-45080 PARK GROUNDS & BLDGS MAINT 725.24 725.24 .00 ( 725.24) .0

TOTAL PARKS, BLDGS & TRAILS MAINT 31,068.03 31,068.03 37,000.00 5,931.97 84.0

MEASURE R

216-510-40000 REGULAR SALARIES 5,529.49 5,529.49 .00 ( 5,529.49) .0

216-510-40111 TEMPORARY WAGES 559.99 559.99 .00 ( 559.99) .0

216-510-41002 HEALTH INS PREMIUMS 63.26 63.26 .00 ( 63.26) .0

216-510-41020 PERS (RETIREMENT) 920.47 920.47 .00 ( 920.47) .0


216-510-43100 AUDIT SERVICES 3,500.00 3,500.00 3,500.00 .00 100.0

216-510-46200 MACHINERY & EQUIP - NON CAP 2,500.00 2,500.00 2,500.00 .00 100.0

216-510-48900 COMPUTER SOFTWARE - CAPITAL 3,000.00 3,000.00 3,000.00 .00 100.0

TOTAL MEASURE R 116,073.21 116,073.21 309,000.00 192,926.79 37.6

INTERFUND TRANSFERS

216-599-49999 TRANSFERS OUT 874,779.00 874,779.00 874,779.00 .00 100.0

TOTAL INTERFUND TRANSFERS 874,779.00 874,779.00 874,779.00 .00 100.0

TOTAL FUND EXPENDITURES 1,023,918.74 1,023,918.74 1,222,779.00 198,860.26 83.7

NET REVENUE OVER EXPENDITURES 85,519.32 85,519.32 ( 202,779.00) ( 288,298.32) 42.2

68


Period: 07/15 - 06/16 Jul 05, 2016 03:02PM

Report Criteria:

Actual Amounts

All Accounts


Print Grand Totals

Include Funds: 216








07/31/2015 JE 2532 Correct JE for Payroll Adjustment 510.75-





Unemployment Assessment 07/01/2015 (00/15) Balance 216-432-41016 .00

10/27/2015 AP 128 EMPLOYMENT DEVELOPMT DEPT 717.00

10/27/2015 AP 585 EMPLOYMENT DEVELOPMT DEPT 717.00-





Machinery & Equip - Non Cap 07/01/2015 (00/15) Balance 216-432-46200 .00

07/08/2015 AP 397 UNION BANK OF CALIF MASTERCARD 763.50



07/31/2015 JE 2533 Correct JE for Payroll Adjustment 510.75


69


Period: 07/15 - 06/16 Jul 05, 2016 03:02PM












04/29/2016 AP 256 NEWEGG BUSINESS, INC 183.65



09/22/2015 AP 932 BEYNON SPORTS SURFACES 1,100.00

09/28/2015 AP 550 UNION BANK OF CALIF MASTERCARD 225.00

10/06/2015 AP 934 DB SPORTS GROUP 3,300.00


Park Grounds & Bldgs Maint 07/01/2015 (00/15) Balance 216-438-45080 .00

08/03/2015 AP 689 DO-IT CENTER 10.75

01/27/2016 AP 653 HIGH COUNTRY LUMBER 162.54



09/22/2015 AP 931 BEYNON SPORTS SURFACES 1,100.00-

10/06/2015 AP 933 DB SPORTS GROUP 3,300.00-

11/01/2015 AP 73 MAMMOTH LAKES RECREATION 25,000.00





70


Period: 07/15 - 06/16 Jul 05, 2016 03:02PM



Audit Services 07/01/2015 (00/15) Balance 216-510-43100 .00

02/01/2016 AP 414 MARCELLO & COMPANY, CPAS RALPH A. M 3,500.00



08/03/2015 AP 688 DO-IT CENTER 10.75-

01/27/2016 AP 652 HIGH COUNTRY LUMBER 162.54-



02/11/2016 AP 269 TITAN CONSTRUCTION SUPPLY INC. 1,417.75

02/16/2016 AP 338 CROWD CONTROL STORE 1,082.25


Computer Software - Capital 07/01/2015 (00/15) Balance 216-510-48900 .00

02/29/2016 AP 893 ACTIVE NETWORK, LLC. 3,000.00


Transfers Out 07/01/2015 (00/15) Balance 216-599-49999 .00

05/31/2016 JE 1 Measure R Transfer to Measure R Trails 729,779.00

05/31/2016 JE 39 Measure R Transfer to Capital (Trails End Com 145,000.00


Total 0: 992,323.18 5,946.91- .00


04/11/2016 AP 368 MAMMOTH DISPOSAL, INC. 46810 189.50

04/11/2016 AP 622 MAMMOTH DISPOSAL, INC. 46810 189.50-


Total 46810: 189.50 189.50- .00

71


Period: 07/15 - 06/16 Jul 05, 2016 03:02PM




07/31/2015 JE 418 GROSS PAY 56115 65.28

07/31/2015 JE 419 MEDICARE 56115 .95

07/31/2015 JE 831 07-14-15 PAYDATE 56115 46.36-

07/31/2015 JE 1814 GROSS PAY 56115 10.88

07/31/2015 JE 1815 MEDICARE 56115 .16



07/31/2015 JE 428 HEALTH BENEFIT 56115 12.17

07/31/2015 JE 429 GASB 45 56115 2.41

07/31/2015 JE 430 VISION/DENTAL 56115 4.22

07/31/2015 JE 431 LIFE INSURANCE 56115 .89

07/31/2015 JE 434 EAP 56115 .11

07/31/2015 JE 831 07-14-15 PAYDATE 56115 13.86-


07/31/2015 JE 1825 GASB 45 56115 .40

07/31/2015 JE 1826 VISION/DENTAL 56115 .70



07/31/2015 JE 420 PERS: EMPLOYER 56115 4.07

07/31/2015 JE 421 PERS: EMPLOYER 56115 .03

07/31/2015 JE 831 07-14-15 PAYDATE 56115 2.87-

07/31/2015 JE 1816 PERS: EMPLOYER 56115 .68

07/31/2015 JE 1817 PERS: EMPLOYER 56115 .01


Total 56115: 104.99 63.09- .00


04/13/2016 AP 600 LINCOLN AQUATICS 56118 1,235.00


72


Period: 07/15 - 06/16 Jul 05, 2016 03:02PM



Total 56118: 1,235.00 .00 .00


07/31/2015 JE 1814 GROSS PAY 56200 1,678.17

07/31/2015 JE 1815 MEDICARE 56200 24.33

08/02/2015 PC 13 PAYROLL TRANS FOR 8/2/2015 PAY PERIOD 56200 2,825.61

08/16/2015 PC 74 PAYROLL TRANS FOR 8/16/2015 PAY PERIO 56200 1,534.19







07/31/2015 JE 418 GROSS PAY 56200 109.27

07/31/2015 JE 419 MEDICARE 56200 1.59

07/31/2015 JE 831 07-14-15 PAYDATE 56200 77.60-

07/31/2015 JE 1814 GROSS PAY 56200 327.80

07/31/2015 JE 1815 MEDICARE 56200 4.75










07/31/2015 JE 1825 GASB 45 56200 25.77

07/31/2015 JE 1826 VISION/DENTAL 56200 45.09

08/02/2015 PB 24 PAYROLL TRANS FOR 8/2/2015 PAY PERIOD 56200 108.25




73


Period: 07/15 - 06/16 Jul 05, 2016 03:02PM



07/31/2015 JE 1816 PERS: EMPLOYER 56200 172.82

07/31/2015 JE 1817 PERS: EMPLOYER 56200 .37

08/02/2015 PB 27 PAYROLL TRANS FOR 8/2/2015 PAY PERIOD 56200 .75




PARS (Part Time Retirement) 07/01/2015 (00/15) Balance 216-438-41028 .00

07/31/2015 JE 423 PARS (PT) 56200 2.21

07/31/2015 JE 831 07-14-15 PAYDATE 56200 1.55-

07/31/2015 JE 1819 PARS (PT) 56200 6.61





10/11/2015 PC 16 PAYROLL TRANS FOR 10/11/2015 PAY PERI 56200 819.75



03/27/2016 PC 169 PAYROLL TRANS FOR 3/27/2016 PAY PERIO 56200 81.59-













74


Period: 07/15 - 06/16 Jul 05, 2016 03:02PM




10/11/2015 PB 14 PAYROLL TRANS FOR 10/11/2015 PAY PERI 56200 .30



Total 56200: 17,833.79 160.74- .00






























75


Period: 07/15 - 06/16 Jul 05, 2016 03:02PM





06/05/2016 PB 81 PAYROLL TRANS FOR 6/5/2016 PAY PERIOD 56810 5.26





10/11/2015 PB 15 PAYROLL TRANS FOR 10/11/2015 PAY PERI 56810 .25
















07/29/2015 AP 656 DO-IT CENTER 56810 3.88

08/05/2015 AP 687 WESTERN NEVADA SUPPLY CO. 56810 106.46

03/31/2016 AP 286 DO-IT CENTER 56810 15.52



04/26/2016 AP 75 DO-IT CENTER 56810 73.45

04/26/2016 AP 76 DO-IT CENTER 56810 73.45-

04/26/2016 AP 77 DO-IT CENTER 56810 6.67

76


Period: 07/15 - 06/16 Jul 05, 2016 03:02PM



04/27/2016 AP 82 DO-IT CENTER 56810 17.81

04/29/2016 AP 84 DO-IT CENTER 56810 9.71



07/29/2015 AP 471 DO-IT CENTER 56810 3.88

07/29/2015 AP 655 DO-IT CENTER 56810 3.88-



09/22/2015 AP 765 BEYNON SPORTS SURFACES 56810 1,100.00

10/06/2015 AP 767 DB SPORTS GROUP 56810 3,300.00



08/05/2015 AP 45 WESTERN NEVADA SUPPLY CO. 56810 106.46

08/05/2015 AP 686 WESTERN NEVADA SUPPLY CO. 56810 106.46-


Total 56810: 15,638.61 183.79- .00


07/31/2015 JE 418 GROSS PAY 56811 1,678.17

07/31/2015 JE 419 MEDICARE 56811 24.33

07/31/2015 JE 831 07-14-15 PAYDATE 56811 1,191.75-




07/31/2015 JE 429 GASB 45 56811 25.77

07/31/2015 JE 430 VISION/DENTAL 56811 45.09

07/31/2015 JE 431 LIFE INSURANCE 56811 5.37

07/31/2015 JE 434 EAP 56811 1.20

07/31/2015 JE 831 07-14-15 PAYDATE 56811 219.14-

77


Period: 07/15 - 06/16 Jul 05, 2016 03:02PM





07/31/2015 JE 420 PERS: EMPLOYER 56811 172.82

07/31/2015 JE 421 PERS: EMPLOYER 56811 .37

07/31/2015 JE 831 07-14-15 PAYDATE 56811 121.23-



07/31/2015 JE 418 GROSS PAY 56811 323.02

07/31/2015 JE 419 MEDICARE 56811 4.68

07/31/2015 JE 831 07-14-15 PAYDATE 56811 229.39-

07/31/2015 JE 1814 GROSS PAY 56811 353.07

07/31/2015 JE 1815 MEDICARE 56811 5.12


PARS (Part Time Retirement) 07/01/2015 (00/15) Balance 216-438-41028 .00

07/31/2015 JE 423 PARS (PT) 56811 6.73

07/31/2015 JE 831 07-14-15 PAYDATE 56811 4.71-

07/31/2015 JE 1819 PARS (PT) 56811 7.13











78


Period: 07/15 - 06/16 Jul 05, 2016 03:02PM




08/03/2015 AP 497 DO-IT CENTER 56811 10.75


Total 56811: 4,597.97 1,766.22- .00







Total 60008: 305.95 .00 .00


Total Measure R Sales Tax: 1,032,228.99 8,310.25- .00


Grand Totals: 1,032,228.99 8,310.25- 1,023,918.74

79


Period: 07/15 - 06/16 Jul 05, 2016 03:02PM



Report Criteria:

Actual Amounts

All Accounts


Print Grand Totals

Include Funds: 216





80


BALANCE SHEET

JUNE 30, 2016

MEASURE U UTILITY USERS TAX


ASSETS

217-000-10010 CASH 2,114,654.72

217-000-10101 ACCOUNTS RECEIVABLE .78

TOTAL ASSETS 2,114,655.50


LIABILITIES

217-000-20010 ACCOUNTS PAYABLE 77,262.35

217-000-20042 VOUCHERS PAYABLE PRIOR YEAR ( 77,262.35)

TOTAL LIABILITIES .00

FUND EQUITY


217-000-29120 RESTRICTED FUND BALANCE 1,052,792.89

217-000-29170 UNASSIGNED FUND BALANCE 556,635.15


BALANCE - CURRENT DATE 2,096,735.50

TOTAL FUND EQUITY 2,096,735.50

TOTAL LIABILITIES AND EQUITY 2,096,735.50

81







UTILITY USERS TAX

217-000-30910 UTILITY TAX: TELEPHONE 68,217.77 68,217.77 65,000.00 ( 3,217.77) 105.0

217-000-30920 UTILITY TAX: ELECTRICITY 410,750.80 410,750.80 475,000.00 64,249.20 86.5

217-000-30930 UTILITY TAX: GAS 374,147.98 374,147.98 275,000.00 ( 99,147.98) 136.1

TOTAL UTILITY USERS TAX 853,116.55 853,116.55 815,000.00 ( 38,116.55) 104.7

SOURCE 371

217-000-37100 REFUNDS AND REBATES 23,646.72 23,646.72 .00 ( 23,646.72) .0

TOTAL SOURCE 371 23,646.72 23,646.72 .00 ( 23,646.72) .0

SOURCE 399

217-000-39999 INTERFUND TRANSFERS IN 7,743.08 7,743.08 .00 ( 7,743.08) .0

TOTAL SOURCE 399 7,743.08 7,743.08 .00 ( 7,743.08) .0

TOTAL FUND REVENUE 884,506.35 884,506.35 815,000.00 ( 69,506.35) 108.5

82







MEASURE U


217-513-43100 AUDIT SERVICES 3,500.00 3,500.00 3,500.00 .00 100.0

217-513-46200 MACHINERY & EQUIP - NON CAP 2,393.89 2,393.89 2,500.00 106.11 95.8

TOTAL MEASURE U 387,198.89 387,198.89 527,205.00 140,006.11 73.4

INTERFUND TRANSFERS

217-599-49999 TRANSFERS OUT 10,000.00 10,000.00 10,000.00 .00 100.0

TOTAL INTERFUND TRANSFERS 10,000.00 10,000.00 10,000.00 .00 100.0

TOTAL FUND EXPENDITURES 397,198.89 397,198.89 537,205.00 140,006.11 73.9

NET REVENUE OVER EXPENDITURES 487,307.46 487,307.46 277,795.00 ( 209,512.46) 175.4

83


Period: 07/15 - 06/16 Jul 05, 2016 03:03PM

Report Criteria:

Actual Amounts

All Accounts


Print Grand Totals

Include Funds: 217








07/01/2015 AP 67 SIERRA SUMMER FESTIVAL ATTN: MARIAN 6,800.00

08/10/2015 AP 627 TOWN OF MAMMOTH LAKES 6,840.00

06/06/2016 AP 307 MAMMOTH MOUNTAIN COMMUNITY FOUND 8,000.00


Audit Services 07/01/2015 (00/15) Balance 217-513-43100 .00

02/01/2016 AP 415 MARCELLO & COMPANY, CPAS RALPH A. M 3,500.00



02/11/2016 AP 268 TITAN CONSTRUCTION SUPPLY INC. 1,590.05

04/04/2016 AP 148 INTERNATIONAL E-Z UP, INC. 803.84


Transfers Out 07/01/2015 (00/15) Balance 217-599-49999 .00

04/30/2016 JE 16 Measure U (217)Cash Transfer to Mello Roos ( 10,000.00


Total 0: 37,533.89 .00 .00


07/01/2015 AP 135 MONO COUNCIL FOR THE ARTS 57002 5,000.00

84


Period: 07/15 - 06/16 Jul 05, 2016 03:03PM



Total 57002: 5,000.00 .00 .00


07/10/2015 AP 125 SIERRA CLASSIC THEATER 57003 3,500.00

Total 57003: 3,500.00 .00 .00




Total 57004: 4,825.00 .00 .00


07/01/2015 AP 123 CHAMBER MUSIC UNBOUND 57006 9,500.00

Total 57006: 9,500.00 .00 .00



Total 57007: 3,960.00 .00 .00


07/21/2015 AP 157 MAMMOTH ROCKS 57009 8,800.00

Total 57009: 8,800.00 .00 .00


07/10/2015 AP 194 CALDERON, CATHLEEN 57010 12,000.00

Total 57010: 12,000.00 .00 .00


09/10/2015 AP 618 MAMMOTH MOUNTAIN COMMUNITY FOUND 57011 20,000.00

Total 57011: 20,000.00 .00 .00


85


Period: 07/15 - 06/16 Jul 05, 2016 03:03PM




Total 57012: 22,400.00 .00 .00


07/01/2015 AP 197 Smokeyard, Inc 57013 12,000.00

Total 57013: 12,000.00 .00 .00


08/03/2015 AP 167 BLACK DIAMOND FOODS, LLC DBA GOMEZ' 57014 6,000.00

Total 57014: 6,000.00 .00 .00


07/01/2015 AP 195 Gaye Mueller 57015 2,400.00

Total 57015: 2,400.00 .00 .00



Total 57016: 7,200.00 .00 .00


07/01/2015 AP 78 MAMMOTH LAKES FOUNDATION 57017 4,000.00

Total 57017: 4,000.00 .00 .00



Total 57018: 17,600.00 .00 .00


07/14/2015 AP 196 NRG Marketing, LLC 57019 4,000.00

Total 57019: 4,000.00 .00 .00


86


Period: 07/15 - 06/16 Jul 05, 2016 03:03PM



05/19/2016 AP 524 MAMMOTH LAKES JAZZ JUBILEE 57110 10,000.00



05/19/2016 AP 539 CHAMBER MUSIC UNBOUND 57110 9,500.00



05/19/2016 AP 579 LAKANUKI'S ENTERPRISED, INC 57110 10,000.00

06/06/2016 AP 245 THE CLOCKTOWER CELLAR, LLC 57110 12,000.00



06/06/2016 AP 301 BLACK DIAMOND FOODS, LLC DBA GOMEZ' 57110 8,000.00



06/06/2016 AP 340 Mueller, Gaye 57110 2,160.00

06/06/2016 AP 342 FATHEAD PRODUCTIONS, LLC 57110 12,000.00

06/27/2016 AP 740 MAMMOTH ROCKS 57110 7,920.00

06/27/2016 AP 756 SMOKEYARD, INC 57110 10,000.00


Total 57110: 216,480.00 .00 .00


Total Measure U Utility Users Tax: 397,198.89 .00 .00


Grand Totals: 397,198.89 .00 397,198.89

87


Period: 07/15 - 06/16 Jul 05, 2016 03:03PM



Report Criteria:

Actual Amounts

All Accounts


Print Grand Totals

Include Funds: 217





88

Beginning Balance

Date: 4/12/15 Goal Actual Goal Actual Goal Actual Goal Actual Goal ActualSocial Media - AcquistionFacebook Likes 434 450 570 490 504 520 517 550 600Instagram Followers 39 45 45 50 66 60 117 85 110Instagram Following 51 51 55 51 61 55 66 75 100Twitter Followers 0 0 0 0 1 0 3 0 0Twitter Following 0 0 0 0 9 0 9 0 0LinkedIn Followers 7 10 7 15 11 20 12 25 30

Social Media - PostingFacebook Posts 17/mo 20/mo 19/mo 20/mo 22 20/mo 21/mo 20/mo 20/moBlog Posts 2/mo 3/mo 2/mo 4/mo 1 4/mo 2/mo 4/mo 4/moInstagram Posts 6 total 4/mo 8/mo 5/mo 7 7/mo 8/mo 10/mo 15/moTwitter Posts 0 0 0 0 1 0 0 0 0

Donor Prospects Corporate ProspectsMajor Donor ProspectsSmall Donor ProsepectsPrivate GrantsGovernment Grants

EmailAlertNewsletter Subscriptions 124 122 124 124

PressEditorialsEndemic media contactsIndustry blogger contact

WebBlog Posts 2/mo 3/mo 2/mo 4/mo 1 4/mo 2/mo 4/mo 4/moBacklinksKeyword Ranking #1Keyword Ranking #2Keyword Ranking #3

Social Media MetricsApr-16 May-16 Jun-16 Jul-16 Aug-16

90

MLR Grants Matrix

# Funding Type Funding Body Project being funded Amount Funding Status Dated Notes

1 Grant Safeway Foundation Quality of Life $ 2,500 Level 1 7/28/15 No organizational history9 Grant Fundsnet Services Arts and Culture $ - Level 1 Collaborative w/Mono Arts Council

10 Grant Andrew Mellon Foundation Arts and Culture $ - Level 1 Collaborative w/Mono Arts Council11 Grant Rural Assistance Center Community Centers $ - Level 1 Collaborative w/ TOML

14 Grant sustainablecommunities.govEconomic mobility and mobility $ - Level 1 Several different org grants

19 Social Media #Giving Tuesday Unrestricted Startup grant $ - Level 1 Signed up as a partner

24 Grant Disney/ABC/ESPN various $ - Level 1

1/13/16: Lots of options-- from Disneyland tickets for a fundraiser to award and grant money-- ESPN best option

27 Grant Maurice J. Masserini Trust Arts and Culture $ 15,000 Level 1

1/21/16: https://www.wellsfargo.com/private-foundations/masserini-trust

28 GrantCharles and Ruth Billingsley Foundation

Arts and Culture, Public/Society Benefit $ 15,000 Level 1

1/21/16: https://www.wellsfargo.com/private-foundations/billingsley-foundation

29 Grant Truman C. Kuehn Charities

Arts, culture, and humanities, Public/Society Benefit

$ 10,000 Level 1

1/21/16: https://www.wellsfargo.com/private-foundations/kuehn-charities

34 Grant National Park Service Historical preservation $ 50,000 Level 1https://www.nps.gov/preservation-grants/community-grants.html

4 GrantNational Endowment for the Arts MACC Funding $ 25,000 Level 2

8/2015 Not Submitted Collaborative w/MCF – due September

5 Grant Cultural Organizations Mammoth Museum $ 40,000 Level 2Collaborative w/MM – Harvey/Yollie – 08.2015

6 Grant Cultural Organizations Mammoth Museum $ 50,000 Level 2 Not applicable-- Do not qualify 6/22/167 Grant CA State Parks Foundation Park Partnerships $ 50,000 Level 2 Collaborative w/TOML – 3x Annually

8 Grant Patagonia Enviromental Work $ 12,000 Level 2 4/7/16 Not aligned with current projects12 Grant grants.gov NPS Challenge Share Level 2 Collaborative w/NFS

13 Grant grants.gov Arts and Culture $ 10,000 Level 2Collaborative w/MAC - due 11.01.15 / Match; Not Submitted

17 Grant Clif Bar

Increasing Opportunities for Outdoor Activity; Building Stronger Communities $ 8,000 Level 2

Due 1st of February, June and October. For Summer Stewardships program? Possible to apply for some aspect of the community center/ icerink, as it applies to increasing outdoor activity and stronger communities 6/2016 Currently not aligned with any projects

18 Grant Draper Richard Kaplan Unrestricted Startup grant $ 300,000 Level 2Foundation gives unrestricted grants and rigorous support

20 Grant Kraft Hockeyville ice rink $ 10,000 Level 2 We need to have a functioning facility

21 Grant Hewlett Foundation Performing Arts / Education Level 2

4/7/16 Need to have 3 yrs history of programming, etc.; Not available for our county

22 Grant The USA Hockey Foundation Ice hockey $ 2,500 Level 2Did not apply; Needed more info from partner.

Key:Level 1 = Identified as a potentail funding souceLevel 2 = Researched the parameters of the grant to determine if an application is warrantedLevel 3 = Applied for the grant- pendingLevel 4 = Applied for the grant- recievedLevel 5 = Applied for the grant - denied

91

MLR Grants Matrix

23 GrantNational Hockey League Players’ Association

Ice hockey; Equipment grant for small youth hockey programs $ 2,500 Level 2

1/13/16: Due anytime, 6-8 week process; Did not apply

25 GrantNEA - Creativity Connects: Art Works Arts and Culture $ 20,000 Level 2

1/14/16: Did not apply; https://www.arts.gov/grants-organizations/art-works/creativity-connects-projects?utm_source=Literature+Winter+2016&utm_campaign=Lit+January+2016+Newsleter&utm_medium=email

30 Grant The Keen EffectOutdoor Participation for Community building $ 10,000 Level 2

4/7/16: http://www.cybergrants.com/pls/cybergrants/ao_login.login?x_gm_id=4494&x_proposal_type_id=32162

31 Grant US Department of Defense Community Facilities TBD; $300 million available Level 2

Need jurisdictional economic development plan

33 Grant Taproot Foundation Salesforce implementation pro-bono work at $80,000 Level 2

6/6/16 Do not qualify, wrong region; min. 3 staff; min. $350k budget

32 Grant National Forest FoundationOutdoor Experiences; Trails

Maintenance $ 29,000 Level 3Matching funds required; focus on trails maintenance

35 Sponsorship Dick's Sporting Goods Track Complex $50,000.00 Level 306.22.16 - Reviewed parameters and will apply for a sponsorship

36 Sponsorship Eastern Sierra Bank Community Centers $100,000.00 Level 3

06.22.16 - spoke with the VP for grants and sponors - need to collect safe school data and complete the application

3 Grant Recreation Trails Program Lake George MUP $ 854,000 Level 5 9/15/15 Town Submitted

15 GrantAmerica Walks - Every Body Walk! Trails communication $ 2,500 Level 5 MLR submit on 10/15/15; Did not receive

16 Grant Cal Nonprofits Community Engagement $ 10,000 Level 5 MLR submit on 10.02.15

26 GrantArtPlace- National Creative Placemaking Fund Arts and Culture $ 142,000 Level 5

http://www.artplaceamerica.org/blog/national-creative-placemaking-fund-accepting-project-proposalsFocuses on a neighborhood or other geographic community

2 Grant New USA Funding VariousEnrolled with DUNS and SAMS for federal funds (DUNS=079884187)

92

http://www.cybergrants.com/pls/cybergrants/ao_login.login?x_gm_id=4494&x_proposal_type_id=32162




http://www.artplaceamerica.org/blog/national-creative-placemaking-fund-accepting-project-proposalsFocuses%20on%20a%20neighborhood%20or%20other%20geographic%20community





Mammoth Lakes Recreation Potential Sponsors

Sponsor Contact Point Contact Project Alignment Next Steps Outcomes

1 Los Angeles Kings

Brad Berman Rich 03.17.16 Ice Rink Share designs with Kings staff

03.17 & 18.16 Site Visit

2 Red Bull Dr. Andy Walshe Gary 03.25.16 Human Performance Clarify the vision 05.26.16 Site Visit

3 Easton Sports

Doug Engh Rich 04.14.16 Ice Rink Inquiry Archery only -

4 USOC Alicia McConnell Rich 04.11.16 High Altitude Training Application process Work w/Track Club Follow up after the Summer Olympics

04.29.16 Phone Conference

5 Kraft Michael Mullin Rich 04.15.16 Ice Rink Inquiry

6 Heineken Hans Erik Gary 04.12.16 Summer Music Festivals

Inquiry

7 ASICS Andrew Kastor Rich 04.15.16 Track Updating Prospectus

8 Sketchers Andrew Kastor Rich Track Updating Prospectus

9 NIKE Andrew Kastor Rich Track Updating Prospectus

10 Chrysler Jeep

John Urdi Rich 05.16.16 TBD Inquiry

11 Toyota

12 Honda John Mendel Rich 04.20.16 06.03.16

Mammoth Arts & Culture Center and OPAC

Inquir June 18 Meeting Building the Vision

13 Anaheim Ducks

93

14 AEG Romy Sherwin Rich 04.16.16 Outdoor Performing Arts Center

Inquiry

15 Hart Howerton

Dave Howerton Rich 03.10.16 ML Winter Recreation Summit

$1000 donation

16 Wells Fargo Karen Woodruff Rich 04.14.16 High Altitude Training Inquiry

17 Levy Restaurants

Philip Davis Rachael Ritchie

Rich 04.16.16 05.11.16

Inquiry Scheduled meeting week of 05.23.16

18 Coca Cola Rich Adopt A Trail Program Danna - Vance Russell

19 Corbis Gary 05.26.16 TBD Field visit scheduled Met with Shirley Richter. Advised we need facility built/ construction plans before they can attract sponsor

20 White Sports Management

Gary Not interested until facilities near completion

21 Polaris

22 Eastern Sierra Bank

Bill Nunes Rich 04.22.16 Community Center Inquiry 06.23.16 - Phone conference with Bill outlining the project - indicated a focus on the needier student population - might interested in a pledge campaign - need to create the application packet with a copy of the prospectus

94

23 Union Bank Rich

24 REI Leslie Grant Need to be associated with a local franchise

25 Patagonia

26 Gatorade Pepsico

Rich 04.27.16 Inquiry Not accepting proposals at this time

27 Sports Court Keith Bannister Stuart 04.18.16 Multi-Use Facility Inquiry

28 Dick’s Sporting Goods

Andre’ Hawaux VP COO

Rich 04.27.16 High Altitude Training Inquiry 07.05.16 They only support communities in which they have a community presence.

29 Footloose Sports

Andre & Tony Colasardo

Rich 04.20.16 High Altitude Training Mammoth Track Club $10,000 for wind screen

Program Development

30 Sport’s Authority

Rich 05.02.16 Inquiry Going out of business

31 Fast Signs

32 Vons & Albertsons

Brian Dowling Rich 05.12.16 High Altitude Training Inquiry

33 Subway Rich 04.27.16 Inquiry They will support events with food - no cash

34 Suddenlink Nate Greenberg John Wentworth

Rich 04.27.16 Communitywide Free Wi-Fi

Inquiry - who do you know?

35 Facebook

95

36 Subaru On Line Request Rich 05.03.16 High Altitude Training Inquiry 06.15.16 Send us more information

37 SponsorshipPitch

Rich 05.03.16 Variety of sponsorships

Inquiry $35 per month membership fee

38 PearUp Rich 05.03.16 Variety of sponsorships

Inquiry

39 Rose Bowl Operating Company

Darryl Dunn George Cunningham

Rich 06.11.16 Outdoor Events Inquiry

40 Mountain Sports International

Dave Swanwick Rich 06.13.16 Outdoor Events Inquiry - seeking copies of successful business plans and what would it take to get you to program the venue?

On-going conversations - building the relationship - they are managing Bluesapalooza

41 Bank of America

42 State Farm Dave Easterby Rich 06.15.16 Community Center Inquiry - will provide corporate contact

43 MMSA Michelle Tom Looking to arrange a meeting

44

45

07.05.16

96

1

Customer Relationship Management Systems Research and Development Mammoth Lakes Recreation Board of Directors Staff Report July 12, 2016 Customer relationship management (CRM) is a term that refers to practices, strategies and technologies that companies use to manage and analyze customer interactions and data throughout the customer lifecycle, with the goal of improving business relationships with customers, assisting with customer retention and driving sales growth. CRM systems are designed to compile information on customers across different channels or points of contact between the customer and the company which include the company’s website, telephone, live chat, direct mail, marketing materials and social media. CRM systems can also give customer facing staff detailed information on customer’s personal information, purchase history, buying preferences and concerns. Mammoth Lakes Recreation presently uses a google docs system to track all of our inquiries as related to fundraising, sponsorships and grant applications. Our goal is to transition to a system that is all encompassing and will manage all of these variables in one central cloud based system. MLR Staff has been researching and evaluating a number of CRM sales and marketing software over these past weeks to include software demo’s, webinars, tutorials, conversations with sales reps, and review the different e-handbooks that some of these companies have to entice and support potential new clients. There have been a consistent set of questions that are elements of the introduction process:

1. What role do you serve in your company? 2. How long have you been in business? 3. How many employees do you have and what are their roles and responsibilities? 4. Do you have a web site that is up and running and if so what is the address? 5. Do you have a lead contact base and if so how many contacts are you managing? 6. What tools are you using for sales and marketing automation today? 7. And if so, why are you seeking an alternative system and if you don’t have a system, what do you think the benefits are to having an

automated cloud based system?

97

2

Name of System Type of System Level of Complexity Cost Salesforce Salesforce IQ Starter Rigorous $25 per month – Out of the Box CRM for up

to 5 Users

HubSpot Basic – An entry tool to those new to inbound marketing

Moderate $200 per month – Content Creation, Email marketing, Social Media Suite and Marketing Analytics Dashboard

Hutchback Small Business CRM - Simple sales and marketing software

Moderate $99 per month – 2 Users, 1500 Contacts, Unlimited email sends, Quick Start Package included

InfusionSoft Essentials - CRM and marketing automation

Moderate $199 per month – 3 users, 2500 contacts and 12,500 emails per month

SharpSpring Marketing Automation to be used in conjunction with a CRM

Moderate Monthly contract – prices determined by the cost you pass on to your customers as a fee – 25% fee to SharpSpring

Marketo Marketing Automation to be used in conjunction with a CRM

Moderate Pricing is based on the number of contacts in your marketing database

07.05.16

98

MLR Leveraged Funds Matrix 2015-2016

Sponsor Amount Funded

Event Recipient Cash In-Kind Volunteer Hours

Lodging Printing

Food & Beverage Equipment Facilities

Total

MLTS $300,000. Various Projects

ML Trails System $16,474. $26,075. $42,549.

MLR (GF)

$190. Turkey Trot Thanksgiving

2015

Mammoth Track Club $750. $230. $980.

MLR Allocations

(U)

$270,000. Special Events & Event

Programming

Various Groups $152,250. $426,272. $578,522.

MLR (R)

$16,500. ML Winter Recreation

Summit

ML Winter Recreation Summit

$4700. $12,524. $17,224.

Dan McConnell

$0. Arts Coalition ArtPlace- National Creative Placemaking

Fund grant opportunity

$250. $250.

ML Sunrise Rotary Club

$0. Adopt A Trail Lunches

ML Trails System $500. $500.

117

Wildfire Group

$0. Strategic Plan MLR Organization $5000. $5000.

SBDC $0. Business Plan & Social Media

MLR Communications Plan

$1150.

Total: $586,690 $174,174 $472,001. $646,175.

06.13.16

Renew. Revitalize. Rediscover.

118

1

Mammoth Arts & Culture Draft Budget June 29, 2016 Attachment #16

The Mammoth Lakes Recreation Executive Director met with the Mammoth Lakes Foundation Executive Committee on Wednesday, June 22, 2016, to review the status of the Mammoth Arts & Culture Center project and the related budget. Based on that conversation I have crafted a draft budget to be reviewed by the MLR Board of Directors at their July 12, 2016, board meeting.

There are four crucial elements in the development of the next steps of this project: 1. The programming of the facility2. The design of the facility – Town Council has allocated $100,000 for the design work for this project in a previous budget3. Close the one time funding gap of about $400,000 to complete the project as originally designed – cost estimates are still to be determined4. The development of an agreement with the TOML to fund on-going maintenance and operations

Legend: 1. FY = Fiscal Year2. Funding Request = the request for Measure U funding by the ML Foundation for the project3. Scope of Work = the work that the funding is allocated for4. MLR Projected Draft Budget = the initial long term funding projection for the project

FY Funding Request Running Budget (High End)

Scope of the Work MLR Projected Draft Budget Running Budget (Allocated)

16-17 $50,000 - $75,000

$75,000.

To finish the schematic work with new architect

Allocated $100,000 in 16-17 budget

$100,000. 17-18 $100,000

$400,000 $575,000.

Possible funding for expansion of design

One time capital for the project

Allocated $270,000 in 17-18 budget

New allocation - $400,000. $370,000.

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2

18-19 $100,000 - $300,000

$875,000.

Hire Management Staff Opening year – January 2019

Allocated $270,000 in 18-19 budget to include the theatrical staff person that is supported by Measure U funds

$640,000.

19-20 $300,000 - $400,000

$1,275,000.

Opening year support Allocated $270,000 in 18-19 budget to include the theatrical staff person that is supported by Measure U funds

$910,000.

20-21 $250,000 - $350,000

$1,625,000.

Ongoing operational budget support Allocated $270,000 in 18-19 budget to include the theatrical staff person that is supported by Measure U funds

$1,180,000.

21-22 $250,000 - $350,000

$1,975,000.

Ongoing operational budget support Allocated $270,000 in 18-19 budget to include the theatrical staff person that is supported by Measure U funds

$1,450,000.

Notes: High End Total = “U” Allocation = Differential =

$1,975,000. $1,450,000. -$525,000.

06.29.16

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mammoth lakes recreation (mlr) board meeting tuesday, july 12, 2016 @ 4… · 2019-03-27 ·...

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