MEET STANLEY BISSMEYER CANDIDATE FOR DISTRICT 1 SUPERVISOR

My Platform

If elected County Supervisor for District 1, I will be a hands-on, accessible Supervisor who shows up, listens, and delivers results. These priorities will take partnership with fellow Supervisors, county staff, local businesses, community organizations, and residents across our district. My commitment is simple: lead with respect, communicate clearly, and take practical steps that make life better for working families, seniors, and every neighbor who calls Mariposa County home.

Economic Development

Problem: Our local economy depends heavily on Yosemite—and when visitation shifts, families, small businesses, and county services feel it fast. Relying so much on Transient Occupancy Tax (TOT) makes us vulnerable to decisions and events outside our control. We need a stronger, more diversified local economy that supports good jobs, stable revenue, and opportunity year-round.

Current Status: Short-term rentals (STRs) are growing, and many residents are watching long-term rentals disappear as units convert to STRs. The result is a tighter housing market for local workers, young families, and seniors. We can support responsible tourism while also protecting the long-term housing our community needs.

Homebuilding—especially single-family construction—has slowed. That means fewer homes for residents and fewer paychecks for local suppliers and trades. We need to remove unnecessary friction, expand attainable housing options, and get smart, well-planned projects moving.

We also need more skilled, living-wage jobs—and a clear path to them. I will champion job training, apprenticeships, and partnerships that help local residents build careers without having to leave the county.

Proposed Solutions:

Partner with Mother Lode Job Training and local employers to build a direct pipeline from high school to paid training, certifications, and local jobs.
Pursue creative incentives—such as service-based assistance or loan partnerships—to help residents complete training and stay in Mariposa County to work.
Update zoning along the Highway 49 corridor (from the landfill to Bear Valley) and in select Town Planning Areas (TPAs) to welcome the right kinds of locally owned, year-round businesses—without changing what makes our communities special.
Make permitting more predictable and timely by insisting on clear standards, transparent timelines, and responsive customer service—while upholding safety and accountability.
Create a public, prioritized economic development “to-do list” (by sector and location) built with input from local businesses and residents—so we stay focused and can measure progress.
Identify the biggest bottlenecks slowing housing and small business start-ups, then work with staff and stakeholders to fix what we can—cutting red tape where it doesn’t add value and protecting health and safety where it does.

These are achievable steps—many supported by grants and coordinated planning—with Board approval and strong partnership with county departments. My focus will be results: more local jobs, stronger small businesses, and housing options that keep Mariposa livable for the people who work here.

County Infrastructure and Roads

Problem:
Our roads are worn out, and too many residents feel the impact every day—in commute time, vehicle repairs, and peace of mind. After fire safety, roads remain one of the most common concerns I hear across District 1. We need a clear, realistic plan to repair what’s failing and maintain what we fix. At the same time, critical water and sewer systems in areas like Lake Don Pedro, Coulterville, and Yosemite West face aging infrastructure and rising operating costs—driving rate increases and uncertainty for households. My priority is straightforward: improve reliability, be transparent about costs, and protect ratepayers while meeting safety and regulatory requirements.

Proposed Solutions:

Evaluate and strengthen the Department of Public Works so road repair and preventive maintenance are planned, staffed, and delivered consistently. Improve maintenance practices and procedures across water, sewer, and waste systems to better meet community needs.
Go after outside funding aggressively—state and federal grants, formula funds, and other programs—so our public utility agencies have the resources they need without placing the full burden on local ratepayers.
When rate adjustments are necessary, pursue phased, predictable increases and strong oversight—so the burden on residents is minimized while essential repairs are completed.

I will keep an open door and a clear line of communication—because the best solutions come from the people who live and work here. If you have ideas, concerns, or a project that’s stuck, I want to hear from you, and I will push for answers and follow-through.

Fire Protection and the High Cost of Fire Insurance

Problem: Mariposa County has limited fire protection, resulting in a high ISO rating and radically elevated insurance costs for homeowners.

Current Status: Fire protection relies on county funding and contracts with CAL FIRE (Madera–Mariposa–Merced Unit). The updated Reserve Firefighter Program reclassified positions and increased pay, but it applies only to firefighters at Station 22 in Mariposa proper, (and maybe Midpines). The remaining eight stations are unmanned under this program, and the county faces a severe volunteer manpower shortage.

Volunteer firefighters are unpaid and receive only workers’ compensation, liability coverage, training, and equipment. This structure limits response effectiveness and contributes to poor ISO ratings. They are considered volunteers who receive benefits, such as training and gear, rather than monetary compensation for their service hours.

This current system causes a high ISO, (insurance) rating and low effectiveness of fire suppression efforts.

The closure of Mt. Bullion Camp eliminated up to five local hand crews. The nearest hand crew is now in Atwater, too distant for effective initial attack.

Proposed Solutions:

Convert all stations to Paid Call Firefighters (PCFs).
Partner with student loan institutions to offer debt relief incentives for PCF firefighters.
Purchase Compact Track Loaders for select stations; these can be transported and operated with a Class C license and are CAL FIRE–approved for rural fire response.
Expand county brush removal crews from 2 to 5 to improve roadside clearance and defensible space.
Equip all volunteer stations with kitchens, barracks, and adequate water storage for tenders.
Integrate the Grizzly Fire program with the County Fire Department to create a pathway for new volunteer firefighters.

Most of these initiatives can be funded through grants, with Supervisor approval, HR adjustments, and CAL FIRE coordination. These changes could reduce ISO ratings by up to 50%, saving homeowners thousands of dollars while improving fire suppression and emergency medical response.

County Landfill and Recycling Center

Problem:
The Mariposa County landfill is nearing the end of its operational life and requires $1–2 million for closure, which the county lacks. Resident costs have risen over 50% in the past year, partly because the recycling center operates as a composter instead of a Materials Recovery Facility (MRF). Electricity costs also continue to rise.

Proposed Solutions:

Convert the recycling center to a Materials Recovery Facility (MRF) to reduce landfill waste.
Build an electricity-generating co-generation plant.
Safely burn residual waste from the MRF in the cogeneration plant, reducing landfill use by up to 95% and extending its life indefinitely. (This can be done perfectly safe for the environment.)
Sell generated electricity to the Mariposa Public Utilities District (if they agree) as a lower-cost alternative to PG&E, offsetting landfill expenses and reducing energy costs for residents.

And of course, I am open to any and all ideas and remedies that would be presented by members of the community or department heads that could enhance these critical services.