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) 1
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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)
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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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
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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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
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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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
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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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
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.
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?
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
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
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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Page 4 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
21
TOML Strategic Alignment – FINAL DRAFT – (appropriate date)
Page 7 of 30
18 Month Action Plan – Composite with Leads and All Action Details
22
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
TOML Strategic Alignment – FINAL DRAFT – May 20, 2016
TOML and NGO Strategic Alignment 18 Month Workplan Page 9
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
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. 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
TOML Strategic Alignment – FINAL DRAFT – May 20, 2016
TOML and NGO Strategic Alignment 18 Month Workplan Page 10
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
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. 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)
TOML and NGO Strategic Alignment 18 Month Workplan Page 11
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
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. 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
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 12
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 Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 13
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
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 14
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
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 15
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
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 16
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
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 17
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
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 18
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
Q2 Develop strategies to attract private capital to fund development projects
TOML ALL NGO’s
Q4 Support investment Story Map with targeted research on potential users of amenities (Initiated Q1)
MLT MLR
Q4 Complete visitor/ local research on preferences for recreation facilities, transit, associated amenities; Initiated Q1
TOML ESTA, MLR
Strategic Priority: Enhanced Community Amenities Serving Residents and Visitors
33
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 19
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
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 20
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
Q5 Implement two-tiered content management strategy that achieves: (1) authoritative information, and (2) coordinated dissemination
MLT ALL
35
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 21
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
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 22
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
Q2 Develop strategies to attract private capital to fund development projects
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
Q1 Each NGO maintain a “near term” list of prospective projects for funding options
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
Q5 Implement two-tiered content management strategy that achieves: (1) authoritative information, and (2) coordinated dissemination
MLT ALL
37
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 23
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
Q2 Develop strategies to attract private capital to fund development projects
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
Q4 Recommend approach to proximal placement of housing and transit
TOML ESTA, MLH
Strategic Priority: Enhanced Community Amenities Serving Residents and Visitors
38
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 24
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
Q1 Each NGO maintain a “near term” list of prospective projects for funding options
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
Q5 Implement two-tiered content management strategy that achieves: (1) authoritative information, and (2) coordinated dissemination
MLT ALL
39
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 25
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
Q2 Develop strategies to attract private capital to fund development projects
TOML All NGO’s
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
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
Q1 Each NGO maintain a “near term” list of prospective projects for funding options
ESTA ALL d. Create a funding matrix to include sponsors and grant opportunities
d. IP
40
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 26
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
Q5 Implement two-tiered content management strategy that achieves: (1) authoritative information, and (2) coordinated dissemination
ESTA ALL
41
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 27
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
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 28
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
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 29
Council Presentation June 1, 2016
See Slide Deck Attached
44
TOML Strategic Alignment – Final Plan (June 1, 2016)
TOML and NGO Strategic Alignment 18 Month Workplan Page 30
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).
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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.
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Page 3 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)
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Page 4 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.”
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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
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
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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%
Social Media MetricsApr-16 May-16 Jun-16 Jul-16 Aug-16
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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
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
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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
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)
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
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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
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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
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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
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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?
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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
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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.
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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.
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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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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 =