Bishop City Council
September 23, 2024

CITY OF BISHOP

CITY COUNCIL MEETING AGENDA
City Council Chambers - 301 West Line Street - Bishop, California MONDAY, SEPTEMBER 23, 2024 - 6:00 PM

1. CALL TO ORDER - 6:00 p.m. Monday, September 23, 2024

2. MOMENT OF SILENCE - As we begin tonight's meeting, please join me in a moment of silence for self-meditation, prayer, or reflection.

NOTICE TO THE PUBLIC: Please be advised this meeting is accessible to the public in person, on the City of Bishop website, or on the local government cable channel 12. 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.

2. Observing this meeting live from the City of Bishop website at:
https://www.cityofbishop.com/government/city_council/index.php

3. Observe this meeting live from the local government cable channel 12.

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 the day of the meeting. 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.
1 3. PLEDGE OF ALLEGIANCE - Councilmember Schwartz will lead the pledge of allegiance.

4. ROLL CALL

5. PUBLIC COMMENT

6. INTRODUCTION OF POLICE OFFICER WEST

7. DEPARTMENT REPORTS

8. EASTERN SIERRA TRI-COUNTY FAIRGROUNDS QUARTERLY UPDATE

9. PRESENTATIONS
A. BISHOP TOURISM IMPROVEMENT DISTRICT (BTID) ANNUAL REPORT - Presented by Bishop Area Chamber of Commerce and Information Center Executive Director Tawni Thomson.

10. CONSENT CALENDAR
A. Budget Report for the Month of August 2024
B. Financial Reports for the Month of August 2024
C. Grand Jury Response
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 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.

Police Chief Nate Derr will introduce and swear-in newly hired Police Officer Phil West.

Updates on department activities will be given by the Department Heads and/or their staff.

A. Fire Department - Fire Chief Bret Russell
B. Police Department - Police Chief Nate Derr
C. Public Works Department - Public Works Director Nora Gamino D. Community Services Department - Community Services Manager Dan McElroy E. Planning Department - Assistant Planner Ana Budnyk
F. Administration - City Administrator Deston Dishion
Presented by Acting Chief Executive Officer Mike Francesconi. 2023-2024 BTID Annual Report
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: City Council to review the budget report for the month of August 2024.

Budget Report for the Month of August 2024
Recommended Action: City Council to review the financial reports for the month of August 2024.

Bank Reconciliation Report for August 2024
Combined Cash Report for August 2024
Investment Portfolio Report for August 2024
Warrant Register Report for August 2024
2 D. Declaration of City-Owned Equipment as Surplus
E. Planning Commission Meeting Cancellation Notice

11. NEW BUSINESS
A. Advantages and Disadvantages of the Bishop Paiute Tribe Joining the Bishop Area Wastewater Joint Powers Authority
B. Full Preliminary Engineering Report for 2022 Disaster Water Grant Application C. Downtown Guidelines - Façade and Materials Color Discussion D. U.S. Department of Transportation Reconnecting Communities Pilot Program Letter of Support and Resolution

12. FUTURE AGENDA ITEMS

13. COUNCIL AND COMMITTEE REPORTS
Recommended Action: Council to review and approve the response to the 2023/2024 Grand Jury Final Report and accompanying response letter and Authorize the City Administrator to sign the letter .

ICGJ Final Report - Fire Dist.23-24
CIVIL GRAND JURY REPORT RESPONSE 2024
Recommended Action: Council consideration to declare the Public Works Department's WECO Industries sewer camera unit (Asset ID #022000-51) as surplus equipment.

Recommended Action: Council is requested to receive and file the attached Planning Commission Cancellation Notice
September 24, 2024 - Cancellation Notice
Recommended Action: Council consideration to recommend adding the Bishop Paiute Tribe as a signatory member of the Bishop Area Wastewater Joint Powers Authority.

Joint Power Authorities with Tribes as Members
Recommended Action: Council consideration to approve the Public Works Director to sign a Task Order with Lumos and Associates for the preparation of a full Preliminary Engineering Report for a grant application with USDA RD in the not-toexceed amount of $70,000 and a budget adjustment to the sewer fund as proposed.

Task Order 2_Bishop USDA PER
Recommended Action: Council to hold a discussion and provide direction to staff.

Downtown Guidelines - Façade and Materials Color
Recommended Action: Eastern Sierra Council of Governments (ESCOG) Executive Director Elaine Kabala requests the Council’s consideration to approve the City of Bishop’s letter of support for a U.S. Department of Transportation Reconnecting Communities Grant Application and approve a resolution authorizing ESCOG to submit an application for the U.S. Department of Transportation Reconnecting Communities Pilot Program.

ESCOG staff report_ USDOT H2B Reconnecting Communities 2024 08 28 Letter of Support from City of Bishop 2024 09 23
Resolution 2024-XX Reconnecting Communities 2024 09 23
3 14. ADJOURNMENT
Meeting Cancelled - Monday, October 14, 2024 at 6:00 p.m. Regular Meeting in the City Council Chambers
Monday, October 28, 2024 at 6:00 p.m. Regular Meeting in the City Council Chambers 4 5

A LETTER FROM THE EXECUTIVE DIRECTOR
Thank you for taking the time to read this report. We are incredibly proud of the progress we’ve made and excited to share the positive outcomes of our efforts with our stakeholders. Your support is integral to our success—after all, what we achieve together is a reflection of your commitment and collaboration! While tourism in our region has shown improvement over the past year, the travel industry has not yet fully recovered from the pandemic. International visitation remains below pre-2019 levels, though we are seeing a gradual return of international travelers. Bishop’s strategic location near National Parks and iconic landmarks makes it an attractive destination for global explorers.

We are actively investing in programs through Visit California, High Sierra Visitors Council, and the US Travel Association to maintain and enhance brand awareness on a global scale. According to the US Travel Association, a full recovery is expected by the end of 2025.

To mitigate the slower recovery of international travel, we have intensified efforts to attract visitors from within California and neighboring states. We’ve developed new itineraries and created fresh content to spotlight events and activities tailored to diverse interests and age groups. We are committed to demonstrating that Bishop offers something for everyone, across all seasons and interests, ensuring that our destination remains top-of-mind for potential travelers.

We are beginning to see the effects of a cooling economy and shifting consumer sentiment. The intense “revenge travel” of 2022 and 2023 has diminished, and challenges like tight visa restrictions and a strong dollar are affecting international travel. To navigate these challenges, we must accelerate our promotional efforts to sustain and grow our market share. Our focus will be on reinforcing our marketing strategies and enhancing our appeal to ensure continued growth.

We will continue to closely monitor travel data and trends using tools like STR and Datafy. This data-driven approach helps guide our marketing strategies and ensures we remain responsive to changing market conditions.

Like the runner on the cover of this report, as we reflect on the past year, we draw inspiration to keep moving forward with renewed energy and determination. Our journey has been marked by significant achievements and valuable lessons, and we are excited to continue advancing with the same drive and enthusiasm. Together, we will build on our successes, tackle new challenges, and strive for even greater accomplishments in the future.

Thank you for your unwavering support and partnership as we press on toward our shared goals.

Sincerely,
Tawni Thomson
6 TABLE OF CONTENTS

BISHOP TOURISM IMPROVEMENT DISTRICT (BTID) ANNUAL REPORT

BTID BACKGROUND

BTID ADVISORY BODY
3-4
5 BTID KEY OBJECTIVES 6
BRAND

STRATEGIC PLAN
7 IMPLEMENTATION AND PROGRAM APPROACH
DIGITAL - BISHOPVISITOR.COM
8-9
10-11
SOCIAL MEDIA 12

DATA ANALYSIS

OCCUPANCY & ADR
13 14

VISITOR GUIDE INFORMATION REQUESTS (KPI)

ACCESS & TRANSPORTATION AWARENESS

MULTI SEASON TARGETED CAMPAIGNS

USER GENERATED CONTENT & INFLUENCERS
15 15
16 17
EARNED MEDIA 18

INFORMATION CENTER - GUEST SERVICES

PAID SEARCH & PAID SOCIAL MEDIA
19 20
EVENT SUPPORT 21
BISHOP CLIMBING RANGER CO-OP PROGRAM 22
TRAVEL TRADE SHOWS 23
REGIONAL PROMOTION / TROUT STOCKING 24
VISITOR PUBLICATIONS/MAJOR MEDIA ADVERTISING 25
2023-2024 FINANCIAL STATEMENT 26
LOOKING AHEAD 27

EXPAND CAPACITY / REGIONAL PARTNERSHIPS

IPW VISUAL RECAP

BUDGET APPROACH
28 29
30 7
BTID ANNUAL REPORT 2023-2024

BISHOP TOURISM IMPROVEMENT DISTRICT (BTID)

BTID BACKGROUND
Developed by Bishop lodging businesses and the Bishop Chamber of Commerce, the Bishop Tourism Improvement District (BTID) is an assessment district designed to provide specific benefits to payers, by funding marketing and sales promotion efforts for assessed businesses. The BTID was initially formed in 2014 for a five (5) year term, beginning January 1, 2015. The district was renewed for a 10-year term, January 1, 2020 through December 31, 2029.

The district includes all lodging businesses located within the boundaries of the Bishop City limits, including hotels, motels, hostels and short term rentals such as AirBnB. Assessment rate is currently 2% of gross sales and is collected by the City of Bishop at the same time and in the same manner as Transient Occupancy Tax. BTID funds are then forwarded to Bishop Chamber of Commerce on a quarterly basis.

BTID funds are used for tourism promotion programs as outlined in the BTID Management District Plan. No proposed changes to boundary, rate or business classifications are proposed for this year.

The Bishop Chamber of Commerce will continue to serve as the BTID Owners’ Association. The Owners’ Association is charged with managing funds and implementing programs in accordance with this plan, and must provide annual reports to the Bishop City Council.

In California, TIDs are formed pursuant to the Property and Business Improvement District Law of 1994.

This law allows for the creation of a benefit assessment district to raise funds within a specific geographic area. The key difference between TIDs and other benefit assessment districts is that funds raised are returned to the private non-profit corporation governing the district. 3 8
The Bishop Tourism Improvement District (BTID) clearly demonstrates a successful model of collaborative funding and strategic investment. Here’s a breakdown of how the program creates a "win-win-win" situation:

1. Lodging Partners: The increased marketing efforts lead to higher occupancy rates. This boosts revenue for local hotels and lodges, benefiting them directly from the increased number of visitors.

2. City’s General Fund: Higher occupancy results in increased Transient Occupancy Taxes (TOT), which contribute to the city’s general fund. This extra revenue supports various city services and infrastructure improvements.

3. Bishop Area Chamber of Commerce & Visitors Bureau (BACCVB): The additional lodging sales also boost the BTID budget, allowing BACCVB to invest more in marketing initiatives. This, in turn, supports further promotion of Bishop and attracts even more visitors.

By pooling resources and leveraging collective efforts, the BTID enables a broader and more effective marketing strategy than any single stakeholder could achieve alone. This collaborative approach ensures that the benefits are shared among the city, lodging partners, and the marketing body, creating a sustainable cycle of growth and investment.

It’s true that Bishop’s marketing budget might not be as substantial when compared to the advertising programs of well-known destinations like Big Bear, Lake Tahoe, Palm Springs and Mammoth Lakes. These areas often have larger budgets due to their higher profile and greater tourist traffic, which allows them to invest more in extensive marketing campaigns, amenities, and attractions.

For Bishop, it's essential to make the most of the budget by focusing on its unique qualities and attractions. Targeting specific niches, leveraging local influencers, and using cost-effective digital marketing strategies help maximize the impact. Emphasizing unique features, such as outdoor adventures, local culture, or hidden gems, can help differentiate Bishop from these larger, more heavily marketed destinations.
4 9

BTID ADVISORY BODY
The use of the assessment fund is based on recommendations of the Bishop Chamber of Commerce. The organization is governed by an all-volunteer Board of Directors, elected by the Bishop Business community to set policy and provide oversight of staff. The Bishop Chamber holds monthly business meetings to review programs, discuss progress and monitor the budget.

The Executive Director regularly presents public updates at Bishop City Council meetings. *A minimum of three Bishop Chamber Board members represent lodging businesses paying the BTID assessment.

All BTID lodging owners and representatives are invited and encouraged to participate in program development. 2024/2025 BACCVB BOARD OF DIRECTORS
Name Business Representation Title
Sunil Lad * Best Western Bishop Lodge
& Comfort Inn
President
Robert Sharp Eastern Sierra Community Bank Vice President Sarah Freundt Grocery Outlet Treasurer
Cheryl Underhill Northern Inyo Hospital Foundation,
VFW, Lions, Altrusa, Eastern Sierra
Cancer Alliance, Elks
Immediate Past President
Manuel Astorga Astorga’s Mexican Restaurant Board Member Jason Brown Laughing Parrot Productions Board Member
Tara Frank Owens Valley Paiute-Shoshone
Cultural Center
Board Member
Gary Gunsolley Fly Fishing Guide Board Member
Lynn Hawks Hawks Landing Gourmet Confections Board Member John Marko * Wayfinder Bishop Board Member
Jennifer McGuire Individual Member Board Member
Niral Munshaw * Vagabond Inn Board Member
Gayla Wolf Honey Bee Photography Board Member
Debi Yerkes Alex Printing Board Member
5 10
BTID KEY OBJECTIVES:

The BTID District Management Plan, developed by Bishop Hoteliers prescribes 80% of funds for sales and marketing; 10% for administration; 5% for visitor services/enhancements; and 5% for contingency/reserve.

Sales and Marketing Programs may include:
● Year-Round Visitor Information Center in downtown Bishop operated by professionally trained staff; ● Membership with local, state and national tourism organizations, such as Visit California and High Sierra Visitors Council, and Brand USA to target key international markets to increase overnight visitation; ● Production or sponsorship of events that draw overnight visitors, particularly in the off seasons; ● Billboards along Highway 395 to promote responsible recreation, flights and events; ● Attendance of travel consumer shows to promote overnight visitation; ● Participation in educational and networking conferences, such as VisitCA, Caltravel, IPW and One West Tourism Alliance.
● Online marketing, including website with mobile and foreign language versions, search engine marketing, paid social media ads, banner ads promoting Bishop as a year-round destination; ● Engage professional companies such as Smith Travel Research (STR), VisaVue, Datafy and others to conduct research that will help guide marketing efforts and effectively remarket to increase overnight visitation;
● Print and digital advertising to promote overnight visitation to Bishop; ● Development and implementation of a public relations and communications strategy, inclusive of social media outlets and press release distribution designed to increase overnight visitation at assessed businesses;
● Sales and marketing blitzes for assessed businesses;
● Familiarization tours of assessed businesses; and
● Preparation, distribution and production of collateral promotional materials such as brochures, flyers and maps to promote overnight visitation.

Visitor Services/Enhancements may include
● Visitor Center improvements and enhancements
● Trout stocking in Bishop Area waters to promote overnight visitation ● Visitor education through projects such as Climbing Ranger ● Comprehensive and integrated wayfinding signage
6 11
OUR BRAND – SMALL TOWN WITH A BIG BACKYARD
The brand for Bishop, CA, “Small Town with a BIG Backyard,” captures the essence of what makes our town unique and appealing to both visitors and locals. This branding reflects Bishop’s blend of charming, small-town character with its expansive natural surroundings.

Community Charm:
● Population: Approximately 11,000 in the greater Bishop area contributes to a close-knit and welcoming atmosphere.
● Downtown: Features family-run restaurants, galleries, and retail shops that offer a mix of traditional hospitality and modern amenities.
● Local Highlights: Includes a walking tour of murals, a historic movie theater, Native American Cultural Center, pioneer museum and a scenic park in the heart of town.

Expansive Outdoors:
● Public Land: 98% of Inyo County’s land is publicly owned by the USFS, BLM, and the Los Angeles Department of Water & Power, encompassing over 6 million acres available for recreation.
● Proximity to Attractions:

Bishop Creek Canyon: A mecca for hikers, anglers & photographers.

Ancient Bristlecone Pine Forest: Home to some of the world’s oldest trees.

Mount Whitney: The highest peak in the contiguous U.S.

Alabama Hills: Known for its striking rock formations and as a popular film location.

Death Valley: An amazing land of extremes.

Mammoth Mountain: Offers skiing, hiking, and spectacular views.

Devils Postpile: Famous for its unique columnar basalt formations.

Mono Lake: Notable for its unique tufa formations.

Eastern Entrance to Yosemite: Access to one of the most iconic national parks.

The brand “Small Town with a BIG Backyard” perfectly illustrates Bishop’s balance of intimate, small-town charm with access to vast, breathtaking landscapes. It highlights the town’s appeal as a gateway to a world of outdoor adventures and natural wonders. 7 12

STRATEGIC PLAN IMPLEMENTATION & PROGRAM APPROACH
Digital Emphasis
● Investment in Digital Infrastructure: Our commitment to building a robust digital communications framework has proven crucial. This infrastructure enables us to stay connected with our audience, adapt to changing trends, and position Bishop for ongoing success.
● Dynamic Website: Our website, www.bishopvisitor.com, is a central hub for promoting Bishop. It’s regularly updated with new content, reflecting seasonal changes and current events. The ability to track and analyze data allows us to make real-time adjustments, ensuring our digital presence remains responsive and relevant. ● Partnership with Simpleview: We collaborate with Simpleview for expert management of paid social media ads and search engine optimization, ensuring that our digital marketing efforts are targeted and effective.

Authenticity
● Local Expertise: We utilize a “Dream Team” of local experts, including social media managers, writers, influencers, photographers, and videographers. These individuals bring genuine, first-hand experiences of Bishop’s outdoor offerings and community. ● Authentic Voice: By relying on locals, we ensure that our content reflects true enthusiasm and deep knowledge of the area. This approach fosters an authentic connection with our audience compared to using external ad agencies. ● Diverse Online Presence: Our team creates and shares content across various platforms, including Facebook, Instagram, TikTok, and YouTube, showcasing Bishop’s unique charm and attractions.
8 13
Sustainability
● Community and Environmental Stewardship: We aim to foster community cohesion and economic growth while preserving Bishop’s unique guest experience and natural environment.
● Support for Climbing Rangers: In partnership with the Eastern Sierra Interpretive Association (ESIA), we co-fund two Climbing Rangers who patrol local lands, educate visitors on Leave No Trace principles, and promote responsible recreation. ● Encouraging Responsibility: We advocate for sustainable practices among both residents and visitors, emphasizing the importance of maintaining the health of our landscape, community, and local businesses.

Informed Investments for Recovery and Growth
● Data-Driven Decisions: We use demographic, spending, and location data from Datafy to inform our marketing strategies. This helps us understand our guests’ interests and behaviors, allowing us to tailor our efforts effectively. ● Marketing Investments: We allocate resources to a variety of regional and national publications, both print and digital. This includes producing and distributing visitor guides and brochures such as the Bishop Visitor Guide, EZ Hikes Brochure, Inyo County Fishing Map, Birding Hotspots, Treasure Map, Inyo County Backroads Magazine, and the Eastern Sierra Fall Colors Guide.

Information Center
● Guest Services: The Bishop Information Center is a vital component of our strategy. Our team of Guest Hosts provides excellent service, responding promptly to calls, emails, and walk-in inquiries.
● Increased Inquiries: As interest in Bishop grows, we have seen a rise in inquiries and the scope of information requests. Our Information Center plays a crucial role in managing this influx and delivering accurate, helpful information to prospective visitors.

This strategic approach integrates digital innovation, authenticity, sustainability, informed investment, and exceptional guest services, positioning Bishop as a desirable destination with a strong foundation for continued growth and success. 9 14
STRATEGIC PROGRAM: DIGITAL
BISHOPVISITOR.COM
Website metrics are an important way to
measure the success of marketing efforts
and guide campaign strategies.

International website visitors represented
8% of the 2023-2024 total, an increase of
4% over the previous year.

Last Year, we added Nevada into paid
social and search campaigns and we’re
now seeing the visitors from Las Vegas
show up online, downloading the app
and in destination through Datafy data.

Over 70% of guests accessed the
website from a mobile device.

The website is continually updated with
new content, events, UGC and videos.
● BookDirect continues to provide a zero-commission booking engine for the hoteliers from bishopvisitor.com. This year there were 2,483 referrals, with an average of $254/booking. Data shows guests are booking 42 days in advance. ● Inyo-Mono “Ale Trail” was recently added to the website. ● “Small Town, Big Characters” video featuring Craig London and the original “Leave No Trace” ethics is popular with locals and visitors. Over 80% have watched the video all the way through.
● New Eastern Sierra Tour (EST) video features 10 iconic stops between Death Valley and Yosemite. Over 75% of the viewers on YouTube watched the video to completion. ● New mobile-first website has been under construction for 7 months and is set to launch late summer 2024.
10 BISHOPVISITOR.COM ENGAGEMENT
Increase 13%
Annual Visits 681,000
Top Tier Markets
CALIFORNIA (83%)
Los Angeles, San Jose,
Sacramento, San Diego, San
Francisco, Las Vegas
UNITED STATES (92%)
California, Nevada, Arizona,
Colorado, Washington, Oregon,
and Texas.

INTERNATIONAL (8%)
Germany, UK, Canada, France,
China, India, Australia, Mexico.

Top Pages (1-10)

1. Home Page

2. Lodging

3. Fall Colors

4. Fish Report

5. Webcams

6. Air Service

7. Itineraries

8. Night Sky

9. Events

10. Bristlecone
Event Counts (interactions)
Partner Clicks
Visitor Guide Downloads
Fall Color Map Downloads
Three Pages/Session
E-News Converters

2.2 Million
111K
16K
6K
30K

2.5K
15 Email Marketing – We use Constant Contact for e-news communications with guests that have subscribed through the website, social media, in the Information Center and at travel/trade shows. The database grew 16% last year. We currently have 46K subscribers with an impressive open rate of 45% (industry average is 23%) Visit Bishop App - The Visit Bishop Team worked with the pros at VisitWidget to develop our region’s first advanced, cross-device application that creates an engaging and intuitive way for visitors to research, plan, and experience their visit. This app is popular with locals and visitors alike. The IOS and Android App is free to download and easy to navigate.

Users can choose places to stay, see, eat, and shop and add them to their itinerary and map. A large touchscreen version is at the Bishop Airport. There’s also an online widget that allows desktop users to engage.

Use of the Visit Bishop App increased by 89% last year. Engagement shows visitors staying over 2.5 minutes, with a total of 57K pageviews and 2K downloads.

Most engaged users are from:

1. Los Angeles

2. Sacramento

3. San Diego

4. Victorville

5. San Francisco

6. Las Vegas
11 16
STRATEGIC PROGRAM: SOCIAL MEDIA
Overall the @VisitBishop Facebook Reach is now over 21M and 2M on Instagram. Our social team has done an amazing job with engagement. More than 10,000 comments and 300,000 reactions were closely monitored last year.

New targeted campaigns in San Francisco, Denver and other key out of state markets produced excellent results:
● 2,500 lead generations
● 1,500 clicks for air service
● 9.000 clicks for the
Eastern Sierra Tour (EST)
● 400K new visitors
Increased efforts to grow
YouTube are working well.

Last year, we added TikTok
videos and YouTube shorts,
plus new longform videos
generated by Alex Pollini,
Shawn Reeder and Chris
Lobreglio. We now have 130
videos on the Visit Bishop
YouTube Channel that have
generated 227K views and a
watch time of 3,100 hours.
12 17
STRATEGIC PROGRAM: DATA ANALYSIS
DATAFY uses geolocation data from mobile devices that allows us to examine visitor trends over the past five years. Simpleview is also analyzing this data to enhance our remarketing and target audiences for social and google advertising.

Some examples of data collected through Datafy help us understand information about travelers at Bishop Airport.
13 18
STRATEGIC PROGRAM: OCCUPANCY & ADR
BACCVB subscribes to weekly occupancy reports provided by Smith Travel Research (STR).

STR Reports for Bishop include data from 11 of the 19 downtown hotels, representing 79% of BTID room inventory. STR data includes small (13 rooms) and large (87 rooms) properties. STR data is also uploaded weekly to Datafy. We are confident the data is a solid representation of overall Bishop lodging trends.

Average Daily Rate (ADR) is a carefully monitored metric. Lodging rates vary in all communities according to demand, with higher rates during peak travel season and major events. Increasing ADR is a good indicator that BTID funded marketing programs are working to increase Bishop’s status as a desirable destination.

According to Smith Travel Research, Bishop lodging occupancy for 2023 was 70.2%.

Average Daily Rate was $135, which represents a 6% increase over the previous year. All in all, Bishop’s occupancy rate is on par with the High Sierra Region and state average. ADR is considerably lower than statewide average.
% BISHOP OCCUPANCY
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
January 35.5 42.1 50.2 43.2 58.3 54.9 48.4 61.0 62.6 54.2 February 53.7 42.3 52.0 54.2 63.2 57.3 53.4 68.5 67.6 58.0 March 53.7 57.0 59.4 61.1 65.8 47.2 61.5 66.6 70.7 65.2 April 55.9 52.6 60.4 57.6 65.8 27.1 65.4 65.3 69.4 65.6 May 61.0 63.0 64.6 69.8 68.6 38.3 70.2 68.5 68.8 65.7
June 74.6 81.5 81.2 81.0 81.7 66.2 86.1 82.1 79.4 78.8
July 81.5 84.4 86.9 86.3 84.8 71.0 82.9 79.0 76.9 79.5
August 74.5 81.1 84.9 78.8 86.7 69.3 66.9 78.5 77.2
September 75.4 85.1 85.1 83.6 88.6 62.8 66.8 79.2 79.0
October 64.6 77.9 85.6 81.6 86.0 73.8 78.1 81.1 84.0
November 43.4 52.8 54.4 56.5 57.5 59.4 61.5 63.9 59.4
December 46.1 46.9 47.8 52.3 54.1 44.8 61.8 57.0 47.9
Annual Average 60.0 63.9 67.7 67.2 71.8 56.0 66.9 71.0 70.2

AVERAGE DAILY RATE YTD
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
$94 $100 $106 $108 $114 $110 $120 $127 $135 $136
14 19
STRATEGIC PROGRAM: INFORMATION REQUESTS
The magazine style Bishop Visitor Guide is much more than a directory as it features in-depth articles and large photos to inspire travelers to explore the destination more deeply. It’s been very well received, and we reprint 50K copies annually with a new cover, some new articles and updated member information. Please take the time to Flip through the pages of the new Bishop Visitor Guide, we are very proud of the publication and hope you are as well.

Search Engine Management (SEM) efforts focus on driving visitors to request a Bishop Visitor Guide via a form on www.bishopvisitor.com. A completed request is considered a “conversion” for purposes of measuring SEM success. Last year 2,930 requests were received and fulfilled. 40% (1,170) were mailed, while 60% (1,760) requested a digital download. We continue to see the digital download option grow each year.

STRATEGIC PROGRAM: ACCESS & TRANSPORTATION

AWARENESS
● Trip Planning Menu on www.bishopvisitor.com is continuously updated to reflect current seasons/conditions and has links to CalTrans, Nevada DOT, weather, and wildfire smoke projections.
● Visitor Center Hosts are well trained to help guests with all transportation questions. ● Social media, e-news and the website inform visitors and locals about road conditions. ● The website travel planning resources have been enhanced with comprehensive seasonal guides, immersive travel experiences, accessible destinations guide and the new “Eastern Sierra Tour.”
● “Fly to Bishop” messaging has been increased in print and social platforms and featured at Bay Area Travel Show.
● BACCVB Executive Director participates in monthly Eastern Sierra PIO group meetings. ● In-person outreach at US Travel Association International Travel Conference. ● Bishop was featured in California Road Trips Magazine, highlighting Bishop Airport as the new gateway to CA.
● We have created Interactive ArcGIS Story Maps for all landing pages. 15 20
STRATEGIC PROGRAM: MULTI SEASON TARGETED

CAMPAIGNS
Strategically targeted campaigns attract visitors that enjoy off-season activities such as photography, birding, fly-fishing, desert trail running, bouldering and high desert exploration.

We utilize niche publications and continually update social media campaigns, blogs and paid digital ads to fit the season.
● Weekly fishing reports by local guides are now featured on website ● Weekly fall color reports with photos were submitted to www.californiafallcolor.com
● Weekly wildflower reports with photos were submitted to Desert USA.com ● Weekly climbing conditions reports provided by Climbing Rangers were featured on the website and across social platforms.

YOSEMITE JOURNAL CAMPAIGN: MYYOSEMITEPARK.COM
● 10,343 Pageviews – Las Vegas to Yosemite Road Trip
● 3,116 Pageviews – Explore Bishop’s Big Backyard
● 2,490 Targeted leads sent including name, email and mailing address ● 4,179 Engagements – National Park Facebook
16 21
STRATEGIC PROGRAM: UGC & INFLUENCERS
“Earned Media” is a vital component of the destination
development strategy. Sometimes this is called “free”
advertising, but it’s not really that at all. “Earned Media” is publicity that is not paid for, but is an article, BLOG or social post that’s written by a third party. We understand the value of engaging and nurturing relationships with journalists, photographers and influencers.

We regularly facilitate familiarization tours (FAMS) for these important partners, but we don’t write the stories for them.

We invite them to visit our region, discover and report on their experiences. We do pay for lodging and meals if that type of support is requested.

Localhood Stories utilize Crowdriff sourced images to
highlight our destination. Our social team submitted these to Visit CA and Google Travel with great results - 369K
impressions with an interaction rate of 68% (up 24% over last year).
17 22
In May 2024, the Post IPW International Fam Tour included 20 attendees, plus two Visit CA Reps and a photographer. They rode by motorcoach from LA to Palm Springs, then Barstow and into the Eastern Sierra. Our Visitor Center Host met the bus in Lone Pine and provided a narrated trip to Bishop. The group was treated to a nice dinner at Whiskey Creek and an overnight stay at Wayfinder Hotel. Half of the group took an early morning drive up to Lake Sabrina and the full group was thrilled with their tour and program at the Owens Valley Paiute-Shoshone Cultural Center before moving north to Mono Lake, June Lakes Loop and Mammoth. We’ve heard very positive feedback
from the participants, and we are certain there
will be great returns on this investment.

Some 2023-2024 Earned Media Projects:
● Becky Nesel/ @geobeckly
● Mike and Kristen Schoeck/@RunTheAtlas
● Amanda Ronzoni/ Italian Freelance Travel
Journalist & Photographer
● Greg Vinci/ Freelance Travel Journalist &
Photographer
● Hermann Global/Visit USA Parks
18 23
INFORMATION CENTER: GUEST SERVICES

BISHOP VISITOR CENTER BY THE NUMBERS
2020 #7302 | 2021 #13,453 | 2022 #17,058 | 2023 #18,871 Visitor inquiries by phone, email and in person continue to grow post-pandemic. • Open year-round, hours vary by season. Open 6-7 days/week. • One full-time and three part-time hosts provide outstanding service to guests and locals. • Well trained, professional, courteous, and knowledgeable. • Must handle a vast scope of inquiries in-person, by phone and email. 19 24
STRATEGIC PROGRAM: SEARCH ENGINE &

PAID SOCIAL MEDIA MANAGEMENT
Online advertising efforts are managed closely and monitored for productivity and cost-effectiveness by our social media team and the Simpleview agency. Year over year growth is impressive.
● Paid search impressions = 12M (400% YOY)
● Paid social impressions = 16M (up 91% YOY)
● Paid digital delivers 2,400+ clicks per month to partners including Bishop lodging, dining, events, and United Airlines.
● Air Service campaign delivered 20K clicks
● Responsible Recreation messaging generated 8.4K clicks ● Average click-through rate with our paid media is 4.5% ● Cost per click is $0.40, well below the industry average of $1.50 20 25
STRATEGIC PROGRAM: EVENT SUPPORT
Several events draw thousands of participants to Bishop each year. BACCVB is proud of our work to support longstanding events and attract new ones. Our staff continues to keep in contact with organizers, offering marketing and planning support.

Event Promotion:
• Events Page on www.bishopvisitor.com/events includes a list view of events and traditional calendar view.
• The events list is continually updated, representing a significant contribution of staff time.

A typical month has 35+ events on the web calendar.
• Paid social and search campaigns drive traffic to the events page. Google ads campaign for events had 5K clicks and 196K impressions.

Event Development & Support: BACCVB hosts and supports a diverse range of events in our community. Some are for locals; some are for visitors and many are for both. BACCVB is lead organizer on some events (Blake Jones, Christmas, Media Reception). For other events, BACCVB provides varying types of support like marketing, volunteers, and equipment.
● Christmas Parade/Tree Lighting
● Railroad Express
● Blake Jones Trout Derby
● Trout Opener Media Reception
● SWCIFF Trout Rodeo
● CHSRA State Finals Rodeo
● VCMC Dual Sport Rally
● Eastern Sierra Pride
● Flash Foxy Climbing Festival
● AAC Fall Highball
● California Hawking Club
● 4th in the Park
● Eastern Sierra Tri-County Fair
● Downtown Markets
● Millpond Music Festival and
More…
New Events: Host staff worked with the Tahoe Trampers, a Lake Tahoe senior hiking group to coordinate a group trip in mid-September. They are expected to bring up to 70 senior hikers to Bishop for hiking, nature appreciation, and local history.

BACVB Executive Director has been working for several years with organizers of the US Highpointers Club for their event in summer 2025 that will draw 200-300 participants. 21 26
STRATEGIC PROGRAM: BISHOP CLIMBING RANGERS
The Climbing Ranger Program, established in the fall of 2019, has been instrumental in addressing overuse and irresponsible recreation in the Bishop area. This initiative is a collaborative effort involving multiple stakeholders, including the Bishop Area Climbers’ Coalition, USFS, BLM, Eastern Sierra Interpretive Association, private foundations, and BACCVB.

Our organization plays a significant role in supporting this program, contributing $13,500 annually. This funding ensures that two full-time Climbing Rangers are on duty during the peak climbing season from November to April.

The Climbing Rangers' efforts include:
● Educational Outreach: Conducted various educational activities, including the distribution of a popular Leave No Trace (LNT) reel, which garnered over 171,000 views. They also hosted a Gym to Crag Trivia Hour in three Los Angeles gyms, engaging with over 200 participants.
● Monitoring and Surveys: Carried out 144 patrols across key climbing areas such as Owens River Gorge, Tablelands, Buttermilk Country, Pine Creek, Druid Stones, and Mezzanine. They engaged with 1,820 climbers and 84 non-climbers, and completed 311 dispersed camping surveys. They also organized 22 Climber Coffees at the PV Pit Campground.
● Community Engagement: Organized and participated in several events, including the No Man’s Land Film Festival, which was a successful fundraiser with over 100 tickets sold, and the Flash Foxy Climbing Festival, where they provided two LNT climbing ethics talks. They also led a Fish Slough Field Trip, collaborated with the LADWP Watershed Program, and participated in a 5th Grade Snow School. ● Stewardship and Awareness: Engaged in five stewardship events, including a Cultural Education Stewardship Day, and conducted Earth Day tabling events on three occasions to promote environmental stewardship.

Overall, the Climbing Ranger Program's multifaceted approach to education, monitoring, and community involvement has made a significant impact on promoting responsible recreation and preserving the recreational assets of the Bishop area. 22 27
STRATEGIC PROGRAM: TRAVEL TRADE SHOWS
Consumer travel and outdoor recreation shows have been a key component of our destination marketing efforts for many years. These events effectively attract new visitors to Bishop and increase awareness of Bishop’s brand. These events allow us to personally connect with 16,000+ travel consumers in several key markets. ● International Sportsmen’s Expo, Sacramento, January 18-21, 2024 ● Bart Hall, Long Beach, January 25-28, 2024
● Travel & Adventure Show, Los Angeles, February 2-3, 2024 ● Bart Hall, Del Mar, February 15-18, 2024
● Pacific Coast Sportfishing Show, OC Fairgrounds, March 7-10, 2024 ● Travel & Adventure Show, Bay Area, March 16-17, 2024
● US Travel Association IPW Conference, Los Angeles, May 3-7, 2024 International Tourism: US Travel Association IPW Conference IPW is a premier event connecting US destinations with domestic and international tour operators, travel agents, and media. International tourists are highly valuable, often spending three times more than domestic travelers and contributing to a longer stay with a lower environmental impact. This aligns with our strategy of attracting high-quality guests.

The IPW event in May 2024 at the Los Angeles Convention Center was notably successful, boasting the largest attendance ever with 5,700 delegates. Bishop’s presence was prominent with representation in two booths on the convention floor and a standout CA Plaza featuring a High Sierra climbing wall.

Key highlights of our participation include:
● High Engagement: We conducted over 90 preset one-on-one meetings with tour operators and travel media from countries including the UK, Netherlands, Germany, India, Vietnam, France, Italy, Spain, Denmark, Romania, Mexico, Canada and the US. ● Effective Promotion: Our dual booth presence and the interactive High Sierra climbing wall attracted significant attention and engagement from attendees.

This strategic involvement at IPW has enhanced our visibility and facilitated valuable connections with international and domestic travel professionals, furthering our goal of attracting high-value visitors.
23 28
STRATEGIC PROGRAM: REGIONAL PROMOTION
Eastern Sierra Tour (EST)
Visit Bishop, in collaboration with Mono County Tourism and Inyo County, has developed an exciting new branded itinerary called the “EST Itinerary.” This itinerary showcases ten "must-see" venues between Death Valley and Yosemite, emphasizing California's extreme features: the lowest, highest, hottest, coldest, driest, and oldest.

Key Features of the EST Itinerary:
● Promotion: The EST Itinerary was prominently featured at IPW in 2023 and 2024, and will be highlighted at the Travel & Adventure Shows in 2025.
● Marketing Materials: To promote the itinerary, new print materials and a distinctive decal with a QR code have been created. Scanning the QR code directs users to a dedicated website.
● Website and Multimedia: The dedicated website includes a professionally produced video and an interactive Storymap, providing an engaging and informative experience for visitors.

The EST Itinerary aims to attract both international and domestic travelers who are eager to explore California's unique and extreme landscapes.

STRATEGIC PROGRAM: TROUT STOCKING
Trout fishing continues to be an important draw for visitors to Bishop. Lodging owners, guests and community leaders have urged us to increase trout stocking to supplement the efforts of California Department of Fish and Wildlife. In winter months, we purchase trout from Wright’s Rainbows for Pleasant Valley Reservoir and the Owens River. In summer, BTID funds are matched, as we partner with Bishop Creek Canyon resort owners to stock extra fish in the lakes & streams. If we’re advertising to attract anglers, we know we better invest in the fish.
● July 3, 2023 - Lake Sabrina. South Lake, Intake II, Bishop Creek ● August 9, 2023 – Lake Sabrina. South Lake, Intake II, Bishop Creek ● September 14, 2023 - Lake Sabrina. South Lake, Intake II, Bishop Creek ● September 29, 2023 - Lake Sabrina. South Lake, Intake II, Bishop Creek ● February 19, 2024 – Pleasant Valley Reservoir and Owens River ● March 20, 2024 - Pleasant Valley Reservoir and Owens River 24 29
STRATEGIC PROGRAM: VISITOR PUBLICATIONS
Print brochures and maps remain an important way to attract new visitors and encourage them to spend more time in our region. We worked with regional partners to create and update several key publications. These guides are distributed at travel shows, area visitor centers and businesses along HWY 395. Digital versions are also available on our website. ● Updated Bishop Visitor Guide
● Hidden History Brochure
● Birding Hotspots Brochure
● Backroads Motor Touring Guide
● Inyo County Treasure Map
● Eastern Sierra Fishing Map
● Eastern Sierra Fall Color Map Guide
● Inyo Co. Warm Water Fishing Map
● E-Z Hikes
● Winter Hiking Trails
STRATEGIC PROGRAM: MAJOR MEDIA ADVERTISING
Some BTID funds have been invested in national and regional major media publications.

Many of the publications are very niche-specific, targeting climbers, OHV users, bird watchers, trail runners, yoga enthusiasts or anglers.

Total distribution reached through the media below is at least 15,000,000. ● Adventure Sports Journal
● CA Road Trips Magazine
● CA Visitors Guide
● CA Climber
● Climbing Magazine
● Daily Independent/Prospector
● Eastern Sierra Fishing Guide
● Fish Taco Chronicles
● Hemispheres
● Living Bird
● Bishop Bouldering Guidebook
● S&S Off Road Magazine
● Scenic 395 Magazine
● Ultra Runner Magazine
● Outside Digital Campaign
● True West Magazine
● Western Outdoor News
● Yosemite Journal
Note: All of the publications offer digital
versions as well as the printed magazines
25 30
2 6
31 LOOKING AHEAD….

CONTINUE SUCCESSFUL PROGRAMS
● Digital Marketing – build on successful social media and digital ad campaigns.
● Consumer Travel and Sport Shows – continue all shows from 2024, add Denver Travel & Adventure Show.
● Bishop Information Guide – the Bishop Visitor Guide magazine has just been updated and reprinted. This publication is a cornerstone of our overall destination marketing program. We will begin charging $5 to mail hard copies and include a $5 discount coupon for the souvenir shop. ● Bishop Airport – continue to push “Fly to Bishop” campaigns, and local promotions for passenger air service.
● Video Projects – continue to build video for social media projects. ● Groups – continue to provide support for existing, new groups and events. ● Eastern Sierra Fishing Map – remake a map that includes waters in Inyo & Mono County, update and reprint.
● Fall Color Map – update and reprint, collaboration with MLT, Inyo County and Mono County.
● Outdoor Advertising – continue to fund permits for Bishop Creek Canyon sign and oval logo sign at Golf Course. Discontinue billboards unless LADWP wishes to fund responsible recreation co-op program.
27 32

EXPAND CAPACITY
NEW WEBSITE: We’ve been working with Hatchback Creative since January to rebuild www.bishopvisitor.com. The new site will be a mobile-first design with modernized features. Set to launch late summer 2024.

NEW BUILDING: The existing building that houses the Bishop Visitor Information Center is insufficient to meet the needs of our guests. A larger, more modern, and structurally sound building is necessary to properly serve visitors. We will work with the City of Bishop, Inyo County and other partners to find a suitable new space.

NEW TEAM MEMBER: The time has come to add a member to our dedicated Visit Bishop Team. We were ready to do this in 2020, but the pandemic placed a hold on the plan. With so many expanding opportunities (Bishop Airport, Small Business Resource Center, new and returning events, CA Jobs First and more), we must expand our capacity to best serve our community.

ALIGNED ADVOCACY/REGIONAL PARTNERSHIPS
We are actively engaged with regional partners including the City of Bishop, County of Inyo, High Sierra Visitors Council, Inyo Associates, LADWP, USFS, BLM, CalTrans, ESIA, CA Dept. of Fish & Wildlife and other stakeholders. We work collaboratively for the betterment of our community.

We will continue to learn from industry experts such as Crowdriff, Simpleview, Datafy, Expedia, TripAdvisor, Visit California, CalTravel, One West Tourism Alliance and Brand USA. They provide good information about domestic and global travel trends, forecasts and best practices that we can apply right here in our own backyard.

International Tourism: US Travel Association IPW Conference The collaboration with High Sierra Visitors Council and Mono County has been working very well and we are hopeful to continue the international promotions at the IPW Conference for 2025 in Chicago and beyond.
28 33
2 9
34 BUDGET APPROACH
● District Management Plan allocates 80% of BTID funds for sales and marketing; 5% for Visitor Services/Enhancements; 10% for administration and 5% for contingency/renewal. *Since the cap for contingency has been reached, that 5% may be allocated to other budget categories (Visitor Service/Enhancement). ● Revenue is conservatively projected.
● BACCVB will continue to seek funding from other sources including the City of Bishop, County of Inyo, business community, and event co-sponsors. ● BACCVB will continue to seek fundraising opportunities. ● County of Inyo and Visit Bishop have formed a partnership to create a unified Destination Marketing and Positive Public Relations Campaign together. Inyo County marketing budget is held separately from the BTID and Bishop Chamber budgets.
● Continue engaging volunteers to minimize staff expenses to enhance projects/events.
● Budget to remain flexible. Will evaluate quarterly and adjust as necessary. 30 35
3 1
36 Agenda Item: 10.A
Date of Meeting: September 23, 2024
Department: Finance
To: City Council
From: Ethan Aukee
Subject: Budget Report for the Month of August 2024
Prepared On: September 17, 2024
Attachments: Budget Report for the Month of August 2024

STAFF REPORT
Recommended Action:

City Council to review the budget report for the month of August 2024.

Approved By:

Approved By:

Approved By:

Approved By:
37 Monthly Budget Report for the
Month of August 2024
38 8/31/2024 11/30/2021
General Fund Revenue
Account # Revenue Actual Budget Percent Received
001­000­31010 Property Taxes Secured ­ 600,000.00 0%
001­000­31020 Property Taxes Unsecured ­ 45,000.00 0%
001­000­31030 Property Taxes Prior Yr. ­ 4,000.00 0%
001­000­31050 Property Tax Homeowners ­ 2,200.00 0%
001­000­31060 Property Tax Misc. ­ 21,000.00 0%
001­000­31065 VLF Swap/Property Tax In Lieu ­ 386,000.00 0% 001­000­31066 Vehicle License Fee In Excess ­ 3,700.00 0% 001­000­31120 Sales Tax ­ 5,084,000.00 0%
001­000­31126 DWP Water Agreement Payment 241,878.00 241,878.00 100% 001­000­31128 Sales Tax 1/2% ­ Public Safety ­ 15,000.00 0% 001­000­31130 Transient Occupancy Tax 83,338.79 3,150,000.00 3% 001­000­31131 TOT Penalties 801.68 ­ 0%
001­000­31132 TOT Prior Year 6,871.43 ­ 0%
001­000­31150 Real Property Transfer 120.45 9,680.00 1% 001­000­32010 Business Licenses 2,252.00 64,300.00 4%
001­000­32015 Short­Term Rentals ­ 2,250.00 0%
001­000­32030 Parking Permits 550.00 5,150.00 11%
001­000­32040 Use Permits 280.00 2,400.00 12%
001­000­32041 Environmental Application Fee ­ 500.00 0% 001­000­32050 Building Permits 27,632.12 120,000.00 23% 001­000­32051 Plan Check Fee 50.00 1,300.00 4%
001­000­32080 Electrical Franchise ­ 35,000.00 0%
001­000­32081 Cell Tower Franchise 3,500.00 42,000.00 8% 001­000­32082 Cannabis Development Fees ­ 150,000.00 0% 001­000­32090 TV Franchise ­ 10,000.00 0%
001­000­33010 Interest On Bank Deposits 104,079.78 250,000.00 42% 001­000­33020 Rental Of Real Property 21,566.97 60,000.00 36% 001­000­33021 Interest ­ GASB 87 ­ 40,000.00 0%
001­000­34040 Reimb. For Highway Sweeping 4,416.66 53,000.00 8% 001­000­34047 Reimbursement From BUSD ­ 80,000.00 0%
001­000­34050 Misc. Rev. Capital Replacement 31,331.00 31,331.00 100% 001­000­34083 Fire Inspection Fees ­ 2,000.00 0%
001­000­34094 Local Response Standby ­ 1,000.00 0%
001­000­34120 Peace Officer S&T ­ 8,300.00 0%
001­000­34121 RAN Reimbursement ­ 15,000.00 0%
001­000­34125 Parking Citations 483.75 6,950.00 7%
001­000­34126 Tow Fees 375.00 3,000.00 13%
001­000­34135 Mandated Costs Reimbursement ­ 43,272.00 0% 001­000­34140 Dispatch Contracts ­ 6,000.00 0%
001­000­35020 Strong Motion Inst. Program 147.92 100.00 148% 001­000­35060 CBSC/Building Permit 56.00 100.00 56%
001­000­36010 Sale Of City Property 1.00 ­ 0%
001­000­36030 Miscellaneous Revenue 4,502.52 11,100.00 41% 001­000­36031 Retiree Medical Copay 1,613.34 2,100.00 77% 001­000­36040 Fingerprinting & Reports 3,491.00 23,500.00 15% 001­000­36042 AB109/Realignment ­ 50,000.00 0%
001­000­36074 Summer Program Tuition 25,780.00 40,000.00 64% 001­000­36078 After School Program 13,344.50 93,000.00 14% 001­000­37010 Special Event Insurance 1,201.00 ­ 0%
001­000­39250 Softball ­ 15,000.00 0%
39 001­000­39251 Soccer 4,200.00 4,000.00 105%
001­000­39255 Volleyball ­ 2,000.00 0%
001­000­39270 Aerobic, Dance, Zumba ­ 500.00 0%
001­000­39275 Facility Rental Fee 445.00 2,000.00 22%
001­000­39280 Youth Program ­ 2,800.00 0%
001­000­39281 Gymnastics 5,370.00 22,000.00 24%
001­000­39290 Pool ­ Public Swim 12,834.00 24,500.00 52% 001­000­39291 Pool ­ Rentals 2,240.00 10,000.00 22%
001­000­39292 Pool ­ Swim Lessons 3,290.00 21,000.00 16% 001­000­39293 Pool ­ Concessions 1,955.00 2,300.00 85%
001­000­39294 Pool ­ Water Fitness 3,637.00 7,200.00 51% 001­000­39297 Youth Athletics ­ 500.00 0%
001­000­39710 Fines & Forefeitures ­ 300.00 0%
001­000­39999 Revenue ­Transfers In ­ 400,000.00 0%
001­000­40002 PROP 68 Green Infrastructure ­ 67,432.15 0% 001­000­40008 Urban Greening Grant ­ 138,920.80 0%
Total Revenue 613,635.91 11,535,563.95 5%
40 8/31/2024 Department Actual Budget Percent Used
001­010­_____ City Council 6,835.35 190,095.00 4%
001­011­_____ Administration 143,070.23 996,272.59 14%
001­012­_____ Finance (10,476.20) 311,185.36 ­3%
001­013­_____ Treasurer 248.95 1,983.00 13%
001­014­_____ Legal (3,845.00) 184,505.00 ­2%
001­015­_____ Insurance 309,463.00 321,132.00 96%
001­016­_____ Building & Grounds 27,030.20 220,373.41 12% 001­017­_____ IT 43,333.56 56,744.00 76%
001­018­_____ Elections 128.66 5,200.00 2%
001­019­_____ Community Promotion ­ 195,000.00 0%
001­020­_____ Police Department 1,507,293.81 5,379,018.65 28% 001­021­_____ Fire Department 89,975.76 831,353.56 11%
001­022­_____ Building 13,162.49 235,885.00 6%
001­023­_____ Street Maintenance 86,174.65 1,600,875.22 5% 001­031­_____ Parks & Rec 226,869.53 2,238,432.38 10%
001­034­_____ Planning 32,987.02 357,350.15 9%
001­035­_____ After School Program 3,538.49 84,840.00 4% 001­037­_____ Pool 73,450.30 302,570.00 24%
001­038­_____ Summer Camps 28,801.75 58,485.00 49%
Total Expenses 2,578,042.55 13,571,300.32 19%
*Credit balances in the actual column are due to the City Cost Plan payments from Enterprise Funds to the General Fund being made in the July 2024 period.

General Fund Expenses
41 8/31/2024 Fund/Account Actual Budget Percent Used
Sewer Fund ­ Revenue
002­000­33010 Interest on Bank Deposits 28,727.13 66,000.00 44% 002­000­33020 Rental of Real Property ­ ­ 0%
002­000­39017 Sewer Miscellaneous 1,459.13 25,000.00 6% 002­000­39020 Sewer Service Collection 238,445.44 1,330,000.00 18% 002­000­39023 Sewer Service Penalties 153.14 1,000.00 15% 002­000­39035 Solar Rebates ­ ­ 0%
002­000­39075 Reimbursement From ESCSD ­ ­ 0%
Total: 268,784.84 1,422,000.00 19%
002­051­_____ Sewer Fund ­ Expenses 593,137.56 1,832,096.48 32% Account # Fund/Account Actual Budget Percent Used
Water Fund ­ Revenue
004­000­33010 Interest On Bank Deposits 26,054.25 63,000.00 41% 004­000­33020 Rental Of Real Property ­ ­ 0%
004­000­39012 Water Service Collection 188,479.57 1,111,000.00 17% 004­000­39013 Water Service Penalties 120.35 800.00 15% 004­000­39017 Water Miscellaneous 220.00 20,000.00 1%
004­000­39019 Backflow Fee ­ ­ 0%
004­000­39035 Solar Rebates ­ ­ 0%
Total: 214,874.17 1,194,800.00 18%
004­050­_____ Water Fund ­ Expenses 361,165.12 1,411,925.70 26% Account # Fund/Account Actual Budget Percent Used
SMHP ­ Revenue
012­000­33010 Interest On Bank Deposits 3,649.20 11,000.00 33% 012­000­39735 Utilities Clearing Account 6,035.00 38,400.00 16% 012­000­39750 Rents ­ Assisted Units 946.00 6,600.00 14% 012­000­39760 Rents ­ Unassisted Units 17,845.00 100,000.00 18% 012­000­39811 Miscellaneous ­ ­
012­000­39812 Gain On Sale ­ ­ 0%
Total: 28,475.20 156,000.00 18%
012­095­_____ SMPH ­ Expenses 65,170.56 133,670.74 49%
* Enterprise Fund actual expenses are high due to City Cost Plan payments, annual worker's comp payments, and annual PERS unfunded liability payments being made in July. * Additionally, for SMHP, annual City utilities were paid in July.

Enterprise Funds
42 8/31/2024 Fund/Account Actual Budget Percent Used
COPS Fund ­ Revenue
033­000­33010 Interest On Bank Deposits 2,386.19 ­ 0%
033­000­39967 COPS/AB 1913 ­ 100,000.00 0%
Total: 2,386.19 100,000.00 2%
033­033­_____ COPS Fund ­ Expenses 21,011.81 207,722.48 10% Account # Fund/Account Actual Budget Percent Used
Gas Tax Fund ­ Revenue
003­000­33010 Interest on Bank Deposits ­ ­ 0%
003­000­39100 Section 2105 2,020.31 23,000.00 9%
003­000­39110 Section 2107­5 1,000.00 1,000.00 100%
003­000­39120 Section 2107 2,723.43 32,000.00 9%
003­000­39130 Section 2106 1,806.73 19,500.00 9%
003­000­39135 Misc/Prop 42 3,648.49 37,000.00 10%
003­000­39137 Traffic Congestion Relief ­ ­ 0%
003­000­39139 SB 1 9,354.08 99,094.00 9%
Total: 20,553.04 211,594.00 10%
003­030­_____ Gas Tax Fund ­ Expenses 29,018.85 385,164.86 8% Special Funds
43 Agenda Item: 10.B
Date of Meeting: September 23, 2024
Department: Finance
To: City Council
From: Ethan Aukee
Subject: Financial Reports for the Month of August 2024 Prepared On: September 17, 2024
Attachments: Bank Reconciliation Report for August 2024 Combined Cash Report for August 2024
Investment Portfolio Report for August 2024
Warrant Register Report for August 2024

STAFF REPORT
Recommended Action:

City Council to review the financial reports for the month of August 2024.

Approved By:

Approved By:

Approved By:

Approved By:
44 shop Bank Reconciliation Report - by Bank NumberCity of Bi Page: 1 Sep 16, 2024 11:26AM
Report Criteria:

Print Outstanding Checks and Deposits and Bank and Book adjustments Eastern Sierra Checking (Eastern Sierra Checking) (1)
August 31, 2024
Account: 99900010110
Bank Account Number: 006107370
Bank Statement Balance: 1,872,459.31 Book Balance Previous Month: 1,961,144.22 Outstanding Deposits: 125,084.24 Total Receipts: 2,204,395.85 Outstanding Checks: 318,741.30 Total Disbursements: 2,485,047.11 Bank Adjustments: 1,690.71 Book Adjustments: .00
Bank Balance: 1,680,492.96 Book Balance: 1,680,492.96
Proof (Bank balance less book balance): .00
Outstanding Deposits Section
Deposit
Number
Deposit
Amount
Deposit
Number
Deposit
Amount
Deposit
Number
Deposit
Amount
Deposit
Number
Deposit
Amount
19 280.00 1034 128.00- 1057 101.00 1108 88.29-
1110 565.46 1132 1,472.00- 1137 370.00- 1145 359.00
1159 64.00- 1205 1,362.00 1213 185.00- 1220 94,158.72
1223 1,340.00 1234 558.40 1245 8,330.36 1246 225.00
1247 16,815.09 1248 225.00 1249 289.00 1250 382.50
1256 2,400.00
Grand Totals:
125,084.24
Deposits cleared: 84 items Deposits Outstanding: 21 items Outstanding Checks Section
Check
Number
Check
Amount
Check
Number
Check
Amount
Check
Number
Check
Amount
Check
Number
Check
Amount
1092 19.83 1639 38.00 1644 38.00 2443 165.48
3849 74.99 4696 1,623.97 4738 250.29 4877 6,920.00
5119 457.64 5546 119.89 6366 313.36 6412 100.00
6693 48.03 6948 668.91 7108 4,602.50 7258 144.96
7412 18.58 7420 18.58 7859 1,076.50 8324 66.50
8752 110.82 9412 203.50 9861 .11 9941 46.25
10539 55.50 10573 46.17 10711 55.50 10755 199.48
10844 132.98 10860 55.50 10958 27.75 10994 75.00
11079 14.30 11130 860.29 11155 55.50 11237 46.17
11246 272.90 11249 729.48 11377 415.57 11379 988.68
11380 822.97 11404 55.50 11422 76.41 11438 326.25
11449 65.00 11461 3,207.01 11464 300.00 11476 46.17
11481 208.71 11485 703.52 11486 766.20 11494 486.05
11506 720.00 11511 5,850.10 11527 26.60 11530 550.00
11531 2,385.00 11534 2,896.25 11536 200.00 11537 6,800.00 11544 3,467.03 11546 481.00 11551 129.29 11552 73.88
11556 595.56 11557 114.51 11559 119.13 11560 443.28
11561 385.66 11562 797.94 11563 239.83 11564 87.27
11567 711.91 11568 73.88 11571 402.41 11572 207.79
11574 128.83 11575 74.81 11576 411.37 11577 145.45
11578 66.50 11579 171.77 11580 841.67 11581 620.35
11582 80.76 11583 2,116.12 11584 720.00 11585 369.23
11586 55.50 11587 5,814.45 11588 361.05 11589 1,840.23
45 shop Bank Reconciliation Report - by Bank NumberCity of Bi Page: 2 Sep 16, 2024 11:26AM
Check
Number
Check
Amount
Check
Number
Check
Amount
Check
Number
Check
Amount
Check
Number
Check
Amount
11590 60,005.11 11591 14,155.37 11592 2,130.56 11593 546.04 11618 877.09 11619 344.95 11620 53,319.00 11621 300.00
11622 405.94 11623 929.00 11624 7,479.92 11625 817.23
11626 63.65 11627 163.10 11628 5,795.76 11629 1,920.00
11630 59.44 11631 302.17 11632 481.26 11633 178.50
11634 615.84 11635 1,673.47 11636 370.00 11637 200.00
11638 1,300.00 11639 65.40 11640 976.94 11641 202.06
11642 18,791.73 75403 8.00 80924201 2,666.42 80924203 33,437.01 82324202 2,906.42 82324204 33,561.65 82324205 1,894.61
Grand Totals:
318,741.30
Checks cleared: 245 items Checks Oustanding: 127 items
Bank Adjustments Section
Description Amount Description Amount
J Scida Wages Incorrectly Paid and Owed 1,690.71
Grand Totals: 1,690.71
Book Adjustments Section
46 CITY OF BISHOP

COMBINED CASH
AUGUST 31, 2024
FOR ADMINISTRATION USE ONLY 17 % OF THE FISCAL YEAR HAS ELAPSED 09/16/2024 03:57PM PAGE: 1

COMBINED CASH ACCOUNTS
999-000-10110 CASH IN BANK 1,675,872.48
999-000-10111 LAIF INVESTMENT 862,907.72
999-000-10112 CASH EASTERN SIERRA BANK .00
999-000-10113 CASH IN COUNTY TREASURY .00
999-000-10115 CASH IN BANK XPRESS BILLPAY 29,210.44
999-000-10116 CALIFORNIA CLASS INVESTMENT 19,469,920.33 999-000-10175 CASH CLEARING UTILITIES 16,188.41
999-000-10176 BUSINESS CASH CLEARING 322.10
TOTAL COMBINED CASH 22,054,421.48
999-000-10100 CASH ALLOCATED TO FUNDS ( 22,054,421.48)
TOTAL UNALLOCATED CASH .00

CASH ALLOCATION RECONCILIATION
1 ALLOCATION TO GENERAL FUND 10,845,548.02
2 ALLOCATION TO SEWER FUND 2,800,640.81
3 ALLOCATION TO GAS TAX 433,778.46
4 ALLOCATION TO WATER FUND 2,548,057.32
5 ALLOCATION TO RFPD 1,041,191.09
6 ALLOCATION TO IMBC FIDUCIARY .00
7 ALLOCATION TO LOCAL TRANSPORTATION FUND 89,758.82
8 ALLOCATION TO BOND AND TRUST FUND 19,747.94
9 ALLOCATION TO TRAFFIC SAFETY 8,141.29
10 ALLOCATION TO TUT MEASURE A 1,630,560.10
11 ALLOCATION TO ASSET FORFEITURE 5,300.63
12 ALLOCATION TO SUNRISE MHP 357,369.49
13 ALLOCATION TO GENERAL FIXED ASSETS .00
15 ALLOCATION TO WATER IMPROVEMENT .00
18 ALLOCATION TO FUND 018 .00
19 ALLOCATION TO STREETS-SIDEWALK IMPROVEMENT 750,000.00 21 ALLOCATION TO CANINE DONATION 8,012.54
22 ALLOCATION TO HEAVY EQUIPMENT REPLACEMENT 300,000.00 23 ALLOCATION TO PROPERTY/HOUSING DEVELOPMENT 93,926.25 24 ALLOCATION TO BAWA 305,106.28
25 ALLOCATION TO WAYFINDING & SIGNAGE PROJECT .00
26 ALLOCATION TO PLHA FUND 79,527.35
29 ALLOCATION TO FUND 029 .00
33 ALLOCATION TO C.O.P.S. 289,240.56
37 ALLOCATION TO HOME FUNDS/WILLOW ST 104,502.76
54 ALLOCATION TO STIP E. LINE ST. BRIDGE REPL. 197,790.29 55 ALLOCATION TO S WARREN ST. IMPROVEMENT .00
57 ALLOCATION TO SEIBU TO SCHL BIKE PATH .00
58 ALLOCATION TO PINE TO PARK/STIP .00
59 ALLOCATION TO WEST JAY STREET .00
60 ALLOCATION TO STIP-SPRUCE/YANEY/HANBY .00
61 ALLOCATION TO E. LINE ST. IMPROVEMENTS .00
62 ALLOCATION TO PLAYGROUND EQUIPMENT PROJECT .00
70 ALLOCATION TO HOME OWNER ASSIST PRGM 128,100.00
71 ALLOCATION TO SILVER PEAK/IMACA .00
72 ALLOCATION TO VALLEY APTS/13 CDBG 8972 18,121.48
47 CITY OF BISHOP

COMBINED CASH
AUGUST 31, 2024
FOR ADMINISTRATION USE ONLY 17 % OF THE FISCAL YEAR HAS ELAPSED 09/16/2024 03:57PM PAGE: 2 TOTAL ALLOCATIONS TO OTHER FUNDS 22,054,421.48
ALLOCATION FROM COMBINED CASH FUND - 999-000-10100 ( 22,054,421.48) ZERO PROOF IF ALLOCATIONS BALANCE .00
48 INVESTMENT PORTFOLIO FOR THE CITY OF BISHOP
MONTH OF AUGUST 2024
Statement Period Account Type Balance Average Monthly Yield August 2024 LAIF $862,907.66 4.579%
August 2024 California CLASS $19,469,920.33 5.408%
Total $20,332,827.99 5.373%
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62 2023-2024
Inyo County Grand Jury
Final Report

CONFIDENTIAL
63 NOTICE TO:

OFFICERS, AGENCIES, DEPARTMENTS

AND GOVERNING BODIES OF PUBLIC

AGENCIES

1. You have been provided a copy of the Grand Jury’s
Final Report two working days prior to its public
release and after its approval by the presiding judge.

You are prohibited from disclosing any contents of the
report prior to the public release of the report. (Penal Code Section 933.05(f)).

2. If you are required to respond to the findings and
recommendations of this report, you are urged to review the provisions of Penal Code Section 933.05
subsections (a), (b) and (c), before submitting your
response.

3. For 45 days after the end of our term, the foreman and designee shall, upon reasonable notice, be available to officers, agencies, departments of governing in this
report, for clarification of the recommendations directed to them. (See Penal Code Section 933 (a)).
64 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
19 Inyo County Grand Jury Report
Fire and Life Safety Inspections

SUMMARY
This report addresses fire safety inspections in schools and other facilities in Inyo County. California Health and Safety Codes (HSC) require annual fire safety inspections in certain classes of buildings (schools, hotels, motels, etc.). The chiefs of our local fire departments are responsible for insuring these inspections are conducted. See Appendix C for the relevant codes.

The current Grand Jury opened an investigation into this issue after doing some basic continuity research pursuant to a 2022 Grand Jury report on the same subject. The fact that school inspections were not being conducted regularly was quickly apparent, and the Grand Jury felt that another investigation was warranted. In this report, the Grand Jury wants to expand our area of inquiry beyond just school inspections and to include the other types of facilities that must be inspected. This report also addresses what options local fire chiefs have to ensure that inspections are conducted in their districts.

BACKGROUND
The 2021-2022 Inyo County Grand Jury published a report about school fire safety inspections. That report found that few inspections were being conducted regularly in Inyo County. The report clarified that the responsibility for conducting inspections lies with the local fire district (either with the chief or someone else to whom the chief delegates that authority). The report also stated that according to the relevant HSC, inspection reports–whether conducted by the local chief, the Office of the State Fire Marshal (OSFM) via CalFire, or anyone else–must be presented to the special district’s board of directors, accepted, and made publicly available.

Inyo County’s fire protection services are provided by 6 special districts: Bishop Rural Fire Protection District (BRFPD), Big Pine Fire Protection District (BPFPD), Independence Fire Protection District (IFPD), Lone Pine Fire Protection District (LPFPD), Olancha Community Service District (OCSD), and Southern Inyo Fire Protection District (SIFPD). Current state regulations establish that the fire departments in these special districts are ultimately responsible for ensuring annual inspections are conducted in all required facilities within their districts. Full-time fire chiefs with the necessary credentials and training may conduct inspections themselves, or they can delegate this responsibility to CalFire or another district fire official. 65 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
20 METHODOLOGY
Members of the Grand Jury conducted interviews with interested parties in person, by phone, and via Zoom. Requests for fire safety inspection reports were made to local fire districts, school districts, and state agencies. The 2021-2022 Grand Jury report was reviewed, together with all responses to that report which were received. The Grand Jury also made a thorough review of pertinent California HSC, state regulations, and information obtained from the California State Fire Marshal’s Office and CalFire.

DISCUSSION
This report intends to clarify the following details related to state-mandated fire safety inspections: 1) What facilities are required to be inspected. 2) Who has the responsibility and authority to conduct inspections. 3) Are inspections currently being conducted in Inyo County. 4) Do the fire districts in Inyo County need to implement new procedures to ensure inspections are conducted. 5) Why is it important that annual inspections are conducted in Inyo County schools and other required facilities.

HSC requires annual inspections for schools and several other residential occupancies.

The State Fire Marshal’s Office has defined the specific facilities that must be inspected as those within three specific occupancy groups: Group E, Group R1, and Group R2. • Group E: Schools and day-care facilities (with more than 6 children who are over 2 ½ years of age)
• Group R1: Hotels, motels, hostels, and other transient congregate living facilities • Group R2: Apartment houses, boarding houses (with more than 16 occupants), other congregate living facilities (with more than 16 occupants), convents, dormitories, fraternities, and sororities
The Grand Jury’s current information indicates that CalFire will perform inspections, upon request from a local fire chief, for all required facilities. CalFire’s current rate is $240/hour, excluding transportation time. CalFire charges the facilities they are inspecting directly (whether that is a school, a motel, or otherwise), so local fire departments are not responsible for charging inspection fees.

Suppose a district fire chief wishes to delegate inspection responsibility to the OSFM (via CalFire). In that case, they must contact them directly (see Appendix B) and provide them with a list of all facilities within their district that must be inspected. After CalFire has conducted inspections, they must provide the district fire chief with a copy of all inspection reports. The chief, in turn, must provide those reports to the district board of directors at their year-end budget meeting. The board is then responsible for making a formal resolution accepting the reports and either posting them on the department’s website or making them available to the public at the fire station. 66 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
21 The Grand Jury made inquiries to discover what inspections have been conducted in Inyo County over the last five years. Our requests for inspection reports were made to the local fire districts, school district superintendents, and CalFire (via a FOIA request). The Grand Jury is proceeding with the assumption that if a written inspection report does not exist, there is no way to verify that an inspection occurred.

The table below provides a simple representation of which inspection reports the Grand Jury obtained for Inyo County schools for 2019-2023. This table may not provide a complete list of every school in each fire protection district. Each fire protection district is responsible for compiling a list of all schools and other applicable buildings that require annual inspections in their district. Olancha CSD is not listed in the table below because it does not presently have any schools within its district boundaries. Please see Appendix A for a comprehensive and detailed table of every inspection report that the Grand Jury obtained.
67 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
22 68
Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
23 Big Pine FPD and Southern Inyo FPD are presently conducting inspections. This Grand Jury report does not provide data on fire safety inspections conducted in 2024.

However, it is important to acknowledge that both Bishop Fire and Independence FPD are now actively contracting with CalFire to conduct fire safety inspections in their districts. The Grand Jury’s intent, in this report, is not to rebuke any of the fire protection districts. Instead, the goal is to provide clear and detailed information that will enable all Inyo County fire protection districts to fully comply with all state regulations regarding fire safety inspections. The importance of preventative fire safety measures cannot be overestimated, especially concerning school children in Inyo County. In addition, fire safety in hotels and motels is vital in a county that relies heavily on revenue from visitors and vacationers. Inyo County's history of compliance with fire safety inspection requirements has been poor to date, but the Grand Jury believes rectifying the situation is possible. We must all acknowledge that inspections are urgently needed to ensure the safety of our school children, residents, and visitors.

While conducting this investigation, the Grand Jury has become aware of recent discussions among county agencies and fire district chiefs regarding the difficulties faced in achieving compliance with state regulations that require annual inspections. The Grand Jury believes that the central problem has been confusion about the specifics of these requirements; that uncertainty has been exacerbated by the fact that most of our small fire district chiefs lack the resources to perform the necessary inspections. Inyo County technically has a County Fire Marshal: the Head of Building & Safety. This, however, is a titular position and does not possess any of the responsibilities of a fire marshal since Inyo County does not have a County Fire Department. It is doubtful that creating a county-level position to conduct countywide inspections is feasible at this time. Additionally, we recognize that our county's responsibility for fire protection services lies with six independent special districts; there is no overarching authority with organizational and management capabilities. For these reasons, the simplest solution to the problem appears to be for each district chief to determine the most effective way to ensure that inspections occur, whether this means doing the inspections themselves– if they have the necessary qualifications and resources–or delegating this responsibility to the OSFM.

The Grand Jury’s objective in conducting this investigation was to determine whether the 2021-2022 Grand Jury report on the same subject had produced the desired results.

We wish to acknowledge that there has been improvement: Big Pine FPD has been contracting with CalFire to conduct inspections for the last two years, and in the Southern Inyo FPD, the fire chief has been conducting inspections since taking office in 2023.
69 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
24 The Grand Jury recognizes that during this investigation, significant progress has occurred: Bishop Fire and Independence FPD are actively taking the necessary steps to comply with HSC requirements. The purpose of this report is to encourage and inform all concerned parties so as to make Inyo County safer for everyone.

FINDINGS
F1. The record of compliance with California HSC’s requirements for annual fire safety inspections in Inyo County has been largely inconsistent over the last five years.

F2. Many of the local fire protection districts in Inyo County lack the necessary resources or qualifications to conduct annual fire safety inspections.

F3. Special District fire chiefs may delegate the responsibility for conducting fire safety inspections to the Office of the State Fire Marshal (via CalFire), another district chief or employee, or a private firm that provides inspection services.

F4. The Boards of Directors of Inyo County’s fire protection districts are not in compliance with Health & Safety Code requirements to accept and make public fire safety inspection reports in their districts.

RECOMMENDATIONS
R1. Each fire department, that is not currently in compliance, reach compliance with the requirements for annual fire safety inspections under sections 13146.2, 13146.3, and 13146.4 of the California Health & Safety Codes no later than December 31, 2024. (F1, F4)
R2. The Board of Directors of each fire department develops a plan that details how their departments will achieve and maintain compliance with fire safety inspection requirements no later than October 31, 2024, that includes the following: (F1, F4) • Determine who will be responsible for conducting fire safety inspections; • Compile and maintain a list of all schools and other facilities in their district which require inspections;
• Determine a procedure for the chief to present inspection reports to the board at their annual budget meeting;
R3. The Board of Directors of each fire department receives all fire safety inspection reports at their annual budget meeting. The Board of Directors makes a formal resolution that includes posting inspection reports on the department website or making them available to the public at the fire station no later than October 31, 2024. (F4)
70 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
25 REQUIRED RESPONSES
Pursuant to Penal Code sections 933 and 933.05, the Grand Jury requests responses from the following governing bodies within 90 days:
• Bishop Rural Fire Protection District’s Board of Directors (R1, R2, R3) • Bishop City Council (R1, R2, R3)
• Big Pine Fire Protection District’s Board of Directors (R1, R2, R3) • Independence Fire Protection District’s Board of Directors (R1, R2, R3) • Lone Pine Fire Protection District’s Board of Directors (R1, R2, R3) • Olancha Community Service District’s Board of Directors (R1, R2, R3) • Southern Inyo Fire Protection District’s Board of Directors (R1, R2, R3)

INVITED RESPONSES
• Bishop RFPD Chief Bret Russell
• Big Pine FPD Chief Damon Carrington
• Independence FPD Chief Joseph Cappello
• Lone Pine FPD Chief Carl Bursell
• Olancha CSD Chief Chelsea Benbrook
• Southern Inyo FPD Chief Phil Worsman
• Lone Pine School Superintendent Edward Campbell
• Death Valley School District Superintendent Jim Copeland • Independence School District Superintendent Rosanne Lampariello • Inyo County Superintendent of Schools Barry Simpson
• Cal Fire Chief Darwin Workman
• Cal Fire Chief Jeffrey Bailey
71 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
26 APPENDIX A

SCHOOLS
Inspection
Date Pass/Fail Details
Reinspection
Date
Bishop Area
Bishop Union HS 8/13/2020
Correction
notice
issued 8/20
Bishop Union HS 6/23/2022
Correction
notice
issued 3 violations noted
Home Street MS 8/27/2020
Passed
with
comments 4 violations noted
Home Street MS 6/21/2022
Correction
notice
issued 2 violations noted
Bishop ES 9/24/2020
Passed
with
comments
Bishop ES 6/15/2022
Correction
notice
issued 6 violations noted
Bishop 7th Day
Adventist Church
School 2/21/2020
Correction
notice
issued
Bishop 7th Day
Adventist Preschool 2/21/2020
Citation
issued 7 violations noted
ICOE Wonder Years
Preschool 8/18/2022 Passed
B. Indian Head Start 3/15/2019 Passed
Little Promises PS
Kliks Family Daycare
72 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
27 Big Pine
BP: ES 2nd-6th Bldg 4/11/2022 Fail 4 Violations
BP: ES 2nd-6th Bldg 8/29/2023 Pass
BP: After School Bldg 4/11/2022 Pass
BP: After School Bldg 8/29/2023 Fail 1 Violation
BP: Library 4/11/2022 Pass
BP: Library 8/29/2023 Pass
BP: Boardroom 4/11/2022 Fail 3 Violations
BP: Library 8/29/2023 Fail 4 Violations
BP: Care Room Bldg 4/11/2022 Pass
BP: Care Room Building 8/29/2023 Pass
BP: Elective Storage 4/11/2022 Fail 1 Violation
BP: K-8 Science
Storage 8/29/2023 Pass
BP: Gym 4/11/2022 Fail 10 Violations
BP: Gym 8/29/2023 Fail 7 Violations
BP: K-1st Grade
Building 4/11/2022 Pass
BP: K-1st Grade
Building 8/29/2023 Pass
BP: Preschool 4/11/2022 Pass
BP: Preschool 8/29/2023 Pass
BP: High School 4/11/2022 Fail 7 Violations
BP: High School 8/29/2023 Fail 5 Violations
BP: RSP 4/11/2022 Pass
BP: RSP 8/29/2023 Pass
Big Pine: Training Room 4/11/2022 Pass
Palisade: English
Classroom 4/11/2022 Fail 1 Violation
73 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
28 Palisade: English
Classroom 8/29/2023 Pass
Palisade: History
Classroom 4/11/2022 Pass
Palisade: History
Classroom 8/29/2023 Pass
Palisade: Math &
Science Classroom 4/11/2022 Pass
Palisade: Math &
Science Classroom 8/29/2023 Pass
Palisade: Office 4/11/2022 Fail 3 Violations
Palisade: Office 8/29/2023 Pass
Palisade: Technology
Building 4/11/2022 Pass
BP: Crew Room 8/29/2023 Pass
Independence
Owens Valley ES
Owens Valley MS
Owens Valley HS
Lone Pine
Lo-Inyo ES 8/16/2019 N/A None noted 10/18/2019
Lo-Inyo ES 10/18/2019 N/A
"Making progress
on past violations." 60 Days
Lone Pine HS 8/23/2019 N/A 2 violations noted 30 Days
Lone Pine HS 10/18/2019 N/A
2 past violations
were corrected. 1
violation requires
reinspection. 30 Days
74 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
29 Death Valley
Death Valley Shoshone
Academy 3/7/23 11 violations noted
Death Valley Shoshone
Academy 11/23 Failed
34+ violations
noted
Priority code for
corrections
noted
Schools in Inyo
County not within a
Fire District's
Boundaries
Round Valley Schools
Cerro Coso Community
College - Bishop
Campus
75 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
30 APPENDIX B
76 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
31 77
Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
32 APPENDIX C

1. HEALTH AND SAFETY CODE - HSC

2. DIVISION 12. FIRES AND FIRE PROTECTION [13000 - 14959] (Division 12 enacted by Stats. 1939, Ch. 60.)

3. PART 2. FIRE PROTECTION [13100 - 13263] (Part 2 enacted by Stats. 1939, Ch. 60. )

4. CHAPTER 1. State Fire Marshal [13100 - 13159.10] (Chapter 1 enacted by Stats. 1939, Ch. 60.)

5. ARTICLE 2. The State Board of Fire Services [13140 - 13147] (Heading of Article 2 amended by Stats. 1973, Ch. 1197.)

6. 13146.

7. (a) The responsibility for enforcement of building standards adopted by the State Fire Marshal and published in the California Building Standards Code relating to fire and panic safety and other regulations of the State Fire Marshal shall be as follows:

8. (1) The city, county, or city and county with jurisdiction in the area affected by the standard or regulation shall delegate the enforcement of the building standards relating to fire and panic safety and other regulations of the State Fire Marshal as they relate to R-3 dwellings, as described in Section 310.5 of Part 2 of the California Building Standards Code, to either of the following:

9. (A) The chief of the fire authority of the city, county, or city and county, or the chief’s authorized representative.

10. (B) The chief building official of the city, county, or city and county, or the official’s authorized representative.

11. (2) The chief of any city, county, or city and county fire department or of any fire protection district, and their authorized representatives, shall enforce within its jurisdiction the building standards and other regulations of the State Fire Marshal, except those described in paragraph (1) or (4).

12. (3) The State Fire Marshal shall have authority to enforce the building standards and other regulations of the State Fire Marshal in areas outside of corporate cities and districts providing fire protection services.

13. (4) The State Fire Marshal shall have authority to enforce the building standards and other regulations of the State Fire Marshal in corporate cities and districts providing fire protection services upon request of the chief fire official or the governing body.

14. (5) The State Fire Marshal shall enforce the building standards and other regulations of the State Fire Marshal on all University of California campuses and properties 78 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
33 administered or occupied by the University of California and on all California State University campuses and properties administered or occupied by the California State University. For each university campus or property, the State Fire Marshal may delegate that responsibility to the person of the State Fire Marshal’s choice who shall be known as the Designated Campus Fire Marshal.

15. (b) A fee may be charged pursuant to the enforcement authority of this section but shall not exceed the estimated reasonable cost of providing the service for which the fee is charged, pursuant to Section 66014 of the Government Code.

16. 13146.1.

17. (a) Notwithstanding Section 13146, the State Fire Marshal, or the State Fire Marshal’s authorized representative, shall inspect every jail or place of detention for persons charged with or convicted of a crime, unless the chief of any city, county, or city and county fire department or fire protection district, or that chief’s authorized representative, indicates in writing to the State Fire Marshal, by June 30 of each applicable year pursuant to subdivision (b), that inspections of jails or places of detention, therein, shall be conducted by the chief, or the chief’s authorized representative, and submits the reports as required in subdivision (c).

18. (b) The inspections shall be made at least once every two years for the purpose of enforcing the regulations adopted by the State Fire Marshal, pursuant to Section 13143, and the minimum standards pertaining to fire and life safety adopted by the Board of State and Community Corrections, pursuant to Section 6030 of the Penal Code.

19. (c) Reports of the inspections shall be submitted to the official in charge of the facility, the local governing body, the State Fire Marshal, and the Board of Corrections within 30 days of the inspections.

20. (d) The State Fire Marshal, or the State Fire Marshal’s authorized representative, who performs an inspection pursuant to subdivision (a) may charge and collect a fee for the inspection from the local government. Any fee collected pursuant to this subdivision shall be in an amount, as determined by the State Fire Marshal, sufficient to pay the costs of that inspection or those related fire and life safety activities

21. 13146.2.

22. (a) Every city, county, or city and county fire department or district providing fire protection services required by Sections 13145 and 13146 to enforce building standards adopted by the State Fire Marshal and other regulations of the State Fire Marshal shall, annually, inspect all structures subject to subdivision (b) of Section 17921, except dwellings, for compliance with building standards and other regulations of the State Fire Marshal.

23. (b) A city, county, or city and county fire department or district providing fire protection services that inspects a structure pursuant to subdivision (a) may charge and collect a fee for the inspection from the owner of the structure in an amount, as determined by the city, 79 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
34 county, or city and county fire department or district providing fire protection services, sufficient to pay the costs of that inspection.

24. (c) A city, county, or city and county fire department or district providing fire protection services that provides related fire and life safety activities for structures subject to subdivision (b) of Section 17921, such as plan review, construction consulting, fire watch, and investigation, may charge and collect a fee from the owner of the structure in an amount, as determined by the city, county, city and county, or district, sufficient to pay the costs of those related fire and life safety activities.

25. (d) The State Fire Marshal, or the State Fire Marshal’s authorized representative, who inspects a structure subject to subdivision (b) of Section 17921, except dwellings, for compliance with building standards and other regulations of the State Fire Marshal, may charge and collect a fee for the inspection from the owner of the structure. The State Fire Marshal may also charge and collect a fee from the owner of the structure for related fire and life safety activities, such as plan review, construction consulting, fire watch, and investigation. Any fee collected pursuant to this subdivision shall be in an amount, as determined by the State Fire Marshal, sufficient to pay the costs of that inspection or those related fire and life safety activities.

26. 13146.3.

27. (a) A city, county, or city and county fire department or district providing fire protection services shall inspect every building used as a public or private school within its jurisdiction, for the purpose of enforcing regulations promulgated pursuant to Section 13143, not less than once each year. The State Fire Marshal and the State Fire Marshal’s authorized representatives shall make these inspections not less than once each year in areas outside of corporate cities and districts providing fire protection services.

28. (b) A city, county, or city and county fire department or district that, or the State Fire Marshal or the State Fire Marshal’s authorized representative who, inspects a structure pursuant to subdivision (a) may charge and collect a fee for the inspection in an amount sufficient to pay the costs of that inspection.

29. 13146.4.

30. (a) Every city or county fire department, city and county fire department, or district required to perform an annual inspection pursuant to Sections 13146.2 and 13146.3 shall report annually to its administering authority on its compliance with Sections 13146.2 and 13146.3.

31. (b) The report made pursuant to subdivision (a) shall occur when the administering authority discusses its annual budget, or at another time determined by the administering authority.

32. (c) The administering authority shall acknowledge receipt of the report made pursuant to subdivision (a) in a resolution or a similar formal document. 80 Inyo County
Inyo County Grand Jury
Post Office Box 401
Independence, CA 93526
35 33. (d) For purposes of this section, “administering authority” means a city council, county board of supervisors, or district board, as the case may be.

34. 13146.5.

35. The provisions of Sections 13145, 13146 and 13146.3 shall, so far as practicable, be carried out at the local level by persons who are regular full-time members of a regularly organized fire department of a city, county, or district providing fire protection services, and shall not be carried out by other persons pursuant to Section 34004 of the Government Code.
81 CITY OF BISHOP
377 West Line Street - Bishop, California 93514
P. O. Box Fax 760-873-4873
1236 - Bishop, California 93515
City Hall 760-873-5863 Administration 760-873-5863
Stephen M. Place
Inyo Superior Court
PO Box 1508
Bishop, CA 93515
Honorable Presiding Judge,
I am writing in response to the Inyo County Civil Grand Jury final report for 2023-2024 fiscal year titled: Fire and Life Safety Inspections. The board has reviewed the findings and the recommendations below are our response.

FINDINGS
F1. The record of compliance with California HSC’s requirements for annual fire safety inspections in Inyo County has been largely inconsistent over the last five years.

F1. RESPONSE: Agreed
F2Many of the local fire protection districts in Inyo County lack the necessary resources or qualifications to conduct annual fire safety inspections.

F2. RESPONSE: Agreed
F3. Special District fire chiefs may delegate the responsibility for conducting fire safety inspections to the Office of the State Fire Marshal (via CalFire), another district chief or employee, or a private firm that provides inspection services.

F3. RESPONSE: Agreed
82 F4. The Boards of Directors of Inyo County’s fire protection districts are not in compliance with Health & Safety Code requirements to accept and make public fire safety inspection reports in their districts.

F4. RESPONSE: Agreed

RECOMMENDATIONS
R1. Each fire department, that is not currently in compliance, reaches compliance with the requirements for annual fire safety inspections under sections 13146.2, 13146.3, and 13146.4 of the California Health & Safety Codes no later than December 31, 2024.

R1. RESPONSE: we are actively complying and should be able to meet the December deadline.

R2. The Board of Directors of each fire department develops a plan that details how their departments will achieve and maintain compliance with fire safety inspection requirements no later than October 31, 2024, that includes the following: (F1, F4) R2. RESPONSE: the Board of Directors is currently developing a plan to achieve and maintain compliance by October 31, 2024.

R3. The Board of Directors of each fire department receives all fire safety inspection reports at their annual budget meeting. The Board of Directors makes a formal resolution that includes posting inspection reports on the department website or making them available to the public at the fire station no later than October 31, 2024 R3. RESPONSE: the Board of Directors will receive reports and are ready to make a formal resolution on all fire safety inspections within our district no later than October 31, 2024.

Sincerely,
Deston Dishion
City Administrator
83 Agenda Item: 10.D
Date of Meeting: September 23, 2024
Department: Public Works
To: City Council
From: Nora Gamino
Subject: Declaration of City-Owned Equipment as Surplus Prepared On: September 12, 2024

STAFF REPORT
Background/History:

The City Public Works Department owns 50% of a sewer camera inspection system that has recently been replaced with a newer unit. City staff recommends declaration of the old camera system as surplus and also recommends subsequent inclusion of the equipment in an independent public auction.

Analysis/Discussion:

If City Council declares the old sewer camera unit as surplus equipment, City staff intend to hold public auction for purchase of the equipment on www.publicsurplus.com. This vendor offers its services free of charge to interested sellers. Additionally, this vendor has been vetted by City staff and City Attorney Pucci has reviewed the framework of the relationship between vendor and prospective sellers.

Economic Impacts:

No significant economic impacts.

Budget Impacts:

If City Council declares this item as surplus, the budget would be affected based on the increased revenue resulting from the subsequent sale of the equipment. Fifty percent of the proceeds of any sale would be allocated to the Sewer Fund, which was used for the initial purchase of the equipment. The other fifty percent would be returned to Eastern Sierra Community Services District as outlined in the joint ownership agreement between the two entities.

Legal Review:

City Attorney Pucci has reviewed this item and finds that the recommended action complies with the law.

Recommended Action:
84 Council consideration to declare the Public Works Department's WECO Industries sewer camera unit (Asset ID #022000-51) as surplus equipment.

Approved By: Ethan Aukee 9/13/2024
Approved By: Robin Picken 9/13/2024
Approved By:

Approved By:
85 City of Bishop
Planning Commission
There will be no Planning Commission Meeting
September 24, 2024
The next regularly scheduled meeting will be
October 29, 2024

Bishop City Council Chambers
301 West Line Street
Bishop, CA 93514
760-873-8458
86 Agenda Item: 11.A
Date of Meeting: September 23, 2024
Department: Public Works
To: City Council
From: Matt Bullis
Subject: Advantages and Disadvantages of the Bishop Paiute Tribe Joining the Bishop Area Wastewater Joint Powers Authority
Prepared On: September 12, 2024
Attachments: Joint Power Authorities with Tribes as Members

STAFF REPORT
Background/History:

The nine purpose statements of the Authority as defined in the BAWA Joint Powers Agreement are as follows:

1. To take all actions necessary to operate, maintain and improve both the existing irrigation system and create a new irrigation system.

2. Acquire and/or lease additional land from the City of Los Angeles DWP to increase acreage in the irrigable discharge area.

3. Design and construct a diversion structure to alleviate capacity concerns,

4. Pursue grant funding and financing options for future projects,

5. Fund storage pond improvements.

6. Construct additional monitoring wells.

7. Incorporate existing Bishop acreage into authority operated discharge area.

8. Collectively interact with regulatory agencies with oversight over both parties; and

9. Study the consolidation of the two wastewater treatment plants.

The following is an excerpt from The Ins and Outs of Joint Powers Authorities in California, by Paula C.P. de Sousa of BBK Law.

The Joint Exercise of Powers Act, as codified in California Government Code section 6500, governs Joint Power Authorities (JPAs). Under the Act, JPAs are restricted to use by public agencies only. However, the term public agencies can include, but is not limited to, federal government, the state and state departments, mutual water companies, public districts and recognized Indian tribes.

The Joint Powers Act allows public officials of two or more agencies who agree to create another legal entity to work on a communal problem and fund a project for a specific activity.

The Act allows member agencies to negotiate their levels of participation, levels of commitment and structure of their own governing board.
87 Analysis/Discussion:

A record search revealed five Joint Power Authorities in California that include Tribes as signatory members of their respective JPA board. Additional information on each JPA is included in the attachments. These five examples range in levels of participation and financial contribution expected from each of the JPA signatories.

Because JPAs are formed for specific activities or projects, they can be uniquely tailored to meet the needs, capacity, and constraints of the partnering agencies. The advantages and disadvantages below have been developed considering the unique circumstances and purpose of BAWA.

Advantages

1. Increased Community Participation
The Tribe, as the Eastern Sierra Community Service District’s (ESCSD) largest customer, is a key member of the community who is not currently represented on BAWA. Board membership allows the Tribe to have a voice in the wastewater planning process and allows them to participate in addressing critical wastewater issues affecting the community. Tribe participation increases community engagement and dialogue, adding civic value to the process. Adding new members expands the collective background knowledge and experience and brings new perspectives to the table.

2. Increases Grant and Funding Opportunities
The JPA was developed to pursue grants to fund future projects. Allowing Tribe participation in the JPA shows the State that BAWA is willing to cooperate on regional problems and include the whole community in the process. The Tribe also has access to other funding sources that are otherwise inaccessible to the City and ESCSD. Including the Tribe in the JPA may result in additional project grant funding for the wastewater treatment plant expansion. The State has a very favorable view of the inclusion of Tribes in projects as they look for increased community participation when issuing grants.

Additionally, to qualify for many funding opportunities, the communities served by the project must be considered disadvantaged (DAC) with a median household income (MHI) of less than 80% of the statewide or federal MHI, depending on funding source. Currently, the Tribe and the City qualify as DAC, however the District does not. Combining efforts and adding the Tribe, City, and District together in one application reduces the overall MHI group score and allows BAWA to qualify as a DAC.

3. Adding one seat creates a majority vote.

If the Tribe were granted a single seat on the board, it would allow for an odd number of votes making tied votes less of a potential issue. Currently the Board consists of four voting members, two from each agency. Having an even number of members does not allow for a tie-breaker vote. Adding one additional board member allows for a majority vote, breaking tie votes.

Disadvantages

1. Adding new members changes the current Board makeup.

The JPA was formed between the city and the ESCSD to share capital resources and to work together to build a new Wastewater Treatment Plant. Adding a new member to the JPA would 88 require adjustments to the current working arrangement to ensure that the new members feel accepted and included in the decision-making process.

2. Adding two seats does not create a majority vote.

If the Tribe were granted two seats on the board, there would be six total voting board members. Currently the Board consists of four voting members, two from each agency.

Having an even number of members does not allow for a tie-breaker vote.

Economic Impacts:

None at this time.

Budget Impacts:

None at this time.

Legal Review:

City Attorney Pucci has reviewed this item and finds that the recommended action complies with the law.

Recommended Action:

Council consideration to recommend adding the Bishop Paiute Tribe as a signatory member of the Bishop Area Wastewater Joint Powers Authority.

Approved By: Ethan Aukee 9/18/2024
Approved By: Robin Picken 9/18/2024
Approved By: Deston Dishion 9/19/2024
Approved By:
89

Joint Power Authorities with Tribes as Members
Del Norte County Regional Airport Authority (BCRAA)
The JPA has six member agencies: four local governments and two federally recognized Tribes. The purpose of this JPA is to manage and operate the Del Norte County Regional Airport. The members include: the County of Del Norte, City of Cresent City, Elk Valley Rancheria, the Tolowa Dee-in’ Nation, Curry County (OR) and City of Brookings (OR).

Salton Sea Authority
The JPA has six member agencies: five local governments and one Tribe member. The Board consists of eleven voting members. The JPA overseas activities related to the restoration of the Salton Sea.

The board consists of the Torres Martinez Desert Cahuilla Indians, Imperial Irrigation District, Imperial County, Riverside County, and the Coachella Valley Water District (two voting members each) and the California Natural Resources Agency (One Voting member).

Tulare County Regional Transit Agency
The JPA has seven members: six local governments and one tribe member. The JPA provides transit service oversight to its members in Tulare County.

The board consists of the Cities of Dinuba, Exeter, Farmersville, Lindsay, Woodlake, the County of Tulare, and the Tula River Tribe.

Redwood Coast Energy Authority
The JPA has nine members: eight local governments and one Tribe. The JPA was formed to develop affordable energy resources for its members.

The JPA includes the County of Humbolt, Cities of Arcata, Blue Lake, Eureka, Fortune, Rio Dell, Trinidad, Humbolt Bay Municipal Water District, and the Yurok tribe.

Heartland Fire Training Authority
The JPA has two members: the Viejas Band of Kumeyaay Indians and the Heartland Fire Training Authority which manages the Heartland Fire Training Facility in El Cajon. 90 Agenda Item: 11.B
Date of Meeting: September 23, 2024
Department: Public Works
To: City Council
From: Nora Gamino
Subject: Full Preliminary Engineering Report for 2022 Disaster Water Grant Application
Prepared On: September 19, 2024
Attachments: Task Order 2_Bishop USDA PER

STAFF REPORT
Background/History:

USDA Rural Development (RD) has a program to help eligible communities handle expenses related to the calendar year 2022 Presidentially declared disasters that damaged water and wastewater systems in rural communities. The storm events that occurred in December 2022 had major impacts to our wastewater systems due to severe inflow and infiltration experienced resulting from the elevated groundwater table. The funds from this program “can be used to develop water infrastructure system capacity and resiliency to reduce or eliminate long term risks from hazards resulting” (USDA RD website) from these storm events.

Analysis/Discussion:

Previously, a task order for $37,000 was issued to Lumos & Associates to prepare a simplified PER to apply for these disaster funds. The simplified PER will only apply to replacement in kind of existing sewer infrastructure. To seek funding for resilience replacements in the system, a full PER must be completed. A full PER analyzes alternatives to replacement and does further analysis on upgrades and changes in existing design. Specific areas identified for resiliency replacement, versus replacement in kind are the siphon at the park where the line goes under Bishop Creek, the sewer trunk line between Johnston Drive and the wastewater treatment plant, and a realignment of a collection line out of private property and into the shoulder of an existing public road.

The simplified PER will be completed with an application submitted to USDA RD in the next 8 weeks for the replacement in-kind, or lining, of identified sewer lines and manholes. It will take an additional 8 weeks to complete the full PER and apply for additional resiliency funds. If the resiliency work is not funded through this program, there are other USDA RD and State programs that can be applied for. All of these other funding programs require a full PER as part of the application process.

Economic Impacts:
91 There are no significant economic impacts.

Budget Impacts:

This item is not currently included in the 2024-2025 Fiscal Year Budget, and a budget adjustment to the Sewer Fund for professional and technical services (line item 002-051- 52015) in the amount of $70,000 is proposed to cover this cost. If the grant funds are received, the cost of the PER and application preparation is eligible for reimbursement.

Legal Review:

City Attorney Pucci has reviewed this item and finds that the recommended action complies with the law.

Recommended Action:

Council consideration to approve the Public Works Director to sign a Task Order with Lumos and Associates for the preparation of a full Preliminary Engineering Report for a grant application with USDA RD in the not-to-exceed amount of $70,000 and a budget adjustment to the sewer fund as proposed.

Approved By: Ethan Aukee 9/19/2024
Approved By: Robin Picken 9/19/2024
Approved By: Deston Dishion 9/19/2024
Approved By:
92 CITY OF BISHOP
377 West Line Street - Bishop, California 93514
P. O. Box 1236 - Bishop, California 93515
City Hall 760-873-5863 Public Works 760-873-8458
Fax 760-873-4873
Lumos & Associates Task Order #2
USDA Full PER for Disaster 22 Funds Page 1 of 5
Lumos & Associates Task Order #2
for As Needed, On-Call Engineering and Surveying Services Date: September 17, 2024
Consultant: Lumos & Associates
Contract No: Lumos TO# 2
Project Title: City of Bishop USDA Full PER for Disaster 22 Funds Not to Exceed Fee: $70,000
A. PROJECT DESCRIPTION AND BACKGROUND INFORMATION
The City of Bishop (the City) serves the town of Bishop with wastewater collection, treatment, and disposal. The City’s service area is in the Owens Valley, which is located in the Eastern Sierras of California. Unprecedented levels of snowfall in December 2022 in both the valley and the mountains, in addition to the melting of the extraordinary Sierra snowpack in 2023, resulted in abnormally high groundwater levels in the areas of the City’s wastewater collection system. High groundwater has submerged portions of the City’s collection system, which has caused excessive infiltration and inflow into the collection lines. This excessive amount of water has significantly increase flow to the City’s wastewater treatment plant (WWTP). Given the significantly increased flow into the City’s WWTP and effluent disposal areas, there is a potential for an emergency situation to occur if the Bishop area experiences near normal precipitation in the future.

To avert a potential emergency, the City has identified areas where their collection lines may be submerged, as well as to quantify the amount of infiltration and inflow in those areas. Lumos & Associates recommends that the City of Bishop complete a Full PER to provide a detailed alternatives analysis for the following areas in order to help the City become eligible for the Calendar Year 2022 Disaster Water Grants Program:
• The 6” sanitary sewer main (including manholes) within private property boundaries near Maple St and Fair Rd, and Sierra St between manholes MA1 and MA3
• The 10” sanitary sewer main (including manholes and the existing siphon) spanning across the South Fork of Bishop Creek in the Bishop City Park. This area includes any pipe within 50 ft of Bishop Creek.
• Approximately 1,635 LF of 21” sanitary sewer main (including manholes) of trunk line into the WWTP between Johnston Dr and Sewer Plant Rd 93 Lumos & Associates Task Order #2
USDA Full PER for Disaster 22 Funds Page 2 of 5
B. SCOPE OF SERVICES
Lumos anticipates the following scope of work:

Task 1 –Preliminary Engineering Report
Lumos & Associates will prepare a Simplified PER in conformance with the US Department of Agriculture Rural Utility Service (USDA-RUS) Bulletin 1780-2 (Guidance on Preliminary Engineering Reports) under the Calendar Year 2022 Disaster Water Grants Program. Based on these guidance documents, the following topics will be addressed in the PER:
• Section 1: Project Planning
a) Location
b) Environmental Resources Present
c) Population Trends
d) Community Engagement
• Section 2: Existing Facilities
a) Location Map
b) History
c) Condition of Existing Facilities
d) Financial Status of any Existing Facilities
e) Water/Energy/Waste Audits
• Section 3: Need for Project
a) Health, Sanitation, and Security
b) Aging Infrastructure
c) Reasonable Growth
• Section 4: Alternatives Considered (as outlined by the scope stated above) a) Description
b) Design Criteria
c) Maps
d) Environmental Impacts
e) Land Requirements
f) Potential Construction Problems
g) Sustainability Considerations
1) Water & Energy Efficiency
2) Green Infrastructure
3) Other
h) Cost Estimates
• Section 5: Selection of an Alternative
a) Life Cycle Cost Analysis
b) Non-Monetary Factors and Benefit Cost Analysis
94 Lumos & Associates Task Order #2
USDA Full PER for Disaster 22 Funds Page 3 of 5
• Section 6: Proposed Project(s) (Recommended Alternative) a) Preliminary (5%) Project Design
b) Project Schedule – from design through commissioning c) Project Delivery Approach – Design Bid Build, Progressive Design Build d) Permit Requirements – effluent constituents and limits e) Sustainability Considerations
1) Water and Energy Efficiency
2) Green Infrastructure
3) Other
f) Total Project Cost Estimate
g) Annual Operating Budget
1) Income
2) Annual O&M Costs
3) Debt Repayments
4) Reserves
5) Funding options
• Section 7: Conclusions and Recommendations
Task 2 – USDA Coordination and Funding Application Assistance Lumos & Associates will attend coordination meetings with regulatory agencies, including the USDA. Attendance at City of Bishop Board Meetings is not anticipated or included in this task.

In addition to meetings, Lumos & Associates will assist with the funding application process through the USDA’s website for submittal of the Simplified PER. Since the actual number of meetings required for this project and the amount of funding application assistance required cannot be determined at this time, we propose completing this task on a time and materials basis with an estimated task budget of $3,500. We will not exceed this amount without prior written authorization from the City of Bishop.

C. ASSUMPTIONS AND PROVIDED DOCUMENTS
Lumos has made the following assumptions in preparation of this proposal:
• Full grant/funding applications, beyond the T&M application assistance in Task 2, are not included in this proposal but may be included under an amended scope of work.
• No permitting assistance is included in this proposal. • Lumos will not be assisting in, nor providing camera work or a flow study of the City’s collection system.
• The City’s O&M staff will furnish actionable data for collection system problem areas
95 Lumos & Associates Task Order #2
USDA Full PER for Disaster 22 Funds Page 4 of 5
• The environmental scan for the scope of this PER will be limited to the environmental resources present, as outlined by Bulletin 1780-2. Any separate environmental documents that may be required, including but not limited to an Environmental Assessment, are not part of this scope.
• 5+ years of influent flow data to the City’s WWTP and nearby groundwater monitoring well data will be provided
D. PROPOSED PROJECT SCHDULE
It is anticipated that Lumos can complete the proposed Simplified PER according to the following schedule once the requested data has been received from the City:

Deliverable
Weeks from receipt of all
data
Draft Preliminary Engineering Report 16
Final Preliminary Engineering Report* 20
*Assuming review comments from the City of Bishop are received within 2 weeks of completion of the draft PER.

E. FEES
The tasks described in the Scope of Work will be completed for the following fees. Tasks 1 and 2 will be time and materials with a total not to exceed amount of $70,000.

Task Fee
Task 1 Preliminary Engineering Report T&M (Estimated) $66,500 Task 2 USDA Coordination and Funding Application
Assistance T&M (Estimated) $3,500
Total: $70,000
Description
F. CONTACT PERSON
City of Bishop Consultant
Nora Gamino Tim Russell
Director of Public Works Engineering Director
760-873-8458 775-883-7077
[email protected] [email protected]
IN WITNESS WHEREOF, this Task Order has been executed under the provisions of the As Needed, On-Call Civil Engineering Service Agreement between the City of Bishop and Lumos & Associates that was executed on July 1, 2023. By the signatures below, the parties hereto agree that all terms and conditions of this Task Order and previously agreed upon On-Call Service Agreement shall be in full force and effect. 96 Lumos & Associates Task Order #2
USDA Full PER for Disaster 22 Funds Page 5 of 5
________________________________
Nora Gamino
Public Works Director
City of Bishop
________________________________
Tim Russell
Engineering Director
Lumos & Associates
______________
Date
______________
Date
97 Agenda Item: 11.C
Date of Meeting: September 23, 2024
Department: Planning
To: City Council
From: Ana Budnyk
Subject: Downtown Guidelines - Façade and Materials Color Discussion Prepared On: September 19, 2024
Attachments: Downtown Guidelines - Façade and Materials Color

STAFF REPORT
Background/History:

Council requested to hold a discussion with the staff on Façade and Materials Color.

Analysis/Discussion:

Staff prepared a presentation that includes the overview of the current guidelines, common challenges, and proposed ways to address the challenges.

Recommended Action:

Council to hold a discussion and provide direction to staff.

Approved By: Deston Dishion 9/19/2024
Approved By:

Approved By:

Approved By:
98 DOWNTOWN

GUIDELINES
Facade & Materials Color
99 Building Design and Character Guidelines for Downtown Bishop Purpose: Provide recommendations and best practices for achieving the desired aesthetic, character, and quality in the built environment.

Flexibility: Guidelines are advisory and offer flexibility, creativity, and interpretation as long as the overall intent is met. Projects are encouraged to follow these recommendations, but strict compliance is not mandatory.

Review Process: staff or planning commission to assess whether the proposed design aligns with the City’s vision.

Re: Bishop Downtown Specific Plan
100
Building Design and Character Guidelines for
Downtown Bishop
Provide recommendations on:
• Transparency, Windows, Entrances
• Building Orientation, Form, Mass, Scale
• Awnings, Canopies, Façade Lighting
• Architectural Style
• Façade & Materials Color
• Signage
Re: Bishop Downtown Specific Plan
101
Façade & Materials Color
The number of materials, colors, and combinations is unlimited, and the appropriateness of any given material, color, or combination for a particular building depends on a number of factors including architectural style and details, building material, building size, and building context. A visually balanced composition of materials and color is encouraged. • Consider exterior colors that complement the architectural style or theme of a building.
• Vary color to provide architectural interest; at least one accent color is required, do not exceed what is required for contrast and accent of architectural features.

Re: Bishop Downtown Specific Plan
102
Façade & Materials Color
• Colors should be durable and weather-resistant; stain and flat paints are encouraged.
• Natural materials outside of the color palettes are permitted but should be comparable in color.
• Where appropriate, building colors should reflect the basic colors of the architectural style of the building; color palettes based on historical research are encouraged.

Re: Bishop Downtown Specific Plan
103
3 Color Palettes Included in Downtown Guidelines
Reflective of Bishop’s Natural and Built Environment
Sunset +Sage Sand +Stone Warm + Bright
Re: Bishop Downtown Specific Plan
104
Re: Bishop Downtown Specific Plan
Color Palettes
Examples
Sunset + Sage
105
Color Palettes
Examples
Sand +Stone
Re: Bishop Downtown Specific Plan
106
Color Palettes
Examples
Warm + Bright
107
Common Challenges with Adherence to the Guidelines

1. Lack of Public Awareness of Guidelines
Often, facades are painted before city staff can provide recommendations on appropriate colors that reflect the architectural style, leading to non-compliance.

2. Lack of Specificity in Suggested Material Color Guidelines The guidelines lack clarity on the distinction between accent and main colors. For example, the instruction "at least one accent color is required" does not specify limits on the number of colors that can be used or what accent colors are. This can result in buildings using too many colors or dark and bright (highly saturated) colors being applied as primary, which can disrupt the intended design aesthetic.

3. Challenges in Enforcement
A lack of consultation with city staff before painting can lead to inappropriate color choices that don't reflect the architectural style or disrupt the continuity of the streetscape.

Additionally, colors that were originally approved can be applied as darker or brighter, and staff recommendations are sometimes not fully considered, making enforcement difficult. 108
Ways to Address the Challenges

1. Initiate an Educational Campaign to Raise Awareness of the Guidelines • Send Informative Letters: Direct communication to property owners and businesses explaining the current guidelines and their importance. • Create Pamphlets: Distribute informational brochures at local paint stores, providing a quick reference to approved color schemes and design elements. • Post Newspaper Notices: Publish regular updates in local newspapers to keep the public informed about the design guidelines and any updates or enforcement efforts. • Develop Clear Examples: Create visual guides that showcase recommended and nonrecommended façade treatments, helping property owners understand what works best within the city's architectural context.
109
Ways to Address the Challenges

2. Modify Guidelines to Offer More Detailed Color and Material Guidelines • Restrict Intensely Saturated or Fluorescent Colors: Prohibit the use of highly saturated or fluorescent colors as primary materials and allow them as accent elements. • Limit Accent Colors to Avoid Visual Clutter : Emphasize the careful selection of materials and colors to avoid using too many that could lead to visual clutter. Recommend using only one or two accent colors in addition to a base color, with all colors approved on a case-by-case basis by the City to ensure aesthetic harmony.
• Ensure Compatibility with Surroundings: Require that materials and finishes be compatible in quality, color, texture, and finish with neighboring properties to maintain continuity. • Optional for Discussion: Restrict Corporate Branding: Encourage designs where corporate branding is secondary, as branded buildings are harder to repurpose if vacated by the primary tenant.
110
Ways to Address the Challenges

3. Modify Guidelines to Require Planning Approval
Action: Following the completion of the educational campaign, require property owners to submit color applications to City staff for review and approval on a case-by-case basis.

Challenges: Lack of enforcement could arise if property owners neglect to submit applications.

4. Require Paint Permits and Codify in Municipal Code
Action: Implement a requirement for paint permits, making it necessary for property owners to obtain approval before making any changes to building colors. This should be codified in the Municipal Code.

Challenges: This could introduce additional work with managing permits for both the City and property owners and managing cases where buildings may need to be repainted if the color does not align with approved guidelines.
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Eastern Sierra Council of Governments (ESCOG)
Joint Powers Authority Agenda

STAFF REPORT
To: ESCOG Joint Powers Authority
From: Elaine Kabala, ESCOG Executive Director
Subject: Consider Support for Application for the U.S. Department of Transportation Reconnecting Communities and Adopt a Resolution of the Board of Directors of the Eastern Sierra Council of Governments Authorizing the Executive Director to Submit an Application for the U.S. Department of Transportation Reconnecting Communities Grant Meeting date: August 28, 2024
Prepared on: August 22, 2024
Attachments: A) A Resolution of the Board of Directors of the Eastern Sierra Council of Governments Authorizing the Executive Director to Submit an Application for the U.S. Department of Transportation Reconnecting Communities Grant
______________________________________________________________________ BACKGROUND/HISTORY:

Caltrans District 9 has approached ESCOG to serve a regional partner to prepare an application for the U.S. Department of Transportation Reconnecting Communities funding opportunity, which is the federal counterpart to the grant prepared last year under the Caltrans Highways-to-Boulevards program. The proposed scope would be reduced to reflect the investment Caltrans has made to advance the scope developed in the 2023 Highways-to-Boulevards submission to develop a Project Initiation Document (PID) funded for the 395 corridor to plan for infrastructure improvements over the next two years. The Caltrans PID would focus on the infrastructure improvement core to Caltrans mandates, but would be enhanced and complemented by federal funding to expand community visioning and develop of design and engineering for placemaking elements.

The goal intent of the application would be to expand community engagement in developing a vision Eastern Sierra corridor to complement the funded PID beyond core Caltrans infrastructure improvements and get community plans shovel-ready for implementation. The application would be reduced by not include scope for environmental review or construction. The application is due on September 30th, 2024 and represents the last opportunity to apply under this funding program. 112
Description of Proposed Project Scope:

The scope is broadly proposed as the following:

Phase 1: Consolidate already completed plans into a single corridor plan. Staff has been working with Caltrans and regional partners to develop a library of existing planning documents and previous visioning efforts.
• Confirm public support for the concepts proposed in past planning efforts. The ESCOG and its consultants will work with partner agencies to confirm the adopted plans are still relevant and desirable.
• Identify planning gaps for achieving the broader corridor vision. Several communities do not have plans in place documenting the communities’ concerns regarding Highway 395 and a vision to mitigate those concerns in their central business district. These communities include Independence, Big Pine, and some Tribal communities.
• Identify common themes for incremental project implementation. Analysis of existing plans has identified similar traffic calming solutions identified in each community, including standardized gateway signage for each community with a consistent Eastern Sierra branding, consistent speeds coming into communities, enhanced crosswalk visibility, streetscaping, and street trees.

Phase 2: Conduct planning studies for identified gaps. Several communities do not have individual downtown community or specific plans in place documenting the community’s vision. The ESCOG and its consultants will work with partner agencies to develop a vision specific to the scope of this funding opportunity to address Main Street enhancements.

This phase can also be leveraged to implement identified next steps from other planning efforts if desired by the community in Phase 1 without committing to full design and engineering. For instance, the Bishop Area Access and Circulation Feasibility Study includes recommendations for an alternative truck route and improved City circulation which can be advanced by determining community support for a preferred alignment and conducting initial feasibility studies.

The phase would also include alignment with the Caltrans PID in development.

Phase 3: Prepare design / engineering for projects identified for near-term and long-term implementation. This phase will be informed by the Community Readiness Phase and Phase 1 to determine the status of existing planning projects and development of an implementation plan including budget requirements, required maintenance agreements between Caltrans and local jurisdictions, an implementation schedule aligning with Caltrans PID development schedules.

If ESCOG and D9 are awarded U.S. Department of Transportation funding, the moneys would be used to hire supplement ESCOG capacity with a dedicated project manager, and contracting consultants to refine and advance select ideas previously explored and identified in the many planning studies and bring them to a “shovel-ready” status. The scope of the project will be developed in partnership with member agency planning and LTC staff.

Partner Agency Support and Concerns:

ESCOG has received preliminary support to submit the application from all jurisdictions and will continue to work with them to define the scope of work. Subsequent Resolutions of Authority will be required from Member Agencies to receive funding.
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ALTERNATIVES:

Do not attempt to apply for the grant.

If the ESCOG Board provides direction to apply for the grant, staff will work with Caltrans staff and member agency partners to prepare an application. Submittal and receipt of funds will require an authorizing resolution from the ESCOG Board, as well as each Member Agency.

BUDGET IMPACTS:

No budget impacts are associated with the preparation of the grant application. Caltrans has generously provided staff to assist with writing and coordinating the application.

Staff is estimating a grant budget of approximately $1.5 million. The project will require a 20% match.

The local matching share may consist partially or entirely of in-kind contributions, as well as contributions from the private sector and/or philanthropic organizations. Matching funds can include cost-share, such as the unexpended portion of the Caltrans PID (approximately $150,000). In limited circumstances, DOT may establish “pre-award” authority for recipients. If approved by DOT, preaward authority permits DOT, after a grant agreement is executed, to pay for or count toward cost sharing or matching funds specific, identified costs that were incurred before that grant agreement was executed.

LEGAL REVIEW:

ESCOG Counsel Grace Chuchla has reviewed this item and found that it complies with the law.

RECOMMENDATION:

Staff requests the Board adopt a Resolution of the Board of Directors of the Eastern Sierra Council of Governments Authorizing the Executive Director to Submit an Application for the U.S. Department of Transportation Reconnecting Communities Grant. 114

CITY OF BISHOP
377 West Line Street – Bishop, CA 93514
P.O. Box 1236 – Bishop, CA 93515
City Hall (760) 873-5863 – Fax (760) 873-4873
September 23, 2024
Dear Reconnecting Communities Grant Selection Committee, For over half a century, U.S. Highway 395 in Mono and Inyo Counties has prioritized moving goods and tourism traffic quickly through the Eastern Sierra. While serving as Main Street for many small towns, its four-lane design has compromised pedestrian safety, alternative transportation, and overall livability. Decades of widening projects have bifurcated Eastern Sierra tribal communities and towns from Bridgeport to Lone Pine, leaving cyclists and pedestrians without dedicated spaces. Community-centered streets have become vehicle-centric corridors, leading to hazardous pedestrian school crossings, higher traffic speeds, increased collisions, noise, and pollution. These changes have reduced the livability of our towns, making properties along U.S. 395 undesirable for commerce and residential use.

Our communities seek to reclaim these spaces by transforming our Main Streets from mere thoroughfares back into thriving community hubs by creating vibrant multimodal streetscapes that invite residents and visitors to linger, shop, and connect. These changes will promote healthier lifestyles, encourage local businesses and mixed-use development, and foster a sense of place that reflects the unique character and history of each town.

For these reasons and more, the City of Bishop supports the Eastern Sierra Council of Governments (ESCOG) in its application for a U.S. Department of Transportation Reconnecting Communities Grant. Our city and communities have borne the brunt of these widening projects, experiencing the negative impacts firsthand. We seek this opportunity to advance our vision for a safer, more vibrant downtown.

This is a catalytic opportunity for our region, and we are excited to work with ESCOG and our communities to envision and design solutions that address our concerns. As a partner, the City of Bishop is committed and fully prepared to offer support through our staff resources, project engagement, providing meeting space, and other resources as they become available throughout the duration of the project if awarded. We believe this grant will help the Eastern Sierra US 395 communities transform into safe, beautiful neighborhoods with vibrant, prosperous downtowns.

Sincerely,
Jose Garcia
Mayor
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RESOLUTION NO. 2024-____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BISHOP,

STATE OF CALIFORNIA, AUTHORIZING THE EASTERN SIERRA

COUNCIL OF GOVERNMENTS TO SUBMIT AN APPLICATION FOR
THE U.S DEPARTMENT OF TRANSPORTATION RECONNECTING

COMMUNITIES PILOT PROGRAM
WHEREAS, on January 7, 2020, the Eastern Sierra Council of Governments convened as an established Joint Powers Authority as ratified by the votes of the governing bodies of its individual Member Agencies, understanding that it is necessary and desirable for the Eastern Sierra Council of Governments as a Joint Powers Authority to speak and to function on behalf of the region and to collectively identify and deliver opportunities to benefit the interests of Member Agencies’ constituents; and WHEREAS the Member Agencies agreed that the creation of a regional Joint Powers Authority that functions as a separate and discreet legal entity from individual Member Agencies would enable the Eastern Sierra Council of Governments to maximize and take advantage of opportunities for the region; and
WHEREAS, the Eastern Sierra Council of Governments Joint Powers Authority was organized to identify and apply for funding resources and receive funding for the planning and implementation of programs of regional impact or significance, and to implement such programs upon approval of the governing bodies of each Member Agency; and
WHEREAS, the Eastern Sierra Council of Governments is an eligible applicant for the U.S Department of Transportation Reconnecting Communities Pilot Program funding opportunity; and
WHEREAS, the U.S Department of Transportation Reconnecting Communities Pilot Program would have inter-jurisdictional benefits in Inyo and Mono Counties, which would enhance regional collaboration, advance the vitality of Eastern Sierra communities, and reinforce the regional identity of the iconic Eastern Sierra; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Bishop that the Eastern Sierra Council of Governments is authorized to submit a U.S Department of Transportation Reconnecting Communities Pilot Program on behalf of the Eastern Sierra.

PASSED, APPROVED AND ADOPTED this 23rd day of September 2024. _______________________________________
Jose Garcia, Mayor
ATTEST: __________________________
Robin Picken, City Clerk
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