Bishop City Council
May 1, 2024

CITY OF BISHOP

CITY COUNCIL SPECIAL MEETING AGENDA
City Council Chambers - 301 West Line Street - Bishop, California WEDNESDAY, MAY 1, 2024 - 8:00 AM

1. CALL TO ORDER - 8:00 A.M. Wednesday, May 1, 2024

2. PLEDGE OF ALLEGIANCE - Councilmember Muchovej will lead the pledge of allegiance.

3. ROLL CALL

4. PUBLIC COMMENT
NOTICE TO THE PUBLIC: Please be advised this meeting is accessible to the public in person. In compliance with the Americans with Disabilities Act of 1990, if you need special assistance to participate in this meeting, please contact the City Clerk at 760- 873-5863 Extension 124. Notification at least 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. [28 CFR 35.102.35.104 ADA Title II].

The public is encouraged to participate or observe this meeting by:

1. Attending this meeting in person at the City of Bishop City Council Chambers located at 301 West Line Street in Bishop, California.

Public comments may be made:

1. In person: Members of the public desiring to speak on a matter appearing on the agenda should ask the Mayor for the opportunity to be heard when the item comes up for Council consideration (or complete a speaker card prior to the meeting). Comments for all agenda items are limited to a speaking time of three minutes unless modified by the Mayor.

2. In writing: Go to http://bishop-ca.granicus.com/ViewPublisher.php?view_id=8 to submit an "eComment" for the corresponding meeting. Please note that eComment submissions closes at 3:00 p.m. on Tuesday, April 30, 2024. You may also hand deliver public comments to the City drop/payment box located at the Church Street entrance to City Hall on or before the deadline noted above. Written public comments received after the deadline will be provided to the Council at the earliest possibility. Please note written public comments received will not be read aloud at the meeting.

Any writing that is a public record that relates to an agenda item for open session distributed less than 72 hours prior to the meeting will be available for public inspection at City Hall, 377 West Line Street, Bishop, California during normal business hours.

Government Code 54957.5(b)(1). Copies will also be provided at the appropriate meeting.

NOTICE TO THE PUBLIC: This time is set aside to receive public comment on matters not calendared on the agenda. When recognized by the Mayor, please state your name 1 5. CONSENT CALENDAR
A. Second Reading and Adoption of an Ordinance of The City Council Of The City Of Bishop, State Of California, to Rezone Certain Parcels to Mixed Use Downtown Overlay Zone (MUO-DT) and Tiering for Purposes Of CEQA Review from the Downtown Specific Plan and Mixed Use Overlay Zone Environmental Impact Report.

B. Second Reading and Adoption of an Ordinance of the City Council of the City Of Bishop, State of California, to Amend Chapter 17.46. MUO-DT Mixed Use Downtown Overlay Zone, Section 17.46.120. Building Placement and Finding the Action Exempt From CEQA.

6. STRATEGIC PLANNING WORKSHOP
A. Strategic Planning Workshop Outline and Related Documents

1. Goal of Meeting

2. 2023/2024 Accomplishments

3. Review Mission Statements

4. Changes/Additions by Department

5. Reaffirm Priorities, Budget, Next Steps

7. CANCELLATION OF COUNCIL MEETING – Council to discuss and consider cancelling the regular Council Meeting scheduled on May 13, 2024 – Administration. and address for the record and please limit your comments to three minutes. Under California law the City Council is prohibited from generally discussing or taking action on items not included in the agenda; however, the City Council will listen to all public comment but will not generally discuss the matter or take action on it.

NOTICE TO THE PUBLIC: All matters under the Consent Calendar are considered routine by the City and will be acted on by one motion.

Recommended Action: Council consideration to approve the second reading and adoption of the proposed ordinance (by title only).

Ordinance to Rezone Certain Parcels to Mixed Use Downtown Overlay Zone Attachment 1
Recommended Action: Council consideration to approve the second reading and adoption of the proposed ordinance (by title only).

Ordinance to Amend Chapter 17.46. MUO-DT Mixed Use Downtown Overlay Zone_Section 17.46.120
PC 2024-02
2024-04-11_Public Hearing Notice
Strategic Plan 2023-2028_Updated 2024
FY 23-24 Strategic Plan Financial Progress
FY 24-25 Strategic Plan Financial Obligations and Project Proposals Mission Statements
Administration Projects
Community Services Department Projects
Finanace Department Projects
Fire Department Projects
Planning Department Projects
Police Department Projects
Public Works Department Projects
2 8. ADJOURNMENT
TENTATIVE: Monday, May 13, 2024 at 6:00 p.m. Regular Meeting in the City Council Chambers
Tuesday, May 28, 2024 at 6:00 p.m. Regular Meeting in the City Council Chambers 3 Agenda Item: 5.A
Date of Meeting: May 1, 2024
Department: Planning
To: City Council
From: Ana Budnyk
Subject: Second Reading and Adoption of an Ordinance of The City Council Of The City Of Bishop, State Of California, to Rezone Certain Parcels to Mixed Use Downtown Overlay Zone (MUO-DT) and Tiering for Purposes Of CEQA Review from the Downtown Specific Plan and Mixed Use Overlay Zone Environmental Impact Report.

Prepared On: April 29, 2024
Attachments: Ordinance to Rezone Certain Parcels to Mixed Use Downtown Overlay Zone
Attachment 1

STAFF REPORT
Background/History:

The Planning Department has received an application from Mr. Jack Reynolds, to include Parcel 001-020-15-00, 711 North Hammond Street, in the Mixed-Use Downtown Overlay Zone (MUO-DT).

The property has a General Plan Land Use designation of Medium High Density Residential, with a corresponding zoning designation of Medium High Density Residential (R-2000). This parcel falls within the Specific Plan (SP) area.

The applicant also owns the property at 647/649 North Main Street, which currently accommodates a bowling alley and distributorship warehouse. While there are no immediate development plans for this property, staff recommends adding 649/647 North Main Street parcel to MUO-DT for zone continuity from Main Street. This parcel falls within the Specific Plan (SP) area and is designated as General Commercial in the General Plan, with a zoning designation of General Commercial and Retail (C1). Additionally, the property features a 38- foot easement providing access to the 711 Hammond Street site. The owner will ensure that there is no conflict between the existing delivery equipment located on the easement and access for vehicles and fire trucks to the 711 Hammond Street site.

The City Council adopted Resolution No.2022-38 adopting the Downtown Specific Plan and Mixed Use Overlay Zone (MUO) and General Plan Amendment No. 2022-01 to incorporate Specific Plan (SP) boundary within the Land Use Plan. Both above-mentioned parcels are within the SP boundary, but not MUO.
4 The City Council approved Resolution No. 2022-37 certifying the Environmental Impact Report (EIR) for the Downtown SP and MUO and adopting the mitigation monitoring and reporting program. Section 3.4.3 Development Scenarios of EIR, subsection 3.4.3.1 High Development Scenario, assumed that 25 percent of all parcels within the SP, not including the area that falls within the MUO, would be developed to include two additional units on each of those parcels.

Under this scenario, a total of 213 new dwellings were studied to be added to the SP area.

The EIR also mentions the 711 North Hammond Street parcel in section 3.4.3 Development Scenarios as vacant and not presently owned by the Los Angeles Department of Water and Power (LADWP) and, therefore, considered developable.

The Housing Element identifies the 711 North Hammond Street parcel as one of five available City of Bishop 2021-29 Regional Housing Needs Allocation (RHNA) Inventory sites.

A duly-noticed public hearing has been conducted by the Planning Commission to consider the rezoning of 2 parcels to Mixed Use Downtown Overlay Zone as set forth herein.

A public hearing to consider the application for this rezoning was noticed in the Inyo Register on April 11, 2024.

The City Council held a public hearing at their regularly scheduled meeting on Monday, April 22, 2024. No public comments were made.

Analysis/Discussion:

Development Standard Allowable Under R-2000 Allowable Under MUO-DT Site Address 711 North Hammond Street, APN 008-360-09
Total Project Site Size: 0.71 acres
Maximum Residential Units
Allowed
15 units + 2 ADUs 35 units
Setbacks
Front: 10 feet
Rear: 5 feet
Side: 10 feet
Front: 0 feet
Rear: 0 feet
Side: 0 feet
Maximum Building Height 26 feet 46 feet
Residential parking spaces
required
2 spaces/dwelling unit
One bedroom or studio unit =
one space/dwelling unit
Two-bedroom unit = 1.25
spaces/dwelling unit
Three or more-bedroom unit =

1.5 spaces/dwelling unit
Development Standard Allowable Under C1
Allowable Under MUO-DT
5 Site Address 647/649 North Main Street, APN 001-240-04-00 Total Project Site Size: 1.78 acre
Maximum Residential Units*
Allowed
none 89 units
Setbacks
All: 0 feet with 38.9-foot-wide
access/utility easement on the
western side of the property.

All: 0 feet
Maximum Building Height 26 feet 46 feet
Residential parking spaces
required
n/a
One bedroom or studio unit =
one space/dwelling unit
Two-bedroom unit = 1.25
spaces/dwelling unit
Three or more-bedroom unit =

1.5 spaces/dwelling unit
Commercial parking spaces
required
For bowling alleys: six spaces
for each alley
For warehouses 1,000 square
feet of gross floor area
A building greater than 15,000
square feet will require two
spaces per 1,000 square feet.

A building less than 15,000
square feet will require 1.5
spaces per 1,000 square feet.

The proposed zone changes align with the General Plan, Specific Plan, and Housing Element, facilitating greater residential density to help the City achieve its housing goals for moderate and above moderate-income units, and will promote the welfare of the community.

Economic Impacts:

The project would bring up to 35 new housing units.

Budget Impacts:

None
Legal Review:

Deputy City Attorney Russell Hildebrand reviewed and approved this item and finds that the recommended action complies with the law.

Recommended Action:

Council consideration to approve the second reading and adoption of the proposed ordinance (by title only).

Approved By: Robin Picken 4/29/2024
Approved By: Deston Dishion 4/29/24
Approved By: Dean Pucci 4/29/2024
Approved By:
6 7
City of Bishop Ordinance No. ___ 1
ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BISHOP, STATE OF

CALIFORNIA, TO REZONE CERTAIN PARCELS TO MIXED USE DOWNTOWN

OVERLAY ZONE (MUO-DT) AND TIERING FOR PURPOSES OF CEQA REVIEW

FROM THE DOWNTOWN SPECIFIC PLAN AND MIXED USE OVERLAY ZONE

ENVIRONMENTAL IMPACT REPORT
WHEREAS, the Downtown Specific Plan and Mixed Use Overlay have been prepared to establish a framework to guide the growth, function, and aesthetics of Bishop’s city center while maintaining its distinct small-town character and creating a vibrant pedestrian-friendly environment; and
WHEREAS, the Downtown Specific Plan and Mixed Use Overlay provide regulations and guidance for increased residential development and a broader mix of uses within their respective boundaries; and
WHEREAS, the Mixed Use Overlay provides regulations for development, redevelopment, infill, new land uses, and building form within the mixed use boundary to increase residential development; and
WHEREAS, in compliance with the California Environmental Quality Act, the environmental impacts of the Downtown Specific Plan and Mixed Use Overlay Zone have been evaluated in an Environmental Impact Report which has been considered and certified b y the City Council; and
WHEREAS, pursuant to the applicable provisions of the Bishop Municipal Code, the Planning Commission at its regular meeting of March 26, 2024, held a duly advertised public hearing and considered and recommended approval of a change of zoning for the parcels known as 711 Hammond Street, APN 001-020-15-00 and 647 North Main Street, APN 001-240-04-00.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF BISHOP DOES ORDAIN AS FOLLOWS:

SECTION 1: Findings. The City Council finds, determines and declares:

1. A duly-noticed public hearing has been conducted by the Planning Commission to consider the rezoning of 2 parcels to Mixed Use Downtown Overlay Zone as set forth herein.

2. The rezoning of 2 parcels to Mixed Use Downtown Overlay Zone will not result in any new or more severe significant adverse environmental impacts beyond those previously examined in the Environmental Impact Report prepared for the Mixed Use Overlay Project and all mitigation measures from that Environmental Impact Report will be implemented for the rezoned parcels.
8 City of Bishop Ordinance No. ___ 2

3. The rezoning of 2 parcels to Mixed Use Downtown Overlay Zone will promote the welfare of the community.

4. The rezoning of 2 parcels to Mixed Use Downtown Overlay Zone is consistent with and implement the policies of the City of Bishop's General Plan, including the Housing Element.

5. The land uses, and their density and intensity, allowed by the rezoning of 2 parcels to Mixed Use Downtown Overlay Zone are not likely to create serious health problems or create nuisances on properties in the vicinity.

6. The Planning Commission has considered the effect of the rezoning of 2 parcels to Mixed Use Downtown Overlay Zone on the housing needs of the region and has balanced those needs against the public service needs of its residents and available fiscal and environmental resources.

SECTION 2. The City Council of the City of Bishop hereby approves the change in zoning of the following three parcels and directs the City Zoning Map be so revised, as shown on Exhibit A attached hereto and incorporated by reference herein:

Address APN Current Zoning New Zoning
711 N. Hammond Street 001-020-15-00 R-2000 MUO-DT
647/649 North Main Street 001-240-04-00 C1 MUO-DT
SECTION 3. COMPLIANCE WITH CEQA. In compliance with the California Environmental Quality Act, the environmental impacts of this ordinance have been evaluated and found to be consistent with and adequately disclosed in an Environmental Impact Report for the Downtown Specific Plan and Mixed Use Overlay Zone which has been previously considered and certified by the City Council.

SECTION 4. INCONSISTENCIES. Any provision of the Bishop Municipal Code or appendices thereto inconsistent with the provisions of this ordinance, to the extent of such inconsistencies and or further, is hereby repealed or modified to the extent necessary to affect the provisions of this ordinance.

SECTION 5 SEVERABILITY. If any provision or clause of this ordinance or the application thereof to any person or circumstances is held to be unconstitutional or otherwise invalid by any court of competent jurisdiction, such invalidity shall not affect other provisions or clauses or applications of this ordinance which can be implemented without the invalid provision, clause or application; and to this end, the provisions of this ordinance are declared to be severable.

SECTION 6. EFFECTIVE DATE. This ordinance shall be in full force and effect thirty (30) days from and after its passage and adoption.
9 City of Bishop Ordinance No. ___ 3
SECTION 7. The City Clerk shall certify to the passage and adoption of this ordinance and shall cause the same to be published in the manner and form provided by law in the Inyo Register, a newspaper of general circulation printed and published in the City of Bishop, State of California, which said newspaper is hereby designated for that purpose.

PASSED, APPROVED AND ADOPTED this ____ day of ___________, 2024. ________________________________
Jose Garcia, Mayor
Attest:

By: ____________________________
Robin Picken, City Clerk
10 Attachment 1 Maps
11 <--- Well 4 - 3 miles (see inset) -
P.
j I
Well 4 Inset
M-�
R-11
R-1
3 miles --
R-M

ZONING MAP
of the City of Bishop
Adopted by City Council 25 April 2011
Zone Areas
Zone Acres
R-1 186.18
C-1 169.16
p 157.72
R-3 138.66
O-S 85.36
R-2000 74.99
C-2 64.88
M-1 64.58
C-H 48.51
A-R 30.87
R-2000-P 11.05
R-2 10.97
C-H BP 10.79
R-M 8.52 R-3-P 8.09
O-P 3.62
Total 1073.95
Overlay Areas
Overlay Acres
Downtown Core
Emergency Shelter

13.79 31.53

17.3%

15.8%

14.7%

12.9%

7.9%

7.0%

6.0%

6.0%

4.5%

2.9%

1.0%

1.0%

1.0%

0.8%

0.8%

0.3%
:'"""'': PARCELS PROPOSED
i11111111�

FOR REZONING
Zone Categories

D LOW DENSITY RESIDENTIAL D MEDIUM DENSITY RESIDENTIAL D HIGH DENSITY RESIDENTIAL D GENERAL COMMERCIAL AND RETAIL -GENERAL COMMERCIAL -HIGHWAY COMMERCIAL D OFFICE AND PROFESSIONAL D GENERAL INDUSTRIAL -OPEN SPACE LJPUBLIC a ���i�SE DOWNTOWN OVERLAY ZONE B �����SE NEIGHBORHOOD TRANSITION OVERLAY ZONE Updated June 2023
Legend
c:J City Limit
D Zone Districts
� Emergency Shelter Combining District
1222) Downtown Core
0Parcels
� ·_ ·_:: Mixed Use Overlay Boundary
0 200 400 800
Original Scale
1 inch = 400 feet
District Definitions
A-R Low Density Residential
R-1 Single-Family Residential
R-2 Low Density Multiple Residential
R-2000 Medium High Density Residential
R-2000--P Medium High Density Residential and Offices
R-3 Multiple Residential
R-3-P Multiple Residential and Offices
R-M Residential Mobile Homes
C-1 General Commercial and Retail
C-2 General Commercial
C-H Commercial Highway Services
M-1 General Industrial
BP Business Park
O-P Office and Professional
p Public
O-S Open Space
ES Emergency Shelter
Attachment 1 Maps
12 ····�
• ■
-· ...
� .-,----., !Miles � o o ... _, __ ____,
0 .2
Sierra St L _
L
1 r�::·
-- -�=-=--
ey___.,,...,�=r-r-r----
Bishop
City Park
"'
a.

Attachment 1 Maps 13
Agenda Item: 5.B
Date of Meeting: May 1, 2024
Department: Planning
To: City Council
From: Ana Budnyk
Subject: Second Reading and Adoption of an Ordinance of the City Council of the City Of Bishop, State of California, to Amend Chapter 17.46. MUODT Mixed Use Downtown Overlay Zone, Section 17.46.120. Building Placement and Finding the Action Exempt From CEQA.

Prepared On: April 29, 2024
Attachments: Ordinance to Amend Chapter 17.46. MUO-DT Mixed Use Downtown Overlay Zone_Section 17.46.120
PC 2024-02
2024-04-11_Public Hearing Notice

STAFF REPORT
Background/History:

Resolution No. 2022-38, adopted by the City Council, introduced the Downtown Specific Plan and Mixed Use Overlay Zone (MUO), which comprises two zones: the Mixed Use Downtown Overlay Zone (MUO-DT) and the Mixed Use Neighborhood Transition Overlay Zone (MUONT). Section 17.47.120. - Building Placement stipulates zero-foot setbacks for MUO-DT, a decision made based on best practices or form-based code principles.

A duly-noticed public hearing has been conducted by the Planning Commission to consider the Amendment to Chapter 17.46. MUO-DT Mixed Use Downtown Overlay Zone, Section

17.46.120. Building Placement.

Analysis/Discussion:

While zero-foot setbacks align with the majority of underlying General Commercial and Retail Zones (C1) and existing structures, MUO-DT also encompasses developed and vacant residential parcels with underlying zoning of R-3-P and R-2000 zones. As MUO-DT functions as an overlay, less restrictive standards, including zero-foot setbacks, would apply.

The staff recommends maintaining the existing setbacks of base zoning to mitigate the potential impact of multifamily developments permitted by MUO-DT on adjacent residential properties. This entails retaining zero-foot setbacks for parcels with a base zoning of C1, while parcels with a base zoning of P-3-P and R-2000 would adhere to setbacks of ten feet for front 14 and rear yards, and five feet for side yards.

The staff believes that imposing more restrictive setback requirements would not have a negative impact on density of the future developments.

Adoption of this Ordinance is exempt from the California Environmental Quality Act (“CEQA”) under CEQA Guidelines [14 CCR § 15061(b)(3)] because this ordinance does not have the potential to cause a significant effect on the environment.

Public hearing notice was published in the local newspaper on April 11th, 2024.

The City Council held a public hearing at their regularly scheduled meeting on Monday, April 22, 2024. No public comments were made.

Economic Impacts:

None
Budget Impacts:

None
Legal Review:

Deputy City Attorney Russell Hildebrand review this item and finds that the recommended action complies with the law.

Recommended Action:

Council consideration to approve the second reading and adoption of the proposed ordinance (by title only).

Approved By: Robin Picken 4/29/2024
Approved By: Deston Dishion
Approved By: Dean Pucci
Approved By:
15 ORDINANCE NO.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BISHOP, STATE OF CALIFORNIA, TO AMEND CHAPTER 17.46. MUO-DT MIXED USE DOWNTOWN OVERLAY ZONE, SECTION 17.46.120. BUILDING PLACEMENT AND FINDING THE ACTION EXEMPT FROM CEQA.

WHEREAS, Bishop Municipal Code Chapter 17.46 – MUO-DT Mixed Use Downtown Overlay Zone, Section 17.46.120 – Building Placement requires zero feet front, rear, and side setbacks.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF BISHOP DOES ORDAIN AS FOLLOWS:

SECTION 1: Findings. The City Council finds, determines and declares:

1. A duly-noticed public hearing has been conducted by the Planning Commission to consider the Amendment to Chapter 17.46. MUO-DT Mixed Use Downtown Overlay Zone, Section 17.46.120. Building Placement.

SECTION 2. Section 17.46.120. - Building placement is amended to read as follows:

A.Buildings shall be located on the site as indicated below. Setbacks shall apply to all floors to promote a consistent street wall (for example, if the ground floor is set back zero feet from the primary property line, upper floors shall be set back a minimum of zero feet from the primary property line).

1.Front setback: Zero feet.

2.Rear setback: Zero feet.

3.Side setback: Zero feet.

1. Setbacks must adhere to the setback regulations specified by the underlying zone.

SECTION 3. COMPLIANCE WITH CEQA. Adoption of this Ordinance is exempt from the California Environmental Quality Act (“CEQA”) under CEQA Guidelines [14 CCR § 15061(b)(3)] because this ordinance does not have the potential to cause a significant effect on the environment.

SECTION 4. INCONSISTENCIES. Any provision of the Bishop Municipal Code or appendices thereto inconsistent with the provisions of this ordinance, to the extent of such inconsistencies and or further, is hereby repealed or modified to the extent necessary to affect the provisions of this ordinance.

SECTION 5. SEVERABILITY. If any provision or clause of this ordinance or the application thereof to any person or circumstances is held to be unconstitutional or otherwise invalid by any court of competent jurisdiction, such invalidity shall not 16 affect other provisions or clauses or applications of this ordinance which can be implemented without the invalid provision, clause or application; and to this end, the provisions of this ordinance are declared to be severable.

SECTION 6. EFFECTIVE DATE. This ordinance shall be in full force and effect thirty (30) days from and after its passage and adoption.

SECTION 7. The City Clerk shall certify to the passage and adoption of this ordinance and shall cause the same to be published in the manner and form provided by law in the Inyo Register, a newspaper of general circulation printed and published in the City of Bishop, State of California, which said newspaper is hereby designated for that purpose.

PASSED, APPROVED AND ADOPTED this ____ day of ___________, 2024. ________________________________
Jose Garcia, Mayor
Attest:

By: ____________________________
Robin Picken, City Clerk
17 18
19 20
21 22
Public Meeting 1
Updated in April, 2024

STRATEGIC PLAN
23 2
I. Strategic Planning Framework
Proposed Method: Identifying Missions, Objectives, and Key Results (OKRs) Terms:

Missions: five goal areas for the City to pursue over the next five years
Objectives: the OKR framework starts with a goal. Cities can strive for ambitious goals like creating a vibrant, authentic, and pedestrian-friendly downtown. They can also set more immediate achievable goals, like Developing a volunteer program in the next year.

Key Results/ Initiatives: key results are metrics that the City can use to track goal fulfillment. Good OKRs feature frequent check-ins to review these key results and see if team members are on track to meet their objectives. 24 3
2023 – 2028 Objectives and Key Results/Initiatives
Mission 1: Build and create community and support a vibrant, pedestrian-friendly city by investing in public spaces and supporting downtown events and activities.

Objective 1.1: Create a vibrant, authentic, and pedestrian-friendly city that is a destination for residents and visitors.

Planning and Public Works
• Implement the South Warren Improvement Project
• Implement Whitney Alley Project FY 2023/2028.
• Develop and improve safe routes to schools from all areas of the city. • Plan and implement sidewalk and bike lane improvements that will connect to the planned Caltrans improvements on State Routes 395 and 168. • Work with appropriate agencies and investigate options to calm traffic and better the pedestrian and bicycle environment on the downtown portion of 395. • Develop urban design guidelines and implement an enforcement program to update business signage on Main Street.
• Partnership: In conjunction with Caltrans and ESCOG revisit options for a truck route that will remove truck traffic from downtown while ensuring private motorist traffic remains.

Administration, Police Department, City Attorney
• Develop code enforcement strategy.

Objective 1.2: Support community spaces; create and maintain partnerships.

Community Services
• Review and update the City Park Master Plan.
• Athletic Field 6 Renovation Project.
25 4
• Partner with the Chamber of Commerce and local organizations: develop a strategy to draw more events downtown, particularly during shoulder seasons. • Partner with Inyo County to develop a plan for athletic facilities improvement at the Millpond recreation area.
• Support Bishop Bike Organization with the construction of a mountain bike facility within the City Park.
• Support the design and construction of the Community Garden Enhancement Project.

Police Department
• Mitigation of Transient impact on community.
• Work with the new Mental Health crisis unit.
• Work with State Officials on policies and procedures.

Objective 1.3: Enhance walkability, and identify opportunities for multimodal facility expansion while also addressing parking needs.

Planning, Public Works, Police Department
• Develop a City Parking Management Plan outlining strategies to address parking demands and improve walkability.
• Explore the feasibility of implementing paid parking options to manage parking availability effectively.
• Identify opportunities for expanding multimodal facilities to accommodate various transportation modes.

Police Department
• Hire a community service Officer to regularly enforce parking regulations.

Objective 1.4 Implement strategies to reduce vehicle miles traveled (VMT) through improved active transportation.

Planning, Public Works
• Update the Mobility Element in the General Plan to align with feasible, publicly outreached projects and Downtown Specific Plan.
26 5
• Enhance and connect the multimodal transportation network through Active Transportation Program grant applications, preliminary engineering, and outreach.
• Design and construct the following projects that include sidewalk improvements: South Warren Street Improvement, East Line Street Bridge, Johnston Drive Drainage, Whitney Alley Improvements, and ATP Improvements Connecting Bishop.
27 6
Mission 2: Facilitate a balanced and diverse economy that helps businesses start, stay, and grow by investing in the
implementation of the Economic Development Plan and Housing Element goals.

Objective 2.1: Address the shortage of affordable housing.

City Administration, Planning Department, Public Works
• Conduct a Parking Demand and Land Use Study to assess existing parking usage, propose parking management strategies, and consider the potential development of opportunity parcels for residential and city facility expansion. • Identify and facilitate the development of City properties eligible for housing under the Surplus Land Act list, considering both large parcels for long-term housing goals and smaller lots for immediate community benefits. Rezone and list Well 3 sites for the Surplus Lands Act.
• Develop a multi-year plan for affordable housing.
• Increase the inventory of affordable housing by actively supporting housing projects with partners in the service area. Work with Eastern Sierra Community Housing and Visionary Homebuilders to secure funding for Siver Peaks.
• Invest in funding and staff time for Regional Housing Assessment and Strategy.

Objective 2.2: Support real estate developments in the city.

Planning Department, City Attorney
• Partner with market-rate developers to facilitate land acquisition and expedite permitting and zoning changes for future housing development. 28 7
Objective 2.3: Incentivize single-family residence and ADU construction for longterm rentals.

Planning Department
• Execute Permanent Local Housing Allocation Program (PLHA) that will subsidize loans for low and moderate-income ADU construction on the City’s website, social media platforms, and City Council meetings. • Update the City website with current zoning and ADU resources. • Implement policies to restrict the growth of second home ownership for shortterm rentals to ensure an adequate supply of rental properties.

Objective 2.4: Partner with Inyo and Mono Counties to establish year-round commercial airport services.

City Administration and City Council
• Participate in the MIAWG to have input into long-term commercial airline discussions.
• The council and key staff strategize to outline the City's position on commercial air subsidies.

Objective 2.4 Actively participate in the regional planning efforts and identify projects that are eligible for regional funding.

City Administration and City Council
• Support studies and Strategic Plan efforts for California Jobs First. 29 8
Mission 3: Sustain public infrastructure by ensuring its safety, functionality, and sustainability while improving residents' and visitors' overall quality of life.

Objective 3.1: Planning and implementing pedestrian and traffic safety mobility improvements, identifying priorities for new sidewalks on streets without sidewalks.

Public Works, Planning Department
• Develop a comprehensive sidewalk and bicycle routes assessment and strategy, including preliminary engineering.
• Develop a City-wide sidewalk assistance program to encourage and facilitate homeowners to improve sidewalk conditions.
• Develop a Capital Improvement Plan for Street Improvements. • Implement pedestrian, bike, and traffic safety improvements by the completion of projects.
• Seek funding for the East Line Street Improvements project to begin the planning and design process.

Objective 3.2: Improve the condition of City streets and parking lots and implement a pavement preservation program.

Public Works Department
• Complete environmental documents and engineering design work on the East Line Street Bridge Replacement project and seek a new source of funds for construction.
• Complete the design and environmental work on the South Warren Street Improvement project and implement construction.
• Develop a cyclical maintenance program for pavement preservation. • Address drainage issues on Johnson Drive.
• Replace the road culvert at South Third and East South Street in partnership with LADWP.

Objective 3.3: Provide safe, reliable, and affordable drinking water to the City while meeting regulatory requirements.
30 9
Key Results/ Initiatives
Public Works
• Develop a Capital Improvement Plan for water infrastructure. • Plan and implement the replacement of the water main under West Line Street from Main Street to Home Street prior to Caltrans implementing the Bishop Pavements Project. This will include isolation valves on the existing line to Well

4. • Modernize cyclical maintenance schedules, and incorporate data management using GIS.
• Implement the Supervisory Control and Data Acquisition (SCADA) Upgrade project to modernize this critical automation program and hardware. (paired with objective 3.4)
• Install meters on all service connections to comply with SB 552 • Complete the Lead and Copper Rule Revision mandated service line inventory. • Complete rate study (paired with objective 3.4).

Objective 3.4: Provide sustainable and affordable wastewater collection and disposal to the City while meeting regulatory requirements.

Key Results/ Initiatives
Public Works
• Develop a Capital Improvement Plan for wastewater infrastructure. • Modernize cyclical maintenance schedules, and incorporate data management using GIS.
• Implement the Supervisory Control and Data Acquisition (SCADA) Upgrade project to modernize this critical automation program and hardware. (paired with objective 3.3)
• Continue serving as the Bishop Area Wastewater Authority (BAWA) administrator.
• Address inflow and infiltration problems.
• Complete rate study (paired with objective 3.3)
31 10
Objective 3.5: Development of comprehensive Facilities Master Plans for administrative sites (City Hall, Police, Fire) and financing strategies to implement improvements.

All Departments
• Hire a consultant to analyze City-owned facilities, perform strength, weakness, opportunities, and threats (SWOT) analysis for listing lands as surplus, and identify future needs of city facilities (Police, Public Works, Fire, Admin). • Include possible surplus lands act SWOT analysis, paired with objective 2.1.

Objective 3.6: Promote and support the development and use of alternative energy.

Key Results/ Initiatives
Public Works, Planning
• Identify opportunities for electric vehicle (EV) charging infrastructure on City property, and work on green-certified businesses requirements. • Streamline solar permitting.
• Work with solar companies to investigate the feasibility of converting City facilities to solar (could be part of facilities master planning effort 3.5).

Objective 3.7: Implement Capital Replacement Program
Key Results/ Initiatives
Community Services
• Replacement of park and City Hall work trucks.
• Replacement of the front playground at the City Park. • City Park Pool Resurfacing
• Replacement Renovation of a pool slide.
• Capital Equipment Replacement Utility Mower and Tractor Public Works
• Develop a capital equipment replacement program.
32 11
Objective 3.8: Protection of Critical Infrastructure within the City Police Department
• Protect Critical infrastructure within the City.

The Bishop Schools:
o Provide intensive active shooter training to all officers. o Work with school officials to prevent incidences of criminal activity on school grounds.
o Interact with and inform students of dangerous substances. o Work with younger children to educate them on policing and 911 etiquette (911 in school program)
o Implement school resource officer.

Northern Inyo Hospital:
o Increase officer patrols on hospital grounds.
o Conduct site checks with hospital staff.
o Provide intensive active shooter training to all officers.

Water and sewer treatment facilities:
o Increase patrol of infrastructure.
o Integrate with the Public Works Department to learn key areas of exposure.
o Add live camera surveillance to identify breeches/plant failures as they happen.

Fire Department property:
o Regular checks on fire stations.
o Install and monitor cameras at fire stations.

Downtown and City Park:
o Access park cameras and add additional cameras to monitor criminal activity on city park grounds.
o Regularly patrol parks, including on foot.
33 12
Mission 4: Deliver excellent services through collaboration, transparency, and team member support internally and with external stakeholders.

Objective 4.1: Ensure fiscal sustainability and accountability of the City Finance, All Departments
• Constantly improve budgeting practices and data analysis. • Implement improved internal controls where feasible.
• Develop systems to effectively forecast City revenues and expenditures. • Develop systems to track encumbrances and obligations. • Develop a plan to fully fund the Public Agency Retirement Services (PARS) Retirement Enhancement Plan, which is closed to new entrants. • Constantly monitor the City’s open pension and Other Post-Employment Benefits (OPEB) plans and collaborate with the City’s actuary to maintain acceptable levels of funding from year to year.
• Maintain fund balances that allow for financial maneuverability to adapt to macroeconomic effects on the City’s long-term liabilities. • Expand the City’s investment portfolio when permissible options are available that provide a return greater than the projected rate of return from a Local Agency Investment Fund (LAIF) investment.

Objective 4.2: Support a connected and engaged community where all residents feel represented and informed.

Administration
• Update the city website to make it more user-friendly. • Add Spanish translation to the City’s applications, outreach materials, and vital documents (press releases, social media announcements, flyers). • Change City Hall address to Church Street
All departments
34 13
• Develop a social media policy and create a unified City social media presence for departments other than Police and Fire.

Police Department
• Create a public relations group for social media and event planning/staffing. • Be present at community events.
• Increase foot patrols and business checks.
• Be present at school sports and events.
• Conduct a citizen academy annually to educate the public on public safety matters.

Planning & Public Works
• Host public outreach meetings for projects.

Objective 4.3: Ensure City Council Members understand their responsibilities, City policies, City operations, and State
Administration, City Attorney
• Update the City Council Manual and implement a New Council Member Onboarding and Training Plan.
• Implement a travel policy and budget for council member travel.

Objective 4.4: Strengthen the City’s alignment and capacity by nurturing collaboration and communication between departments.

Administration, All Departments
• Develop an employee orientation program.
• Department heads will identify and offer leadership training programs for managers and supervisors to attend.

Objective 4.5: Developing a volunteer program.

Police Department
35 14
• Implement a citizen volunteer program for the police department through yearly citizen academies.

Administration
• Create and develop a Volunteer Manual for the City.

Objective 4.6: Investing in modernizing business functions and streamlining processes.

Public Works
• Deploy cloud-based building permitting, licensing, and code enforcement software with digital inspections and plan reviews.
• Develop a City-wide GIS strategy.

Police Department
• Modernize workflow and implement modern police techniques within the Police Department to increase efficiency.

Administration
• Digitize paper records for all record retention documents and develop standard organizational practices for efficient record storage and retrieval.

Objective 4.7: Update Police and Fire Officer Training to provide a better service to the community.

Police Department
• Move towards advanced officer training.
• Conduct required perishable skills training in-house as a cost-saving measure to afford advanced training opportunities.
• Include basic Spanish-speaking awareness for all officers.

Objective 4.8: Officer Wellness Support
Police Department
• Enhance officer well-being and productivity through comprehensive incentive and support programs to promote a healthier work/life balance. 36 15
Mission 5: Enhance Community Safety by maintaining the safety and security of the community, and improve operations of Fire and Police Departments.

Objective 5.1: Develop a Fire Department-specific strategic plan with the Bishop Rural Fire Protection District.

Key Results/ Initiatives
Fire Department
• Evaluate ESCI agency evaluation and secure ESCI for combined strategic plan creation < Cost $35k>
• Evaluate and determine core mission objectives and future staffing needs.

Change organizational structure based on mission and staffing needs.

Objective 5.2: Develop plans and a financing strategy for a combined Police and Fire public safety facility (relates to 3.5)
Fire Department
• Identify and develop fire facility program needs, a building and site plan, a construction budget, and identify funding for the proposed facility.

Objective 5.3: Continue to address crime trends through strategic operations and maintain low crime rates through proactive law enforcement and innovative community policing practices.

Police Department
Increase proactive policing to decrease crime rate:
• Fill current vacancies with qualified lateral officers at a cost saving to the City compared to training new officers.
• Restructure the Department staffing for better supervision and chain of command. Including the addition of a corporal position. • Revitalize our reserve officer program to supplement staffing at a reduced cost. • Use alternative patrol methods like bicycle patrol for events. 37 16
• Increase staffing to support proactive policing.
• Work with Bishop Unified School District to implement a cost-share funded School Resource Officer program.

Objective 5.4: Ensure long-term EMS planning.

Key Results/ Initiatives
Administration
• Develop a long-term contract for Bishop Fire to assume the Exclusive Operating Area (EOA) and contract with a service provider.

Objective 5.5: Deliver the highest level of fire prevention, suppression, hazard mitigation, and community education services by complying with and exceeding industry standards.
• Identify funding for safety equipment, including fire apparatus, and personal protective equipment (ex. Turnouts, Self-contained breathing apparatus (SCBA).
• Implementation of the full Lexipol policy manual.
• Facilitate state-of-the-art training and education for department members. • Develop a program for cyclical testing of fire hydrants for flow and functionality.

Objective 5.6: Form a Joint Powers Authority with the Bishop Rural Fire Protection District.

Fire Department
• Engage the Ad Hoc Committee to create a timeline and create the Joint Powers Authority.
38 Strategic Plan Financial
Progress on Commitments
for Fiscal Year 2023-2024

GENERAL FUND
Project Title Description (if applicable) Initial Estimated Cost Actualized Final Cost Amount Spent in FY 23-24 Continued
Financial
Obligation
Whitney Alley and Main St.

Infrastructure Design
GL Account 001-023-56027 $ 150,000.00 $ - $ 61,735.00 $ 88,265.00 Proposal/Master Plan for City-Owned
Properties to be Developed for Housing
Potential to include facility
infrastructure planning. GL Account
023-000-55026
$ 150,000.00 $ - $ 31,498.75 $ 118,501.25
ESCI Study
Fire Department audit. Expense
split 50/50 with RFPD. Actualized
cost to City is less than estimated
cost.
$ 35,000.00 $ 17,667.20 $ 17,667.20 $ -
Fire Department Light Rescue Truck $ 180,571.50 $ 176,731.40 $ 176,731.40 $ - Public Works Permitting Software
OpenGov (SaaS). Currently not cap
ex, will need to check with CPA on
whether GASB 96 or 87. GL Account
001-022-52019 for now.
$ 50,000.00 $ - $ - $ 50,000.00
Streets & Sidewalks ***
Sidewalk strategy, assistance
program, street design and Johnson
Drive. GL Account 001-023-56027
$ 320,000.00 $ - $ 20,420.00 $ 299,580.00
Pavement Preservation
Scalable pavement
preservation/maintenance project.

GL Account 001-023-56027
$ 250,000.00 $ - $ - $ 250,000.00
*** Agreements have been signed. $87,661 has been obligated to the Johnston Drive Project and $57,836 has been obligated to the ATP Cycle 7 PSRs. 39 Park Pool Slide
Replacement of the slide at the Park
Pool. Quotes received exceeded
initial estimate by more than 5x. Full
replacement no longer being
pursued.
$ 260,000.00 $ - $ - $ -
Park Playground Equipment
Replacement
Replacement of playground
equipment on the west side of the
Park.
$ 150,000.00 $ 115,218.48 $ 115,218.48 $ -
General Fund Heavy Equipment
Replacement Contribution
Contribution from City General Fund
to Heavy Equipment Replacement
Reserve Fund.
$ 100,000.00 $ 100,000.00 $ 100,000.00 $ -
General Fund Streets & Sidewalks
Improvement Fund Contribution
Contribution from City General Fund
to Streets & Sidewalks Improvement
Fund.
$ 250,000.00 $ 250,000.00 $ 250,000.00 $ -
TOTAL $ 1,895,571.50 $ 659,617.08 $ 773,270.83 $ 806,346.25 40 Strategic Plan Financial
Commitment for
Fiscal Year 2024-2025

GENERAL FUND
Continued Strategic Planning
Obligations from FY 23-24
Project Title Description (if applicable)
Initial Estimated
Cost Amount Spent in FY 23-24 Amount Spent in FY 24-25
Financial
Obligation in FY 24-
25 Whitney Alley and Main St. Infrastructure
Design GL Account 001-023-56027 $ 150,000.00 $ 61,735.00 $ - $ 88,265.00 Proposal/Master Plan for City-Owned
Properties to be Developed for Housing
Potential to include facility
infrastructure planning. GL
Account 023-000-55026
$ 150,000.00 $ 31,498.75 $ - $ 118,501.25
Public Works Permitting Software
OpenGov (SaaS). Currently not
cap ex, will need to check with
CPA on whether GASB 96 or 87.

GL Account 001-022-52019 for
now.
$ 50,000.00 $ - $ - $ 50,000.00
Streets & Sidewalks ***
Sidewalk strategy, assistance
program, street design and
Johnson Drive. GL Account 001-
023-56027
$ 320,000.00 $ 20,420.00 $ - $ 299,580.00
Pavement Preservation
Scalable pavement
preservation/maintenance
project. GL Account 001-023-
56027
$ 250,000.00 $ - $ - $ 250,000.00
SUBTOTAL $ 920,000.00 $ 113,653.75 $ - $ 806,346.25
*** Agreements have been signed. $87,661 has been obligated to the Johnston Drive Project and $57,836 has been obligated to the ATP Cycle 7 PSRs. 41 Strategic Planning Projects Proposed
for FY 24-25
Project Title Description (if applicable)
Initial Estimated
Cost
N/A Amount Spent in
FY 24-25
Financial
Obligation in FY 24-
25 Whitney Alley Project Implementation
Construction Phase 1. $450,000
from City Capital Reserve (Streets
& Sidewalks), relying upon Prop 68
for additional construction costs.

GL Account 019-040-56027
$ 450,000.00 $ - $ - $ 450,000.00
City Park Field 6 Resurfacing and Lights
Use of Measure P and Measure A
funds to improve the City Park.

Option to apply for a County
Treasury loan and service the debt
with Measure P and Measure A
revenue. 1/2 from County? GL
Account 001-031-56027. Actual
cost to be determined.
$ 750,000.00 $ - $ - $ 750,000.00
Resurfacing of the Park Pool
Standard maintenance for a
municipal pool. City Park Pool is
due for a complete resurfacing.

Use of Measure P and/or Measure
A funds to improve the City Park.

GL Account 001-037-56027. Next
scheduled resurfacing would be
FY 31/32.
$ 100,000.00 $ - $ - $ 100,000.00
Wayfinding Master Plan
Development of a
wayfinding/signage plan. GL
Account 025-000-55026
$ 50,000.00 $ - $ - $ 50,000.00
42 Fire Department SCBA Replacement
Replacement of all Fire
Department SCBAs. Staff is
working on a potential grant
and/or earmark for this project. If
staff does not obtain the grant or
earmark, staff would request City
and RFPD funding of the project.

GL Account 001-021-56029
$ 275,000.00 $ - $ - $ 275,000.00
Police Department Camera System
Installation of an updated camera
system throughout the City.

Upfront cost of $50,000-$75,000.

Would require a $30,000 per year
subscription fee in subsequent
years and would require a 5-year
commitment post installation.

Staff is pursuing initial/total cost
via grant/earmark. GL Account
001-020-57000.
$ 187,500.00 $ - $ - $ 187,500.00
City Brand Design
Contracting with professional to
develop a City of Bishop brand
and logo. GL account 001-034-
56028
$ 25,000.00 $ - $ - $ 25,000.00
Purchase of New Mower and Tractor for Park GL Account 001-031-56028 $ 60,000.00 $ - $ - $ 60,000.00 General Fund Streets & Sidewalks
Improvement Fund Contribution
Contribution from City General
Fund to Streets & Sidewalks
Improvement Fund.
$ 250,000.00 $ - $ - $ 250,000.00
General Fund Heavy Equipment
Replacement Contribution
GL Account 001-023-56031 $ 100,000.00 $ - $ - $ 100,000.00 43 Creation of a Housing Trust Fund
Creation of a trust fund within the
City. The fund would be utilized to
account for revenues from
multiple sources to hold in trust
for housing related expenses.

Fund and GL Account not
determined yet.
$ - $ - $ - $ -
SUBTOTAL $ 2,247,500.00 $ - $ - $ 2,247,500.00
44 Personnel/Operating Strategic
Proposals for FY 24-25
Project Title Description (if applicable)
Initial Estimated
Cost
N/A Amount Spent in
FY 24-25
Continued
Financial
Obligation
Addition of Police Corporal Staff Position
Hiring of a Police Corporal. Police
Department is currently
understaffed, hiring of the
Corporal position would fully staff
the PD with regard to sworn
officers. The total annual cost is a
compilation of operating
expenses and this would be a
continued operating expense for
the City and subject to COLA and
other cost increases.
$ 213,300.00 $ - $ -
Continued
operating expenses
associated with new
employee.

Addition of Police SRO Position
Hiring of a School Resource
Officer (50% of cost billed to
School District)
$ 85,000.00 $ - $ -
Continued
operating expenses
associated with new
employee.

SUBTOTAL $ 298,300.00 $ - $ -
Continued
operating expenses
associated with new
employee.
45 Cumulative Strategic Planning
Projects
Total Amount of Active Projects
Initial Estimated
Cost Amount Spent in FY 23-24 Amount Spent in FY 24-25
Financial
Obligation in FY 24-
25 TOTAL 16 $ 3,167,500.00 $ 113,653.75 $ - $ 3,053,846.25 Personnel/Operations Strategic
Proposals
Total Amount of Active Proposals
Initial Estimated
Cost Amount Spent in FY 23-24 Amount Spent in FY 24-25
Financial
Obligation in FY 24-
25 TOTAL 2 $ 298,300.00 $ - $ - $ 298,300.00
46 By GL Account
Strategic Planning Project Obligations
(GENERAL FUND)
FY 24-25
Personnel/Operations
Strategic Planning
Obligations
Street Maintenance Police Department
001-023-56027 $ 637,845.00 001-020-51xxx $ 298,300.00
Street Maintenance
001-023-56031 $ 350,000.00
Property & Housing Development
023-000-55026 $ 118,501.25
Police Department
001-020-56028 $ 187,500.00
Fire Department
001-021-56029 $ 275,000.00
Streets-Sidewalk Improvement
019-040-56027 $ 450,000.00
Parks & Rec
001-031-56027 $ 750,000.00
Parks & Rec
001-031-56028 $ 60,000.00
Pool
001-037-56027 $ 100,000.00
Wayfinding & Signage Project
025-000-55026 $ 50,000.00
Building
001-022-52019 $ 50,000.00
Planning
001-034-56028 $ 25,000.00
Total $ 3,053,846.25 Total $ 298,300.00
47 Strategic Planning Projects
Printed: 4/29/2024
Objective 1.1: Create a vibrant, authentic, and pedestrian-friendly city that is a destination for residents and visitors.

Objective 1.2: Support community spaces; create and maintain partnerships.

Objective 1.3: Enhance walkability, identifying opportunities for multimodal facility expansion while also addressing parking needs
Objective 1.4: Implement strategies to reduce vehicle miles traveled (VMT) through improved active transportation.

Objective 2.1: Address shortage of affordable housing.

Objective 2.2: Support real estate developments in the city.

Objective 2.3: Incentivize single-family residence and ADU construction for long-term rentals.

Objective 2.4: Actively participate in the regional planning efforts and identify projects which are eligible for regional funding.

Objective 3.1: Planning and implementing pedestrian and traffic safety mobility improvements, identifying priorities for new sidewalks on streets without sidewalks.

Objective 3.2: Improve the condition of City streets and parking lots and implement a pavement preservation program.

Objective 3.3: Provide safe, reliable, and affordable drinking water and wastewater collection and disposal to the City while meeting regulatory requirements.

Objective 3.4: Enhancing Infrastructure Excellence for Administrative Centers (City Hall, Police, Fire).

Objective 3.5: Promote and support the development and use of alternative energy.

Objective 3.6: Implement Capital Replacement Program
Objective 3.7: Protection of Critical Infrastructure within the City Objective 4.1: Ensure fiscal sustainability and accountability of the City Objective 4.2: Support a connected and engaged community where all residents feel represented and informed by improving the City's outreach, ensuring effective communication to all populations we serve, increasing engagement with residents and visitors, and fostering partnerships with local schools and community organizations.

Objective 4.3: Ensure City Council Members understand their responsibilities, City policies, City operations, and State
Objective 4.4: Strengthen the City’s alignment and capacity by nurturing collaboration and communication between departments.

Objective 4.5: Developing a volunteer program.

Objective 4.6: Investing in modernizing business functions and streamlining processes.

Objective 4.7: Update Police and Fire Officer Training to provide a better service to the community.

Objective 4.8: Officer Wellness Support
Objective 5.1:

Develop a Fire Department-specific strategic plan with the Bishop Rural Fire Protection District.

Objective 5.2: Develop plans and a financing strategy for combined Police and Fire public safety facility (relates to 3.5)
Objective 5.3: Continue to address crime trends through strategic operations and maintain low crime rates through proactive law enforcement and innovative community policing practices.

Objective 5.4: Ensure Long- term EMS planning.

Objective 5.5: Deliver the highest level of fire prevention, suppression, hazard mitigation, community education services by complying and exceeding industry standards.

Objective 5.6:

Form a Joint Powers Authority with the Bishop Rural Fire Protection District, City of Bishop.

Mission 1: Build and create community and support a vibrant, pedestrian-friendly city by investing in public spaces and supporting downtown events and activities.

Mission 2: Facilitate a balanced and diverse economy that helps businesses start, stay, and grow by investing in the implementation of the Economic Development Plan and Housing Element goals Mission 3: Sustain public infrastructure by ensuring its safety, functionality, and sustainability while improving residents' and visitors' overall quality of life.

Mission 4: Deliver excellent services through collaboration, transparency, and team member support internally and with external stakeholders.

Mission 5: Enhance community safety by maintaining the safety and security of the community.

Improve operations of Fire and Police Departments
48 Strategic Planning Projects
Printed: 4/30/2024 Administration and City Council
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work, assumptions Conversation with Inyo County for sharing the cost of a Code Enforcement Officer FY 24/25 Funding pending discussion with the countyInitiate contact with owners of vacant and underutilized properties to encourage more productive uses that support the vision of a vibrant downtown;enforce signage complianceGet all regional partners involved.

City Council to advise
Funds TBD, requires the support of regional partners, active staff participation and time Hire Consultant Provide input on the strategic plan. Ongoing Participated in HRTC meeting, April 2024Submitted regional project list for CA Jobs First.

Identify future needs of city facilities. 0%Hire a consultant to analyze City-owned facilities, perform strength, weakness, opportunities, and threats (SWOT) analysis 0%Ideantify and financing strategies to implement redevelopment 0% Administration 4 4.2 Update City's website to make it more user- friendly. 2024 Restructure and revise the website’s user experience to make navigating easier, add imagery, links to paperless applications, and personnel pages.

Worked with the designer on updating website to make it more user-friendly 90%
Administration 4 4.2
Add Spanish translation to the City’s applications, outreach materials, and vital documents (press releases, social media announcements, flyers).

Had Spanish translation to outreach events.Hired a full-time bilingual full time employee front desk.Need to implement press releases, and social media anouncements in Spanish.

Ongoing City spends $10,000 on bi-lingual activities a year.

Administration 4 4.2 Change City Hall address to Church Street identify unintended legal and financial consequences of adress change. 0% Staff time Administration City Attorney 4 4.2
Develop a social media policy and create a unified City social media presence for departments other than Police and Fire. 2024-2025
City Attorney and staff are working on SM policy.City now has consolidated account for Comminity Services, PW, Planning, Admin on one page.
50%
Administration Planning 4 4.2 Facilitate City branding design 2024-2025 Identify consultants and local key stakeholders, artists 5% $25,000 for design Talked to one consultant Administration City Attorney 4 4.3
Update the City Council Manual and implement a new Council Member Onboarding and Training Plan. 2024-2025 Council Manual updated. Completed - Nov/2023 Onboarding and training to be implemented Administration City Attorney, Finance 4 4.3 Implement a travel policy and budget for council member travel. 2024 Set up a formal process to identify attendees for out of town conferences. Set up max budget for FT 24/25 0% Discuss on May 1, Strategic Planning Administration All departments 4 4.4 Develop an employee orientation program. 2023-2024 Implemented HR software for recritment, onboarding, trainings, payroll Completed - Jan/2024 HR software purchased, followed by integration into orientation programAdministration All departments 4 4.4 Department heads to identify and offer leadership training programs for managers and supervisors to attend. Identified consultant to provide trainings, training will scheduled FY 24/25 Ongoing Department heads identified leadership training courses.

Administration 4 4.5 Create and develop a Volunteer Manual for the City The Community Services Department has a volunteer program approved by CJPIA and Jones and Mayor. Completed Sep/2023 Manual for Mountain Bike Park Volunteers Administration 4 4.6
Digitize paper records for all record retention documents and develop standard organizational practices. 2024-2025 Execute ageement with Laserfiche to digitize City files and form. 20%
For Laserfiche, the intial year cost is $13,100 and the cost for each subsequent year is $3,100 (subject to increases).

Reviewed three quotes for Laserfiche services, one quote is substantially more cost effective than the other two. Interested in pursuing an agreement with this vendor and including in the FY 24-25 budget.

Develop needs assessment and identify potential sites Council Direction Requested Hire consultant for land use study Develop Master PlanDevelop design for shovel-ready projectApply for earmarks, and construction grants Administration 5 5.4
Develop a long-term contract for Bishop Fire to assume the Exclusive Operating Area (EOA) and contract to a service provider.

Bishop Fire to contract with a provider by fall of 24 and Inyo County Establish the EOA in or near the same timeframe. Hire consultant to draft RFP Timing depends on Inyo County. Currently in the process of acquiring a consultant

5.2 All departments 5
Develop code enforcement strategy.Develop facility program needs, building and site plans, and construction budget, identify funding for the facility. Development of comprehensive Facilities Master Plans for administrative sites (City Hall, Police, Fire)

3.4 2024-2027 All departments 3
Administration
2 2.4 Administration, Planning
2 2.1 Invest in funding and staff time for Regional Housing Assessment. 2024-2026 1 1.1
Police,
Planning, City
Attorney
Support regional studies, strategic planning efforts, and identify projects for California Jobs 2024-2025 Administration
Planning
AdministrationAdministration
City Council
1 of 1
49 Strategic Planning Projects
Printed: 4/30/2024 Community Services Department
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work, assumptions Engage with Parks and Recreation Commission to define the priorities 0% Seek a design consultant to update the Master Plan concept.Collect Public Input at Parks&Rec Comission meetings 0% Fluid Document Needs to be updated for community needsAmend Master Plan Document 0%Complete design based on updated Parks Master Plan, file CEQA document 0% Seek Contractor for materials and grading. Seek Contractor for lighting. Dependent on the update of the City Park Master Plan Construction of utilities 0%Seek Contractor for materials and grading 0%Seek Contractor for lighting 0%Advertise for Contracts for materials, grading, lights 0%Added Cragin Classic and Foodie Fiesta events to City Hall location Completed - Mar/2024Regularly engage with Chamber of Commerce, Friday Night Market, Climbers Coalition, and other stakeholders to assist in upcoming events OngoingWork on encroachment permits for Friday Night Markets, support by helping with organization, closures, providing staff time, and clean-up Ongoing Host Arts Council Events at the City Park OngoingDeveloped operational Plan, received support from Inyo Parks Completed - Oct/2023Attended ESCOG to propose the concept for operational plan. Completed - Oct/2023Inyo County seeking funding OngoingFile CEQA document Completed - Mar/2023Develop volunteer program Completed Sep/2023Add waterlines to accommodate track Completed - Sep/2023Worked with volunteer group to monitor the construction of a mountain bike park 30%
Tracking hours of Volunteers Yearly OngoingFile CEQA document Completed - Oct/2022Supply supporting documents and submit a grant application. Completed - Oct/2023 Seek a contractor for the project Assist Community Gardeners in design and preparation of bid documentation. City to review and select bidders. 50% Assist in CNRA grant management. Ongoing
Community
Services 3 3.6 Replacement of the front playground at the City Park. 2024 Completed - Apr/2024 Community
Services 3 3.6 City Park Pool Resurfacing 2024-2025 Reached out to state vendors, vendor visit for an inspection in April 2024 Completed - Mar/2024 Estimated $100,000 for resurfacing Community
Services 3 3.6 Capital Equipment Replacement Utility Mower and Tractor 2024-2025 Identify equipment specifications and pricing Completed - Apr/2024 Estimated $60,000 1 1.21 1.2
2025-2028
Partner with Chamber of Commerce and local organizations to draw more events downtown, particularly during shoulder seasons.

Athletic Field 6 Renovation Project
1 1.21 1.21 1.21 1.2
Review and Update City Park Master Plan. 2024-2025
Ongoing
Partner with Inyo County to develop a plan for athletic facilities improvement at the Millpond recreation area.
2023-2028
2023-2026
Support the design and construction of the
Community Garden Enhancement Project. 2023-2025
Support Bishop Bike Organization with the construction of a mountain bike facility within the City Park.

Community
Services
Community
Services
Community
Services
Community
Services
Community
Services
Community
Services
1 of 1
50 Strategic Planning Projects
Printed: 4/30/2024 Finance Department
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work, assumptions Finance 4 4.1 Constantly improve budgeting practices and data analysis. Annually Implemented Caselle Online budgeting module during FY 23-24 for construction of FY 24-25 budget. Should enhance interoperability throughout the City and should minimize staff time spent on analysis. Ongoing No additional resources needed. Progress was made during FY 23-24 with regard to making the budgeting process more efficient. Will focus on data gathering and analysis in FY 24-25.

Finance 4 4.1 Implement improved internal controls where feasible. Annually During FY 23-24, conducted a review of prior year auditor reports to gain an understanding of the current state of internal controls. Reviewed best practices for municipal governments and built a framework of improvements that are needed. In FY 24-25, will work with City staff to determine feasibility of adjusting the current duties of staff members to allow for implementation of improved internal controls. 20% No additional resources needed.

Currently, the FY 23-24 tasks are completed and initial, surface level discussions have occurred with regard to implementation. Expectations of additional discussions in FY 24-25. All needed improvements are not feasible at City of Bishop due to staffing level constraints, however, there is potential to make a few improvements with regard to internal controls.

Finance 4 4.1 Develop systems to effectively forecast City revenues and expenditures. 2024-2025 Through FY 23-24, Excel documents and pivot tables have been constructed to map department revenues and expenses historically through current year. During FY 24-25, staff will work on creating similar tools to forecast future years with expected assumptions. Additionally, these tools should allow for staff to map out future changes in scenarios (staff changes, revenue changes, etc.) and see what effects that changes will have on the overall finances of the department and/or City. We currently have segmented forecasting tools, but do not have a tool that allows for real-time forecasting of all City related financial information. 50% No additional resources needed.

In FY 23-24, staff have utilized Caselle and built additional tools to help in understanding historical financial information and its application to current year. FY 24-25 will be focused on using this sound and understood data to build forecasting tools.

Finance 4 4.1 Develop systems to track encumbrances and obligations. 2024-2025 Through FY 23-24, a strategic planning Excel document has been constructed to track substantial financial obligations and projects association with annual strategic planning directives. The Accounts Payable module in Caselle can track short term obligations, but historically, the City did not have a mechanism in place to track larger obligations that span multiple fiscal years. In FY 24-25, City staff will focusing on ways to translate the Excel information to Caselle in a way that will effectively track encumbrances on financial resources. 50% No additional resources needed.

A basic tracking tool was created in FY 23-24. During FY 24-25, City staff will work on improving the capacity and utility of the tracking tool, as well as translating the information to the City accounting system to help in budgeting/accounting for dollars committed but not yet spent.

Finance 4 4.1
Develop a plan to fully fund the PARS Retirement Enhancement plan, which is closed to new entrants.
2024-2025
Initial discussions took place in FY 23-24 to understand our current funding position, forecast the timeframe during which participants will be employed by the City, and understanding options to fund the plan. In FY 24-25, City staff will work on presenting a formal plan for funding this particular pension plan. The plan will focus on utilization of the PARS 115 Trust to maximize the City's ability to earn interest on money that will eventually be used to fund the pension plan. 20% No additional resources needed.

In FY 23-24, an issue was identified and initial discussions occurred with regard to potential options to address the issue of the pension plan being under-funded. In FY 24-25, a long-term plan to fund the pension plan will be formulated and presented to City Council.

Finance 4 4.1
Constantly monitor the City's open pension and OPEB plans and collaborate with the City's Actuary to maintain acceptable levels of funding from year to year.

Annually
Annual review of GASB 68 and GASB 75 disclosures to understand the effects of City contributions, distributions and macro-economic factors on the funding level of each respective plan. Discussion with the City Actuary on an annual basis to understand the current best practices, trends and immediate actions needed (when applicable). Implement adjustments to contribution amounts on a year-to-year basis following a thorough review of the above mentioned factors.

Ongoing No additional resources needed.

All key milestones were conducted in FY 23-24, all key milestones will be conducted in FY 24-25.

Finance 4 4.1
Maintain fund balances that allow for financial maneuverability to adapt to macroeconomic effects on the City's long-term liabilities.

Annually
Monthly analysis of the City balance sheet and budget to actual reports. Annual analysis of City Financial Statements. Consistent improvement in budgeting practices and encumbrance tracking. Consistent monitoring of macro-economic factors to assist in educated forecasting. Construction of better forecasting tools for staff use.

Ongoing No additional resources needed.

All key milestones were conducted in FY 23-24, all key milestones will be conducted in FY 24-25. Staff will work on improving currently used methods during FY 24-25.

Finance 4 4.1
Expand the City's investment portfolio when permissible options are available that provide a return greater than the projected rate of return from a LAIF investment.

Annually
Provide the City's investment policy to multiple banks and ask the banks to propose what options they can provide to the City. Review additional State approved investment pools that might offer a better return than LAIF. Implement new accounts to allow for additional investment options when additional options would allow for a greater return than current investments are yielding.

Ongoing None
In FY 23-24, discussions have been initiated with two banks. In FY 24-25, City staff is hopeful to bring a proposal to City Council for review. The proposal would include additional investment options to potentially be pursued and will also outline what would be needed to have everything in place to allow for an investment to be made when opportune. City staff is hoping to have a framework in place prior to decreases in returns from LAIF to allow for more effective investing. 1 of 1
51 Strategic Planning Projects
Printed: 4/30/2024 Fire Department
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work, assumptions Reavulated and canceled the position of Deputy Chief. FY 23/24 OngoingImplemented Fire duty officer coverage system. FY 23/24 OngoingDevelop organizational chart 24/25Develop promotional guidelines 24/25Ladder testingPump,hose, ladder testing 26/27Applied for FEMA AFG grant for SCBA 100%Applier earmark funding for SCBA and fire truckMonthly/bi-monthly trainings OngoingImplemented safety-first policies OngoingActive Shooter, Hazardous Materials, Mass Casualty Incident (MCI) trainings. Offer certified training to create a standard for promotion of officers and members.

Ongoing
Develop and implement the Onboarding Manual. Ongoing
Ongoing
Fire Public Works 5 5.5 Develop a program for cyclical testing of fire hydrants for flow and functionality.

Fire 5 5.6 Engage the Ad Hoc committee to create a timeline and create the Joint Powers Authority. 2029 Identify key partners and priorities TBD Council support, Rural Board support Police 5 5.5
5 5.55 5.55 5.55 5.1
Funding from the City and RFPD Facilitate state-of-the-art training and education for department members.

Develop a program for cyclical testing of fire hydrants for flow and functionality.Create a capital equpment replacement program.

General fund and RFPD funding if grants and earmarks are not earned.Replacement program consisting of savings and debt options.ESCI, source best practices.

TBD
Evaluate and determine core mission objectives
and future staffing needs. Change organizational structure based on mission and staffing needs. 2025-2026
Identify funding for safety equipment, including fire apparatus, and personal protective equipment (ex. Turnouts, Self-contained breathing apparatus (SCBA). Implementation of the full Lexipol policy manual. OngoingImprove Insurance Service Office rating FireFireFireFireFire
1 of 1
52 Strategic Planning Projects
Printed: 4/30/2024 Planning Department
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work, assumptions Partner with Bishop Unified School District to provide additional safe routes to schools Ongoing Caltrans Sustainable Communities Grant & ATP Perform a traffic study to provide options for peak-hour traffic mitigation 20% $150k for parking & land use studyApply for design and construction funding for identified projects in City ROW 10% Cycle 7 Active Transportation Program Grant - Connecting Bishop Cycle 7 grant application in process Collect ideas on how to calm traffic on Main; present ideas to Caltrans that could be pursued; identify the barriers to implementing those ideas. Ongoing Work with ESCOG on H2B:RCC application with Caltrans Comleted - Fall/2023 ESCOG did not receive the fundsApplied for regional funds under CA Jobs First. 0% Funds will be available after Planning 1 1.1
Develop Urban Design Guidelines and Implement Enforcement Program to update signage. 2023-2028 Secure funding to implement façade redevelopment and signage replacement Planning Public Works 1 1.1
Partnership: In conjunction with Caltrans, ESCOG revisit options for a truck route that will remove truck traffic from downtown while ensuring private motorist traffic remains. 2023-2043 Work with ESCOG on H2B:RCC application with Caltrans Completed - Fall/2023 ESCOG did not receive the funds Issue RFP Consultant Completed - Dec/2023Collect data 4 times a year 50%Conduct Public Engagement through the whole process 0% Develop a Fee-in-Lieu strategy to provide alternative parking solutions. 0% Planning Public Works, Police 1 1.3 Explore the feasibility of implementing paid parking options to manage parking availability effectively. 2025-2027 Pending City Parking Management Plan Planning Public Works, Police 1 1.3 Identify opportunities for expanding multimodal facilities to accommodate various transportation modes. 2024-2028 Used parking data to develop ATP strategies Planning Public Works 1 1.4
Update Mobility Element in General Plan to align with feasible, publicly outreached projects and Downtown Specific Plan.
2025- 2028 Pending completion City Parking Management Plan at the end of 2024 Planning Public Works 1 1.4 Enhance and connect the multimodal transportation network 2024-2030 ATP Improvements - Connecting Bishop < 5% See steps in objective 1.3Analyze opportunities and constrains parcels and determine priority development parcels. Pending parking data
collection
Identify opportunities and sources of funding for the City’s investment in affordable housing development (low income below 80% AMI, and moderate income levels up to 150% AMI). City Council to advise.Ideantify opportunities to implement deed restrictions for new developments.Provide support to Visionoray Homebuilders with state applications. Ongoing The City endorsed the Multifamily Finance Super NOFA application, along with the Affordable Housing and Sustainable Communities applications.

Ideantify additional sources of funding to support Silver Peaks project. 0% May necessitate the City's financial commitment for future tax break applications, to be determined once the next steps are identified with Visionarys.

Planning Administration 2 2.1
Increase the inventory of affordable housing by
actively supporting housing projects with partners in the service area. Work with Eastern Sierra Community Housing and Visionary Homebuilders to secure funding for Siver Peaks. 2024-2028
1 1.1

1.3 2024-2025
2 2.1 Administration, Public Works
2023-2028
Conduct a Parking Demand and Land Use Study to assess existing parking usage, propose parking management strategies, and consider the potential development of opportunity parcels for residential and city facility expansionDevelop a City Parking Management Plan outlining strategies to address parking demands and improve walkability.

Public Works 1 1.1
Develop and improve safe routes to schools from all areas of the City 2023-2028+Work with appropriate agencies and investigate options to calm traffic and better the pedestrian and bicycle environment on the downtown portion of 395. 2024-2025
Public Works
1 Public Works, Police
PlanningPlanningPlanningPlanning
Identify and facilitate the development of City properties eligible for housing under the Surplus Land Act list, considering both large parcels for long-term housing goals and smaller lots for immediate community benefits. Rezone and list Well 3 sites for on Surplus Lands Act.

Planning Administration 2 2.1 2024-2025
1 of 2
53 Strategic Planning Projects
Printed: 4/30/2024 Planning Department
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work, assumptions Planning Administration 2 2.1 Invest in funding and staff time for Regional Housing Assessment and Strategy. 2024-2026 Identify regional partners to conduct the study. 0% Planning staff time would need to be allocated.This project could potentially qualify for Catalyst funding through the Sierra Jobs First Program. However, in the event that funding is not awarded, the City would need to allocate resources to finance the study.

Develop a housing program. To be determined after needs assessment.Develop the Housing Trust Fund.Rezoned a residential parcel for 35 dwelling Units Completed - Apr/2024Approve 8-unit appartment complex 90%Partner with Inyo County and Eastern Sierra Community Housing (ESCC) on preparation of legal documentation for HCD. 90%
Work with ESCC on marketing the program.
0%
Planning Planning 2 2.3 Update the City website with current zoning and ADU resources. 2025 Colaborate with Inyo county on hiring a consultant to create marketing materials for pre-approved ADUs, PLHA 0% Waiting for Inyo County pre-approved ADU plans, and execution of PLHA program Implement annual review application process. Completed Jan/2024 The City has 15-17 active applications in 2024.Monitor the rise in short-term rental applications and implement policy updates if the numbers escalate. Ongoing
Planning Public Works 3 3.5 Work with solar companies to investigate the feasibility of converting City facilities to solar Could be part of facilities master planning effort 3.5.Planning Planning 2 2.1 2024-2028 2024-2028
Implement policies to restrict the growth of second home ownership for short-term rentals to ensure an adequate supply of rental properties.

Planning Planning 2 2.3
Develop a multi-year plan for affordable housing.

Administration 2 2.2
Planning 2 2.3
Execute Permanent Local Housing Allocation Program (PLHA) for the development, rehabilitation, and acquisition, of affordable housing, including ADUs, singe-family, and multifamily. 2024-2025
Partner with market-rate housing developers to facilitate land acquisition and expedite permitting Planning Ongoing Planning
2 of 2
54 Strategic Planning Projects
Printed: 4/30/2024 Police Department
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work, assumptions Collaboration with Inyo County Behavioral health with the start of the MMU project. Ongoing State grant funding Continue to work with various outreach programs outside of BH.

Attended workshops with BH in Sacramento addressing the issues. Completed - Apr/2024Set to Launch MMU with H in FY 24/25, state funding dependent. FY 24/25 Police 1 1.2 Work with the new Mental Health crisis unit Work with local businesses and landowners on policies and procedures to minimize the impact of the transient population on business activities and pedestrian traffic.

Ongoing Dependent on Inyo BH
Police 1 1.2 Work with State Officials on policies and procedures. Working with other Police Chiefs in the State on new policy implementation 25% Statistical data Create JD and salary Completed - Dec/2023 Position will be implemented with overall parking plan.Requires the revenue from parking permits 50% City land and traffic survey dataStarted budget talks with Bishop School District for a cost shared funding of an SRO.. 75% City commitment to funding portion of SRO and signing of 3yr MOU with School District.

School District committed to funding $80,000.00 of SRO salary per MOU.

Increased contact and patrols for Northern Inyo Hospital, Bishop city parks, Sewer Plant, and Fire stations. Ongoing Full staffing and camera system additions Police 4 4.2 Create a Public relations group for social media and event planning / staffing. Updated social media platforms Completed - Jan/2024Police 4 4.2 Be present at community events. Increase in presence OngoingPolice 4 4.2 Increase foot patrols and business checks. Increase in presence OngoingPolice 4 4.2 Be present at school sports and events. Staff at Football, Basketball, Soccer and Baseball games OngoingPolice 4 4.2 Conduct a citizen academy yearly to educate the public 2024-2025 Syllabus created Ongoing Police 4 4.5
Implement a citizen volunteer program for the police department through yearly citizen academies. 2024-2025 Complete first ever Citizen academy
10%
Planning stage, the program outline is being developed
Update evidence booking / substance testing procedures. 10% Funding for Tru-Narc Move paper document procedures to digital formats. 20% Work with City for digital record retentionRevise report writing format and procedures. 10% Input from Inyo County DA Partner with allied agencies in an investigative network to solve complex crimes. Completed Mar/2024Start a Drone program 10% funding and trainingStart a K-9 Program 0%Implement (license plate readers) LPR’s within the City 20$ Funding / possible grant Expand City camera network monitored by Dispatch to protect City assets. 20% Funding / possible grantIntegrate with new programs like Project 529 (bicycle registry software). 50% OutreachCompleted integration of county wide Investigation network. Completed - Mar/2024Updated property room and evidence. 90% Rollins electric to finish contract. When fiber line is working we will be able to finish project.Completed advanced POST training for all levels of staff OngoingCertified on jail/holding cell Completed - Feb/2024PST certified for CSI Completed - Feb/2024Certified our Det. for child sexual assaults Completed - Jan/2024Certified Det. for criminal iinvestigations. Completed - Apr/2024Certified 2 staff members for child forensic interviews. Completed - Nov/2024Continue advanced training Ongoing Police 4 4.7
Conduct required perishable skills training inhouse as a cost-saving measure to afford advanced training opportunities.

Bi-annually Completion of in-house training Ongoing
Police 4 4.7 Include basic Spanish-speaking awareness for all officers. 2024-2025 Completion of Spanish speaking awareness training 0% Police 4 4.7 Update Training 2023-2028 Train the trainer courses 0% Completion of new MOU to create a physical training incentive (i.e. pay incentive for passing a yearly PT test) 0% Expect new MOU at start of FY 25/26Change department policy to allow for 1 Hour on duty time for personal development and or physical training. Completed Apr/2024 Completion of new MOU to create a mental health incentive (i.e. pay incentive for yearly mental health assessment, NOT a Fit for duty assessment).

Expect new MOU at start of
FY 25/26
Hiring of full sworn staffing to adjust scheduling to provide Officers with better work / life balance. Annually 4 4.84 4.64 4.73 3.7 Protect Critical infrastructure within the City. 2023-2026
Create a Community Service Officer position to regularly enforce parking regulations. 2023-2028
Enhance Officer Well-being and Productivity through Comprehensive Incentive and Support Programs to promote a healthier work/life balance. 2025-2026
Move towards advanced officer training. AnnuallyModernize workflow and implement modern police techniques to increase efficiency. 2023-2028
1 1.3 FY25/26
Police 1 1.2 Mitigation of Transient impact on community.

PolicePolicePolicePolice
Police
1 of 2
55 Strategic Planning Projects
Printed: 4/30/2024 Police Department
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work, assumptions Police 5 5.3
Fill current Vacancies with qualified Lateral Officers at a cost saving to the City compared to training new Officers. 2024-2025 Hire lateral applicants 50% Lateral applicants 3 Laterals applied 1 in background process Police 5 5.3
Restructure the Department staffing for better supervision and chain of command. Including the addition of a Corporal position. 2024-2025 Create Corporal Job description 90% Council approval JD and salary schedule created Police 5 5.3 Revitalize our Reserve Officer program to supplement staffing at a reduced cost. 2023-2028 Revise Reserve Officer JD and begin recruitment 90% Applicants JD revised job postedPolice 5 5.3 Use alternative patrol methods like Bicycle patrol for events. 2024-2025 Purchase bicycles and train Officers 25% Funding Bicycle cost quotesPolice 5 5.3 Increase staffing to support proactive policing. 2024-2025 Fill vacancies 50% Qualified applicants 1 Officer in back grounds 2 additional lateral applicants 15 Officer trainee applicants Police 5 5.3
Work with Bishop Unified School District to implement a cost share funded School Resource Officer program. 2024-2025 Agree on MOU with Bishop school district with financial commitment 75% Staffing and financial approval Tentative commitment from school district on funding 2 of 2
56 Strategic Planning Projects
Printed: 4/30/2024 Public Works Department
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work, assumptions Complete Environmental Clearance - NEPA 90%Complete Engineering and Design 75%Construct 2025-2026 $1M CPFCDSL fundedConcept design 100%Construction Drawings 50%Advertise Construction Contract 2025Complete Construction 2025Perform community outreach to identify needs 50%Develop Project Study Reports for ATP application with hired consultant 20% $60,000 streets general fund obligated March 2024 Apply for Cycle 7 ATP grant 10% due June 17, 2024Initiate Grant with Caltrans, if awarded Jul-25PAED, PS&E, R/W, CON 2025 - 2030 only if awarded grantSouth Warren Street Improvements 80%East Line Street Bridge 10%Johnston Drive Drainage Improvements 10%Whitney Alley Improvements 20%ATP Improvements - Connecting Bishop < 5%Hire a consultant to preform route assessments 0%Hire a consultant to develop preliminary engineering reports for identified routes 20% includes PSR work for ATP grant application (obligated March 2024)Hire a consultant to develop Capital Improvement Program 0% Public Works 3 3.1
Develop a City-wide sidewalk assistance program to encourage and facilitate homeowners to improve sidewalk conditions. 2023-2028 Develop program with updated sidewalk policies and procedures 0% $20k streets general fund Public Works 3 3.1 Develop a Capital Improvement Plan for Street Improvements. 2025-2027 Hire a consultant to develop Capital Improvement Program 0% $75k streets general fund South Warren Street Improvements 80%East Line Street Bridge 10%Johnston Drive Drainage Improvements 10%Whitney Alley Improvements 20%ATP Improvements - Connecting Bishop < 5% Public Works 3 3.1
Seek funding for East Line Street Improvements project to begin the planning and design process. 2023-2028 Identify funding sources and apply Possibly include in Cycle 7 ATP; STIP Complete Environmental Clearance - ISMND Completed - Mar/2024Complete Engineering and Design 20%Identify and pursue new source of construction funding Ongoing $2M+ Construction funding expired June 2024 Complete Environmental Clearance - NEPA 90%Complete Engineering and Design 75%Identify and pursue new source of construction funding 2025-2026 $1M CPFCDSL fundedHire consultant to preform a Pavement Condition Survey with recommended levels of treatment for sections of road 0% $35k streets general fund LTC could reimburse for some of the costValidate and update a project priority list based on the most recent pavement condition index. 0%Contract for at least one pavement preservation treatment on an identified project. 0% $1.50/sq ft for construction contract RMRA fundedEngineering design and environmental compliance work if necessary 30% $88k streets general fund obligated September 2023Construction 0% ukn need to identify sources for CON funding Public Works 3 3.2 Replace road culvert at South Third and East South Street in partnership with LADWP. 2024 Construction 0% $40k streets general fund for materials and supplies waiting to hear from DWP on when they can schedule the work Public Works 3 3.3 Develop Capital Improvement Plan for water infrastructure 2025 Hire consultant to develop CIP for water infrastructure and update the City's standard plans and specifications 0% $50k water fund Engineering design, permitting, and environmental compliance work (if necessary) 60% $117k water fund; obligated October 2023 Construction 0% $2.2M+ water fund need to idenify sources of fundingDevelop scope of work for GIS specialists 0% staff time and possible contract with Inyo County GISPurchase technology to modernize workflows. 0% $5k water fund 2024-2030
2023-20282023-2028
3 2023-20262023-20252024-2028
33 3.2
Planning 3Planning 3Planning 1 1.1Planning 1 1.1
Complete the design and environmental work on the South Warren Street Improvement project and implement construction.Develop a comprehensive sidewalk and bicycle routes assessment and strategy, including preliminary engineering.Address drainage issues on Johnson Drive.Plan and implement the replacement of the water main under West Line Street from Main Street to Home Street prior to Caltrans Modernize cyclical maintenance schedules, corporate data management using GIS. 3 3.33 3.2

3.3 Planning 1 1.4
$60,000 Streets obligated Dec. 2023
Develop a cyclical maintenance program for pavement preservation. 2024-2028Implement pedestrian, bike, and traffic safety improvements by the completion of projects. $319k STIP funding programmed Complete environmental documents and engineering design work on the East Line Street Bridge Replacement project.

3.13.2 estimates on total project progress; see individual projects for specifics & resource needs Planning 3 3.1Planning 3.2
2024-2030
$60,000 Streets obligated Dec. 2023$150k of GF to complete full-scale construction documents. $400-450 of GF to complete the construction of Phase 1. Relying on Prop 68 and Clean California grants for construction funding Implement South Warren Improvement Project Implement Whitney Alley Project 2024-2028 2024-2028 $150k streets general fund
Planning 1 1.1
2023-2028
Design and construct the following projects that include sidewalk improvements estimates on total project progress; see individual projects for specifics & resource needs Plan and implement sidewalk and bike lane improvements that will connect to the planned Caltrans improvements on State Routes 395 and 168. 2023-2028+
Public WorksPublic WorksPublic WorksPublic WorksPublic Works Public Works
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1 of 2
57 Strategic Planning Projects
Printed: 4/30/2024 Public Works Department
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work, assumptions Begin long-range planning Determine how to implement and identify funding sources. 0%
Require all new construction install a meter or meter idler for retrofitting (possibly by ordinance) 0%Implement installation of meters 0% Public Works 3 3.3 Complete the Lead and Copper Rule Revision mandated service line inventory. 2024 Develop inventory and utilize GIS to record information Ongoing staff time and possible contract with Inyo County GIS due October 1, 2024 Public Works 3 3.3 Complete rate study 2025 Hire consultant to develop new 5 year rate structure for water and wastewater service 0% $60k water fund; $60k sewer fund Hire consultant to develop CIP for wastewater infrastructure and update the City's standard plans and specifications 0% $50k sewer fundPurchase technology to modernize workflows. 0% $5k water fund Public Works 3 3.3
Implement the SCADA Upgrade project to modernize this critical automation program and hardware. 2023-2024 Contract for system design, engineering, and implementation. Includes flow meter at end of Clarke St. 90% $220k sewer fund; $160k water fund obligated July 2023, amended April 2024 Acquiring land from LADWP for future operations 90% $400k sewer fund; waiting on LADWPHiring a consultant to develop a preliminary engineering report as the next steps in the feasibility of a joint plant. Completed - Jan/2024 $85k sewer fundApply for State Revolving Funds for planning and design and hire consultant to preform work. Completed - Mar/2024 staff timeHire a third party to take over the Administrator role for BAWA. Completed - Mar/2024 $30k per yearVideo inspection of pipes with camera system to idenifty problem areas 5% $150k+ for new camera systemReplacement of poor condition pipes, such as Hammond Street 5% uknLine manholes and pipes 0% uknWork with Cal Rural Water to access disaster funds to preform linings 5% staff timeEncourage the development and use of solar within the City OngoingAdopt City ordinance to bolster the requirements for sanitary facilities at EV charging stations. 0%Vacuum Truck Completed - Nov/2023 $450k, water/sewer/streets obligated November 2023, delivery 18 months Crew maintenance trucks Completed - Jan/2024 lease cost lease with EnterpriseDump/plow trucks 0%Street sweepers 0%Loaders 0%East Line Street Bridge Ongoing Hosted 1 outreach on East Line St project, possibly 2 more to scheduleJohnston Drive Drainage Improvements OngoingWhitney Alley Improvements Ongoing over 30 meetings on Whitney Alley, formal and informalATP Improvements - Connecting Bishop Ongoing 3 ATP meetings hosted in 2024Develop and deploy cloud-based building permitting, licensing, and code enforcement software in partnership with Inyo County 30% $50k general fundMove towards the digital review of plan sets (i.e., Bluebeam), and digitize paper records to reduce paper submission of applications. 5% $5-10k general fund Public Works 4 4.6 Develop City-wide GIS strategy. 2024-2026 Develop a City-wide GIS strategy that is focused on maintaining updated databases, utilizing field collection tools for routine and cyclical inspections and maintenance, and providing an online portal for the public to view City map data. 10% $10-30k general fund partner with Inyo County, or hire consultant 3 3.3
2025
Ongoing
2025-2032
4 4.6
Planning 4 4.2 2024-2030
Planning 3 3.5
3 3.6
Host public outreach meetings for projects.
2024-2028
Install meters on all service connections to comply with SB 552Deploy cloud-based building permitting, licensing, and code enforcement software with digital inspections and plan reviews.

Partnership with Inyo County
Address inflow and infiltration problems.
$100k annually from water/sewer/streets
Streamline solar permitting.Develop a capital equipment replacement program. 2024-20282024-20282024-2027
3 3.3
Continue serving as the Bishop Area Wastewater Authority (BAWA) administrator.Develop Capital Improvement Plan for wastewater infrastructure. 3 3.33 3.3
Public Works
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