mammoth lakes recreation (mlr) board meeting · 2019. 3. 27. · danna stroud and brent truax....

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MAMMOTH LAKES RECREATION (MLR) Board Meeting Tuesday, May 3, 2016 @ 5:00 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 - Executive Committee Meeting (Danna Stroud, Tom Johnson and Brent Truax)

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

(4:10pm) ADMINISTRATIVE ITEMS 1. Approval of Agenda

2. Approval of Executive Committee minutes of April 5, 2016 (Attachment #1)

3. Review and consider accepting the sixth draft of MLR Strategic Plan (Attachment #2)

4. Provide recommendations for Membership to the TOML Ad Hoc Committee

5. Review of Financial Reports

a. Review the first draft of the 2016-2017 MLR Budget (Attachment #3)

b. TOML Report of March Expenditures (Attachment #4)

c. MLR Budget vs Actuals YTD (Attachment #5)

d. Review of Funds 215, 216 and 217 (Attachment #6)

6. Adjournment

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

(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 April 5, 2016 (Attachment #7)

3. (30 minutes) Mammoth Arts and Culture Board Presentation by Evan Russell (Attachment #8)

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4. (15 minutes) Report from the Capitol Summit by David Page

5. (10 minutes) Review and consider accepting the sixth draft of MLR Strategic Plan (Attachment #2)

6. (10 minutes) Provide recommendations on Membership to the TOML Ad Hoc Committee

7. (10 minutes) Financial Reports

a. Review the first draft of the 2016-2017 MLR Budget (Attachment #3)

b. TOML Report of March Expenditures (Attachment #4)

c. MLR Budget vs Actuals YTD (Attachment #5)

d. Review of Funds 215, 216 and 217 (Attachment #6)

8. ( 35 minutes) Committee Updates – Status and Next Meeting Date

a. Development / Fundraising / Communications : Focus on raising funds i. (10 min) Committee Presentation

b. Allocation : Implementation of the Measure R & U funding cycle

i. (5 min) Update by Chair Stehlik

c. Mammoth Trails : Represent MLR on the committee and oversee the annual MLTS budget i. (5 min) Update by Chair Stroud

d. Nominating Committee : Annually recruit members for board positions

i. (5 min) Update by Chair Truax

e. Outdoor Performing Arts Center

i. (10 min) Update by Chair Morgan based on the Council Presentation on 04.20.16

9. Board Member Reports

10. Executive Director Report

a. 2016 Outdoor Industry Association Policy Agenda (Attachment #9)

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 06.07.16 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 April 27, 2016. _____________________________ Rich Boccia; MLR Executive Director

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April 5, 2016, Mammoth Lakes Recreation Board Meeting Minutes Town of Mammoth Lakes Offices, Suite Z,

Minaret Village Mall, 437 Old Mammoth Rd, Mammoth Lakes, CA, 93546

ROLL CALL Danna Stroud called the meeting to order at 4:14 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: Danna Stroud and Tom Johnson

PUBLIC COMMENT None.

ADMINISTRATIVE ITEMS 1. Agenda approved2. Minutes from March 1, 2016, approved (M Johnson, S Stroud 2-0)3. 5 th draft of the strategic plan revieweda. Rich Boccia gave an overviewb. The Committee requests staff review the legal mandates on MLR in regards to fundraising and

communicationsc. End game is to have enough capacity to raise moneyd. Comment about how operations plan should be moved into an appendix, and the rest of the document

stays solely strategy document.e. Edit on page 6, and then TOML goal #8 language.i. Make the TOML strategy document an appendix as well.

4. Reviewing the environmental reviews. Rich Boccia gave background on why $12k is being asked forwetland study on the Bell Shaped Parcel and the background on what has happened in the outdoorperforming arts center Ad hoc meetings.

a. Stroud asked if this includes any wildlife studiesb. Stroud made a motion to bring this agenda action sheet forward to the Board (M Stroud, S Johnson, 2-0)5. Review of the graphic artist contracta. By consensus, the committee agreed to bring it to the Board6. Review of the Trails budget for 16/177. Mammoth Track Club Funding: Background given by Rich Boccia, requesting staff time to partner

with the Mammoth Track Club and raise funds.a. Stroud supportive of this efforts, while Johnson is hesitant considering we’re a new organization and

the constraints put on Measure R funding.b. It was established that there is no specific deadline for the project.8. Quick review of the financials.

ADJOURNMENTThere being no further business to come before the Board of Directors, the meeting was adjourned at5:04 p.m.

Respectfully submitted,

Lesley-Anne Hoxie, Executive Assistant, Mammoth Lakes Recreation

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Mammoth Lakes Recreation: Renew. Revitalize. Rediscover. Page 1

MAMMOTH LAKES RECREATION 2016 DRAFT NON-PROFIT STRATEGIC PLAN

Rich Boccia

Executive Director Mammoth Lakes Recreation, 501(c) (3)

EIN # 47-1070284 PO Box 8562, Mammoth Lakes, CA 93546

Tel: 760-709-0620 Email: [email protected]

www.mammothlakesrecreation.org

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mailto:[email protected]


Mammoth Lakes Recreation Executive Director Preamble

As an adult, we yearn for what once was our childhood. A simpler time when our biggest worry was what time we would have to come home after a fun day of riding bikes, discovering a new trail, or splashing in the local lake. In my early years of growing up on the east coast, the changing seasons always provided the opportunity to explore the vast outdoors. The long summer vacations spent on the beach, the fall colors and burning of leaves in the backyard with my dad, our snow escapes to New England, and the crack of the bat at Yankee Stadium signaling that spring has sprung. I can feel all of that, and more, in the beautiful Mammoth Lakes. When I am here, I’ve taken a drink from the fountain of youth. The ability to connect with Mother Nature in ways too numerous to list makes my vision undeniable: I want everyone to embrace the renewed spirit I feel when I am I here. The role of Mammoth Lakes Recreation is simple: To bring the playful essence of the outdoors to the community of Mammoth Lakes. We want to bolster an already booming economy by enhancing and highlighting all that Mammoth Lakes has to offer. Whether this vision entails the building of an ice rink, a community center, an outdoor amphitheater, expanding our trail systems and ski slopes, ascertaining high altitude training status with the United States Olympic Committee, or anything in between, this involves the rediscovery of the effervescent vitality that is you! We want to ensure Mammoth Lakes is a trailblazer in the year-round outdoor recreation industry and believe confidently that Mammoth Lakes Recreation can be the catalyst to do just that. This strategic plan has been created to serve as a focus for our work outlining who we are, where we are going, and how we are going to get there as we work to renew, revitalize, and rediscover all that Mammoth Lakes can offer. Come. Take this journey with me. Grab your skis, your bike, your favorite running shoes, and join me in rediscovering that joyous spark that ignites within.

Mammoth Greatness is the only option! Rich Boccia, Executive Director Mammoth Lakes Recreation

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Mammoth Lakes Recreation Table of Contents

Title Page Page 1

Executive Director Preamble

Page 2

Table of Contents Page 3

Executive Summary

Page 4

The Four Overarching Strategies

Page 5

Development of Partnerships Strategy #1

Development of New Products and Experiences Strategy #2

Page 6

Economic Development Strategy #3

Page 7

Fundraising & Leveraged Funding

Strategy #3

Page 7

Allocation Strategy Strategy #3

Page 8

Advocacy & Leadership Strategy #4

Page 9

Appendix 1: Operational Plan & Milestones Page 11

Appendix 2: Budget Alignment Page 22

Appendix 3: Town Strategy Documents Page 24

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Mammoth Lakes Recreation Executive Summary

Our Vision The vision of Mammoth Lakes is to be the best alpine recreation community in the country. This will be done by providing diverse opportunities for “renewal, revitalization, and rediscovery” to support the growth and development of human performance in the natural environment. Achieving this vision is critical to realizing a sustainable economy that is resilient in the face of unpredictable weather and climate patterns that may impact tourism.

Our Mission The MLR mission is to enhance and create premier recreational opportunities, facilities, and programming for Mammoth Lakes. In order to achieve this goal, Mammoth Lakes Recreation will focus its efforts and resources on developing strategic partnerships, leveraging capital, and fostering a variety of specific recreation elements and projects. In addition, MLR has been charged with the allocation and leveraging of two tax initiatives: Measures R & U. These measures are aligned with the town’s goals of vitality, economic viability, and animation to increase the quality of experience for both residents and guests. The town of Mammoth Lakes (TOML) has created a process that clearly aligns the work of the Non-Government Organizations, Mammoth Lakes Recreation, Mammoth Lakes Housing, and Mammoth Lakes Tourism to achieve sustainable economic security for the community. There are nine identifiable goals. MLR focuses on goal eight (8): Integrated sustainable recreation through expanded and enhanced facilities and programs. To guarantee MLR stays aligned with TOML’s goal(s) and to ensure the success of Measures R & U, it was necessary to develop a series of Guiding Principles to be used as overarching guidelines to support a sustainable vision. Considered the nucleus of the organization, these principles are used when new ideas, strategies, investments, and priorities are being considered for implementation. The MLR Guiding Principles include: Stewardship/Management: Recreation can serve as a way to manage and increase capacity

for existing and new opportunities while stewardship allows for greater education of the public in their role of resource uses and protection.

Economic Development: The use of recreation as an economic tool is important to improve and grow the overall local economy. This includes the ability to build upon existing core recreation activities and creates an overall defendable market position for TOML as a recreation destination for people of all ages and abilities.

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Quality of Life: Recreation is the fundamental pillar of the Mammoth Lake’s economy, community, and quality of life. The excellence, breadth, and unique character of MLR’s “recreation product” directly affect the desirability of Mammoth Lakes as a place to live, work, invest, and do business.

Innovation: MLR seeks to innovate existing programs in an effort to develop improved recreation experiences. MLR’s ability to partner with outdoor industry partners, create think tanks with diverse stakeholders to imagine the future, challenge the status quo, and encourage change will sustain the Mammoth Lakes community.

To ensure MLR allocates resources optimally, data will be collected from a number of sources including the National Visitor Use Monitoring program that provide science-based estimates of the volume and characteristics of recreation visitation to the National Forest System, as well as the benefits that recreation brings to the American public. Indicators will be developed based on analyzed data to determine how to appropriately allocate funds. Some of these indicators include:

• User participation in recreation activities • User participation from target segments • Satisfaction with various recreational programs • Economic impact on various recreational programs • Brand messaging and its impact on recreation participation • Healthy community initiatives and their impact on target segments

Our Plan The Board of Directors has adopted four strategies that are specific to the work of the organization and align directly to MLR’s Vision, Mission, and Guiding Principles.

MLR Strategies

PartnershipsNew Product/

Experience Development

Leveraged Funding

Leadership & Advocacy

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Development of Partnerships (Strategy 1) As pressures on community-based organizations increase and the issues faced by our society become more complex, the idea of cross-organization partnerships can hold much promise. Through partnerships we can contribute our part and also reap the benefits of others’ efforts. We can accelerate learning and distribute skills and knowledge. These partnerships will also add depth and breadth to our community impact.

Organizations seek partnerships to add value through combined efforts. Although organizations may have different structures and approaches, they can work together toward common purposes and achieve shared results.

A partnership is a give-and-take relationship that can strengthen organizations’ capacity for long-term cooperation and collaboration. To achieve the potential benefits of partnership, organizations must be prepared to build, sustain, and evaluate them in a thoughtful way.

Strategy #1 Develop Partnerships Purpose: Develop partnerships both within the community and outside the community that further

supports the vision. Goals:

a. Identify and engage with entities to create alliances. b. Enter into short and long term agreements with agencies, business and non-profits to

maximize resources. c. Create ad hoc Committees, based on specific projects, to increase organic ownership and

ambassadorships.

Development of New Products & Experiences (Strategy 2) At the core of the outdoor recreation economy is the outdoor consumer, who’s diverse interests fuel a robust and innovative industry. Today’s outdoor lovers aren’t confined to traditional demographics or activity segments. They seek meaningful outdoor experiences in their backyards and in the backcountry. They are all genders, ages, shapes, sizes, ethnicities and income levels. They live throughout America, and they view outdoor recreation as an essential part of their daily lives. They fill their garages with bicycles, dirt bikes, backpacks, boats, skis, tents, hunting rifles and fishing gear. This is redefining the outdoor industry, an evolution that is evident in the growth of sales and jobs since 2006.

Strategy #2 New Product Developments / Experience Development Purpose: Develop new capital projects and experiences that appeal to both local residents and

visitors enhance their overall experience and their quality of life. Goals:

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a. Partner in the planning and completion of capital projects to include not but limited to the Multi-Use Facility, the Community Center, the Mammoth Arts and Culture Center, the Mammoth Lakes Trail System, an Outdoor Performing Arts Center, an Aquatic Center, High Altitude Regional Training, an Accessible Playground and assorted niche projects.

b. Identify and engage with recreation trends and industry leaders to position Mammoth Lakes as a model community for recreation experiences.

Economic Development (Strategy 3) Economic developments are efforts that seek to improve the economic well-being and quality of life for a community by creating and retaining jobs and supporting or growing incomes and the tax base.

The Outdoor Industry Association commissioned its first study on the outdoor recreation community in 2006 and they continue to collect data related to economic development and outdoor recreation. The Great Recession that stretched through the years of 2007 to 2009 changed consumer spending habits as unemployment reached its highest level in decades. Yet more than 140 million Americans made outdoor recreation a priority in their daily lives putting $646 billion right back in the economy. At the core of the outdoor recreation economy is the outdoor consumer that expands across all demographic segments of society that seek meaningful outdoor experiences from their backyards to the backcountry. They live throughout America and they view outdoor recreation as an essential part of their daily lives. This evolution is evident in the growth of sales and jobs since 2006.

Fundraising & Leveraged Funding (Strategy 3) Mammoth Lakes Recreation has formed a capital development committee which is comprised of several experienced fundraisers. Our aspirational goal is to match dollar for dollar the restricted dollars that have been approved by the people by raising funds, garnishing sponsorships, and in-kind matches. Many donors will want recognition in exchange for their contribution. We plan to provide them with a variety of naming and recognition opportunities, commensurate with their level of giving. We have identified key community members who may be willing to make donations. Securing these donations will generate enthusiasm from others, helping encourage more community support. Part of the value of this approach is that with each donation, other potential donors realize the feasibility of the end goals, making them more likely to contribute. Mammoth Lakes Recreation has launched a number of Crowdrise fundraising platforms. The purpose of these initial fundraising initiatives is to demonstrate community support for the new facility, particularly from our user groups.

• Mammoth Lakes Recreation has launched a number of crowdsourcing fundraising platforms via Crowdrise.

• There are early conversations about the creation of an “Adopt a Trail” campaign, as aligned with the Mammoth Lakes Trails System, which is being explored by one of our partners, Mammoth Lakes Trails and Public Access.

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Strategy 3: Leveraged Funding

Purpose: Develop additional funding for both capital and non-capital projects and programs. This should include diversifying prospective revenue streams associated with utilization of recreation

assets. Goals:

a. To support funding projects that is aligned with the mission of the organization. b. Develop and sustain resources for capital projects and programming. c. Ensure effective Measure R & U expenditures. d. Craft working business plans with our partners to secure additional funding sources for

projects. e. Identify and engage potential sponsorships, granting opportunities and strategic alliances.

Allocation Strategy (Strategy 3) – (still being reworked) There are four broad objectives that are elements of this strategy:

1. Create a sense of community pride in Mammoth Lakes and increase the quality of experience for both guests and residents

2. To support recreation, events, arts and culture programming, capital and special projects that reflect the high quality image of Mammoth Lakes and contribute to the town’s goals of vitality, economic viability and animation throughout the year

3. To establish a single point of contact for events administration 4. Stimulating the local economy by creating experiences and opportunities that;

a. Increase the number of visitors b. Ensure that visitors have a high rate of intent to return and/or recommend others to

visit c. Increase lodging and sales tax collections

Priority for grant funding is as follows:

• Well-run, financially sound organizations. o For example, strong board participation and stable management, diverse source of

revenues and earned income opportunities. • Organizations whose mission and propose project address a current and proven public

benefit for people living, working, and/or visiting in Mammoth Lakes.

• Applicants that demonstrate strong community support for their organizations and its projects.

o For example, diversity of other funding sources and community resources; number of diverse participants in the program, project or organization, including local residents on their board.

• Organizations that show an effective and efficient delivery of program services. o For example, greater than 60% of the organization expenses are spent on program

services. • Events and programs that are scheduled during the shoulder seasons which is defined as

after Labor Day and before Memorial Day

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Advocacy & Leadership (Strategy 4) The most effective advocacy work happens when groups and coalitions know where they stand and can leverage their organizational strengths to work for social change. Mammoth Lakes Recreation understands the challenges of recreation today and the benefits to American society that outdoor recreation and the arts provide are needed today than ever before.

• America spends $3.8 trillion on medical health care. Overweight, obesity, and physical inactivity are major risk factors for chronic diseases such as diabetes, cardiovascular disease, and cancer. Physical activity is an integral part of a healthy lifestyle, and recreation is the natural solution – a disease prevention solution – and part of the nation’s existing wellness infrastructure.

• The economic base of many communities is shifting as industries consolidate and relocate, and service and businesses rely on recreation opportunities for their customers and as quality of life attractions for employees.

• Population growth and land development demand more environmental services from a decreasing and fragmented land base, yet people become less familiar with, and respectful of, natural landscapes and historic sites every year.

• The increasingly urbanized and technology focused American population, including children, are losing touch with the contributions of public lands to the basic resources that affect their lives. Americans sense of place and national identity can be enhanced by experiencing historic sites and landscapes that represent the abundant natural and cultural heritage of the nation.

Mammoth Lakes Recreation will advocate at the local, state, regional and nation level to support these principles:

1. People need to connect with their natural and cultural heritage 2. Recreation activity in the great outdoors promotes healthy lifestyles 3. Sustainability underlies all program decisions 4. Community engagement is essential 5. National Forests and Grasslands are part of a larger landscape 6. Recreation is integrated into the larger agency mission 7. Arts and culture enrich the lives of people of all ages and abilities

Strategy 4: Provide Leadership & Advocacy Purpose: Complement Mammoth Recreation and provide leadership in developing destination and

recreation. Goals:

a. Participate in public policy formation. b. Promote recreation, arts and culture and their related programming. c. Advocate at the local, state and federal levels.

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d. Develop and operate a communication strategy utilizing multiple channels to maximize community engagement, fundraising and to support the mission of the organization and advance our vision.

We must now begin with a strong sense of urgency and a single minded determination to embrace the needed changes to achieve our mission - to enhance and create premier recreational and cultural opportunities, facilities and programming for Mammoth Lakes.

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Appendix 1:

Operational Plan & Milestones (All Four Strategies) An Operational Plan is a detailed plan used to provide a clear picture of how a team, section or department will contribute to achieve of the organization’s strategic goals. Each one of our projects has further defined one of our four strategies to provide deeper clarity.

General Operations PARTNERSHIPS

Goals Tactic Person Responsible

Budget Milestones Goal Attained? Yes or No?

Explore partnership options with the local outdoor retailers to support the priority phase projects

1a: Identify and engage with entities to create alliances

MLR ED & Board

Explore partnership opportunities with Mammoth Mountain Ski Association (MMSA)

1a: Identify and engage with entities to create alliances

MLR ED & Board

April 2016 OPAC

Continue to explore private / public partnerships between the Town of Mammoth Lakes and the Snowcreek Athletic Club

1b: Enter into short and long term agreement with agencies, business and non-profits to maximize resources

MLR ED & Board

October 2015 On-Going Conversations

Explore USOC High Altitude Training Site Certification for the Mammoth Lakes Region

1c: Create ad hoc Committees, based on specific projects, to increase organic ownership and ambassadorships

MLR ED & Board

Spring 2016 Track Club Biathlon Triathlon

Explore partnership opportunities with event planning organizations

1a and 3e: 1a: Identify and engage with entities to create alliances 3e: Identify and engage potential sponsorships, granting opportunities and strategic alliances

MLR ED, MLR Board, Town Manager and Event Organizers

Spring 2016

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Continue to build relationships with USFS and ability to enter into Challenge Cost Share Agreements and Special Use Permits for specific projects

2a: Partner in the planning and completion of capital projects

MLR Board, MLR ED, Trails Coordinator, Town Manager, Town Council

$80,000 December 2015

OUTDOOR RECREATION


Budget Milestones Goal Attained? Yes or No

Schedule a Mammoth Lakes Winter Recreation Summit in March, 2016

1a & 2b: 1a: Identify and engage with entities to create alliances 2b: Identify and engage with recreation trends and industry leaders to position Mammoth Lakes as a model community for recreation experiences

MTC Steering Committee

$20,000. March 2016 Yes

Engage with local fat bike chapter to explore options

2b: Identify and engage with recreation trends and industry leaders to position Mammoth Lakes as a model community for recreation experiences

MTC Committee

December 2016 Yes

Create a Fall Colors Festival after Labor Day and prior to Halloween.


Arts & Culture Steering Committee

Fall 2016

Ascertain membership in the Outdoor Industry Association


MLR Ed $680. January 2016 Yes

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FUNDRAISING



Consistently apply for grant funding that is aligned with projects and programs

3a: To support funding projects that are aligned with the mission of the organization

MLR Staff Apply for a grant a month – see grant matrix

On-Going

Create Crowdrise campaigns for ‘Family and Friends’


MLR Staff Spring 2016

Take lead with special events as a sponsor organization that would generate unrestricted funds

3b: Develop and sustain resources for capital projects and programming

MLR Staff, Board, MLT, Chamber, Town Manager and Town Council

Spring 2016

Explore opportunity to take over concessionaire for campgrounds role

3b: Develop and sustain resources for capital projects and programming

Winter 2018

GOVERNANCE



Participate in the TOML / NGO strategic planning process

4a: Participate in public policy formation

MLR Staff & Board

2015-2016 Fiscal Year

Yes

Provide timely updates and MLR reports to TOML Town Council and the Mono County Board of Supervisors

4c: Advocate at the local, state and federal levels

MLR ED Quarterly Yes On-Going

MAMMOTH ARTS & CULTURE CENTER



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Establish a committee to work with the MACC team


MLR ED & Board

July 2015 Yes On-Going

Engage with the MACC leadership team to support project


MLR Ed, Committee & Board

September 2015 Yes On-Going

Develop Project Prospectus for the MACC


MLR ED & MACC CEO

Summer 2016

Finalize MACC Business plan

3d: Craft working business plans with our partners to secure additional funding sources for projects

MLR ED & MACC CEO

Spring 2016

Support the development of the planning process to include budget, design, programming, construction and opening ceremonies


MLR ED, MACC CEO, MLR Board, Town Manager, Kern Community College District, TOML Town Council, Legal Counsel

$7.5 million

Spring 2016 On-Going Opening scheduled for December 2018

OUTDOOR PERFORMING ARTS CENTER (OPAC)


Budget Milestones Goal Attained? Y/N

Create an OPAC committee

1c: Create ad hoc Committees, based on specific projects, to increase organic

MLR ED December 2015

Yes

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ownership and ambassadorships

Take lead with OPAC parcel location with presenting options to the Town Council


MLR ED March 2016 Yes

Develop OPAC business plan


May 2016

Develop OPAC project prospectus


July 2016

Engage Event Management Firms to program the venue

3e: Identify and engage potential sponsorships, granting opportunities and strategic alliances

July 2016

MAMMOTH CREEK PARK WEST PROJECT



Establish a committee to make recommendations on the site for the Mammoth Creek Park West project


TOML Town Council

July 2015 Yes

Partner in the development of the new Mammoth Creek Park West


MLR Ed & Board

Fall 2015 Yes

Develop Project Prospectus for the

3a: To support funding projects

MLR ED & Town Staff

Spring 2016

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MCPW Project that are aligned with the mission of the organization

Develop project MCPW business plan – need to complete “Plan Your Park” programming analysis


MLR ED & Town Staff

Spring 2016

Continue to raise capital Crowdrise campaign for “Raise the Roof”


MLR Staff Spring 2016

Explore partnership opportunities with the Los Angeles Kings as related to the development of the ice rink – “Kings Alliance”

1a & 3e: Identify and engage with entities to create alliances ----------------------- 3e: Identify and engage potential sponsorships, granting opportunities and strategic alliances

MLR Staff and Town Officials

March 2016

Develop capitol campaigns based on the completion of the design and environmental work


MLR Board Spring 2016

MCP West Project Opening


Community Project

$4.6 million October 2017

MAMMOTH LAKES TRAILS SYSTEM



Transition to a modified Mammoth Trails Committee

2b: Identify and engage with

TOML Town Council

March 2015 Yes

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recreation trends and industry leaders to position Mammoth Lakes as a model community for recreation experiences

Employ a Trails Coordinator

2b: Identify and engage with recreation trends and industry leaders to position Mammoth Lakes as a model community for recreation experiences

MLR Board, TOML Staff and Council

$110,000 August 2015 Yes

Identify and consolidate partnerships with MLTPA and the FOI

1b: Enter into short and long term agreements with agencies, business and non-profits to maximize resources

MLR Board & MTC Committee

$100,000 2015-2016 Fiscal Year

Yes

Create Project Initiation Lists – 37 projects


MTC Committee and MLR Board

$506,880 2015-2016 Fiscal Year

Yes

Develop a three year budget as aligned with one time capital and on-going programming

3c: Ensure effective Measure R & U expenditures

MTC Committee and MLR Board

$300,000 a year plus carry over TBD

2016-2017 Fiscal Year

Yes

Build upon the current 2a: Partner in MTC $80,000 Winter 2017

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Challenge Cost Share Agreements with a focus on building new trails in the summer of 2017 – Trails 8, 13 & 18

the planning and completion of capital projects

Committee, MLR Board, Town Staff and Town Council

Explore the creation of an “Adopt A Trail” Program


MTC Committee

Spring 2016

AQUATICS CENTER



Create an aquatic committee


MLR ED Spring 2016

Take lead with the identification of a site for the aquatic center


MLR ED Summer 2016 Yes

Develop aquatic center business plan


Develop aquatic center project prospectus


Collaborate with partners to design, construct and program the center

3e: Identify and engage potential sponsorships, granting opportunities

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and strategic alliances

Develop a capital campaign to fund the one time capital required to construct the center

3: Develop additional funding for both capital and non-capital projects and programs

FIELD HOUSE



Create a fieldhouse planning committee


MLR ED Summer 2016

Take lead with the identification of a site for the fieldhouse


MLR ED Fall 2016 Yes

Develop a business plan for the fieldhouse


Develop a project prospectus for the fieldhouse


Collaborate with partners to design, construct and program the fieldhouse

3e: Identify and engage potential sponsorships, granting opportunities and strategic alliances

Develop a capital campaign to fund the one time capital required to construct the fieldhouse

3: Develop additional funding for both capital and non-capital projects and programs

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COMMUNICATIONS PLAN



Implement the elements of the 2016 Communications Plan with the associated metrics


MLR Staff and Committee

Spring 2016

Enhance the MLR webpage along with timely social media posts on multiple platforms


MLR Staff Winter 2016 Yes On-Going

Engage the MLR Board through the weekly MLR Sunday Communiques

4d: Develop and operate a communication strategy utilizing multiple channels to maximize community engagement, fundraising and to support the mission of the organization and advance our vision

MLR ED July 2015 Yes On-Going

Create Board Committees focused on specific projects


MLR Board July 2015 Yes On-Going

Create Board and Committee Agenda’s that are focused on build capacity and decision making


MLR Board & Committees


Actively engage with the local service clubs and

4d: Develop and operate a

MLR Staff & Board


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Appendix 2:

Budget Alignment (All Four Strategies)

Measure R Measure U FY Project Allocation FY Project Allocation Balance forward: $1,606,703. Balance forward

$1,395,709.

Projected Income: $1,103,355. Projected Income: $808,000.

Working Capital: $2,710,058 Working Capital: $2,203,709.

15-16 ML Trails System $730,000. 15-16 Special Events $115,000. Equipment $5,500. Events Programming $150,000. MLR $200,000. TOML M & O (WP & RZ) $25,000. Special Projects (Studies) $50,000. Mobility – Trolley

Service $24,000.

TOML M & O (TE & WP) $50,000. Trails End Park $145,000. Wetland Delineation Study $12,000. Ending Balance: $1,517,558. Ending Balance: $1,889,709. Project Income: $1,100,000. Projected Income: $808,000. Working Capital: $2,617,558. Working Capital: $2,697,709. 16-17 ML Trails System $300,000. 16-17 Special Projects $25,000. Special Projects $25,000. Arts & Culture

Programming $100,000.

MCP West Project - Cash $1,650,000. MCP West Project - Cash

$1,650,000.

5 yrs. MCP West Project Financing

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

MLR $200,000. Outdoor Performing $50,000.

the Chamber of Commerce

communication strategy utilizing multiple channels to maximize community engagement, fundraising and to support the mission of the organization and advance our vision

24


Arts Center TOML M & O (TE & WP) $50,000. TOML M & O (WP & RZ) $25,000. Mobility – Trolley

Service $24,000.

Ending Balance: $267,558. Ending Balance: $698,709. Projected Income: $1,100,000. Projected Income: $808,000. Working Capital: $1,367,558. Working Capital: $1,506,709.

17-18 ML Trails System $300,000. 17-18 Special Projects $25,000. TOML M & O (TE & WP) $50,000. Arts & Culture


Special Projects $25,000. Outdoor Performing Arts Center

$50,000.

MLR $200,000. TOML M & O (WP & RZ) $25,000. Park West Project M & O $75,000. Mobility – Trolley

Service $24,000.



Ending Balance: $542,558. Ending Balance: $1,157,709. Projected Income: $1,100,000. Projected Income: $808,000. Working Capital: $1,642,558. Working Capital: $1,965,709. 18-19 ML Trails System $300,000. 18-19 Arts & Culture


TOML M & O (TE & WP) $50,000. MACC Programming $250,000. 5 yrs. MCP West Project

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

Special Projects $25,000. Special Projects $25,000. MLR $200,000. Outdoor Performing

Arts $100,000.

Park West Project M & O $75,000. TOML M & O (WP & RZ) $25,000. Mobility – Trolley

Service $24,000.

Ending Balance: $867,558. Ending Balance: $1,366,709. Projected Income: $1,100,000. Projected Income: $808,000. Working Capital: $1,967,558. Working Capital: $2,174,709. 19-20 ML Trails System $300,000. 19-20 Arts & Culture


Special Projects $25,000. Special Projects $25,000. MLR $200,000. MACC Programming $250,000.

25


TOML M & O (TE & WP) $50,000. Outdoor Performing Arts Center

$100,000.

Park West Project M & O $75,000. TOML M & O (WP + RZ) $25,000. Mobility – Trolley

Service $24,000.



Ending Balance: $1,192,558. Ending Balance: $1,575,709. Projected Income: $1,100,000. Projected Income: $808,000. Working Capital: $2,292,558. Working Capital: $2,383,709.

Boccia 04.27.16

26

MLR 2015-2016 Budget

INCOME Budget Expenditure BalanceCash Inkind

Mammoth Track Club $750.00 $230.00ML Trails System $41,474.00 $26,075.00

Ice Rink $78.00Special Events $152,250.00 $426,272.00

ML Winter Recreation Summit $4,700.00 $12,524.00Corporate Contributions

Business ContributionsIndividual Contributions

Capital Campaigns / UnrestrictedOther miscellaneous

Government Grant $300,000Total Income $499,252.00 $465,101.00

EXPENSESBusiness Expenses

Filing fees $200.00 $200.00 $0Candidate Search $138.00 ($138.00)

Other $265.00 ($265.00)Total $200.00 $603.00 ($403.00)

Contract ServicesAccounting $4,000.00 $3,481.00 $519.00

Legal fees $2,500.00 $0 $2,500.00Website $15,000.00 $45.00 $14,955.00

Graphic Design $15,000.00 $3,625.00 $11,375.00Total $36,500.00 $7,151.00 $29,349.00

OfficeSupplies & Equipment $2,500.00 $423.00 $2,077.00

Postage $1,200.00 $45.00 $1,155.00Pomotional Materials $7,500.00 $300.00 $7,200.00

Service Agreements $2,040.00 $450.00 $1,590.00Rent $0 $0 $0

Telecommunications $1,860.00 $611.00 $1,249.00Computer Hardware $2,000.00 $145.00 $1,855.00Computer Software $2,000.00 $156.00 $1,844.00

Technology Support - CBT $2,500.00 $240.00 $2,260.00Total $21,600.00 $2,370.00 $19,230.00

InsuranceD&O Insurance $1,000.00 $277.00 $723.00

Liability Insurance $832.00 $335.00 $497.00Workers Compensation $8,000.00 $1,324.00 $6,676.00

Total $9,832.00 $1,936.00 $7,896.00Organizational Growth

Conferences $200.00 $1,168 ($1,148.00)Professional Memberships $1,000.00 $725.00 $275.00

Total $1,200.00 $1,893 ($693.00)

27


Payroll ExpensesSalaries $121,960.00 $124,000.00 ($2,040.00)

Benefits @ 7% $8,537 $7,788.00 $749.00Payroll taxes @ 10% $12,196.00 $12,400.00 ($204.00)

Total $142,693.00 $144,188.00 ($1,495.00)Total Expenditures $212,025 $158,141.00 $141,859.00

28


123456789

101112131415161718192021222324252627282930313233343536373839404142434445464748

A B C DIncome Budget Expenditure Balance

Direct Public Support $25,000.00Corporate Contributions $500,000.00

Business Contributions $25,000.00Individual Contributions $10,000.00

Capital Campaigns / Unrestricted $5,000.00Other miscellaneous $1,000.00

Government Grant $200,000.00Total Income $766,000.00

ExpensesBusiness Expenses

Filing fees $200.00Candidate Search $150.00

Other $300.00Total $650.00

Contract ServicesAccounting $4,000.00

Legal fees $1,000.00Website $1,000.00

Graphic Design $2,500.00Total $8,500.00

OfficeSupplies & Equipment $1,000.00

Postage $1,000.00Pomotional Materials $2,500.00

Service Agreements $1,000.00Rent $0

Telecommunications $1,000.00Computer Hardware $2,500.00Computer Software $1,000.00

Technology Support - CBT $500.00Total $10,500.00

InsuranceD&O Insurance $1,000.00

Liability Insurance $1,000.00Workmans Compensation $2,000.00

Total $4,000.00Organizational Growth

Conferences & Travel Expenses $4,000.00Professional Memberships $1,500.00

Total $5,500.00Payroll Expenses

Salaries $124,000.00Benefits @ 7% $8,680.00

Payroll taxes @ 10% $12,400.00Total $145,080.00

Total Projected Expenditures $174,230.00

29

Mammoth Lakes RecreationReport of Expenditures - March 2016

Income$68,798.26 Balance Forward

$2,700.00 Winter Recreation Summit$78.00 Raise the Roof

$0.00 March 2016 Contract Payment

$71,576.26 Total Revenues

Expenditures

$346.80 Accounting Fees$100.00 Graphic Design

$5.34 Office Supplies$11.64 Postage

$372.56 Photocopying$150.00 Rent

$74.82 Telecommunications$15.95 Tech Support$69.33 D&O Insurance$83.67 Liability Insurance

$110.97 Workers' Compensation Insurance$9,622.75 Salaries

$791.03 Benefits$879.42 Payroll Taxes

$2.90 Payroll Processing$2,627.00 Fundraising Expenses

$15,264.18 Total Expenditures

$56,312.08 Balance Available

Expenditures by Project FY 2015-16 as of March 2016TOML ContractAllocation $132.70Leverage $541.64MLTS $1,885.24Organization $63.92Strategy $4,211.39Support $5,710.75Contract Subtotal $12,545.64

TOML General FundPerforming Arts $63.92TOML $0.00

Unrestricted FundsFundraising $2,627.00Board $0.00

TOTAL Expenditures $15,236.56

30

Mammoth Lakes Recreation Profit & Loss Budget vs. Actual

July 2015 through March 2016

Page 1 of 1

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

Ordinary Income/Expense

Income

40100 · Direct Public Support

40120 · Individ, Business Contributions 2,778.00

Total 40100 · Direct Public Support 2,778.00

40200 · Government Grants 50,000.00 225,000.00 -175,000.00 22.22%

Total Income 52,778.00 225,000.00 -172,222.00 23.46%

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 4,072.05 3,001.00 1,071.05 135.69%

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 7,842.05 35,501.00 -27,658.95 22.09%

60300 · Office

60305 · Office Supplies 428.75 1,876.00 -1,447.25 22.85%

60310 · Postage 11.64 900.00 -888.36 1.29%

60315 · Promotional Materials 300.24 5,625.00 -5,324.76 5.34%

60320 · Services Agreement 450.00 1,350.00 -900.00 33.33%

60325 · Photocopying 705.94

60330 · Printing 569.11

60335 · Rent/Utilities 900.00

60340 · Telecommunications 703.15 1,395.00 -691.85 50.41%

60345 · Computer Hardware 144.95 145.00 -0.05 99.97%

60350 · Computer Software 12.99 1,499.00 -1,486.01 0.87%

60355 · Technology Support (IT Serv.) 440.20 1,876.00 -1,435.80 23.47%

Total 60300 · Office 4,666.97 14,666.00 -9,999.03 31.82%

60400 · Insurance

60410 · D&O Insurance 346.65 751.00 -404.35 46.16%

60420 · Liability Insurance 418.35 625.00 -206.65 66.94%

60430 · Worker's Compensation 1,435.64 5,999.00 -4,563.36 23.93%

Total 60400 · Insurance 2,200.64 7,375.00 -5,174.36 29.84%

60500 · Payroll Expenses

60510 · Salaries 87,155.81 91,980.00 -4,824.19 94.76%

60520 · Benefits 13,863.23 6,435.00 7,428.23 215.44%

60530 · Payroll Taxes 8,509.35 9,198.00 -688.65 92.51%

60540 · Payroll Processing Fees 23.02 0.00 23.02 100.0%

Total 60500 · Payroll Expenses 109,551.41 107,613.00 1,938.41 101.8%

60600 · Organizational Growth

60610 · Conferences 200.00 751.00 -551.00 26.63%

60620 · Professional Memberships 725.00 1,125.00 -400.00 64.44%

Total 60600 · Organizational Growth 925.00 1,876.00 -951.00 49.31%

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 128,688.47 253,906.00 -125,217.53 50.68%

Net Ordinary Income -75,910.47 -28,906.00 -47,004.47 262.61%

Other Income/Expense

Other Expense

85000 · Fundraising Allocations 0.00

Total Other Expense 0.00

Net Other Income 0.00Net Income -75,910.47 -28,906.00 -47,004.47 262.61%

31

TOWN OF MAMMOTH LAKES

BALANCE SHEET

MARCH 31, 2016

MEASURE R TRAILS

FOR ADMINISTRATION USE ONLY 75 % OF THE FISCAL YEAR HAS ELAPSED 04/25/2016 08:25AM PAGE: 1

ASSETS

215-000-10010 CASH ( 138,858.08)

TOTAL ASSETS ( 138,858.08)

LIABILITIES AND EQUITY

FUND EQUITY

UNAPPROPRIATED FUND BALANCE:

REVENUE OVER EXPENDITURES - YTD ( 138,858.08)

BALANCE - CURRENT DATE ( 138,858.08)

TOTAL FUND EQUITY ( 138,858.08)

TOTAL LIABILITIES AND EQUITY ( 138,858.08)

32


REVENUES WITH COMPARISON TO BUDGET

FOR THE 9 MONTHS ENDING MARCH 31, 2016

MEASURE R TRAILS

PERIOD ACTUAL YTD ACTUAL BUDGET UNEARNED PCNT


SOURCE 399

215-000-39999 INTERFUND TRANSFERS IN .00 .00 729,779.00 729,779.00 .0

TOTAL SOURCE 399 .00 .00 729,779.00 729,779.00 .0

TOTAL FUND REVENUE .00 .00 729,779.00 729,779.00 .0

33


EXPENDITURES WITH COMPARISON TO BUDGET


MEASURE R TRAILS

PERIOD ACTUAL YTD ACTUAL BUDGET UNEXPENDED PCNT


MEASURE R TRAILS

215-511-40000 REGULAR SALARIES 5,071.42 38,300.02 65,285.00 26,984.98 58.7

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

215-511-41002 HEALTH INS PREMIUMS 1,831.89 13,840.75 18,616.00 4,775.25 74.4

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

215-511-41020 PERS (RETIREMENT) 417.27 9,527.17 22,352.00 12,824.83 42.6

215-511-42007 MAINTENANCE SUPPLIES 69.34 711.26 .00 ( 711.26) .0

215-511-43031 CONTRACTUAL SERVICES 25,708.38 74,430.32 618,325.00 543,894.68 12.0

215-511-43034 PUBLIC UTILITIES .00 .00 550.00 550.00 .0

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

215-511-43404 PUBLIC UTILITIES 59.81 367.51 .00 ( 367.51) .0

TOTAL MEASURE R TRAILS 33,158.11 138,858.08 729,780.00 590,921.92 19.0

TOTAL FUND EXPENDITURES 33,158.11 138,858.08 729,780.00 590,921.92 19.0

NET REVENUE OVER EXPENDITURES ( 33,158.11) ( 138,858.08) ( 1.00) 138,857.08 (13885

34


BALANCE SHEET

MARCH 31, 2016

MEASURE R SALES TAX


ASSETS

216-000-10010 CASH 3,007,658.36

TOTAL ASSETS 3,007,658.36


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

REVENUE OVER EXPENDITURES - YTD 659,174.92

BALANCE - CURRENT DATE 3,008,375.36

TOTAL FUND EQUITY 3,008,375.36

TOTAL LIABILITIES AND EQUITY 3,007,658.36

35




MEASURE R SALES TAX



SALES TAX

216-000-30406 SALES TAX: MEASURE R 130,297.23 749,559.86 1,020,000.00 270,440.14 73.5

TOTAL SALES TAX 130,297.23 749,559.86 1,020,000.00 270,440.14 73.5

TOTAL FUND REVENUE 130,297.23 749,559.86 1,020,000.00 270,440.14 73.5

36




MEASURE R SALES TAX



RECREATION PROGRAMS

216-432-43031 CONTRACTUAL SERVICES .00 .00 2,000.00 2,000.00 .0

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

TOTAL RECREATION PROGRAMS .00 763.50 2,000.00 1,236.50 38.2

PARKS, BLDGS & TRAILS MAINT

216-438-40000 REGULAR SALARIES 1,652.19 10,414.05 21,793.00 11,378.95 47.8

216-438-40111 TEMPORARY WAGES 490.83 2,700.82 .00 ( 2,700.82) .0

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

216-438-41002 HEALTH INS PREMIUMS .00 598.92 7,686.00 7,087.08 7.8

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

216-438-41020 PERS (RETIREMENT) .00 1,654.08 5,729.00 4,074.92 28.9

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

216-438-42007 MAINTENANCE SUPPLIES 118.53 227.39 291.00 63.61 78.1

216-438-43031 CONTRACTUAL SERVICES 375.90 5,000.90 .00 ( 5,000.90) .0

216-438-45080 PARK GROUNDS & BLDGS MAINT .00 279.75 .00 ( 279.75) .0

TOTAL PARKS, BLDGS & TRAILS MAINT 2,637.45 20,892.33 37,000.00 16,107.67 56.5

MEASURE R

216-510-40000 REGULAR SALARIES .00 6,370.77 .00 ( 6,370.77) .0

216-510-40111 TEMPORARY WAGES .00 2,198.32 .00 ( 2,198.32) .0

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

216-510-41020 PERS (RETIREMENT) .00 1,092.88 .00 ( 1,092.88) .0

216-510-43031 CONTRACTUAL SERVICES .00 50,000.00 300,000.00 250,000.00 16.7

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

216-510-45080 PARK GROUNDS & BLDGS MAINT .00 3.88 .00 ( 3.88) .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 5,500.00 68,729.11 309,000.00 240,270.89 22.2

INTERFUND TRANSFERS

216-599-49999 TRANSFERS OUT .00 .00 874,779.00 874,779.00 .0

TOTAL INTERFUND TRANSFERS .00 .00 874,779.00 874,779.00 .0

TOTAL FUND EXPENDITURES 8,137.45 90,384.94 1,222,779.00 1,132,394.06 7.4

NET REVENUE OVER EXPENDITURES 122,159.78 659,174.92 ( 202,779.00) ( 861,953.92) 325.1

37


BALANCE SHEET

MARCH 31, 2016

MEASURE U UTILITY USERS TAX


ASSETS

217-000-10010 CASH 2,174,810.42

217-000-10101 ACCOUNTS RECEIVABLE .78

TOTAL ASSETS 2,174,811.20


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

REVENUE OVER EXPENDITURES - YTD 565,383.16

BALANCE - CURRENT DATE 2,174,811.20

TOTAL FUND EQUITY 2,174,811.20

TOTAL LIABILITIES AND EQUITY 2,174,811.20

38







UTILITY USERS TAX

217-000-30910 UTILITY TAX: TELEPHONE 4,911.18 33,670.62 65,000.00 31,329.38 51.8

217-000-30920 UTILITY TAX: ELECTRICITY 76,009.89 336,509.84 475,000.00 138,490.16 70.8

217-000-30930 UTILITY TAX: GAS 25,286.35 325,727.95 275,000.00 ( 50,727.95) 118.5

TOTAL UTILITY USERS TAX 106,207.42 695,908.41 815,000.00 119,091.59 85.4

SOURCE 371

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

TOTAL SOURCE 371 .00 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 113,950.50 727,298.21 815,000.00 87,701.79 89.2

39







MEASURE U

217-513-43031 CONTRACTUAL SERVICES .00 156,825.00 289,925.00 133,100.00 54.1

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

217-513-46200 MACHINERY & EQUIP - NON CAP 1,590.05 1,590.05 233,780.00 232,189.95 .7

TOTAL MEASURE U 1,590.05 161,915.05 527,205.00 365,289.95 30.7

INTERFUND TRANSFERS

217-599-49999 TRANSFERS OUT .00 .00 10,000.00 10,000.00 .0

TOTAL INTERFUND TRANSFERS .00 .00 10,000.00 10,000.00 .0

TOTAL FUND EXPENDITURES 1,590.05 161,915.05 537,205.00 375,289.95 30.1

NET REVENUE OVER EXPENDITURES 112,360.45 565,383.16 277,795.00 ( 287,588.16) 203.5

40

April 5, 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 5:10 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: Tom Johnson, Colin Fernie, Gary Morgan, Drea Perry, Danna Stroud and Teri Stehlik PUBLIC COMMENT Betsy Truax gave an overview of the recent Plan Your Parks workshop regarding the playground. Next Tuesday (April 12 is the final workshop at 6 pm). Drea Perry wanted everyone to know about the dinner theatre happening in town, opening tonight. ADMINISTRATIVE ITEMS

1. Approval of agenda. 2. Motion to approve the minutes, (M Perry, S Fernie, 7-0) 3. Draft of the Strategic plan version 5:

a. Rich Boccia gave overview of the changes that were made; a background on what is occurring with special events and MLR’s role was given in detail, the changes that were made were also clarified.

b. Johnson mentioned the discussion that occurred during the executive meeting; the “operation plan” and TOML strategy should be added as appendixes.

c. In the operation plan, write out the tactic, not just the number. Change the word tactic to strategy.

d. Could the document’s strategies section be made more detailed? Is there a filter missing? Page commented that we need an actionable strategy for recommending allocation and leverage of Measure R and U—a “road map” or filter.

i. Agreed that a filter for how projects are funded will live somewhere else

ii. Allocations will not just be shaping special events but all allocations on funds.

e. Recognition for funding are project specific and should be in those plans, not in the main strategy document.

f. Fernie: change sentence that says “wide but specific” g. Allocations and Fundraising sections will be redone by the committees. h. Make the Outdoor Performing Arts Center name consistent. i. Rich Boccia reviewed the Budget Alignment section

41



i. Questions about the Park West project funding ii. MACC information and questions occurred

iii. Both topics were answered as this is just a draft. 1. Johnson mentioned that this is a “funding scenario” and

would like to see multiple scenarios, which cannot be shown until business plans are established.

4. Review and consider approving funding for priority phase project environmental reviews

a. Boccia gave an overview of what is being requested. A wetland study hasn’t been done recently enough to be accurate, and therefore a new one needs to be done to consider the Bell Shaped Parcel as a location to the Outdoor Performing Arts Center.

b. Does the wetland study need to know what the site will be used for? Answer: No

c. Deliberation about the appropriate nature of this, and how the scenario would play out if MLR Board did not recommend funding (the process to get this priority project would be delayed).

David Page left.

d. Look at other studies for the other recommended sites. After April 20 workshop with Town Council.

e. Betsy Truax brought up that this was brought up during the allocations process and believes that ultimately this parcel will likely be a park of some kind.

f. Motion to bring forward the allocation of $12,000 for a wetland study of the Bell Shaped Parcel (M Stehlik, S Morgan, 6-0)

5. Review and consider approving funding for graphic art work a. Approved (M Perry, S Fernie, 6-0)

6. Review and consider approving the MTC Budget for ’16/17 a. Joel Rathje gave the review, and pointed out specific items in the budget b. Question about the Lakes Basin. Rathje mentioned that specific projects

from LABSS could eventually come from the reserve. Dan Holler also mentioned that some of the specifics brought up about the Lakes Basin will most likely come from Public Works; it’s not in the trails budget because it’s being handled by the town.

c. This is the first year that we will get an accurate accounting of the trails budget

42



d. Drea Perry and Tom Johnson praised the efforts that our occurring, the new opportunities that are being proposed.

e. Motion to recommend that the TC approves the budget (M Perry, S Johnson, 6-0)

7. Mammoth Track Club campaign: Boccia gave a background a. Questions regarding where this fits within the allocation strategy.

i. What kind of naming rights are being explored? What are the benefits to sponsors?

b. A set towards forming a working relationship with the Track Club. c. Johnson expressed hesitation but also believes that Boccia should use his

best judgement. d. By consensus, the Board agrees to allow the Executive Director to move

forward with this project 8. Review and consider accepting the TOML/NGO strategic priorities

a. Boccia gave an overview of the document and the work that had been done.

b. Q1 page 1 clarify language or recommend that MLT, TOML be added to this item

c. Questions for Fernie regarding background on 2014 strategies, and ownership of this document (recommended that there be an acronym key)

d. Importance of data collection discussed, since it informs how to improve existing experiences as well as other needs.

e. Q5 page 1, add “data collection” after “Collaborate” f. Clarification on what the “story map” is. g. Clarify language on MLR’s involvement with the story map (page 2 Q1) h. Question about what exactly “local research” (page 2 Q 4) looks like-

clarification i. Same with page 2, Q5

i. Is community plan and “Story Map” same thing? (page 2, Q6) j. Page 3, Q2 trails clarification k. Questions about the timeline for the ice rink and community center. l. Town Council is reviewing and accepting document May 4. m. Recommending the changes to the document before it is accepted.

9. Financial Reports: a. Boccia gave an overview of the financial documents from February b. Boccia says that he is comfortable with the way that funds are being

handled 10. Committee Updates:

43



a. Development/ Fundraising/Communications: Meeting next week b. Allocation: meeting next week c. MTC: WRS, trails budget delivered earlier d. Performing Arts: mentioned earlier. Meeting that occurred with art

groups and another to happen later e. Reconciliation: meeting next week f. Nominating: Waiting until May 9 to do interviews g. Outdoor Performing Arts Center: workshop with TC, most mentioned

earlier. 11. Board Member Reports:

a. Teri Stehlik mentioned that April 12 is when the Mammoth Creek Park site considerations will be discussed

12. Executive Director Report: a. Fill out your 700 form (everyone)

13. Town Council Information Request: a. Boccia will send him information

REQUEST FOR FUTURE AGENDA ITEMS

1. MLF business plan, May 4 ADJOURNMENT There being no further business to come before the Board of Directors, the meeting was adjourned at 8:34 p.m.

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

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