CITY OF BISHOP
CITY COUNCIL SPECIAL MEETING AGENDA
City Council Chambers - 301 West Line Street - Bishop, California THURSDAY, MAY 8, 2025 - 8:00 AM
1. CALL TO ORDER - 8:00 a.m. Thursday, May 8, 2025
2. ROLL CALL
3. PUBLIC COMMENT PRIOR TO CLOSED SESSION
NOTICE TO THE PUBLIC: Please be advised this meeting is accessible to the public in person. In compliance with the Americans with Disabilities Act of 1990, if you need special assistance to participate in this meeting, please contact the City Clerk at 760- 873-5863 Extension 124. Notification at least 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. [28 CFR 35.102.35.104 ADA Title II].
The public is encouraged to participate or observe this meeting by:
1. Attending this meeting in person at the City of Bishop City Council Chambers located at 301 West Line Street in Bishop, California.
Public comments may be made:
1. In person: Members of the public desiring to speak on a matter appearing on the agenda should ask the Mayor for the opportunity to be heard when the item comes up for Council consideration (or complete a speaker card prior to the meeting). Comments for all agenda items are limited to a speaking time of three minutes unless modified by the Mayor.
2. In writing: Go to http://bishop-ca.granicus.com/ViewPublisher.php?view_id=8 to submit an "eComment" for the corresponding meeting. Please note that eComment submissions closes at 3:00 p.m. on Wednesday, May 7, 2025. You may also hand deliver public comments to the City drop/payment box located at the Church Street entrance to City Hall on or before the deadline noted above. Written public comments received after the deadline will be provided to the Council at the earliest possibility. Please note written public comments received will not be read aloud at the meeting.
Any writing that is a public record that relates to an agenda item for open session distributed less than 72 hours prior to the meeting will be available for public inspection at City Hall, 377 West Line Street, Bishop, California during normal business hours.
Government Code 54957.5(b)(1). Copies will also be provided at the appropriate meeting.
NOTICE TO THE PUBLIC: This time is set aside to receive public comment on matters agendized for closed session only. 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 1 4. CLOSED SESSION
A. PUBLIC EMPLOYEE PERFORMANCE EVALUATION pursuant to Government Code § 54957 – Title: City Administrator
5. OPEN SESSION - 9:00 a.m. Thursday, May 8, 2025
6. ROLL CALL
7. REPORT ON ACTIONS TAKEN IN CLOSED SESSION AS REQUIRED BY LAW
8. PUBLIC COMMENT FOR SPECIAL MEETINGS
9. STRATEGIC PLANNING WORKSHOP
A. Strategic Planning Workshop Outline and Related Documents
1. Reaffirm Priorities, Budget, Next Steps
10. ADJOURNMENT
action on items not included in the agenda; however, the City Council may briefly respond to comments or questions from members of the public. Therefore, the City Council will listen to all public comment but will not generally discuss the matter or take action on it.
NOTICE TO THE PUBLIC: This time is set aside to receive public comment limited to the items listed below on the agenda and that no general public comments on non-agendized items will be permitted. When recognized by the Mayor, please state your name and address for the record and please limit your comments to three minutes.
Strategic Plan 2023-2028 - Updated May 2025
Administration Department Projects
Finance Department Projects
Community Services Department Projects
Fire Department Projects
Planning Department Projects
Police Department Projects
Public Works Department Projects
Field 6 Enhancement Project Life Cycle Cost Analysis
FY 25-26 Strategic Plan Financial Commitment Proposal
FY 25-26 Strategic Plan Financial Overview
Monday, May 12, 2025 at 6:00 p.m. Regular Meeting in the City Council Chambers 2 1
Updated in May, 2025
STRATEGIC PLAN
3 2
I. Strategic Planning Framework
Proposed Method: Identifying Missions, Objectives, and Key Results (OKRs) Terms:
Missions: five goal areas for the City to pursue over the next five years
Objectives: the OKR framework starts with a goal. Cities can strive for ambitious goals like creating a vibrant, authentic, and pedestrian-friendly downtown. They can also set more immediate achievable goals, like Developing a volunteer program in the next year.
Key Results/ Initiatives: key results are metrics that the City can use to track goal fulfillment. Good OKRs feature frequent check-ins to review these key results and see if team members are on track to meet their objectives. 4 3
2023 – 2028 Objectives and Key Results/Initiatives
Mission 1: Build and create community and support a vibrant, pedestrian-friendly city by investing in public spaces and supporting downtown events and activities.
Objective 1.1: Create a vibrant, authentic, and pedestrian-friendly city that is a destination for residents and visitors.
Planning and Public Works
• Implement Whitney Alley Project FY 2023/2028.
• Improve safe routes to schools and expand the multimodal transportation network.
• Plan and implement sidewalk and bike lane improvements that will connect to the planned Caltrans improvements on State Routes 395 and 168. • Work with Caltrans, ESCOG to investigate options to calm traffic and better the pedestrian and bicycle environment on the downtown portion of 395. • Promote and Enforce Downtown Design Guidelines through Signage Updates and Community Partnerships.
• Partnership: Collaborate with Caltrans, ESCOG, and Inyo County to revisit and evaluate truck bypass alternatives that redirect commercial traffic away from downtown, while preserving access for private motorists. • Develop process for the approval of public art
Administration, Police Department, City Attorney
• Develop code enforcement strategy.
Objective 1.2: Support community spaces; create and maintain partnerships.
Community Services
• Review and update the City Park Master Plan.
• Athletic Field 6 Renovation Project.
5 4
• Partner with the Chamber of Commerce and local organizations: develop a strategy to draw more events downtown, particularly during shoulder seasons. • Partner with Inyo County to develop a plan for athletic facilities improvement at the Millpond recreation area.
• Support Bishop Bike Organization with the construction of a mountain bike facility within the City Park.
• Support the design and construction of the Community Garden Enhancement Project.
• Create a plan to increase City Pool usage during temperatures above 80 degrees.
Police Department
• Address Impacts of Homelessness and Transient Activity. • Work with State Officials on policies and procedures.
Objective 1.3: Enhance walkability, and identify opportunities for multimodal facility expansion while also addressing parking needs.
Planning, Public Works, Police Department
• Develop a City Parking Management Plan outlining strategies to address parking demands and improve walkability.
• Explore the feasibility of implementing paid parking options to manage parking availability effectively.
• Identify opportunities for expanding multimodal facilities to accommodate various transportation modes.
Police Department
• Enforce parking regulations.
Objective 1.4 Implement strategies to reduce vehicle miles traveled (VMT) through improved active transportation.
Planning, Public Works
• Design and construct projects that include sidewalk improvements. 6 5
Mission 2: Facilitate a balanced and diverse economy that helps businesses start, stay, and grow by investing in the
implementation of the Economic Development Plan and Housing Element goals.
Objective 2.1: Address the shortage of affordable housing.
City Administration, Planning Department, Public Works
• Conduct a Parking Demand and Land Use Study to assess existing parking usage, propose parking management strategies, and consider the potential development of opportunity parcels for residential and city facility expansion. • Identify and facilitate the development of City properties eligible for housing under the Surplus Land Act list
• Increase the inventory of affordable housing by actively supporting housing projects with partners in the service area.
• Conduct Regional Housing Needs Assessment and Action Planning, partnership with Inyo and Mono County, Town of Mammoth Lakes
Objective 2.2: Support real estate developments in the city.
Planning Department, City Attorney
• Support market-rate housing development to advance the construction of 147 workforce housing units currently in the pipeline.
• Identify the economic development resources necessary to formulate a strategy aimed at filling commercial vacancies within the City.
Objective 2.3: Incentivize single-family residence and ADU construction for longterm rentals.
Planning Department
• Execute Permanent Local Housing Allocation Program (PLHA). • Update the City website with current zoning and ADU resources. 7 6
• Implement policies to restrict the growth of second home ownership for shortterm rentals to ensure an adequate supply of rental properties.
Objective 2.4: Actively participate in the regional planning efforts and identify projects that are eligible for regional funding.
City Administration and City Council
• Support regional studies, strategic planning efforts.
Objective 2.5: Ensure compliance with state laws and regulatory requirements to maintain eligibility for current and future funding opportunities.
Planning
• Implement General Plan Updates
• Update the Municipal Code to comply with Transitional Housing and Navigation Centers Requirements.
8 7
Mission 3: Sustain public infrastructure by ensuring its safety, functionality, and sustainability while improving residents' and visitors' overall quality of life.
Objective 3.1: Planning and implementing pedestrian and traffic safety mobility improvements, identifying priorities for new sidewalks on streets without sidewalks.
Public Works, Planning Department
• Develop a comprehensive sidewalk and bicycle routes assessment and strategy, including preliminary engineering.
• Develop a City-wide sidewalk assistance program to encourage and facilitate homeowners to improve sidewalk conditions.
• Develop a Capital Improvement Plan for Street Improvements. • Implement pedestrian, bike, and traffic safety improvements by the completion of projects.
• Seek funding for the East Line Street Improvements project to begin the planning and design process.
Objective 3.2: Improve the condition of City streets and parking lots and implement a pavement preservation program.
Public Works Department
• Complete environmental documents and engineering design work on the East Line Street Bridge Replacement project and seek a new source of funds for construction.
• Complete the design and environmental work on the South Warren Street Improvement project and implement construction.
• Develop a cyclical maintenance program for pavement preservation. • Address drainage issues on Johnson Drive.
• Replace the road culvert at South Third and East South Street in partnership with LADWP.
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Objective 3.3: Provide safe, reliable, and affordable drinking water to the City while meeting regulatory requirements.
Public Works
• Develop a Capital Improvement Plan for water infrastructure. • Plan and implement the replacement of the water main under West Line Street from Main Street to Home Street prior to Caltrans implementing the Bishop Pavements Project. This will include isolation valves on the existing line to Well
4. • Modernize cyclical maintenance schedules, and incorporate data management using GIS.
• Implement the Supervisory Control and Data Acquisition (SCADA) Upgrade project to modernize this critical automation program and hardware. (paired with objective 3.4)
• Install meters on all service connections to comply with SB 552 • Complete the Lead and Copper Rule Revision mandated service line inventory. • Complete rate study (paired with objective 3.4).
Objective 3.4: Provide sustainable and affordable wastewater collection and disposal to the City while meeting regulatory requirements.
Public Works
• Develop a Capital Improvement Plan for wastewater infrastructure. • Modernize cyclical maintenance schedules, and incorporate data management using GIS.
• Implement the Supervisory Control and Data Acquisition (SCADA) Upgrade project to modernize this critical automation program and hardware. (paired with objective 3.3)
• Continue serving as the Bishop Area Wastewater Authority (BAWA) administrator.
• Address inflow and infiltration problems.
• Complete rate study (paired with objective 3.3)
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Objective 3.5: Promote and support the development and use of alternative energy.
Public Works, Planning
• Streamline solar permitting.
• Work with solar companies to investigate the feasibility of converting City facilities to solar (could be part of facilities master planning effort 3.5).
Objective 3.6: Implement Capital Replacement Program
Community Services
• City Park Facilities Maintenance and Upgrades
• Capital Equipment Replacement
Public Works
• New municipal well for primary source, abandoned well 1 • Establish new JPA for BAWA that includes the BPT as a member and advancement of the consolidated treatment plant.
• Develop a capital equipment replacement program.
Administration, Public Works
• Create a plan and timeline for Land Acknowledgement Monument at the City Park.
Objective 3.8: Protection of Critical Infrastructure within the City Police Department
• Protect Critical infrastructure within the City.
The Bishop Schools:
o Provide intensive active shooter training to all officers. o Work with school officials to prevent incidences of criminal activity on school grounds.
o Interact with and inform students of dangerous substances. 11 10
o Work with younger children to educate them on policing and 911 etiquette (911 in school program)
o Implement school resource officer.
Northern Inyo Hospital:
o Increase officer patrols on hospital grounds.
o Conduct site checks with hospital staff.
o Provide intensive active shooter training to all officers.
Water and sewer treatment facilities:
o Increase patrol of infrastructure.
o Integrate with the Public Works Department to learn key areas of exposure.
o Add live camera surveillance to identify breeches/plant failures as they happen.
Fire Department property:
o Regular checks on fire stations.
o Install and monitor cameras at fire stations.
Downtown and City Park:
o Access park cameras and add additional cameras to monitor criminal activity on city park grounds.
o Regularly patrol parks, including on foot.
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Mission 4: Deliver excellent services through collaboration, transparency, and team member support internally and with external stakeholders.
Objective 4.1: Ensure fiscal sustainability and accountability of the City Finance, All Departments
• Continue improving budgeting practices and data analysis. • Implement improved internal controls where feasible.
• Develop systems to effectively forecast City revenues and expenditures. • Develop systems to track encumbrances and obligations. • Develop a plan to fully fund the Public Agency Retirement Services (PARS) Retirement Enhancement Plan, which is closed to new entrants. • Continue to monitor the City’s open pension and Other Post-Employment Benefits (OPEB) plans and collaborate with the City’s actuary to maintain acceptable levels of funding from year to year.
• Maintain fund balances that allow for financial maneuverability to adapt to macroeconomic effects on the City’s long-term liabilities. • Expand the City’s investment portfolio when permissible options are available that provide a return greater than the projected rate of return from a Local Agency Investment Fund (LAIF) investment.
Objective 4.2: Support a connected and engaged community where all residents feel represented and informed.
Administration
• Update the city website to make it more user-friendly. • Enhance accessibility by providing Spanish translation for City outreach materials and communications.
• Change City Hall address to Church Street
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Administration, City Attorney
• Develop a social media policy and create a unified City social media presence for departments other than Police and Fire.
• Facilitate City branding design
Police Department
• Create a Public relations group for social media and event planning / staffing. • Conduct a citizen academy yearly to educate the public.
Planning & Public Works
• Host public outreach meetings for projects.
Objective 4.3: Ensure City Council Members understand their responsibilities, City policies, City operations, and State
Administration, City Attorney
• Update the City Council Manual and implement a New Council Member Onboarding and Training Plan.
• Implement a travel policy and budget for council member travel.
Objective 4.4: Strengthen the City’s alignment and capacity by nurturing collaboration and communication between departments.
Administration, All Departments
• Develop an employee orientation program.
• Offer leadership training programs for managers, supervisors, and staff.
Objective 4.5: Developing a volunteer program.
Police Department
• Implement a citizen volunteer program for the police department through yearly citizen academies.
14 13
Administration
• Create and develop a Volunteer Manual for the City.
Objective 4.6: Investing in modernizing business functions and streamlining processes.
Public Works
• Deploy cloud-based building permitting, licensing, and code enforcement software with digital inspections and plan reviews.
• Develop a City-wide GIS strategy.
Police Department
• Modernize workflow and implement modern police techniques within the Police Department to increase efficiency.
Administration
• Digitize paper records for all record retention documents and develop standard organizational practices for efficient record storage and retrieval.
Finance
• Develop internal software and host it with CBT or on our own via a service such as AWS. Bishop Municipal Finance Hub.
• Improve the accounts payable process.
Objective 4.7: Update Police and Fire Officer Training to provide a better service to the community.
Police Department
• Move towards advanced officer training.
• Develop a regional approach to perishable skills training. • Include basic Spanish-speaking awareness for all officers. • Update Training.
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Objective 4.8: Officer Wellness Support
Police Department
• Enhance officer well-being and productivity through comprehensive incentive and support programs to promote a healthier work/life balance. 16 15
Mission 5: Enhance Community Safety by maintaining the safety and security of the community, and improve operations of Fire and Police Departments.
Objective 5.1: Develop a Fire Department-specific strategic plan with the Bishop Rural Fire Protection District.
Fire Department
• Evaluate and determine core mission objectives and future staffing needs.
Change organizational structure based on mission and staffing needs.
Objective 5.2: Develop plans and a financing strategy for a combined Police and Fire public safety facility (relates to 3.5)
Fire Department
• Upgrade and/or renovate Police and Fire Department stations.
Objective 5.3: Continue to address crime trends through strategic operations and maintain low crime rates through proactive law enforcement and innovative community policing practices.
Police Department
Increase proactive policing to decrease crime rate:
• Fill current vacancies with qualified lateral officers at a cost saving to the City compared to training new officers.
• Restructure the Department staffing for better supervision and chain of command. Including the addition of a corporal position. • Revitalize our reserve officer program to supplement staffing at a reduced cost. • Use alternative patrol methods for events.
• Increase staffing to support proactive policing.
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Objective 5.4: Ensure long-term EMS planning.
Administration
• Develop a long-term contract for Bishop Fire to assume the Exclusive Operating Area (EOA) and contract with a service provider.
Objective 5.5: Deliver the highest level of fire prevention, suppression, hazard mitigation, and community education services by complying with and exceeding industry standards.
• Improve Insurance Service Office (ISO) rating.
• Identify funding for safety equipment, including fire apparatus, and personal protective equipment (ex. Turnouts, Self-contained breathing apparatus (SCBA).
• Implementation of the full Lexipol policy manual.
• Facilitate state-of-the-art training and education for department members. • Develop a program for cyclical testing of fire hydrants for flow and functionality.
Objective 5.6: Form a Joint Powers Authority with the Bishop Rural Fire Protection District.
Fire Department
• Engage the Ad Hoc Committee to create a timeline and create the Joint Powers Authority.
Objective 5.7: Strengthen and invest in the relationship between the Police Department and Bishop Unified School District
Police Department
• Engage the Ad Hoc Committee to create a timeline and create the Joint Powers Authority.
• Develop a long-term solution/agreement for staff funding. • Active Shooter prank call protocol & system improvement, possibly integrate school cameras with dispatch.
18 Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work,
assumptions
The Code Enforcement Officer position 0% Funding pending discussion with the county
At this time, partnering with the County is not
the preferred method. A combination of a Code
Enforcement Officer/Building Inspector who is
a City employee should be explored.
Initiate contact with owners of vacant and underutilized properties to encourage more productive uses that support the vision of a vibrant downtown
Ongoing Code Enforcement staff is required to
succeed in this task
Provide support to real estate developers to redevelop vacant properties. Ongoing The KMART property (910 N Man) is moving
through design.
162 S Line offices are being redeveloped for 8
apartments.
711 Hammond St - in design 35 apartments.
Work with LADWP on commercial lease extensions. Ongoing Work with LADWP secure the lease for new Chamber building. 25% Develop a plan for the demolition of Chamber of Commerce building. 5% Restructure and revise the website’s user experience to make navigating easier, add imagery, and personnel pages.
Worked with the designer on updating website to make it more user-friendly Completed - Sep/2024
Add paperless applications 30%
The City has executed a contract with
Laserfiche for document management software
to support records archiving and online
applications. Staff is currently undergoing
training to operate and manage the new
system.
Administration 4 4.2
Enhance accessibility by providing Spanish
translation for City outreach materials and
communications.
Spanish translation available at outreach events.
Hired a full-time bilingual front desk employee.
Social media announcements posted in Spanish.
Ongoing City spends $10,000 on bi-lingual
activities a year.
Administration 4 4.2 Change City Hall address to Church Street identify unintended legal and financial consequences of address change. 0% Staff time Administration City Attorney 4 4.2
Develop a social media policy and create a
unified City social media presence for
departments other than Police and Fire.
2024-2025
City Attorney and staff are working on SM policy.
City now has consolidated account for Community Services, PW, Planning, Admin on one page.
Completed - 04/2024
Administration 4 4.2 Facilitate City branding design 2024-2025 Identify consultants and local key stakeholders, artists 5% $25,000 for design Talked to one consultant Administration City Attorney 4 4.3
Update the City Council Manual and implement
a new Council Member Onboarding and
Training Plan.
2024-2025 Council Manual updated. Completed - Nov/2023 Onboarding and training to be implemented Administration City Attorney,
Finance 4 4.3 Implement a travel policy and budget for council member travel. 2024 Set up a formal process to identify attendees for out of town conferences. Set up max budget for FT 24/25 Ongoing Discuss yearly budgeting during Strategic
Planning
Administration All
departments 4 4.4 Develop an employee orientation program. 2023-2024 Implemented HR software for recruitment, onboarding, trainings, payroll Completed - Jan/2024 HR software purchased, followed by integration
into orientation program
Identified consultant to provide trainings, training will scheduled FY 24/25 Completed - 01/2025 Complete leadership training Ongoing
City employees completed leadership series on
Everyday Teamwork, Communication Skills for
Supervisors, Developing Good DecisionMaking Skills, Executive Communication Administration 4 4.5 Create Volunteer Manual for the City The Community Services Department has a volunteer program approved by CJPIA and Jones and Mayor. Completed - Sep/2023 Manual for Mountain Bike Park Volunteers Execute agreement with Laserfiche to digitize City files and form. Completed - July/2024 For Laserfiche, the initial year cost is
$13,100 and the cost for each subsequent
year is $3,100 (subject to increases).
Reviewed three quotes for Laserfiche services,
one quote is substantially more cost effective
than the other two. Interested in pursuing an
agreement with this vendor and including in the
FY 24-25 budget.
Complete training and onboard staff. 20%
Administration Fire, Legal 5 5.4
Develop a long-term contract for Bishop Fire to
assume the Exclusive Operating Area (EOA)
and contract to a service provider.
The City hired a consultant to perform the feasibility study, the project has been determined infeasible. Completed - July 2024
3.6 Create a plan and timeline for Land
Acknowledgement Monument at the City Park
4.2 Update City's website to make it more userfriendly. 2024 Public Works 3
All
departments 4
Digitize paper records for all record retention
documents and develop standard organizational
practices.
2024-2025
2 4 4.6
Planning 2.2 2024-2025
Identify the economic development resources
necessary to formulate a strategy aimed at
filling commercial vacancies within the City.
Administration
Administration
Administration
Administration
Administration
All
departments 4 4.4 Offer leadership training programs for managers, supervisors, and staff.
Administration Police, City
Attorney 1 1.1 Develop code enforcement strategy.
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Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work,
assumptions
Finance 4 4.1 Continue improving budgeting practices and data analysis. Annually
Implemented Caselle Online budgeting module during FY 23-24 for construction of FY 24-25 budget. Should enhance interoperability throughout the City and should minimize staff time spent on analysis. FY 24-25, Continuing to make progress on process improvement. Improved monthly reporting to council.
Ongoing No additional resources needed.
Progress was made during FY 23-24 with
regard to making the budgeting process more
efficient. Will focus on data gathering and
analysis in FY 24-25.
Finance 4 4.1 Implement improved internal controls where feasible. Annually
During FY 23-24, conducted a review of prior year auditor reports to gain an understanding of the current state of internal controls. Reviewed best practices for municipal governments and built a framework of improvements that are needed. In FY 24-25, will work with City staff to determine feasibility of adjusting the current duties of staff members to allow for implementation of improved internal controls. FY 24-25, other than segregation of duties, which is limited by staffing levels, most internal controls are as effective as possible within our constraints.
80% No additional resources needed.
Currently, the FY 23-24 tasks are completed
and initial, surface level discussions have
occurred with regard to implementation.
Expectations of additional discussions in FY 24-
25. All needed improvements are not feasible
at City of Bishop due to staffing level
constraints, however, there is potential to make
a few improvements with regard to internal
controls.
Finance 4 4.1 Develop systems to effectively forecast City revenues and expenditures. 2024-2025 FY 24-25, data is refined, working on City built software to forecast revenues and expenditures and help with various software shortcomings. 50% No additional resources needed.
In FY 23-24, staff have utilized Caselle and
built additional tools to help in understanding
historical financial information and its
application to current year. FY 24-25 will be
focused on using this sound and understood
data to build forecasting tools. Internal software
development.
Finance 4 4.1 Develop systems to track encumbrances and obligations. 2024-2025
FY 24-25, data is refined, working on City built software to track encumbrances/obligations. The software will be built to track spending over time and display all affects changes will have on the City in real time. 50% No additional resources needed.
A basic tracking tool was created in FY 23-24.
During FY 24-25, City staff will work on
improving the capacity and utility of the
tracking tool, as well as translating the
information to the City accounting system to
help in budgeting/accounting for dollars
committed but not yet spent. Internal software
development.
Finance 4 4.1
Develop a plan to fully fund the Public Agency
Retirement Services (PARS) Retirement
Enhancement plan, which is closed to new
entrants.
2024-2025
FY 24-25, the City is in acceptable to good positions with regard to funding all of its pension plans. With regard to the closed REP plan. The City has adjusted its investment plan within the 115 trust, continues to fund the plan on an annual basis at or exceeding the recommended amount, and will assess position on an annual basis to determine changes needed.
Completed - Aug/2024 No additional resources needed.
In FY 23-24, an issue was identified and initial
discussions occurred with regard to potential
options to address the issue of the pension
plan being under-funded. In FY 24-25, a longterm plan to fund the pension plan will be formulated and presented to City Council. FY
24-25, this item can be removed from the
strategic plan.
Finance 4 4.1
Continue to monitor the City's open pension and
OPEB plans and collaborate with the City's
Actuary to maintain acceptable levels of funding
from year to year.
Annually
Annual review of GASB 68 and GASB 75 disclosures to understand the effects of City contributions, distributions and macro-economic factors on the funding level of each respective plan. Discussion with the City Actuary on an annual basis to understand the current best practices, trends and immediate actions needed (when applicable). Implement adjustments to contribution amounts on a year-to-year basis following a thorough review of the above mentioned factors. FY 24-25, OPEB is funding as well as it's ever been funded. REP is in a good position.
Ongoing No additional resources needed.
All key milestones were conducted in FY 23-
24, all key milestones will be conducted in FY
24-25.
Finance 4 4.1
Maintain fund balances that allow for financial
maneuverability to adapt to macroeconomic
effects on the City's long-term liabilities.
Annually
Monthly analysis of the City balance sheet and budget to actual reports.
Annual analysis of City Financial Statements. Consistent improvement in budgeting practices and encumbrance tracking. Consistent monitoring of macro-economic factors to assist in educated forecasting. Construction of better forecasting tools for staff use. FY 24-25, no concerns.
Ongoing No additional resources needed.
All key milestones were conducted in FY 23-
24, all key milestones will be conducted in FY
24-25. Staff will work on improving currently
used methods during FY 24-25.
Finance 4 4.1
Expand the City's investment portfolio when
permissible options are available that provide a
return greater than the projected rate of return
from a LAIF investment.
Annually
Provide the City's investment policy to multiple banks and ask the banks to propose what options they can provide to the City. Review additional State approved investment pools that might offer a better return than LAIF.
Implement new accounts to allow for additional investment options when additional options would allow for a greater return than current investments are yielding. FY 24-25, began utilizing CA CLASS, higher returns and 3x the compounding frequency. Maintaining LAIF. Considering pursuit of a staggered treasury ladder investment option.
Ongoing None
In FY 23-24, discussions have been initiated
with two banks. In FY 24-25, City staff is
hopeful to bring a proposal to City Council for
review. The proposal would include additional
investment options to potentially be pursued
and will also outline what would be needed to
have everything in place to allow for an
investment to be made when opportune. City
staff is hoping to have a framework in place
prior to decreases in returns from LAIF to allow
for more effective investing.
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Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work,
assumptions
Finance 4 4.6
Develop internal software and host it with CBT
or on our own via a service such as AWS.
Bishop Municipal Finance Hub.
2025-2026 Code is 90% complete. Refinement. Deployment. Debugging. Staff training.
Ongoing improvement and expansion. 0.4 Minimal funding. Some external technical knowledge.
The initial deployment will consist of an overall
hub, with 6 sub-segments for use. It is difficult
to find effective software for a small city. Most
software is built and priced for large entities.
We are unique, we should have unique tools
that are suited for us and much more cost
effective. The initial deployment will include
segments for lease management, capital asset
management/CIP tracking, strategic planning,
grant & funding compliance management,
employee & pension cost forecasting, and
revenue tracking & forecasting. All security and
legal requirements/standards will be met at the
level of best practices. We will have the ability
to expand the scope of the software to meet
any needs that the City determines should be
met over time. There is potential that this
project could fail, but it should be pushed until
failure based on the value it can add to the City
over time.
Finance 4 4.6 Improve the accounts payable process. 2025-2026 Created a centralized inbox for all City invoices. Implemented a process for filtering and tracking. Once the new process is debugged and running smoothly, considerations will be made as to how we can weave in technology to tie in to our ERP system and automate tedious or duplicative work.
0.6 Minimal funding. TBD. See milestones.
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Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work,
assumptions
Engage with Parks and Recreation Commission to define the priorities 50% Seek a design consultant to update the Master Plan concept.
Discussion for Parks and Rec. for design
Collect Public Input at Parks & Recreation Commission meetings 50% Fluid Document Needs to be updated for
community needs
Amend Master Plan Document 50%
Added Foodie Fiesta events to City Hall location Completed - Mar/2024 Regularly engage with Chamber of Commerce, Friday Night Market, Climbers Coalition, and other stakeholders to assist in upcoming events Ongoing Work on encroachment permits for Friday Night Markets, support by helping with organization, closures, providing staff time, and clean-up Ongoing Working to identify future Organization to provide Market oversight Host Arts Council Events at the City Park Ongoing
Developed operational Plan, received support from Inyo Parks Completed - Oct/2023 Attended ESCOG to propose the concept for operational plan. Completed - Oct/2023 Inyo County seeking funding Ongoing Working with Inyo county on Grant opportunities
File CEQA document Completed - Mar/2023
Develop volunteer program Completed Sep/2023
Add waterlines to accommodate track Completed - Sep/2023 Worked with volunteer group to monitor the construction of a mountain bike park 30%
Continue with BABO for potential relocation per
Field 6 design
Tracking hours of Volunteers Yearly Ongoing
File CEQA document Completed - Oct/2022
Supply supporting documents and submit a grant application. Completed - Oct/2023 Seek a contractor for the project Assist Community Gardeners in design and preparation of bid documentation. City to review and select bidders. Completed - Feb/2025 Construction compete. 3/18/2025 Assist in CNRA grant management. Ongoing
Community
Services 1 1.2 Create a plan to increase City Pool usage during temperatures above 80 degrees. 2025 Developed part-time staff strategy, hired additional staff and expanded pool usage to accommodate for extended lap swim times, extended public use in the fall through September. Will analyze the use from 2025 attendance.
Completed - Mar/2025
Adjustment made in Operations and Budget to
accommodate Public Swimm opportunities
Replacement of the front playground at the City Park. Completed - Apr/2024 Pool Resurfacing Completed - Mar/2024 Estimated $100,000 for resurfacing Construction beginning 3/18/2025 Budget
adjustment made to reflect actual
Pool ADA Upgrades to restrooms, entry, access 0% Identify cost Field 1 Lights: upgrade electrical 0% Apply for grant funding in 2026 for $400,000
Field 1 and 2 Parking Lot Drainage Improvement, cost analysis 0% Tennis/Pickleball Courts Resurfacing 0% $70K
Refurbish Pool Slide, cost analysis 0%
Community
Services 3 3.6 Capital Equipment Replacement 2024-2025 Utility Mower and Tractor: Identified equipment specifications and pricing, purchased. Completed - Feb/2025 $73K Community
Services 3 3.6 City Park Facilities Maintenance and Upgrades 2024-2027 1 1.2
1 1.2
1 1.2
1 1.2
Partner with Chamber of Commerce and local
organizations to draw more events downtown,
particularly during shoulder seasons.
Review and Update City Park Master Plan. 2024-2025
Ongoing
Partner with Inyo County to develop a plan for
athletic facilities improvement at the Millpond
recreation area.
2023-2028
2023-2026
Support the design and construction of the
Community Garden Enhancement Project. 2023-2025
Support Bishop Bike Organization with the
construction of a mountain bike facility within
the City Park.
Community
Services
Community
Services
1 1.2
Community
Services
Community
Services
Community
Services
1 of 1 22
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work,
assumptions
Re-evaluated and canceled the position of Deputy Chief. FY 24/25 Implemented Fire duty officer coverage system. FY 24/25 Develop organizational chart FY 24/25
Develop Staffing model utilizing NFPA & ESCI study to ensure coverage and apparatus response 25%
Develop promotional guidelines FY 24/25
Fire 5 5.5 Improve Insurance Service Office (ISO) rating 2024-2027 Develop a program for cyclical testing of fire hydrants for flow and functionality: Pump, hose, ladder testing Ongoing
Purchased SCBA Completed - Summer/2024
General fund and RFPD funding if grants
and earmarks are not earned.
Replacement program consisting of
savings and debt options.
Was not chosen for the FEMA grant. Will
apply annually for various projects.
Applied for earmark for a fire truck 75% complete
Application complete, funding is government
dependent. This is for the ladder truck only.
Create a capital equipment replacement program: Cost/benefit analysis on the returns from the equipment 0%
Priority 1 - Type 1 engine - Look for grant funding or cost share 0% Priority 2 - used type 3 engine Completed - 04/2025 $75K GF Possibly sell squad 8 for type 6 engine 0%
Weekly/bi-weekly trainings Ongoing
Implemented safety-first policies Ongoing
Active Shooter, Hazardous Materials, Mass Casualty Incident (MCI) trainings. Offer certified training to create a standard for promotion of officers and members.
Ongoing
Develop and implement the Onboarding Manual. 100% complete Created volunteer flyer, volunteer information
packet and a 1 year probationary firefighter
manual.
Fire Public Works 5 5.5 Develop a program for cyclical testing of fire hydrants for flow and functionality.
Fire 5 5.6 Develop a managing strategy for the Fire
Department and Rural Fire Protection District 2029 Identify key partners and priorities Ongoing Council support, Rural Board support 5 5.1
Funding from the City and RFPD
ESCI, source best practices.
5 5.5
5 5.5
Evaluate and determine core mission objectives
and future staffing needs. Change
organizational structure based on mission and
staffing needs.
2025-2026
Identify funding for safety equipment, including
fire apparatus, and personal protective
equipment.
Implementation of the full Lexipol policy
manual. Ongoing
Fire
Fire
Fire
Fire Police 5 5.5 Facilitate state-of-the-art training and education for department members.
1 of 1 23
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work,
assumptions
Develop ATP and Safe Routes to Schools Designs Completed - May/2024 Caltrans Sustainable Communities Grant & ATP
Apply for design and construction funding for identified projects in City ROW:
ATP 2024 Completed - May/2024
Received grant for Safe Streets Assessment Report 10%
Apply for design and construction funding for identified projects in City ROW:
Affordable Housing and Sustainable Communities (AHSC) 2025 50% Apply for design and construction funding for identified projects in City ROW:
ATP 2026 0%
Requested additional safe crossings through the Bishop Pavement Project on Main St. Ongoing
Work with ESCOG on H2B:RCC application with Caltrans Completed - Fall/2023 ESCOG did not receive the funds Did not receive funding Worked With Chamber of Commerce on Bishop Beautification. Ongoing Bishop Chamber of Commerce Secured
Funding, The City actively worked with
applicants to submit applications
Promote awareness of Downtown guidelines Ongoing
Provide funding to encourage non-compliant signage replacement. 0% 15K Over 50 signage enforcement letters were
sent, and over 40 signs were replaced. Over 15
noncompliant signs are missing funding for
replacement.
Work with ESCOG on H2B:RCC application with Caltrans Completed - Fall/2023 ESCOG did not receive the funds Did not receive funding Work with the County to add truck bypass in the General Plan Ongoing Planning Public Works 1 1.1 Develop process for the approval of public art 2025-2026 Develop guidelines/ordinance for Public Art and establish Art Committee 0% Issue RFP Consultant Completed - Dec/2023
Collect data 4 times a year Completed - Fall/2024
Conduct Public Engagement through the whole process 20% Had first TAC meeting, conducting parking
survey
Develop a management plan for short-term and long-term parking 10% Develop a Fee-in-Lieu strategy to provide alternative parking solutions. 0% Explore the feasibility of implementing paid parking options to manage parking availability effectively. 0%
Combined with parking study and possibly, regional housing study (See steps in objective 1.3) 0%
Analyze opportunities and constrains parcels and determine priority development parcels. 0%
Rezone and list Well 3 sites for on Surplus Lands Act. 0% Identify opportunities to implement deed restrictions for new developments. 0% Planning Administration 2 2.1
Increase the inventory of affordable housing by
actively supporting housing projects with
partners in the service area.
2024-2028
Working with Eastern Sierra Community Housing and Visionary Homebuilders to secure funding for Silver Peaks, AHSC, LIHTC, and Cal Home applications
50%
Identify regional partners to conduct the study. Completed - Fall/2024 Select Consultant and complete the MOU with Partners Completed - Feb/2024 $54K Conduct the Housing Needs Study 30%
Conduct Housing Action Plan 0%
Rezoned a residential parcel for 35 dwelling Units Completed - Apr/2024 Approve 4-unit apartment complex Completed - July/2024
Approve 8-unit apartment complex Completed - July/2024
Working with the developer on 35-unit housing development 10% 100-unit mixed-use workforce housing development CUP 10% Partner with Inyo County and Eastern Sierra Community Housing (ESCC) on preparation of legal documentation for HCD. 90%
Delays caused by changes in guidelines
Work with ESCC on marketing the program. 0%
Planning Planning 2 2.3 Update the City website with current zoning and ADU resources. 2025 Collaborate with Inyo county on hiring a consultant to create marketing materials for pre-approved ADUs, PLHA 10% Working with the consultant on the scope 1 1.1
2 Administration,
Public Works
Administration 2 2.2
Planning 2024-2025 2 2.3
Support market-rate housing development to
advance the construction of 147 workforce
housing units currently in the pipeline.
Ongoing
Execute Permanent Local Housing Allocation
Program (PLHA)
2.1 Administration 2 2.1
Public Works 2023-2028 1 1.1
Work with Caltrans, ESCOG to investigate
options to calm traffic and better the pedestrian
and bicycle environment on the downtown
portion of 395.
2024-2025
Conduct land use study to consider the
potential development of opportunity parcels for
residential and city facility expansion.
Conduct Regional Housing Needs Assessment
and Action Planning, partnership with Inyo and
Mono County, Town of Mammoth Lakes
2024-2026
Develop a City Parking Management Plan
outlining strategies to address parking demands
and improve walkability.
Planning
Planning
Planning
Improve safe routes to schools and expand the
multimodal transportation network. Public Works 2023-2028+ Planning
Planning
Planning
Identify and facilitate the development of City
properties eligible for housing under the Surplus
Land Act list
Planning Administration 2 2.1 2024-2025
Planning
Planning 1 1.1
Promote and Enforce Downtown Design
Guidelines through Signage Updates and
Community Partnerships.
2023-2028
Public Works 1 1.1
Partnership: Collaborate with Caltrans, ESCOG,
and Inyo County to revisit and evaluate truck
bypass alternatives that redirect commercial
traffic away from downtown, while preserving
access for private motorists.
TBD
1 1.3 2024-2026 Public Works,
Police Planning
1 of 1 24
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work,
assumptions
Implement annual review application process. Completed Jan/2024 The City has 15-17 active applications in
2024.
Monitor the rise in short-term rental applications and implement policy updates if the numbers escalate. Ongoing
Required by the State by the end of 2025: Safety Element, Environmental Justice 0%
Anticipate funding from the Prohousing or
$200K - $350K from GF
Will take a year, including 90 days CalFire
review, 2-6 month Public Engagement, 2-6
month to create the final version
Required by the State if updating other element: Open Space Element 0% Anticipate funding from the Prohousing or $200K - $350K from GF
Mobility and Land Use Element: Add actions in favor of truck route around Bishop, technical update policies 0%
Update Mobility Element in General Plan to align with feasible, publicly outreached projects and Downtown Specific Plan (Pending completion City Parking Management Plan at the end of 2024) 0%
Update Muni Code to comply with Transitional Housing and Navigation Centers Requirements 5% None
Comply with new State ADU laws
Update Muni Code to comply with new ADU Requirements
2 2.5 Implement General Plan Updates 2025-2028
Planning 2 2.5
Update the Municipal Code to comply with
Transitional Housing and Navigation Centers
Requirements
2025-2026
2024-2028
Implement policies to restrict the growth of
second home ownership for short-term rentals
to ensure an adequate supply of rental
properties.
Planning Planning 2 2.3
Planning
1 of 1 25
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work,
assumptions
Attended workshops with BH in Sacramento addressing the issues. Completed - Apr/2024 Collaboration with Inyo County, LADWP to align on transient impact issues. Ongoing Set to Launch MMU with H in FY 24/25, state funding dependent. FY 24/25 State grant funding Continue to work with various outreach
programs outside of BH.
Work with Mental Health crisis unit, local businesses and landowners on policies and procedures to minimize the impact of the transient population on business activities and pedestrian traffic.
Ongoing Dependent on Inyo BH
Police 1 1.2 Work with State Officials on policies and
procedures. Working with other Police Chiefs in the State on new policy implementation 45% Statistical data Create job description for Community Service Officer position Completed - Dec/2023 Position will be implemented with overall
parking plan.
Parking Enforcement Part-time position 0% Police Part-time wages Police 3 3.8
Protect Critical infrastructure within the City:
Bishop Schools, Northern Inyo Hospital, Water
and sewer treatment facilities, Fire Department
property, Downtown and City Park
2023-2028 Increased contact and patrols for Northern Inyo Hospital, Bishop city parks, Sewer Plant, and Fire stations. Ongoing see 4.6 Continued partnership with NIHD Updated social media platforms Completed - Jan/2024
Increase in presence at community events. Ongoing Pending PD staffing Increase foot patrols and business checks. Ongoing Pending PD staffing Be present at school sports and events. Ongoing Pending PD staffing Police 4 4.2 Conduct a citizen academy yearly to educate the public 2024-2025 2024 Class completed Annually Class for 2025 in session March 6th Police 4 4.5
Implement a citizen volunteer program for the
police department through yearly citizen
academies.
2024-2025 Complete first ever Citizen academy
10%
Planning stage, the program outline is being
developed
Update evidence booking / substance testing procedures. 10% Funding for Tru-Narc Move paper document procedures to digital formats. 20% Work with City for digital record retention Revise report writing format and procedures. Completed Aug /2024 Input from Inyo County DA Partner with allied agencies in an investigative network to solve complex crimes.
Completed Mar/2024
Start a Drone program 75% funding and training
Start a K-9 Program 0%
Implement (license plate readers) LPR’s within the City 60% Funding / possible grant Expand City camera network monitored by Dispatch to protect City assets. 60% $187,500 from budget spreadsheet Integrate with new programs like Project 529 (bicycle registry software). 70% Outreach Completed integration of county wide Investigation network. Completed - Mar/2024 Modernize Dispatch equipment, console, software upgrade 0% Collaborate with Town of Mammoth Lakes to combine resources
Funding for Tru-Narc 0% 30K if not getting the grant AB 109 2025 Scanner for crime scenes 0% 70K GF, potential to be reimbursed 2025 Updated property room and evidence. 90% Rollins electric to finish contract. When fiber line is working we will be able to finish project.
Completed advanced POST training for all levels of staff Ongoing Certified on jail/holding cell Completed - Feb/2024
PST certified for CSI Completed - Feb/2024
Certified our Det. for child sexual assaults Completed - Jan/2024 Certified Det. for criminal investigations. Completed - Apr/2024 Certified 2 staff members for child forensic interviews. Completed - Nov/2024 Continue advanced training Ongoing
Police 4 4.7 Develop regional approach to perishable skills training Bi-annually Conduct required perishable skills training in-house as a cost-saving measure to afford advanced training opportunities. Ongoing Police 4 4.7 Include basic Spanish-speaking awareness for all officers. 2024-2025 Completion of Spanish speaking awareness training 0% Police 4 4.7 Update Training 2023-2028 Train the trainer courses. 20% Move towards advanced Regional officer
training. Annually
Modernize workflow and implement modern
police techniques to increase efficiency. 4.6 2023-2026 Enforce parking regulations.
4 4 4.7
Create a Public relations group for social media
and event planning / staffing. 4 4.2
Police Administration 1.3 FY25/26 1
Police
Police
Police
Police 1 1.2 Address Impacts of Homelessness and
Transient Activity.
1 of 1 26
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work,
assumptions
Completion of new MOU to create a physical training incentive (i.e. pay incentive for passing a yearly PT test) 0% Expect new MOU at start of FY 25/26 Change department policy to allow for 1 Hour on duty time for personal development and or physical training. Completed Apr/2024 Completion of new MOU to create a mental health incentive (i.e. pay incentive for yearly mental health assessment, NOT a Fit for duty assessment).
Expect new MOU at start
of FY 25/26
Hiring of full sworn staffing to adjust scheduling to provide Officers with better work / life balance. Annually
Police 5 5.3 Use alternative patrol methods for events. 2024-2025 Purchase bicycles and train officers 25% Funding Bicycle cost quotes Police 5 5.3 Increase staffing to support proactive policing. 2024-2025 Fill vacancies 75% Qualified applicants 2 sworn lateral Officers hired 1 vacant
dispatcher position to be filled.
Police 5 5.7
Work with Bishop Unified School District to
implement a cost share funded School
Resource Officer program.
2024-2025 Agree on MOU with Bishop school district with financial commitment Completed - Aug 2024 $85k (city share of position) Tentative commitment from school district on
$80k funding per year, need to include
escalation per year
Police 5 5.7 Develop long-term solution/agreement 2024-2027 Look at long-term funding option: possibly a Bond Measure 0% Police 5 5.7
Active Shooter prank call protocol & system
improvement, possibly integrate school
cameras with dispatch.
2024-2027 Staff training through FBI completed working to integrate with school cameras
50%
School purchased ACTIVNET, hired officer
with certified active shooter training
Enhance Officer Well-being and Productivity
through Comprehensive Incentive and Support
Programs to promote a healthier work/life
balance.
Police 4 4.8 2025-2026
1 of 1 27
Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work, assumptions Concept design 100%
Construction Drawings 50% waiting on results from parking study to move project forward.
Advertise Construction Contract 0%
Complete Construction 0%
Perform community outreach to identify needs 50%
Develop Project Study Reports for ATP application with hired consultant 95% $60,000 streets general fund need to close out and finalize project Apply for Cycle 7 ATP grant Completed - June 24 completed Initiate Grant with Caltrans, if awarded n/a not awarded PAED, PS&E, R/W, CON n/a only if awarded grant not awarded Updated Parks Master Plan 20% Community Services task Dependent on the update of the City Park Master Plan
Design Contract for conceptual plans, life-cycle const analysis Completed - Apr/2025 Continue design work with Wood Rodgers Design Contract for construction plans for Field 6, Basketball and Pickleball Courts 0% will be based on LCCA, construction cost, and funding opportunities Seek additional sources of funding to bolster project 0% Work with Inyo Co. to identify Grants Advertise and award construction contract 0%
0%
South Warren Street Improvements 50%
East Line Street Bridge 10%
Johnston Drive Drainage Improvements 10%
Whitney Alley Improvements 20%
ATP Improvements - Connecting Bishop < 5%
Hire a consultant to preform route assessments 0%
Hire a consultant to develop preliminary engineering reports for identified routes 20% includes PSR work for ATP grant application (obligated March 2024) Hire a consultant to develop Capital Improvement Program 0% Public Works 3 3.1
Develop a City-wide sidewalk assistance
program to encourage and facilitate
homeowners to improve sidewalk conditions.
2023-2028 Develop program with updated sidewalk policies and procedures 0% $20k streets general fund targeting 2027/28 Public Works 3 3.1 Develop a Capital Improvement Plan for Street Improvements. 2025-2027 Hire a consultant to develop Capital Improvement Program 0% $75k streets general fund targeting 2027/28, water/sewer CIP is priority Public Works 3 3.1
Seek funding for East Line Street Improvements
project to begin the planning and design
process.
2023-2028 Identify funding sources and apply Ongoing pursuing STIP funds through LTC Complete Environmental Clearance - ISMND Completed - Mar/2024 Complete Engineering and Design 60% Will be 100% by June 30, 2025 Identify and pursue new source of construction funding Ongoing $2M+ Construction funding expired June 2024 Complete Environmental Clearance - NEPA 100%
Complete Engineering and Design 95%
Identify and pursue additional source of construction funding 2025-2026 $1M CPFCDSL funded need additional $1.4M in funds to complete project as designed (includes CM @$200k)
Hire consultant to preform a Pavement Condition Survey with recommended levels of treatment for sections of road 0% $35k streets general fund LTC could reimburse for some of the cost Validate and update a project priority list based on the most recent pavement condition index. 0%
Contract for at least one pavement preservation treatment on an identified project. 0% $1.50/sq ft for construction contract RMRA funded Engineering design and environmental compliance work if necessary 30% $88k streets general fund project delayed due to anticipated cost of construction (multi-million).
Construction 0% TBD on hold
Public Works 3 3.2 Replace road culvert at South Third and East South Street in partnership with LADWP. 2024 Construction 0% $40k streets general fund for materials and supplies still waiting to hear from DWP on when they
can schedule the work
Public Works 3 3.3 Develop Capital Improvement Plan for water infrastructure 2025 Hire consultant to develop CIP for water infrastructure and update the City's standard plans and specifications 70% $50k water fund City Standards are 70% complete; CIPs are being revised by staff and are at 50% Engineering design, permitting, and environmental compliance work (if necessary) 60% $117k water fund; 100% by June 30, 2025
Construction $2.2M+ water fund USDA RD loan, anticipated construction fall 2025
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
$150k of GF to complete full-scale
construction documents. $400-450 of GF
to complete the construction of Phase 1.
Relying on Prop 68 and Clean California
grants for construction funding
Implement Whitney Alley Project 2024-2028
1 1.2
Planning 1 1.1
Community
Services
Plan and implement sidewalk and bike lane
improvements that will connect to the planned
Caltrans improvements on State Routes 395
and 168.
2024-2028
Design and construct projects that include
sidewalk improvements.
estimates on total project progress; see
individual projects for specifics & resource
needs
2024-2030
2023-2028+
Athletic Field 6 Renovation Project 2025-2028
1 1.4
3.2 3.1
Planning
3 $60,000 Streets obligated Dec. 2023
Develop a cyclical maintenance program for
pavement preservation. 2024-2028
$319k STIP funding programmed Complete environmental documents and engineering design work on the East Line Street
Bridge Replacement project.
$150k streets general fund
3 3.2
Planning
Planning 1 1.1
Complete the design and environmental work
on the South Warren Street Improvement
project and implement construction.
Develop a comprehensive sidewalk and bicycle
routes assessment and strategy, including
preliminary engineering.
3 2023-2026
2023-2025
3 2023-2028
2023-2028
Address drainage issues on Johnson Drive.
Plan and implement the replacement of the
water main under West Line Street from Main
Street to Home Street prior to Caltrans
implementing the Bishop Pavements Project.
This will include isolation valves on the existing
line to Well 4.
Planning
Planning 3 3.2
3 3.2
3.3 1 of 3
28 Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work, assumptions
Develop scope of work for GIS specialists 20% $10,000 water fund working with ESRI on rural water/sewer solutions
Purchase technology to modernize workflows. 50% $5k water fund Begin long-range planning, Determine how to implement and identify funding sources. 0% FY25/26 goal for funding applications
Require all new construction install a meter or meter idler for retrofitting (possibly by ordinance) 90% ordinance changes anticipated May 2025 Implement installation of meters 0% Targeting FY28 and beyond Public Works 3 3.3 Complete the Lead and Copper Rule Revision mandated service line inventory. 2024 Develop inventory and utilize GIS to record information Ongoing staff time and possible contract with Inyo County GIS Initial inventory complete; GIS webmap
developed. Need to idneitfy privately owned
lateral materials on all unknowns. More
regulations anticipated in 2026
Public Works 3 3.3 Complete rate study 2025 Hire consultant to develop new 5 year rate structure for water and wastewater service 0% $60k water fund; $60k sewer fund Consultant hired; new rates anticipated to go into effect January 2026 Hire consultant to develop CIP for wastewater infrastructure and update the City's standard plans and specifications 70% $50k sewer fund City Standards are 70% complete; CIPs are being revised by staff and are at 50% Purchase technology to modernize workflows. 50% $5k sewer fund Public Works 3 3.3
Implement the SCADA Upgrade project to
modernize this critical automation program and
hardware.
2023-2024 Contract for system design, engineering, and implementation. Includes flow meter at end of Clarke St. 90% $220k sewer fund; $160k water fund obligated July 2023, amended April 2024 Acquiring land from LADWP for future operations 90% $400k sewer fund; waiting on LADWP on pause until requirements are fully known Hiring a consultant to develop a preliminary engineering report as the next steps in the feasibility of a joint plant. Completed - Jan/2024 $85k sewer fund PER final in June 2025 Apply for State Revolving Funds for planning and design and hire consultant to preform work. Completed - Mar/2024 staff time Funded, anticipate Sept 2025 to enter into agreement Hire a third party to take over the Administrator role for BAWA. Completed - Mar/2024 $30k per year Video inspection of pipes with camera system to identify problem areas Completed - Sept/2024 $150k+ for new camera system camera system purchased an put in-service; will be reimbursed through USDA funds
Replacement of poor condition pipes, such as Hammond Street 5% TBD waiting on development of residential before replacing this pipe
CIPP lining for manholes and pipes 0% TBD Tenatively funded through USDA RD; design in FY25/26, construction FY26/27
Work with Lumos to access disaster funds to preform linings Completed - Dec/2024 USDA Disaster Funds application submitted Dec/2024, waiting to hear back
Encourage the development and use of solar within the City Ongoing Adopt City ordinance to bolster the requirements for sanitary facilities at EV charging stations. 0%
Public Works 3 3.5 Work with solar companies to investigate the feasibility of converting City facilities to solar TBD For annual consideration, dependent on LADWP incentives. 0% Could be part of facilities master planning effort 3.5. identify funding sources
Environmental Compliance & Design
Construction
Public Works Legal 3 3.6
Establish new JPA for BAWA that includes the
BPT as a member and advancement of the
consolidated treatment plant.
2025-2026 Establish new JPA 5% legal support initiated the process to include Tribe in JPA Vacuum Truck Completed - Nov/2023 $450k, water/sewer/streets obligated November 2023, delivery 18 months Crew maintenance trucks Completed - Jan/2024 lease cost lease with Enterprise F-550 replacement 0% $90k, water/sewer/streets
Dump/plow trucks 0%
Street sweepers 0%
Loaders 0%
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Address inflow and infiltration problems.
$100k annually from water/sewer/streets
Streamline solar permitting.
Develop a capital equipment replacement
program.
2024-2028
2024-2028
2024-2027
3 3.6
3 3
3 3.3
3 3.6 New municipal well for primary source,
abandoned well 1
Install meters on all service connections to
comply with SB 552
3 3 3.3
3 3.5
2024-2028
2025-2032
Modernize cyclical maintenance schedules,
corporate data management using GIS. 3.3
possibly WRDA authorization through US
ACE, 800K to match 2.5 MI
Develop Capital Improvement Plan for
wastewater infrastructure.
Continue serving as the Bishop Area
Wastewater Authority (BAWA) administrator.
3.3 3.3 Ongoing
2026-2028
2025
2 of 3
29 Department
Name
Supporting
Department Mission Objective Key Results / Initiatives Time Frame Key Milestones Progress (by percentage) Resources Needed Notes, Related activities, work, assumptions
East Line Street Bridge Complete - Sept/2024 Hosted 1 outreach on East Line St project, possibly 2 more to schedule
Whitney Alley Improvements Ongoing over 30 meetings on Whitney Alley, formal and informal
ATP Improvements - Connecting Bishop Ongoing 3 ATP meetings hosted in 2024 Develop and deploy cloud-based building permitting, licensing, and code enforcement software in partnership with Inyo County 90% $50k general fund Move towards the digital review of plan sets (i.e., Bluebeam), and digitize paper records to reduce paper submission of applications. 5% $5-10k general fund Public Works 4 4.6 Develop City-wide GIS strategy. 2024-2026 Develop a City-wide GIS strategy that is focused on maintaining updated databases, utilizing field collection tools for routine and cyclical inspections and maintenance, and providing an online portal for the public to view City map data.
10% $10-30k general fund working with ESRI on solutions Identify the needs: upgrade electrical, add female bathroom facilities and locker rooms, dayroom, kitchen, sleeping quarters Funding, grants discussion started with Consultant; need to clearly define requirements Develop feasibility study and identify costs Identify cost Design
Construction
Public Works Planning 4 4.2 Host public outreach meetings for projects. 2024-2030 Public Works Police, Fire
Public Works Partnership with Inyo County
5 5.2 2025-2028 Upgrade and/or renovate Police and Fire Department stations
4 2024-2028
Deploy cloud-based building permitting,
licensing, and code enforcement software with
digital inspections and plan reviews.
4.6 3 of 3
30 1 of 6
Technical
Memorandum
Title: City of Bishop Field 6 Enhancement Project
Life Cycle Cost Analysis (LCCA) – Natural vs Artificial Turf Prepared For:
Nora Gamino & Dan McElroy
City of Bishop Prepared By:
Mike Davidson, PE
Wood Rodgers, Inc.
Date: May 5, 2025
BACKGROUND
The City of Bishop is developing a plan to reconstruct the existing Field 6 soccer field at the City Park that is centrally located within Bishop between Main Street and Hanby Road. The location of Field 6 is within the eastern portion of the park, as shown in Figure 1 below. The existing soccer field was constructed in 2017 and is currently utilized not only for athletic events but also as a multi-purpose field for visitors, as well as a staging area for fireworks events such as New Years and the Fourth of July. The project proposes reconstructing the single field into two full-size soccer fields with field lighting and grandstands, as shown in Figure 2 below. Based on several factors, the City desires to explore the life cycle costs of installing natural turf (seeding and sod methods) or artificial turf, including existing inadequate soil conditions, extensive natural turf field maintenance, replacement frequency and an increased use potential of the field. This technical memorandum evaluates the life cycle costs between the natural turf and artificial turf options and provides recommendations for the option that fits the needs of the City.
Figure 1: City Park Vicinity (Field 6 Highlighted in Red) 31 May 5, 2025
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Figure 2: Proposed Field 6 Conceptual Layout
(Prepared by Wood Rodgers, January 2025)
BACKGROUND DATA AND ASSUMPTIONS
The following represents important data points and assumptions relating to the analysis of the turf options:
• Two soccer fields, 74 yards by 115 yards in size
• Design Analysis Period: 20 Years
• Inflation Rate Per Year: 3%
• Field lighting is planned to be installed with the project, which was considered to develop the assumed hours of use per day shown below.
• Natural Turf (Seeding Method)
o Assumed to require replacement after 5 years.
o Assumed use of 5 hours per day for 6 months of the year. o Assumed extensive maintenance required during initial seed establishment period, including maintenance staff and installation of a construction fence to limit access. o Maintenance needs developed based on actual maintenance needs of the existing field per discussions with City of Bishop personnel.
• Natural Turf (Sod Method)
o Assumed to require replacement after 5 years.
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o Assumed use of 5 hours per day for 8 months of the year. o Maintenance needs developed based on actual maintenance needs of the existing field per discussions with City of Bishop personnel.
• Artificial Turf
o Assumed to require replacement after 10 years.
o Assumed use of 7 hours per day and year-round use.
o Maintenance needs developed based on actual maintenance needs of existing artificial turf fields at Golden Eagle Regional Park in Sparks, NV combined with discussions with the City of Sparks personnel.
LIFE CYCLE COST ANALYSIS
Analysis Development
To develop comparable life cycle scenarios between natural and artificial turf, three cost elements for each option were considered to estimate costs for each product over the 20-year design period. Those three cost elements include initial construction costs, annual maintenance costs, and rehabilitation costs at the replacement intervals specified above. Although the focus of this analysis is to compare multiple improvement scenarios within the 74 yard by 115 yard soccer field footprints only, surrounding improvements cost estimates have also been included to further inform the City of the total estimated costs over the 20-year life period. (Refer to Exhibits D through F for detailed conceptual cost estimates).
Existing Soil Conditions
The City has mentioned that the existing soil conditions are not conducive to healthy natural turf based on their observations, maintenance needs and existing natural turf conditions. For further validation, soil samples were taken at four locations from the existing field and provided to A&L Western Laboratories for sampling and recommendations in February 2025. Although amendments are available to help address soil issues, the southeast quadrant of the existing field showed excessive toxicity levels and a full dig-out of that area is recommended.
Natural Turf (Seeding Method) – Refer to Exhibit A
For natural turf (seeding method), the following describes the estimated costs for this option:
• Annual Maintenance Costs: As mentioned above, the annual maintenance costs have been estimated based on actual maintenance intervals that the City of Bishop is currently undertaking with the existing Field 6. Those include mowing twice a week, seeding as needed throughout the year, aeration twice a year, irrigation repairs as needed throughout the year, fuel costs for equipment (vehicles, mowers, aerators) and restriping after mowing. Labor rates have been estimated at $40 per hour for maintenance staff to perform these tasks.
• Initial Expenses: The fields will require earthwork to import soil at an approximate 6-inch depth to account for problematic soil conditions. As mentioned above, although some of the soil could be amended to help correct issues, a full dig-out and replacement with acceptable topsoil would provide two benefits, a better soil base for sod and exported material may be utilized in other areas of the project where soil conditions are less critical. Per discussions with a local contractor aware of the available topsoil in the vicinity of Bishop, CA, it is anticipated that this volume of topsoil would have to be imported from Bakersfield, CA as the nearest location, resulting in a higher soil placement cost of $150/cubic yard. Other initial expenses include reconfiguration of the irrigation system to support two fields, placement of seed, field maintenance through the seed establishment period, and procurement of a paint striping machine. 33 May 5, 2025
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• Other Recurring Expenses: It is anticipated that every 5 to 8 years the seeded turf field will require replacement. Included with replacement is the off-haul of the existing turf and placement of new seed.
With the increase in use that is anticipated for the fields, calculations are conservatively based on a replacement interval of every 5 years.
Advantages: Most cost-effective solution and City maintenance staff training not required.
Disadvantages: Proper soil preparation is critical, intensive maintenance required following seed placement and a shorter season of use due to maintenance requirements and allowing the turf to regenerate after use.
Natural Turf (Sod Method) – Refer to Exhibit B
For natural turf (sod method), the following describes the estimated costs for this option:
• Annual Maintenance Costs: Annual maintenance costs for this option are anticipated to be similar to the natural turf (seeding method), therefore the same maintenance needs, intervals and costs have utilized for these cost calculations.
• Initial Expenses: The fields will require earthwork to import soil at an approximate 6-inch depth to account for problematic soil conditions. As mentioned above, although some of the soil could be amended to help correct issues, a full dig-out and replacement with acceptable topsoil would provide two benefits, a better soil base for sod and exported material may be utilized in other areas of the project where soil conditions are less critical. Per discussions with a local contractor aware of the available topsoil in the vicinity of Bishop, CA, it is anticipated that this volume of topsoil would have to be imported from Bakersfield, CA as the nearest location, resulting in a higher soil placement cost of $150/cubic yard. Other initial expenses include reconfiguration of the irrigation system to support two fields, placement of sod, and procurement of a paint striping machine.
• Other Recurring Expenses: It is anticipated that every 5 to 8 years the sod will require replacement.
Included with replacement is the off-haul of the existing turf and placement of new sod. With the increase in use that is anticipated for the fields, calculations are conservatively based on a replacement interval of every 5 years.
Advantages: Mid-level initial cost solution, City maintenance staff training not required.
Disadvantages: Proper soil preparation is critical, shorter season of use due to maintenance requirements and allowing the turf to regenerate after use.
Artificial Turf – Refer to Exhibit C
For artificial turf, the following describes the estimated costs for this option:
• Annual Maintenance Costs: As mentioned above, the following annual maintenance requirements are based on discussions with City of Sparks staff related to their Golden Eagle Regional Park which has been in place for approximately 15 years. Those include turf cleaning weekly, brushing/aerating/raking monthly, performing deep turf cleaning, replacing/refilling turf infill and performing a Gmax test twice a year. Similar to the natural turf option, labor rates have been estimated at $40 per hour for maintenance staff to perform these tasks.
• Initial Expenses: Similar to the natural turf option, the extents of the field areas would be excavated to a depth of 6 inches except for the artificial turf option would be backfilled with base material sufficient for drainage. Excess material from excavations would be utilized in other areas of the project outside of the field limits. Other items required during initial installations would include an underdrain piping system running the length of each side of the fields, the artificial turf mat placement including infill, and procurement of pull groomer and pull sweeper machines.
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• Other Recurring Expenses: It is anticipated that every 10 years the artificial turf mat would require replacement. Included with the replacement is the off-haul of the existing artificial turf material and placement of a new artificial turf mat.
Advantages: Artificial turf withstands heavy use, year-round use potential, reduced water consumption and minimal upkeep.
Disadvantages: Highest initial cost option and City staff maintenance training required.
Analysis Results
The attached LCCA calculations describe in detail the costs that were developed for the analysis. Results are presented as estimated inflated costs per year, total cost across 20 years and average cost per year. Another metric that was analyzed is based on the estimated cost per hour of use. Assumed hours of use are described above, with the assumption that a natural turf field would require some time to ‘heal’ where an artificial turf field can be constantly used without a need for down-time. Results are summarized as follows:
Table 1: Life Cycle Cost Analysis Results
Natural Turf (Seed) Option Natural Turf (Sod) Option Artificial Turf Option Total 20-Year Period Cost
(Rounded) $3,852,841 $5,271,014 $5,130,588
Average Cost Per Year
(Rounded) $192,642 $263,551 $256,529
Estimated Hours of Use
Per Year 910 1225 2548
Cost Per Hour of Use
(Rounded) $4,234 $4,303 $2,014
RECOMMENDATIONS
Evaluation of the three options shows that the anticipated costs for a 20-year lifespan will be the lowest with the natural turf (seed) option and the natural turf (sod) and artificial turf options being similar. Further evaluation of the potential hours of use shows the artificial turf option providing the greatest benefit based on cost per hour of use. The following recommendations are provided for consideration by the City:
• Recommendation 1 (Natural Turf (Seed) Option): This recommendation will provide the City with the following benefits:
o This option is the most cost effective at initial construction and throughout the 20-year period. o The City’s maintenance personnel will not require any additional training for maintenance of a natural turf field.
• Recommendation 2 (Artificial Turf Option): This recommendation will provide the City with the following benefits:
o The City will experience a reduced need for staff to maintain the artificial turf fields, resulting in the potential to reallocate resources in other areas.
o Artificial turf does not require irrigation, leading to significant water use savings. o Artificial turf fields are more durable than natural turf fields, providing a more uniform and consistent playing surface for its users. Its durability allows it to withstand harsh weather conditions and allows for use year-round.
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ATTACHMENT A
EXHIBITS A to C - LIFE CYCLE COST ANALYSIS CALCULATIONS EXHIBITS D to F – CONCEPTUAL COST ESTIMATES
36 City of Bishop Prepared on 5/5/2025
Field 6 Enhancement Project Prepared by Wood Rodgers
Life Cycle Cost Analysis
Cost/Year
$ 24,960.00
$ 3,000.00
$ 1,280.00
$ 2,320.00
$ 5,200.00
$ 17,680.00
$ 54,440.00
$ 10,888.00
$ 65,400.00
Cost/Year
$ 426,000.00
$ 229,770.00
$ 25,530.00
$ 10,000.00
$ 3,500.00
$ 694,800.00
$ 138,960.00
$ 833,800.00
Cost/Year
$ 280,830.00
$ 10,000.00
$ 290,830.00
$ 29,083.00
$ 320,000.00
Assumptions
6. Maintenance costs estimated based on discussions with the City and their expenses on the existing Field 6.
Cost Per Hour of Use $ 4,233.89
EXHIBIT A - NATURAL TURF OPTION (SEED METHOD) - LIFE CYCLE COST ANALYSIS Est Hours of Use Per Year (5 hr/day, 6 mo) 910
Average Cost Per Year $ 192,642.07
Total Cost over 20-Year Period $ 3,852,841.44
19 $ 111,339.12 $ 3,738,162.15
20 $ 114,679.30 $ 3,852,841.44
18 $ 108,096.24 $ 3,626,823.02
17 $ 104,947.80 $ 3,518,726.79
16 $ 101,891.07 $ 3,413,778.99
15 $ 582,952.08 $ 3,311,887.92
14 $ 96,042.10 $ 2,728,935.84
13 $ 93,244.76 $ 2,632,893.73
4. A newly seeded field will require approximately 4 months of maintenance during seed establishment. Estimated cost based on 2 staff at 5 hours per week at $40/hr as well as installation of temp. construction fencing to limit access.
5. The City does not currently charge for water use but may do so in the future. This is an unknown cost that will add to the annual maintenance costs for a natural turf field. 9 $ 82,846.76 $ 1,858,368.36
8 $ 80,433.75 $ 1,775,521.60
7 $ 78,091.02 $ 1,695,087.85
3. Initial natural turf costs consist of import of 6" of adequate soil, irrigation installation and placement of natural turf through a seeding method.
Total
Contingency (20%)
NOTE: These LCCA calculations are focused on comparing alternatives within the limits of the soccer fields only. Additional costs for supporting improvements, such as mobilization, demolition, earthwork and surrounding grass areas, will be necessary for a complete project. Detailed cost estimates for supporting improvements, as well as potential bid alternatives (lighting, support structures, fencing and sidewalks), are shown in Exhibit D included with this report.
12 $ 90,528.90 $ 2,539,648.97
11 $ 87,892.13 $ 2,449,120.08
10 $ 502,859.59 $ 2,361,227.94
$ 69,382.86 $ 1,035,944.86
2 $ 67,362.00 $ 966,562.00
1 $ 899,200.00 $ 899,200.00
6 $ 75,816.52 $ 1,616,996.83
5 $ 433,771.10 $ 1,541,180.30
4 $ 71,464.35 $ 1,107,409.21
Per Year Cost Total Cost
1. A 3% Inflation Rate per Year has been incorporated into LCCA calculations.
Contingency (20%)
Grand Total (Rounded)
2. Turf area is based on field dimensions of 74 yds x 115 yds, or a total area of 17,020 sq yds for two fields.
Natural Turf (Seed) LCCA Calculations (20-Year Period)
Seeded Field Maintenance & Fencing (See Note 4)
Total
Item
Full Field Renovation (Incl Off-haul, Seed, Every 5 Yrs, $16.5/SY) Grand Total (Rounded)
Other Recurring Expenses - Natural Turf (2025 Costs)
Total
Contingency (20%)
Seeded Field Maintenance & Fencing (See Note 4)
Paint Striping Machine
Landscaping Irrigation System (17,020 SY, $13.50/SY)
Place Natural Turf (Seeding Method, 17,020 SY, $1.50/SY) Item
Earthwork Including 6" Soil Import (2,840 CY, $150/CY)
Grand Total (Rounded)
Initial Expenses - Natural Turf (2025 Costs)
3 Fuel Costs (Diesel, 20 gal/wk, $5.00/gal)
Restriping (Twice a week, $85/field)
Aeration (16 hrs, twice a year, $40/hr)
Irrigation Repairs ($400/yr for parts, 4 hrs/mo, $40/hr) Mowing (6 hr, twice a week, $40/hr)
Seeding/Amendment/Fertilizer ($3,000/yr)
Annual Maintenance Costs Breakdown (2025 Costs)
Item Year
37 City of Bishop Prepared on 5/5/2025
Field 6 Enhancement Project Prepared by Wood Rodgers
Life Cycle Cost Analysis
Cost/Year
$ 24,960.00
$ 3,000.00
$ 1,280.00
$ 2,320.00
$ 5,200.00
$ 17,680.00
$ 54,440.00
$ 10,888.00
$ 65,400.00
Cost/Year
$ 426,000.00
$ 229,770.00
$ 255,300.00
$ 3,500.00
$ 914,570.00
$ 182,914.00
$ 1,097,500.00
Cost/Year
$ 510,600.00
$ 510,600.00
$ 102,120.00
$ 612,800.00
Assumptions
EXHIBIT B - NATURAL TURF OPTION (SOD METHOD) - LIFE CYCLE COST ANALYSIS Total
Contingency (20%)
Fuel Costs (Diesel, 20 gal/wk, $5.00/gal)
Restriping (Twice a week, $85/field)
Aeration (16 hrs, twice a year, $40/hr)
Irrigation Repairs ($400/yr for parts, 4 hrs/mo, $40/hr) Mowing (6 hr, twice a week, $40/hr)
Seeding/Amendment/Fertilizer ($3,000/yr)
Annual Maintenance Costs Breakdown (2025 Costs)
Item
5 $ 763,320.07 $ 2,134,429.28
4 $ 71,464.35 $ 1,371,109.21
$ 1,230,262.00
3 $ 69,382.86 $ 1,299,644.86
2 $ 67,362.00
8 5. Maintenance costs estimated based on discussions with the City and their expenses on the existing Field 6.
1 $ 1,162,900.00 $ 1,162,900.00
Natural Turf (Sod) LCCA Calculations (20-Year Period)
Year Per Year Cost Total Cost
Contingency (20%)
Grand Total (Rounded)
Full Field Renovation (Incl Off-haul, Sod, Every 5 Years, $30/SY) Total
Other Recurring Expenses - Natural Turf (2025 Costs)
Item
Contingency (20%)
Grand Total (Rounded)
Paint Striping Machine
Total
Landscaping Irrigation System (17,020 SY, $13.50/SY)
Place Natural Turf (Sod Method, 17,020 SY, $15/SY)
Item
Earthwork Including 6" Soil Import (2,840 CY, $150/CY)
Grand Total (Rounded)
Initial Expenses - Natural Turf (2025 Costs)
$ 80,433.75 $ 2,368,770.58
7 $ 78,091.02 $ 2,288,336.83
6 $ 75,816.52 $ 2,210,245.81
4. The City does not currently charge for water use but may do so in the future. This is an unknown cost that will add to the annual maintenance costs for a natural turf field. 11 $ 87,892.13 $ 3,424,406.64
10 $ 884,897.17 $ 3,336,514.51
9 $ 82,846.76 $ 2,451,617.34
14 $ 96,042.10 $ 3,704,222.41
$ 3,514,935.54
13 $ 93,244.76 $ 3,608,180.30
12 $ 90,528.90
17 $ 104,947.80 $ 4,936,899.63
16 $ 101,891.07 $ 4,831,951.83
15 $ 1,025,838.35 $ 4,730,060.76
20 $ 114,679.30 $ 5,271,014.28
19 $ 111,339.12 $ 5,156,334.98
18 $ 108,096.24 $ 5,044,995.86
1. A 3% Inflation Rate per Year has been incorporated into LCCA calculations.
2. Turf area is based on field dimensions of 74 yds x 115 yds, or a total area of 17,020 sq yds for two fields.
3. Initial natural turf costs consist of import of 6" of adequate soil, irrigation installation and placement of natural turf through a sod method.
Cost Per Hour of Use $ 4,302.87
Est Hours of Use Per Year (5 hr/day, 8 mo) 1225
Total Cost over 20-Year Period $ 5,271,014.28
Average Cost Per Year $ 263,550.71
NOTE: These LCCA calculations are focused on comparing alternatives within the limits of the soccer fields only. Additional costs for supporting improvements, such as mobilization, demolition, earthwork and surrounding grass areas, will be necessary for a complete project. Detailed cost estimates for supporting improvements, as well as potential bid alternatives (lighting, support structures, fencing and sidewalks), are shown in Exhibit E included with this report.
38 City of Bishop Prepared on 5/5/2025
Field 6 Enhancement Project Prepared by Wood Rodgers
Life Cycle Cost Analysis
Cost/Year
$ 4,160.00
$ 2,880.00
$ 6,000.00
$ -
$ 2,000.00
$ 15,040.00
$ 3,008.00
$ 18,100.00
Cost/Year
$ 284,000.00
$ 300,000.00
$ 1,276,500.00
$ 11,000.00
$ 1,871,500.00
$ 374,300.00
$ 2,245,800.00
Cost/Year
$ 1,531,800.00
$ 1,531,800.00
$ 306,360.00
$ 1,838,200.00
Assumptions
4. Artificial turf will be pre-striped and not require striping maintenance.
5. Artificial turf will not require irrigation.
EXHIBIT C - ARTIFICIAL TURF OPTION - LIFE CYCLE COST ANALYSIS Contingency (10%)
Grand Total (Rounded)
Gmax Testing (Twice a Year, $1,000/test)
Total
Deep Turf Cleaning (Monthly, $500/mo)
Turf Infill Redistribution/Refill (Incl. w/ Deep Turf Cleaning) Turf Cleaning (Weekly, 2 hr, $40/hr)
Brushing/Aerating/Raking (Monthly, 6 hrs, $40/hr)
Annual Maintenance Costs Breakdown (2025 Costs)
Item Year Per Year Cost Total Cost
1 $ 2,263,900.00 $ 2,263,900.00
4 2 $ 18,643.00 $ 2,282,543.00
8 $ 22,260.72 $ 2,406,751.28
Artificial Turf LCCA Calculations (20-Year Period)
2. Turf area is based on field dimensions of 74 yds x 115 yds, or a total area of 17,020 sq yds for two fields.
Contingency (10%)
Grand Total (Rounded)
Turf Replacement (Includes Off-haul, Every 10 years, $90/sy) Total
Other Expenses - Artificial Turf (2025 Costs)
Item
Contingency (10%)
Grand Total (Rounded)
Pull Groomer & Pull Sweeper (Year 1 Purchase)
Total
Underdrain Pipe System (1,500 LF, $200/LF)
Artificial Turf Mat Including Infill (17,020 SY, $75/SY) Initial Expenses - Artificial Turf (2025 Costs)
Item
Earthwork Including 6" Base Import (2,840 CY, $100/CY)
$ 19,778.36 $ 2,321,523.65
5 3 $ 19,202.29 $ 2,301,745.29
$ 2,362,878.22
7 $ 21,612.35 $ 2,384,490.57
$ 20,371.71 $ 2,341,895.36
6 $ 20,982.86
1. A 3% Inflation Rate per Year has been incorporated into LCCA calculations. 12 $ 25,054.63 $ 4,901,109.80
$ 4,851,730.28
11 $ 24,324.89 $ 4,876,055.17
$ 22,928.54 $ 2,429,679.82
10 $ 2,422,050.46
9 $ 4,980,874.41
16 $ 28,199.21 $ 5,009,073.62
$ 26,580.46 $ 4,953,496.53
15 $ 27,377.87
13 $ 25,806.27 $ 4,926,916.07
14 $ 5,098,849.39
20 $ 31,738.46 $ 5,130,587.84
$ 29,916.54 $ 5,068,035.35
19 $ 30,814.04
17 $ 29,045.19 $ 5,038,118.80
18 6. Discussions with City of Sparks, NV staff was utilized as the basis for artificial turf maintenance requirements as well as actual bid replacement costs based on their experience at their Golden Eagle Regional Park.
Cost Per Hour of Use $ 2,013.57
3. Initial artificial turf costs include import of 6" of base material, underdrain piping system, artificial turf installation and infill placement.
Est Hours of Use Per Year (7 hr/day, 12 mo) 2548
Total Cost over 20-Year Period $ 5,130,587.84
Average Cost Per Year $ 256,529.39
NOTE: These LCCA calculations are focused on comparing alternatives within the limits of the soccer fields only. Additional costs for supporting improvements, such as mobilization, demolition, earthwork and surrounding grass areas, will be necessary for a complete project. Detailed cost estimates for supporting improvements, as well as potential bid alternatives (lighting, support structures, fencing and sidewalks), are shown in Exhibit F included with this report.
39 EXHIBIT D
CITY OF BISHOP - CONCEPTUAL FIELD LAYOUTS (NATURAL TURF SEEDING) - ENGINEER'S ESTIMATE FIELD 6 ENHANCEMENT PROJECT
5/5/2025
Base Bid
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization & Erosion Control 1 LS $136,500.00 $136,500.00 2 Remove Existing Landscaping Irrigation (Minimal Removal & Cap Existing Lines) 1 LS $20,000.00 $20,000.00 3 Remove Trees 10 EA $10,000.00 $100,000.00
4 Remove Existing Fence 440 LF $25.00 $11,000.00
5 Clear and Grub 27,000 SY $5.00 $135,000.00
6 Earthwork (Cut to Fill) 1,660 CY $20.00 $33,200.00
7 Place Natural Turf (Seeding Method) 27,000 SY $1.50 $40,500.00 8 Construct Landscaping Irrigation System 27,000 SY $13.50 $364,500.00 9 Install Trees 25 EA $300.00 $7,500.00
10 Earthwork (Including Import Soil) 2,840 CY $150.00 $426,000.00 11 Seeded Field Maintenance & Fencing 1 LS $10,000.00 $10,000.00 12 Place Soccer Field Markings 1 LS $1,500.00 $1,500.00 13 Paint Striping Machine 1 EA $3,500.00 $3,500.00
14 Purchase Soccer Goal & Netting 4 EA $1,100.00 $4,400.00 $1,293,600
Bid Alternative - Field Lighting
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization 1 LS $40,000.00 $40,000.00
2 Field Lighting, Electrical Lines, Equipment and Electrical Connection 1 LS $400,000.00 $400,000.00 $440,000
Bid Alternative - Support Structures
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization 1 LS $7,600.00 $7,600.00
2 Purchase Bleachers (24'x5') 6 EA $3,000.00 $18,000.00 3 Install Shade Structure (28'x28') 3 EA $15,000.00 $45,000.00 4 Water Fountain 2 EA $6,500.00 $13,000.00
$83,600
Bid Alternative - Fencing
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization 1 LS $21,168.00 $21,168.00
2 Construct 4' Chainlink Fence 1,191 LF $125.00 $148,875.00 3 Construct 6' Chainlink Fence 140 LF $125.00 $17,500.00 4 Install Tall Barrier Netting Fence 4 EA $11,000.00 $44,000.00 5 Install Maintenance Vehicle Gate 1 EA $1,300.00 $1,300.00 $232,843
Bid Alternative - Sidewalks
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization 1 LS $19,680.00 $19,680.00
2 Construct PCC Sidewalk 16,400 SF $12.00 $196,800.00
$216,480
$2,266,523
$453,305
Total Construction Cost Estimate = $2,719,900
Subtotal =
Subtotal =
Subtotal =
Subtotal =
Combined Subtotal =
20% Contingency =
Subtotal =
Wood Rodgers, Inc. Page 1 of 3 5/5/2025
40 EXHIBIT E
CITY OF BISHOP - CONCEPTUAL FIELD LAYOUTS (NATURAL TURF SOD) - ENGINEER'S ESTIMATE FIELD 6 ENHANCEMENT PROJECT
5/5/2025
Base Bid
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization & Erosion Control 1 LS $161,600.00 $161,600.00 2 Remove Existing Landscaping Irrigation (Minimal Removal & Cap Existing Lines) 1 LS $20,000.00 $20,000.00 3 Remove Trees 10 EA $10,000.00 $100,000.00
4 Remove Existing Fence 440 LF $25.00 $11,000.00
5 Clear and Grub 27,000 SY $5.00 $135,000.00
6 Earthwork (Cut to Fill) 1,660 CY $20.00 $33,200.00
7 Place Natural Turf (Seeding Method) 9,980 SY $1.50 $14,970.00 8 Place Natural Turf (Sod Method) 17,020 SY $15.00 $255,300.00 8 Construct Landscaping Irrigation System 27,000 SY $13.50 $364,500.00 9 Install Trees 25 EA $300.00 $7,500.00
10 Earthwork (Including Import Soil) 2,840 CY $150.00 $426,000.00 11 Place Soccer Field Markings 1 LS $1,500.00 $1,500.00 12 Paint Striping Machine 1 EA $3,500.00 $3,500.00
13 Purchase Soccer Goal & Netting 4 EA $1,100.00 $4,400.00 $1,538,470
Bid Alternative - Field Lighting
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization 1 LS $40,000.00 $40,000.00
2 Field Lighting, Electrical Lines, Equipment and Electrical Connection 1 LS $400,000.00 $400,000.00 $440,000
Bid Alternative - Additional Structures
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization 1 LS $7,600.00 $7,600.00
2 Purchase Bleachers (24'x5') 6 EA $3,000.00 $18,000.00 3 Install Shade Structure (28'x28') 3 EA $15,000.00 $45,000.00 4 Water Fountain 2 EA $6,500.00 $13,000.00
$83,600
Bid Alternative - Fencing
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization 1 LS $21,168.00 $21,168.00
2 Construct 4' Chainlink Fence 1,191 LF $125.00 $148,875.00 3 Construct 6' Chainlink Fence 140 LF $125.00 $17,500.00 4 Install Tall Barrier Netting Fence 4 EA $11,000.00 $44,000.00 5 Install Maintenance Vehicle Gate 1 EA $1,300.00 $1,300.00 $232,843
Bid Alternative - Sidewalks
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization 1 LS $19,680.00 $19,680.00
2 Construct PCC Sidewalk 16,400 SF $12.00 $196,800.00
$216,480
$2,511,393
$502,279
Total Construction Cost Estimate = $3,013,700
Subtotal =
Subtotal =
Combined Subtotal =
20% Contingency =
Subtotal =
Subtotal =
Subtotal =
Wood Rodgers, Inc. Page 2 of 3 5/5/2025
41 EXHIBIT F
CITY OF BISHOP - CONCEPTUAL FIELD LAYOUTS (ARTIFICIAL TURF SEEDING) - ENGINEER'S ESTIMATE FIELD 6 ENHANCEMENT PROJECT
5/5/2025
Base Bid
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization & Erosion Control 1 LS $251,600.00 $251,600.00 2 Remove Existing Landscaping Irrigation (Minimal Removal & Cap Existing Lines) 1 LS $20,000.00 $20,000.00 3 Remove Trees 10 EA $10,000.00 $100,000.00
4 Remove Existing Fence 440 LF $25.00 $11,000.00
5 Clear and Grub 27,000 SY $5.00 $135,000.00
6 Earthwork (Cut to Fill) 1,660 CY $20.00 $33,200.00
7 Place Natural Turf (Seeding Method) 9,980 SY $1.50 $14,970.00 8 Place Artificial Turf Including Infill 17,020 SY $75.00 $1,276,500.00 8 Construct Landscaping Irrigation System 9,980 SY $13.50 $134,730.00 9 Underdrain Pipe System 1,500 LF $200.00 $300,000.00
9 Install Trees 25 EA $300.00 $7,500.00
10 Earthwork (Including 6" Aggregate Base Import) 2,840 CY $100.00 $284,000.00 11 Place Soccer Field Markings 1 LS $1,500.00 $1,500.00 12 Pull Groomer & Pull Sweeper 1 EA $11,000.00 $11,000.00 13 Purchase Soccer Goal & Netting 4 EA $1,100.00 $4,400.00 $2,585,400
Bid Alternative - Field Lighting
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization 1 LS $40,000.00 $40,000.00
2 Field Lighting, Electrical Lines, Equipment and Electrical Connection 1 LS $400,000.00 $400,000.00 $440,000
Bid Alternative - Additional Structures
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization 1 LS $7,600.00 $7,600.00
2 Purchase Bleachers (24'x5') 6 EA $3,000.00 $18,000.00 3 Install Shade Structure (28'x28') 3 EA $15,000.00 $45,000.00 4 Water Fountain 2 EA $6,500.00 $13,000.00
$83,600
Bid Alternative - Fencing
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization 1 LS $21,168.00 $21,168.00
2 Construct 4' Chainlink Fence 1,191 LF $125.00 $148,875.00 3 Construct 6' Chainlink Fence 140 LF $125.00 $17,500.00 4 Install Tall Barrier Netting Fence 4 EA $11,000.00 $44,000.00 5 Install Maintenance Vehicle Gate 1 EA $1,300.00 $1,300.00 $232,843
Bid Alternative - Sidewalks
Item Number Description Qty Unit Unit Cost Total Cost
1 Mobilization 1 LS $19,680.00 $19,680.00
2 Construct PCC Sidewalk 16,400 SF $12.00 $196,800.00
$216,480
$3,558,323
$711,665
Total Construction Cost Estimate = $4,270,000
Subtotal =
Combined Subtotal =
20% Contingency =
Subtotal =
Subtotal =
Subtotal =
Subtotal =
Wood Rodgers, Inc. Page 3 of 3 5/5/2025
42 Strategic Plan Financial
Commitment Proposal for
Fiscal Year 2025-2026
*DATA CURRENT THROUGH
GL MARCH 2025*
Continued Obligations from Prior
Years
Project Title Description (if applicable) Initial Estimated Cost Actualized Final Cost Amount Spent in FY 23-24 Amount Spent in FY 24-25 Current Financial Obligation in FY 25-26 Whitney Alley and Main St. Infrastructure
Design GL Account 001-023-56027 $ 150,000.00 $ - $ 51,665.00 $ 14,763.00 $ 83,572.00 Proposal/Master Plan for City-Owned
Properties to be Developed for Housing
Potential to include facility infrastructure
planning. GL Account 023-000-55026 $ 150,000.00 $ - $ 49,515.00 $ 55,398.75 $ 45,086.25 City Brand Design Contracting with professional to develop a City of Bishop brand and logo. $ 25,000.00 $ - $ - $ 9,652.50 $ 15,347.50 Streets & Sidewalks
Sidewalk strategy, assistance program, street
design and Johnston Drive. 25-26, postponing
progress other than some continuation on
Johnston Drive.
$ 320,000.00 $ - $ 71,711.00 $ 2,925.00 $ 60,000.00
Pavement Preservation
Scalable pavement preservation/maintenance
project. GL Account 001-023-56027. 25-26,
postponing progress.
$ 250,000.00 $ - $ - $ - $ -
Police Department Camera System
Installation of an updated camera system
throughout the City. Upfront cost of $50,000-
$75,000. Would require a $30,000 per year
subscription fee in subsequent years and would
require a 5-year commitment post installation.
GL Account 001-020-56028. GASB 87 or 96.
Amount spent is implementation and 5 year
subscription.COMPLETED.
$ 187,500.00 $ 184,000.04 $ - $ 184,000.04 $ -
City Park Field 6 Resurfacing and Lights
Original Assessment
GL Account 001-031-56027. Actual cost to be
determined. Currently $750k from City and
$250k from County.
$ 750,000.00 $ - $ - $ 43,200.00 $ 706,800.00
Resurfacing of the Park Pool GL Account 001-037-56027. COMPLETED. $ 300,000.00 $ 298,921.00 $ - $ 298,921.00 $ - Wayfinding Master Plan Development of a wayfinding/signage plan. GL Account 001-034-52015. $ 50,000.00 $ - $ - $ - $ 50,000.00 SUBTOTAL $ 2,182,500.00 $ 482,921.04 $ 172,891.00 $ 608,860.29 $ 960,805.75
43 City Staff Proposals for FY 25-26
Project Title Description (if applicable) Initial Estimated Cost Actualized Final Cost Amount Spent in FY 23-24 Amount Spent in FY 24-25 Current Financial Obligation in FY 25-26 City Park Field 6 Resurfacing and Lights
DECISION POINT
GL Account 001-031-56027. $1M committed by
City and County in prior year. Assess how to
move forward. Total project funded by GF,
Measure A, and County. No additional estimated
cost provided, discussion needed on how to
proceed.
$ - $ - $ - $ - $ -
Tennis & Pickleball Court Resurfacing GL Account 001-031-56027. $70k, funded by GF. $ 70,000.00 $ - $ - $ - $ 70,000.00 Fields 1 and 2 Parking Lot Drainage
Design and construction for drainage. GL
account 001-031-56027. Funded by GF. No cost
provided as staff does not have an accurate cost
estimate or assessment of the project at this
time.
$ - $ - $ - $ - $ -
FD/PD Station Improvement
Upgrade/renovate Police and Fire Stations.
Feasability and concept design. Funded by GF
and RFPD. No cost provided as staff does not
have an accurate cost estimate or assessment of
the project at this time.
$ - $ - $ - $ - $ -
Replace F550 w/ Flat Bed and Plow
Equipment
Purchase, not lease, of new vehicle. GF and
enterprise funds equally split the cost. $ 90,000.00 $ - $ - $ - $ 90,000.00 PD Tru-Narc Planning for reimbursement through AB 109. $ 30,000.00 $ - $ - $ - $ 30,000.00 PD Crime Scene Scanner Funded by GF. Possible to have the expense reimbursed. $ 70,000.00 $ - $ - $ - $ 70,000.00
New Municipal Well 25% match for WRDA. $800k match for $2.5M. Water Fund. At least a year away. $ 800,000.00 $ - $ - $ - $ - S. Warren St. Construction: CITY
CONTRIBUTION
$1M earmark. $1.4M contribution from City. Incl.
contingency, actual could be significantly less.
GL Account 019-040-56027.
$ 1,400,000.00 $ - $ - $ - $ 1,400,000.00
S. Warren St. Construction: CASH FLOW
NEEDED FOR REIMBURSABLE EARMARK
$1M earmark. $1.4M contribution from City.
Cash flow for reimbursable portion. GL 001-023-
56027.
$ 1,000,000.00 $ - $ - $ - $ 1,000,000.00
Addition of a Part-Time Assistant Fire Chief
Proposing maximum of 1,000 hours @ $45/hour.
Total cost FY 25-26 $48,100. 50/50 split w/
RFPD. Operating expense accounts in GF.
$ 24,050.00 $ - $ - $ - $ 24,050.00
Addition of a Part-Time Parking/Code
Enforcement Employee
Proposing maximum of 1,040 hours @ $30/hour.
Total cost FY 25-26 $32,100. Funded by GF.
Operating expense accounts in GF.
$ 32,100.00 $ - $ - $ - $ 32,100.00
Update the Open Space and Safety
Elements of GP
State requirement. Do we address on our own, or
contract. If contract, budgeting $200k. GL
Account 001-034-52015.
$ 200,000.00 $ - $ - $ - $ 200,000.00
Cross-connection Control Plan & Specialist Required regulatory need. Water Fund. 004-050- 52015. $ 25,000.00 $ - $ - $ - $ 25,000.00 Streets Sign Replacement & Inventory Sign replacement and inventory. 001-023-52018. $ 25,000.00 $ - $ - $ - $ 25,000.00 Water Fund Infrastructure Upgrades
Meter replacement, motor replacement and
install, fill stem meters and controls, chlorination
pump replacement, water storage tank (1M &
control). Water Fund. 004-050-56027.
$ 70,000.00 $ - $ - $ - $ 70,000.00
44 Project Title Description (if applicable) Initial Estimated Cost Actualized Final Cost Amount Spent in FY 23-24 Amount Spent in FY 24-25 Current Financial Obligation in FY 25-26 Disaster Funds - CIPP
Reimbursable, but cash flow is needed on our
end. Planning & Design. Sewer Fund. Intergov
Rev. budgeted in the same amount.
$ 300,000.00 $ - $ - $ - $ 300,000.00
W. Line Water Main Replacement:
ESTIMATED DEBT AND DEBT SERVICE
Planning to use a 40 year USDA loan. Would be
looking at debt service, not funding entirely with
fund balance. Water Fund. Estimating 3.375%
interest rate.
$ 1,500,000.00 $ - $ - $ - $ 69,000.00
W. Line Water Main Replacement: CITY
CASH CONTRIBUTION
Planning on Water Fund Contributing $1M in
cash to reduce debt and interest expense over
time, while maintaining significant cash reserve.
$ 1,000,000.00 $ - $ - $ - $ 1,000,000.00
W. Line Water Main Replacement: GENERAL
FUND INTERFUND LOAN FOR INTERIM
FINANCING OF CONSTRUCTION
Interim financing is required for construction.
This loan is fully reimbursed by the USDA loan.
More cost effective for the City to provide interim
financing than external lender. Short-term, cash
would be restricted and unrestricted within the
FY. This is the principal amount, both the lending
and borrowing funds would need to budget for
interest earnings and expense. It is best practice
for interfund loans to charge interest in at least
the amount that would be earned if the money
remained invested in external investing
opportunities. Roughly 4.3% interest. Must be
included in the budget, not in recorded rev/exp in
the books.
$ 1,500,000.00 $ - $ - $ - $ 1,500,000.00
BAWA Planning and Design
CWSRF grant totaling $2.4-3.2M. Reimbursable
grant. Still need to figure out details of how to
facilitate and provide cash flow. City is legal
grantee. Initial thoughts, details are subject to
change. Placeholder on CITY cash outlay in 25-
26. Sewer Fund. Intergov Rev. budgeted in the
same amount.
$ 375,000.00 $ - $ - $ - $ 375,000.00
Used Type 3 Fire Engine: CONTINGENCY
Budgeted in FY 24-25. If not purchased by end of
24-25, inclusion in FY 25-26 requested. 50/50
split w/ RFPD.
$ 75,000.00 $ - $ - $ - $ 75,000.00
Water and Sewer Rate Study
Water and Sewer Rate Study. Water and Sewer
Funds. 80% of total cost outlay in 25-26. 50/50
split.
$ 48,000.00 $ - $ - $ - $ 48,000.00
Pylon Sign Replacement Program
Funding the removal of signage in downtown.
Initial year recommendation of $15k. Principal
Planner would craft and administer the program.
$ 15,000.00 $ - $ - $ - $ 15,000.00
Increased Staffing and Service at City Pool
Additional $113,000 in operating expenses to
provide additional services and availability to the
public. Various GL accounts in GF.
$ 113,000.00 $ - $ - $ - $ 113,000.00
SUBTOTAL $ 8,762,150.00 $ - $ - $ - $ 6,531,150.00
45 Estimated Starting Cash 25-26 Restrictions
Cash Available for
Additional Projects Existing Obligations
25-26 Proposed
Obligations Total Proposed Obligations
Net Balance After
Restrictions & Obligations
Final 25-26 Balance After
Accounting For Short-Term
Loan Repayment and Grant
Reimbursements
General Fund 9,548,666.00 (3,900,000.00) 5,648,666.00 (915,719.50) (3,184,150.00) (4,099,869.50) 1,548,796.50 4,048,796.50 Sewer Fund 2,539,537.00 (700,000.00) 1,839,537.00 - (729,000.00) (729,000.00) 1,110,537.00 1,785,537.00 Gas Tax Fund 243,891.00 - 243,891.00 - - - 243,891.00 243,891.00 Water Fund 2,369,681.00 (750,000.00) 1,619,681.00 - (1,218,000.00) (1,218,000.00) 401,681.00 401,681.00 Local Transportation Fund 89,759.00 (44,266.00) 45,493.00 - - - 45,493.00 45,493.00 SMHP Fund 415,183.00 - 415,183.00 - - - 415,183.00 415,183.00 Streets-Sidewalks Improvement Fund 1,420,000.00 - 1,420,000.00 - (1,400,000.00) (1,400,000.00) 20,000.00 20,000.00 Heavy Equipment Replacement Fund 59,000.00 - 59,000.00 - - - 59,000.00 59,000.00 Property/Housing Development Fund 52,000.00 - 52,000.00 (45,086.25) - (45,086.25) 6,913.75 6,913.75 COPS Fund 199,314.00 - 199,314.00 - - - 199,314.00 199,314.00 TOTAL 16,937,031.00 (5,394,266.00) 11,542,765.00 (960,805.75) (6,531,150.00) (7,491,955.75) 4,050,809.25 7,225,809.25 Note: Starting cash estimates are conservatively estimated and assume all revenue in 24-25 earned and all expenses in 24-25 incurredNote: Final balances assume 25-26 revenues equaling expensesNote: Reserve Funds, such as the Streets-Sidewalks fund do not account for potential contributions made in 25-26. If contributions are made, final balance could be more than statedNote: Final 25-26 balance is not a total cash estimation. This is a rough estimation of cash available for Strategic Planning obligations in the following fiscal year (26-27) FY 2025-26 Strategic Plan Financial Overview
46