On the agenda: Bishop, CA City Council Special Meeting - AUDIO RECORDING ONLY - May 01, 2024 — license plate reader (May 8)

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

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 760873-5863 Extension 124. Notification at least 48 hours prior to the meeting will enable
the City to make reasonable arrangements to ensure accessibility to this meeting. [28
CFR 35.102.35.104 ADA Title II].
The public is encouraged to participate or observe this meeting by:
1. Attending this meeting in person at the City of Bishop City Council Chambers
located at 301 West Line Street in Bishop, California.
Public comments may be made:
1. In person: Members of the public desiring to speak on a matter appearing on the
agenda should ask the Mayor for the opportunity to be heard when the item
comes up for Council consideration (or complete a speaker card prior to the
meeting). Comments for all agenda items are limited to a speaking time of three
minutes unless modified by the Mayor.
2. In writing: Go to http://bishop-ca.granicus.com/ViewPublisher.php?view_id=8 to
submit an "eComment" for the corresponding meeting.
Please note that
eComment submissions closes at 3:00 p.m. on Tuesday, April 30, 2024. You may
also hand deliver public comments to the City drop/payment box located at the
Church Street entrance to City Hall on or before the deadline noted above. Written
public comments received after the deadline will be provided to the Council at the
earliest possibility. Please note written public comments received will not be read
aloud at the meeting.
Any writing that is a public record that relates to an agenda item for open session
distributed less than 72 hours prior to the meeting will be available for public inspection
at City Hall, 377 West Line Street, Bishop, California during normal business hours.
Government Code 54957.5(b)(1). Copies will also be provided at the appropriate
meeting.
1.

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

2.

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

3.

ROLL CALL

4.

PUBLIC COMMENT
NOTICE TO THE PUBLIC: This time is set aside to receive public comment on matters
not calendared on the agenda. When recognized by the Mayor, please state your name
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and address for the record and please limit your comments to three minutes. Under
California law the City Council is prohibited from generally discussing or taking action on
items not included in the agenda; however, the City Council will listen to all public
comment but will not generally discuss the matter or take action on it.
5.

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

Second Reading and Adoption of an Ordinance of The City Council Of The City
Of Bishop, State Of California, to Rezone Certain Parcels to Mixed Use
Downtown Overlay Zone (MUO-DT) and Tiering for Purposes Of CEQA Review
from the Downtown Specific Plan and Mixed Use Overlay Zone Environmental
Impact Report.
Recommended Action: Council consideration to approve the second reading and
adoption of the proposed ordinance (by title only).
Ordinance to Rezone Certain Parcels to Mixed Use Downtown Overlay Zone
Attachment 1

B.

Second Reading and Adoption of an Ordinance of the City Council of the City
Of Bishop, State of California, to Amend Chapter 17.46. MUO-DT Mixed Use
Downtown Overlay Zone, Section 17.46.120. Building Placement and Finding
the Action Exempt From CEQA.
Recommended Action: Council consideration to approve the second reading and
adoption of the proposed ordinance (by title only).
Ordinance to Amend Chapter 17.46. MUO-DT Mixed Use Downtown Overlay
Zone_Section 17.46.120
PC 2024-02
2024-04-11_Public Hearing Notice

6.

STRATEGIC PLANNING WORKSHOP
A.

Strategic Planning Workshop Outline and Related Documents
1. Goal of Meeting
2. 2023/2024 Accomplishments
3. Review Mission Statements
4. Changes/Additions by Department
5. Reaffirm Priorities, Budget, Next Steps
Strategic Plan 2023-2028_Updated 2024
FY 23-24 Strategic Plan Financial Progress
FY 24-25 Strategic Plan Financial Obligations and Project Proposals
Mission Statements
Administration Projects
Community Services Department Projects
Finanace Department Projects
Fire Department Projects
Planning Department Projects
Police Department Projects
Public Works Department Projects

7.

CANCELLATION OF COUNCIL MEETING – Council to discuss and consider cancelling
the regular Council Meeting scheduled on May 13, 2024 – Administration.

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8.

ADJOURNMENT
TENTATIVE: Monday, May 13, 2024 at 6:00 p.m. Regular Meeting in the City Council
Chambers
Tuesday, May 28, 2024 at 6:00 p.m. Regular Meeting in the City Council Chambers

3

Agenda Item: 5.A
Date of Meeting: May 1, 2024
Department: Planning

STAFF REPORT
To:

City Council

From:

Ana Budnyk

Subject:

Second Reading and Adoption of an Ordinance of The City Council Of
The City Of Bishop, State Of California, to Rezone Certain Parcels to
Mixed Use Downtown Overlay Zone (MUO-DT) and Tiering for
Purposes Of CEQA Review from the Downtown Specific Plan and
Mixed Use Overlay Zone Environmental Impact Report.

Prepared On:

April 29, 2024

Attachments:

Ordinance to Rezone Certain Parcels to Mixed Use Downtown Overlay
Zone
Attachment 1

Background/History:
The Planning Department has received an application from Mr. Jack Reynolds, to include
Parcel 001-020-15-00, 711 North Hammond Street, in the Mixed-Use Downtown Overlay Zone
(MUO-DT).
The property has a General Plan Land Use designation of Medium High Density Residential,
with a corresponding zoning designation of Medium High Density Residential (R-2000). This
parcel falls within the Specific Plan (SP) area.
The applicant also owns the property at 647/649 North Main Street, which currently
accommodates a bowling alley and distributorship warehouse. While there are no immediate
development plans for this property, staff recommends adding 649/647 North Main Street
parcel to MUO-DT for zone continuity from Main Street. This parcel falls within the Specific
Plan (SP) area and is designated as General Commercial in the General Plan, with a zoning
designation of General Commercial and Retail (C1). Additionally, the property features a 38foot easement providing access to the 711 Hammond Street site. The owner will ensure that
there is no conflict between the existing delivery equipment located on the easement and
access for vehicles and fire trucks to the 711 Hammond Street site.
The City Council adopted Resolution No.2022-38 adopting the Downtown Specific Plan and
Mixed Use Overlay Zone (MUO) and General Plan Amendment No. 2022-01 to incorporate
Specific Plan (SP) boundary within the Land Use Plan. Both above-mentioned parcels are
within the SP boundary, but not MUO.

4

The City Council approved Resolution No. 2022-37 certifying the Environmental Impact Report
(EIR) for the Downtown SP and MUO and adopting the mitigation monitoring and reporting
program. Section 3.4.3 Development Scenarios of EIR, subsection 3.4.3.1 High Development
Scenario, assumed that 25 percent of all parcels within the SP, not including the area that falls
within the MUO, would be developed to include two additional units on each of those parcels.
Under this scenario, a total of 213 new dwellings were studied to be added to the SP area.
The EIR also mentions the 711 North Hammond Street parcel in section 3.4.3 Development
Scenarios as vacant and not presently owned by the Los Angeles Department of Water and
Power (LADWP) and, therefore, considered developable.
The Housing Element identifies the 711 North Hammond Street parcel as one of five available
City of Bishop 2021-29 Regional Housing Needs Allocation (RHNA) Inventory sites.
A duly-noticed public hearing has been conducted by the Planning Commission to consider
the rezoning of 2 parcels to Mixed Use Downtown Overlay Zone as set forth herein.
A public hearing to consider the application for this rezoning was noticed in the Inyo Register
on April 11, 2024.
The City Council held a public hearing at their regularly scheduled meeting on Monday, April
22, 2024. No public comments were made.
Analysis/Discussion:
Development Standard
Site Address
Total Project Site Size:
Maximum Residential Units
Allowed

Allowable Under R-2000
Allowable Under MUO-DT
711 North Hammond Street, APN 008-360-09
0.71 acres
15 units + 2 ADUs
Front: 10 feet

Setbacks

Rear: 5 feet
Side: 10 feet

Maximum Building Height

26 feet

Residential parking spaces
required

2 spaces/dwelling unit

35 units
Front: 0 feet
Rear: 0 feet
Side: 0 feet
46 feet
One bedroom or studio unit =
one space/dwelling unit
Two-bedroom unit = 1.25
spaces/dwelling unit
Three or more-bedroom unit =
1.5 spaces/dwelling unit

Development Standard

Allowable Under C1

Allowable Under MUO-DT
5

Site Address
Total Project Site Size:
Maximum Residential Units*
Allowed
Setbacks
Maximum Building Height

Residential parking spaces
required

Commercial parking spaces
required

647/649 North Main Street, APN 001-240-04-00
1.78 acre
none

89 units

All: 0 feet with 38.9-foot-wide All: 0 feet
access/utility easement on the
western side of the property.
26 feet
46 feet
One bedroom or studio unit =
one space/dwelling unit
n/a

Two-bedroom unit = 1.25
spaces/dwelling unit

Three or more-bedroom unit =
1.5 spaces/dwelling unit
A building greater than 15,000
square feet will require two
For bowling alleys: six spaces spaces per 1,000 square feet.
for each alley
A building less than 15,000
For warehouses 1,000 square square feet will require 1.5
feet of gross floor area
spaces per 1,000 square feet.

The proposed zone changes align with the General Plan, Specific Plan, and Housing Element,
facilitating greater residential density to help the City achieve its housing goals for moderate
and above moderate-income units, and will promote the welfare of the community.
Economic Impacts:
The project would bring up to 35 new housing units.
Budget Impacts:
None
Legal Review:
Deputy City Attorney Russell Hildebrand reviewed and approved this item and finds that the
recommended action complies with the law.
Recommended Action:
Council consideration to approve the second reading and adoption of the proposed ordinance
(by title only).
Approved By: Robin Picken 4/29/2024
Approved By: Deston Dishion 4/29/24
Approved By: Dean Pucci 4/29/2024
Approved By:

6

7

ORDINANCE NO. ____
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BISHOP, STATE OF
CALIFORNIA, TO REZONE CERTAIN PARCELS TO MIXED USE DOWNTOWN
OVERLAY ZONE (MUO-DT) AND TIERING FOR PURPOSES OF CEQA REVIEW
FROM THE DOWNTOWN SPECIFIC PLAN AND MIXED USE OVERLAY ZONE
ENVIRONMENTAL IMPACT REPORT
WHEREAS, the Downtown Specific Plan and Mixed Use Overlay have been prepared
to establish a framework to guide the growth, function, and aesthetics of Bishop’s city
center while maintaining its distinct small-town character and creating a vibrant
pedestrian-friendly environment; and
WHEREAS, the Downtown Specific Plan and Mixed Use Overlay provide regulations
and guidance for increased residential development and a broader mix of uses within
their respective boundaries; and
WHEREAS, the Mixed Use Overlay provides regulations for development,
redevelopment, infill, new land uses, and building form within the mixed use boundary to
increase residential development; and
WHEREAS, in compliance with the California Environmental Quality Act, the
environmental impacts of the Downtown Specific Plan and Mixed Use Overlay Zone
have been evaluated in an Environmental Impact Report which has been considered
and certified b y the City Council; and
WHEREAS, pursuant to the applicable provisions of the Bishop Municipal Code, the
Planning Commission at its regular meeting of March 26, 2024, held a duly advertised
public hearing and considered and recommended approval of a change of zoning for
the parcels known as 711 Hammond Street, APN 001-020-15-00 and 647 North Main
Street, APN 001-240-04-00.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF BISHOP DOES ORDAIN AS
FOLLOWS:

SECTION 1: Findings. The City Council finds, determines and declares:
1. A duly-noticed public hearing has been conducted by the Planning
Commission to consider the rezoning of 2 parcels to Mixed Use Downtown
Overlay Zone as set forth herein.
2. The rezoning of 2 parcels to Mixed Use Downtown Overlay Zone will not
result in any new or more severe significant adverse environmental impacts
beyond those previously examined in the Environmental Impact Report
prepared for the Mixed Use Overlay Project and all mitigation measures
from that Environmental Impact Report will be implemented for the rezoned
parcels.

City of Bishop Ordinance No. ___

1

8

3. The rezoning of 2 parcels to Mixed Use Downtown Overlay Zone will
promote the welfare of the community.
4. The rezoning of 2 parcels to Mixed Use Downtown Overlay Zone is
consistent with and implement the policies of the City of Bishop's General
Plan, including the Housing Element.
5. The land uses, and their density and intensity, allowed by the rezoning of 2
parcels to Mixed Use Downtown Overlay Zone are not likely to create
serious health problems or create nuisances on properties in the vicinity.
6. The Planning Commission has considered the effect of the rezoning of 2
parcels to Mixed Use Downtown Overlay Zone on the housing needs of the
region and has balanced those needs against the public service needs of
its residents and available fiscal and environmental resources.
SECTION 2. The City Council of the City of Bishop hereby approves the change in
zoning of the following three parcels and directs the City Zoning Map be so revised, as
shown on Exhibit A attached hereto and incorporated by reference herein:
Address
APN
711 N. Hammond Street
001-020-15-00
647/649 North Main Street 001-240-04-00

Current Zoning
R-2000
C1

New Zoning
MUO-DT
MUO-DT

SECTION 3 . COMPLIANCE WITH CEQA. In compliance with the California
Environmental Quality Act, the environmental impacts of this ordinance have been
evaluated and found to be consistent with and adequately disclosed in an
Environmental Impact Report for the Downtown Specific Plan and Mixed Use Overlay
Zone which has been previously considered and certified by the City Council.
SECTION 4 . INCONSISTENCIES. Any provision of the Bishop Municipal Code or
appendices thereto inconsistent with the provisions of this ordinance, to the extent of
such inconsistencies and or further, is hereby repealed or modified to the extent
necessary to affect the provisions of this ordinance.
SECTION 5 SEVERABILITY.
If any provision or clause of this ordinance or the
application thereof to any person or circumstances is held to be unconstitutional or
otherwise invalid by any court of competent jurisdiction, such invalidity shall not
affect other provisions or clauses or applications of this ordinance which can be
implemented without the invalid provision, clause or application; and to this end, the
provisions of this ordinance are declared to be severable.
SECTION 6. EFFECTIVE DATE. This ordinance shall be in full force and effect thirty
(30) days from and after its passage and adoption.

City of Bishop Ordinance No. ___

2

9

SECTION 7. The City Clerk shall certify to the passage and adoption of this ordinance
and shall cause the same to be published in the manner and form provided by law in
the Inyo Register, a newspaper of general circulation printed and published in the City
of Bishop, State of California, which said newspaper is hereby designated for that
purpose.
PASSED, APPROVED AND ADOPTED this ____ day of ___________, 2024.

________________________________
Jose Garcia, Mayor

Attest:
By: ____________________________
Robin Picken, City Clerk

City of Bishop Ordinance No. ___

3

10

Attachment 1 Maps

11

ZONING MAP
of the City of Bishop

Adopted by City Council 25 April 2011
Updated June 2023

Legend

Zone Areas
Zone
R-1
C-1

M-�

R-11
R-1

Acres
186.18
169.16
157.72
138.66
85.36
74.99
64.88
64.58
48.51
30.87
11.05
10.97
10.79
8.52
8.09
3.62
1073.95

p

R-3
O-S
R-2000
C-2
M-1
C-H
A-R
R-2000-P
R-2
C-H BP
R-M
R-3-P
O-P
Total

c:J City Limit
D Zone Districts

17.3%
15.8%
14.7%
12.9%

� Emergency Shelter Combining District

7.9%

1222) Downtown Core

7.0%
6.0%

0Parcels

6.0%
4.5%
2.9%
1.0%
1.0%
1.0%
0.8%

� ·_ ·_:: Mixed Use Overlay Boundary

0.8%
0.3%

Overlay Areas
Overlay
Downtown Core

Emergency Shelter

Acres
13.79
31.53

0 200 400

:'"""'': PARCELS PROPOSED
i11111111� FOR REZONING
Zone Categories

D LOW DENSITY RESIDENTIAL
D MEDIUM DENSITY RESIDENTIAL
D HIGH DENSITY RESIDENTIAL
D GENERAL COMMERCIAL AND RETAIL
-GENERAL COMMERCIAL
-HIGHWAY COMMERCIAL

D OFFICE AND PROFESSIONAL
D GENERAL INDUSTRIAL
-OPEN SPACE
LJPUBLIC

a

B

800

Original Scale

1 inch = 400 feet

District Definitions
A-R
R-1

R-2
R-2000
R-2000--P
R-3
R-3-P

R-M

C-1
C-2
C-H

M-1
BP

O-P

p

���i�SE DOWNTOWN OVERLAY ZONE

O-S

�����SE NEIGHBORHOOD TRANSITION OVERLAY ZONE

ES

Low Density Residential
Single-Family Residential
Low Density Multiple Residential
Medium High Density Residential

Medium High Density Residential and Offices
Multiple Residential
Multiple Residential and Offices
Residential Mobile Homes
General Commercial and Retail
General Commercial
Commercial Highway Services
General Industrial
Business Park
Office and Professional
Public
Open Space
Emergency Shelter

<--- Well 4 - 3 miles (see inset)

-

P.
j

I

3 miles --

Well 4 Inset
R-M

Attachment 1 Maps

12

Lr�::·
Sierra St

L

_

1

-�=-=----

ey___.,,...,�=r-r-r-

--

Bishop
City Park

····�
-· ...
•

■

"'
a.

� .-,----.,

�o

!Miles
o..._, ______,
0 .2

Attachment 1 Maps

13

Agenda Item: 5.B
Date of Meeting: May 1, 2024
Department: Planning

STAFF REPORT
To:

City Council

From:

Ana Budnyk

Subject:

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

Prepared On:

April 29, 2024

Attachments:

Ordinance to Amend Chapter 17.46. MUO-DT Mixed Use Downtown
Overlay Zone_Section 17.46.120
PC 2024-02
2024-04-11_Public Hearing Notice

Background/History:
Resolution No. 2022-38, adopted by the City Council, introduced the Downtown Specific Plan
and Mixed Use Overlay Zone (MUO), which comprises two zones: the Mixed Use Downtown
Overlay Zone (MUO-DT) and the Mixed Use Neighborhood Transition Overlay Zone (MUONT). Section 17.47.120. - Building Placement stipulates zero-foot setbacks for MUO-DT, a
decision made based on best practices or form-based code principles.
A duly-noticed public hearing has been conducted by the Planning Commission to consider
the Amendment to Chapter 17.46. MUO-DT Mixed Use Downtown Overlay Zone, Section
17.46.120. Building Placement.
Analysis/Discussion:
While zero-foot setbacks align with the majority of underlying General Commercial and Retail
Zones (C1) and existing structures, MUO-DT also encompasses developed and vacant
residential parcels with underlying zoning of R-3-P and R-2000 zones. As MUO-DT functions
as an overlay, less restrictive standards, including zero-foot setbacks, would apply.
The staff recommends maintaining the existing setbacks of base zoning to mitigate the
potential impact of multifamily developments permitted by MUO-DT on adjacent residential
properties. This entails retaining zero-foot setbacks for parcels with a base zoning of C1, while
parcels with a base zoning of P-3-P and R-2000 would adhere to setbacks of ten feet for front

14

and rear yards, and five feet for side yards.
The staff believes that imposing more restrictive setback requirements would not have a
negative impact on density of the future developments.
Adoption of this Ordinance is exempt from the California Environmental Quality Act (“CEQA”)
under CEQA Guidelines [14 CCR § 15061(b)(3)] because this ordinance does not have the
potential to cause a significant effect on the environment.
Public hearing notice was published in the local newspaper on April 11th, 2024.
The City Council held a public hearing at their regularly scheduled meeting on Monday, April
22, 2024. No public comments were made.
Economic Impacts:
None
Budget Impacts:
None
Legal Review:
Deputy City Attorney Russell Hildebrand review this item and finds that the recommended
action complies with the law.
Recommended Action:
Council consideration to approve the second reading and adoption of the proposed ordinance
(by title only).
Approved By: Robin Picken 4/29/2024
Approved By: Deston Dishion
Approved By: Dean Pucci
Approved By:

15

ORDINANCE NO.
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BISHOP, STATE OF
CALIFORNIA, TO AMEND CHAPTER 17.46. MUO-DT MIXED USE DOWNTOWN
OVERLAY ZONE, SECTION 17.46.120. BUILDING PLACEMENT AND FINDING THE
ACTION EXEMPT FROM CEQA.
WHEREAS, Bishop Municipal Code Chapter 17.46 – MUO-DT Mixed Use Downtown
Overlay Zone, Section 17.46.120 – Building Placement requires zero feet front, rear, and
side setbacks.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF BISHOP DOES ORDAIN
AS FOLLOWS:
SECTION 1: Findings. The City Council finds, determines and declares:
1. A duly-noticed public hearing has been conducted by the Planning
Commission to consider the Amendment to Chapter 17.46. MUO-DT Mixed
Use Downtown Overlay Zone, Section 17.46.120. Building Placement.
SECTION 2. Section 17.46.120. - Building placement is amended to read as follows:
A.Buildings shall be located on the site as indicated below. Setbacks shall apply to all
floors to promote a consistent street wall (for example, if the ground floor is set back
zero feet from the primary property line, upper floors shall be set back a minimum of
zero feet from the primary property line).
1.Front setback: Zero feet.
2.Rear setback: Zero feet.
3.Side setback: Zero feet.
1. Setbacks must adhere to the setback regulations specified by the underlying
zone.
SECTION 3. COMPLIANCE WITH CEQA. Adoption of this Ordinance is exempt from
the California Environmental Quality Act (“CEQA”) under CEQA Guidelines [14 CCR §
15061(b)(3)] because this ordinance does not have the potential to cause a significant
effect on the environment.
SECTION 4. INCONSISTENCIES. Any provision of the Bishop Municipal Code or
appendices thereto inconsistent with the provisions of this ordinance, to the extent of
such inconsistencies and or further, is hereby repealed or modified to the extent
necessary to affect the provisions of this ordinance.
SECTION 5. SEVERABILITY.
If any provision or clause of this ordinance or the
application thereof to any person or circumstances is held to be unconstitutional or
otherwise invalid by any court of competent jurisdiction, such invalidity shall not

16

affect other provisions or clauses or applications of this ordinance which can be
implemented without the invalid provision, clause or application; and to this end, the
provisions of this ordinance are declared to be severable.
SECTION 6. EFFECTIVE DATE. This ordinance shall be in full force and effect thirty
(30) days from and after its passage and adoption.
SECTION 7. The City Clerk shall certify to the passage and adoption of this ordinance
and shall cause the same to be published in the manner and form provided by law in
the Inyo Register, a newspaper of general circulation printed and published in the City
of Bishop, State of California, which said newspaper is hereby designated for that
purpose.

PASSED, APPROVED AND ADOPTED this ____ day of ___________, 2024.

________________________________
Jose Garcia, Mayor

Attest:
By: ____________________________
Robin Picken, City Clerk

17

18

19

20

21

22

STRATEGIC PLAN

Public Meeting

1

Updated in April, 2024

23

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.

2
24

2023 – 2028 Objectives and Key Results/Initiatives
Mission 1: Build and create community and support a vibrant,
pedestrian-friendly city by investing in public spaces and
supporting downtown events and activities.
Objective 1.1: Create a vibrant, authentic, and pedestrian-friendly city that is a
destination for residents and visitors.
Planning and Public Works
•

Implement the South Warren Improvement Project

•

Implement Whitney Alley Project FY 2023/2028.

•

Develop and improve safe routes to schools from all areas of the city.

•

Plan and implement sidewalk and bike lane improvements that will connect to the
planned Caltrans improvements on State Routes 395 and 168.

•

Work with appropriate agencies and investigate options to calm traffic and better
the pedestrian and bicycle environment on the downtown portion of 395.

•

Develop urban design guidelines and implement an enforcement program to
update business signage on Main Street.

•

Partnership: In conjunction with Caltrans and ESCOG revisit options for a truck
route that will remove truck traffic from downtown while ensuring private motorist
traffic remains.

Administration, Police Department, City Attorney
•

Develop code enforcement strategy.

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

Review and update the City Park Master Plan.

•

Athletic Field 6 Renovation Project.

3
25

•

Partner with the Chamber of Commerce and local organizations: develop a
strategy to draw more events downtown, particularly during shoulder seasons.

•

Partner with Inyo County to develop a plan for athletic facilities improvement at
the Millpond recreation area.

•

Support Bishop Bike Organization with the construction of a mountain bike facility
within the City Park.

•

Support the design and construction of the Community Garden Enhancement
Project.

Police Department
•

Mitigation of Transient impact on community.

•

Work with the new Mental Health crisis unit.

•

Work with State Officials on policies and procedures.

Objective 1.3: Enhance walkability, and identify opportunities for multimodal facility
expansion while also addressing parking needs.
Planning, Public Works, Police Department
•

Develop a City Parking Management Plan outlining strategies to address
parking demands and improve walkability.

•

Explore the feasibility of implementing paid parking options to manage parking
availability effectively.

•

Identify opportunities for expanding multimodal facilities to accommodate
various transportation modes.

Police Department
•

Hire a community service Officer to regularly enforce parking regulations.

Objective 1.4 Implement strategies to reduce vehicle miles traveled (VMT) through
improved active transportation.
Planning, Public Works
•

Update the Mobility Element in the General Plan to align with feasible, publicly
outreached projects and Downtown Specific Plan.

4
26

•

Enhance and connect the multimodal transportation network through Active
Transportation Program grant applications, preliminary engineering, and
outreach.

•

Design and construct the following projects that include sidewalk
improvements: South Warren Street Improvement, East Line Street Bridge,
Johnston Drive Drainage, Whitney Alley Improvements, and ATP Improvements
Connecting Bishop.

5
27

Mission 2: Facilitate a balanced and diverse economy that helps
businesses start, stay, and grow by investing in the
implementation of the Economic Development Plan and Housing
Element goals.
Objective 2.1: Address the shortage of affordable housing.
City Administration, Planning Department, Public Works
•

Conduct a Parking Demand and Land Use Study to assess existing parking
usage, propose parking management strategies, and consider the potential
development of opportunity parcels for residential and city facility expansion.

•

Identify and facilitate the development of City properties eligible for housing
under the Surplus Land Act list, considering both large parcels for long-term
housing goals and smaller lots for immediate community benefits. Rezone and
list Well 3 sites for the Surplus Lands Act.

•

Develop a multi-year plan for affordable housing.

•

Increase the inventory of affordable housing by actively supporting
housing projects with partners in the service area. Work with Eastern Sierra
Community Housing and Visionary Homebuilders to secure funding for
Siver Peaks.

•

Invest in funding and staff time for Regional Housing Assessment and
Strategy.

Objective 2.2: Support real estate developments in the city.
Planning Department, City Attorney
•

Partner with market-rate developers to facilitate land acquisition and expedite
permitting and zoning changes for future housing development.

6
28

Objective 2.3: Incentivize single-family residence and ADU construction for longterm rentals.
Planning Department
•

Execute Permanent Local Housing Allocation Program (PLHA) that will
subsidize loans for low and moderate-income ADU construction on the City’s
website, social media platforms, and City Council meetings.

•

Update the City website with current zoning and ADU resources.

•

Implement policies to restrict the growth of second home ownership for shortterm rentals to ensure an adequate supply of rental properties.

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

Participate in the MIAWG to have input into long-term commercial airline
discussions.

•

The council and key staff strategize to outline the City's position on commercial
air subsidies.

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

Support studies and Strategic Plan efforts for California Jobs First.

7
29

Mission 3: Sustain public infrastructure by ensuring its safety,
functionality, and sustainability while improving residents' and
visitors' overall quality of life.
Objective 3.1: Planning and implementing pedestrian and traffic safety mobility
improvements, identifying priorities for new sidewalks on streets without sidewalks.
Public Works, Planning Department
•

Develop a comprehensive sidewalk and bicycle routes assessment and
strategy, including preliminary engineering.

•

Develop a City-wide sidewalk assistance program to encourage and facilitate
homeowners to improve sidewalk conditions.

•

Develop a Capital Improvement Plan for Street Improvements.

•

Implement pedestrian, bike, and traffic safety improvements by the completion
of projects.

•

Seek funding for the East Line Street Improvements project to begin the
planning and design process.

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

Complete environmental documents and engineering design work on the East
Line Street Bridge Replacement project and seek a new source of funds for
construction.

•

Complete the design and environmental work on the South Warren Street
Improvement project and implement construction.

•

Develop a cyclical maintenance program for pavement preservation.

•

Address drainage issues on Johnson Drive.

•

Replace the road culvert at South Third and East South Street in partnership
with LADWP.

Objective 3.3: Provide safe, reliable, and affordable drinking water to the City while
meeting regulatory requirements.
8
30

Key Results/ Initiatives
Public Works
•

Develop a Capital Improvement Plan for water infrastructure.

•

Plan and implement the replacement of the water main under West Line Street
from Main Street to Home Street prior to Caltrans implementing the Bishop
Pavements Project. This will include isolation valves on the existing line to Well
4.

•

Modernize cyclical maintenance schedules, and incorporate data management
using GIS.

•

Implement the Supervisory Control and Data Acquisition (SCADA) Upgrade
project to modernize this critical automation program and hardware. (paired
with objective 3.4)

•

Install meters on all service connections to comply with SB 552

•

Complete the Lead and Copper Rule Revision mandated service line inventory.

•

Complete rate study (paired with objective 3.4).

Objective 3.4: Provide sustainable and affordable wastewater collection and
disposal to the City while meeting regulatory requirements.
Key Results/ Initiatives
Public Works
•

Develop a Capital Improvement Plan for wastewater infrastructure.

•

Modernize cyclical maintenance schedules, and incorporate data management
using GIS.

•

Implement the Supervisory Control and Data Acquisition (SCADA) Upgrade
project to modernize this critical automation program and hardware. (paired
with objective 3.3)

•

Continue serving as the Bishop Area Wastewater Authority (BAWA)
administrator.

•

Address inflow and infiltration problems.

•

Complete rate study (paired with objective 3.3)

9
31

Objective 3.5: Development of comprehensive Facilities Master Plans for
administrative sites (City Hall, Police, Fire) and financing strategies to implement
improvements.
All Departments
•

Hire a consultant to analyze City-owned facilities, perform strength, weakness,
opportunities, and threats (SWOT) analysis for listing lands as surplus, and
identify future needs of city facilities (Police, Public Works, Fire, Admin).

•

Include possible surplus lands act SWOT analysis, paired with objective 2.1.

Objective 3.6: Promote and support the development and use of alternative energy.
Key Results/ Initiatives
Public Works, Planning
•

Identify opportunities for electric vehicle (EV) charging infrastructure on City
property, and work on green-certified businesses requirements.

•

Streamline solar permitting.

•

Work with solar companies to investigate the feasibility of converting City facilities
to solar (could be part of facilities master planning effort 3.5).

Objective 3.7: Implement Capital Replacement Program
Key Results/ Initiatives
Community Services
•

Replacement of park and City Hall work trucks.

•

Replacement of the front playground at the City Park.

•

City Park Pool Resurfacing

•

Replacement Renovation of a pool slide.

•

Capital Equipment Replacement Utility Mower and Tractor

Public Works
•

Develop a capital equipment replacement program.
10
32

Objective 3.8: Protection of Critical Infrastructure within the City
Police Department
•

Protect Critical infrastructure within the City.
The Bishop Schools:
o Provide intensive active shooter training to all officers.
o Work with school officials to prevent incidences of criminal activity
on school grounds.
o Interact with and inform students of dangerous substances.
o Work with younger children to educate them on policing and 911
etiquette (911 in school program)
o Implement school resource officer.
Northern Inyo Hospital:
o Increase officer patrols on hospital grounds.
o Conduct site checks with hospital staff.
o Provide intensive active shooter training to all officers.
Water and sewer treatment facilities:
o Increase patrol of infrastructure.
o Integrate with the Public Works Department to learn key areas of
exposure.
o Add live camera surveillance to identify breeches/plant failures as
they happen.
Fire Department property:
o Regular checks on fire stations.
o Install and monitor cameras at fire stations.
Downtown and City Park:
o Access park cameras and add additional cameras to monitor
criminal activity on city park grounds.
o Regularly patrol parks, including on foot.

11
33

Mission 4: Deliver excellent services through collaboration,
transparency, and team member support internally and with
external stakeholders.
Objective 4.1: Ensure fiscal sustainability and accountability of the City
Finance, All Departments
•

Constantly improve budgeting practices and data analysis.

•

Implement improved internal controls where feasible.

•

Develop systems to effectively forecast City revenues and expenditures.

•

Develop systems to track encumbrances and obligations.

•

Develop a plan to fully fund the Public Agency Retirement Services (PARS)
Retirement Enhancement Plan, which is closed to new entrants.

•

Constantly monitor the City’s open pension and Other Post-Employment
Benefits (OPEB) plans and collaborate with the City’s actuary to maintain
acceptable levels of funding from year to year.

•

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

•

Expand the City’s investment portfolio when permissible options are available
that provide a return greater than the projected rate of return from a Local
Agency Investment Fund (LAIF) investment.

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

Update the city website to make it more user-friendly.

•

Add Spanish translation to the City’s applications, outreach materials, and vital
documents (press releases, social media announcements, flyers).

•

Change City Hall address to Church Street

All departments
12
34

•

Develop a social media policy and create a unified City social media presence
for departments other than Police and Fire.

Police Department
•

Create a public relations group for social media and event planning/staffing.

•

Be present at community events.

•

Increase foot patrols and business checks.

•

Be present at school sports and events.

•

Conduct a citizen academy annually to educate the public on public safety
matters.

Planning & Public Works
•

Host public outreach meetings for projects.

Objective 4.3: Ensure City Council Members understand their responsibilities, City
policies, City operations, and State
Administration, City Attorney
•

Update the City Council Manual and implement a New Council Member
Onboarding and Training Plan.

•

Implement a travel policy and budget for council member travel.

Objective 4.4: Strengthen the City’s alignment and capacity by nurturing
collaboration and communication between departments.
Administration, All Departments
•

Develop an employee orientation program.

•

Department heads will identify and offer leadership training programs for
managers and supervisors to attend.

Objective 4.5: Developing a volunteer program.
Police Department

13
35

•

Implement a citizen volunteer program for the police department through yearly
citizen academies.

Administration
•

Create and develop a Volunteer Manual for the City.

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

Deploy cloud-based building permitting, licensing, and code enforcement
software with digital inspections and plan reviews.

•

Develop a City-wide GIS strategy.

Police Department
•

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

Administration
•

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

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

Move towards advanced officer training.

•

Conduct required perishable skills training in-house as a cost-saving measure
to afford advanced training opportunities.

•

Include basic Spanish-speaking awareness for all officers.

Objective 4.8: Officer Wellness Support
Police Department
•

Enhance officer well-being and productivity through comprehensive incentive
and support programs to promote a healthier work/life balance.
14
36

Mission 5: Enhance Community Safety by maintaining the safety
and security of the community, and improve operations of Fire
and Police Departments.
Objective 5.1: Develop a Fire Department-specific strategic plan with the Bishop
Rural Fire Protection District.
Key Results/ Initiatives
Fire Department
•

Evaluate ESCI agency evaluation and secure ESCI for combined strategic plan
creation < Cost $35k>

•

Evaluate and determine core mission objectives and future staffing needs.
Change organizational structure based on mission and staffing needs.

Objective 5.2: Develop plans and a financing strategy for a combined Police and Fire
public safety facility (relates to 3.5)
Fire Department
•

Identify and develop fire facility program needs, a building and site plan, a
construction budget, and identify funding for the proposed facility.

Objective 5.3: Continue to address crime trends through strategic operations and
maintain low crime rates through proactive law enforcement and innovative
community policing practices.
Police Department
Increase proactive policing to decrease crime rate:
•

Fill current vacancies with qualified lateral officers at a cost saving to the City
compared to training new officers.

•

Restructure the Department staffing for better supervision and chain of
command. Including the addition of a corporal position.

•

Revitalize our reserve officer program to supplement staffing at a reduced cost.

•

Use alternative patrol methods like bicycle patrol for events.

15
37

•

Increase staffing to support proactive policing.

•

Work with Bishop Unified School District to implement a cost-share funded
School Resource Officer program.

Objective 5.4: Ensure long-term EMS planning.
Key Results/ Initiatives
Administration
•

Develop a long-term contract for Bishop Fire to assume the Exclusive Operating
Area (EOA) and contract with a service provider.

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

Identify funding for safety equipment, including fire apparatus, and personal
protective equipment (ex. Turnouts, Self-contained breathing apparatus
(SCBA).

•

Implementation of the full Lexipol policy manual.

•

Facilitate state-of-the-art training and education for department members.

•

Develop a program for cyclical testing of fire hydrants for flow and functionality.

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

Engage the Ad Hoc Committee to create a timeline and create the Joint Powers
Authority.

16
38

Strategic Plan Financial
Progress on Commitments
for Fiscal Year 2023-2024
GENERAL FUND
Continued
Financial
Obligation

Project Title

Description (if applicable)

Initial Estimated Cost

Actualized Final Cost

Amount Spent in FY 23-24

Whitney Alley and Main St.
Infrastructure Design

GL Account 001-023-56027

$

150,000.00

$

-

$

61,735.00 $

88,265.00

150,000.00

$

-

$

31,498.75 $

118,501.25

Potential to include facility
Proposal/Master Plan for City-Owned
infrastructure planning. GL Account $
Properties to be Developed for Housing
023-000-55026
Fire Department audit. Expense
split 50/50 with RFPD. Actualized
ESCI Study
$
cost to City is less than estimated
cost.

35,000.00 $

17,667.20 $

17,667.20

$

-

180,571.50 $

176,731.40 $

176,731.40

$

-

-

$

50,000.00

20,420.00 $

299,580.00

Fire Department Light Rescue Truck

$

Public Works Permitting Software

OpenGov (SaaS). Currently not cap
ex, will need to check with CPA on
$
whether GASB 96 or 87. GL Account
001-022-52019 for now.

50,000.00

$

-

$

Sidewalk strategy, assistance
program, street design and Johnson $
Drive. GL Account 001-023-56027

320,000.00

$

-

$

Scalable pavement
preservation/maintenance project.
GL Account 001-023-56027

250,000.00

$

-

$

Streets & Sidewalks ***

Pavement Preservation

$

*** Agreements have been signed. $87,661 has been obligated to the Johnston Drive Project and $57,836 has been obligated to the ATP Cycle 7 PSRs.

-

$

250,000.00

39

Park Pool Slide

Park Playground Equipment
Replacement
General Fund Heavy Equipment
Replacement Contribution
General Fund Streets & Sidewalks
Improvement Fund Contribution
TOTAL

Replacement of the slide at the Park
Pool. Quotes received exceeded
initial estimate by more than 5x. Full $
replacement no longer being
pursued.
Replacement of playground
equipment on the west side of the $
Park.
Contribution from City General Fund
to Heavy Equipment Replacement $
Reserve Fund.
Contribution from City General Fund
to Streets & Sidewalks Improvement $
Fund.
$

$

-

$

-

150,000.00 $

115,218.48 $

115,218.48

$

-

100,000.00 $

100,000.00 $

100,000.00

$

-

250,000.00 $

250,000.00 $

250,000.00

$

-

1,895,571.50 $

659,617.08 $

773,270.83 $

806,346.25

260,000.00

$

-

40

Strategic Plan Financial
Commitment for
Fiscal Year 2024-2025
GENERAL FUND
Continued Strategic Planning
Obligations from FY 23-24
Financial
Amount Spent in
Obligation in FY 24FY 24-25
25

Project Title

Description (if applicable)

Initial Estimated
Cost

Whitney Alley and Main St. Infrastructure
Design

GL Account 001-023-56027

$

150,000.00 $

61,735.00

$

-

$

88,265.00

$

150,000.00 $

31,498.75

$

-

$

118,501.25

$

50,000.00 $

-

$

-

$

50,000.00

$

320,000.00 $

20,420.00

$

-

$

299,580.00

$

250,000.00 $

-

$

-

$

250,000.00

$

920,000.00 $

113,653.75

$

-

$

806,346.25

Proposal/Master Plan for City-Owned
Properties to be Developed for Housing

Public Works Permitting Software

Streets & Sidewalks ***

Pavement Preservation

SUBTOTAL

Potential to include facility
infrastructure planning. GL
Account 023-000-55026
OpenGov (SaaS). Currently not
cap ex, will need to check with
CPA on whether GASB 96 or 87.
GL Account 001-022-52019 for
now.
Sidewalk strategy, assistance
program, street design and
Johnson Drive. GL Account 001023-56027
Scalable pavement
preservation/maintenance
project. GL Account 001-02356027

Amount Spent in FY 23-24

*** Agreements have been signed. $87,661 has been obligated to the Johnston Drive Project and $57,836 has been obligated to the ATP Cycle 7 PSRs.

41

Strategic Planning Projects Proposed
for FY 24-25
Initial Estimated
Cost

Financial
Amount Spent in
Obligation in FY 24FY 24-25
25

Project Title

Description (if applicable)

Whitney Alley Project Implementation

Construction Phase 1. $450,000
from City Capital Reserve (Streets
& Sidewalks), relying upon Prop 68 $
for additional construction costs.
GL Account 019-040-56027

450,000.00 $

-

$

-

$

450,000.00

City Park Field 6 Resurfacing and Lights

Use of Measure P and Measure A
funds to improve the City Park.
Option to apply for a County
Treasury loan and service the debt
$
with Measure P and Measure A
revenue. 1/2 from County? GL
Account 001-031-56027. Actual
cost to be determined.

750,000.00 $

-

$

-

$

750,000.00

Resurfacing of the Park Pool

Standard maintenance for a
municipal pool. City Park Pool is
due for a complete resurfacing.
Use of Measure P and/or Measure
$
A funds to improve the City Park.
GL Account 001-037-56027. Next
scheduled resurfacing would be
FY 31/32.

100,000.00 $

-

$

-

$

100,000.00

Wayfinding Master Plan

Development of a
wayfinding/signage plan. GL
Account 025-000-55026

50,000.00 $

-

$

-

$

50,000.00

$

N/A

42

Fire Department SCBA Replacement

Replacement of all Fire
Department SCBAs. Staff is
working on a potential grant
and/or earmark for this project. If
$
staff does not obtain the grant or
earmark, staff would request City
and RFPD funding of the project.
GL Account 001-021-56029

275,000.00 $

-

$

-

$

275,000.00

Police Department Camera System

Installation of an updated camera
system throughout the City.
Upfront cost of $50,000-$75,000.
Would require a $30,000 per year
subscription fee in subsequent
$
years and would require a 5-year
commitment post installation.
Staff is pursuing initial/total cost
via grant/earmark. GL Account
001-020-57000.

187,500.00 $

-

$

-

$

187,500.00

City Brand Design

Contracting with professional to
develop a City of Bishop brand
and logo. GL account 001-03456028

$

25,000.00 $

-

$

-

$

25,000.00

Purchase of New Mower and Tractor for Park

GL Account 001-031-56028

$

60,000.00 $

-

$

-

$

60,000.00

General Fund Streets & Sidewalks
Improvement Fund Contribution

Contribution from City General
Fund to Streets & Sidewalks
Improvement Fund.

$

250,000.00 $

-

$

-

$

250,000.00

General Fund Heavy Equipment
Replacement Contribution

GL Account 001-023-56031

$

100,000.00 $

-

$

-

$

100,000.00

43

Creation of a Housing Trust Fund

SUBTOTAL

Creation of a trust fund within the
City. The fund would be utilized to
account for revenues from
multiple sources to hold in trust $
for housing related expenses.
Fund and GL Account not
determined yet.

$

-

$

-

$

-

$ 2,247,500.00 $

-

$

-

$

2,247,500.00

-

44

Personnel/Operating Strategic
Proposals for FY 24-25
Initial Estimated
Cost

Project Title

Description (if applicable)

Addition of Police Corporal Staff Position

Hiring of a Police Corporal. Police
Department is currently
understaffed, hiring of the
Corporal position would fully staff
the PD with regard to sworn
officers. The total annual cost is a $
compilation of operating
expenses and this would be a
continued operating expense for
the City and subject to COLA and
other cost increases.

Addition of Police SRO Position

Hiring of a School Resource
Officer (50% of cost billed to
School District)

SUBTOTAL

$

$

213,300.00 $

85,000.00 $

298,300.00

Amount Spent in
FY 24-25

N/A

$

-

-

-

Continued
Financial
Obligation

$

Continued
operating expenses
associated with new
employee.

$

Continued
operating expenses
associated with new
employee.

$

Continued
operating expenses
associated with new
employee.

45

Cumulative Strategic Planning
Projects
Total

Amount of Active Projects

Initial Estimated
Cost

TOTAL

16

$ 3,167,500.00 $

Total

Amount of Active Proposals

Initial Estimated
Cost

TOTAL

2

Amount Spent in FY 23-24
113,653.75

Financial
Amount Spent in
Obligation in FY 24FY 24-25
25
3,053,846.25
$
- $

Personnel/Operations Strategic
Proposals

$

Amount Spent in FY 23-24

298,300.00 $

-

Financial
Amount Spent in
Obligation in FY 24FY 24-25
25
$
- $
298,300.00

46

By GL Account
FY 24-25
Personnel/Operations
Strategic Planning
Obligations

Strategic Planning Project Obligations
(GENERAL FUND)

Street Maintenance
001-023-56027
Street Maintenance
001-023-56031
Property & Housing Development
023-000-55026
Police Department
001-020-56028
Fire Department
001-021-56029
Streets-Sidewalk Improvement
019-040-56027
Parks & Rec
001-031-56027
Parks & Rec
001-031-56028
Pool
001-037-56027
Wayfinding & Signage Project
025-000-55026
Building
001-022-52019
Planning
001-034-56028
Total

$

637,845.00

$

350,000.00

$

118,501.25

$

187,500.00

$

275,000.00

$

450,000.00

$

750,000.00

$

60,000.00

$

100,000.00

$

50,000.00

$

50,000.00

$

25,000.00

$

3,053,846.25

Police Department
001-020-51xxx

$

298,300.00

Total

$

298,300.00

47

Strategic Planning Projects
Printed: 4/29/2024

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:
Objective 1.2:
Objective 1.3:
Objective 1.4:

Create a vibrant, authentic, and pedestrian-friendly city that is a destination for residents and
visitors.
Support community spaces; create and maintain partnerships.
Enhance walkability, identifying opportunities for multimodal facility expansion while also
addressing parking needs
Implement strategies to reduce vehicle miles traveled (VMT) through improved active
transportation.

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:
Objective 2.2:
Objective 2.3:
Objective 2.4:

Address shortage of affordable housing.
Support real estate developments in the city.
Incentivize single-family residence and ADU construction for long-term rentals.
Actively participate in the regional planning efforts and identify projects which are eligible for
regional funding.

Mission 3: Sustain public infrastructure by ensuring its safety, functionality, and sustainability while
improving residents' and visitors' overall quality of life.
Objective 3.1:
Objective 3.2:
Objective 3.3:
Objective 3.4:
Objective 3.5:
Objective 3.6:
Objective 3.7:

Planning and implementing pedestrian and traffic safety mobility improvements, identifying
priorities for new sidewalks on streets without sidewalks.
Improve the condition of City streets and parking lots and implement a pavement preservation
program.
Provide safe, reliable, and affordable drinking water and wastewater collection and disposal to the
City while meeting regulatory requirements.
Enhancing Infrastructure Excellence for Administrative Centers (City Hall, Police, Fire).
Promote and support the development and use of alternative energy.
Implement Capital Replacement Program
Protection of Critical Infrastructure within the City

Mission 4: Deliver excellent services through collaboration, transparency, and team member support
internally and with external stakeholders.
Objective 4.1:
Objective 4.2:

Objective 4.3:
Objective 4.4:
Objective 4.5:
Objective 4.6:
Objective 4.7:
Objective 4.8:

Ensure fiscal sustainability and accountability of the City
Support a connected and engaged community where all residents feel represented and informed
by improving the City's outreach, ensuring effective communication to all populations we serve,
increasing engagement with residents and visitors, and fostering partnerships with local schools
and community organizations.
Ensure City Council Members understand their responsibilities, City policies, City operations, and
State
Strengthen the City’s alignment and capacity by nurturing collaboration and communication
between departments.
Developing a volunteer program.
Investing in modernizing business functions and streamlining processes.
Update Police and Fire Officer Training to provide a better service to the community.
Officer Wellness Support

Mission 5: Enhance community safety by maintaining the safety and security of the community.
Improve operations of Fire and Police Departments
Objective 5.1:
Objective 5.2:
Objective 5.3:
Objective 5.4:
Objective 5.5:

Develop a Fire Department-specific strategic plan with the Bishop Rural Fire Protection District.
Develop plans and a financing strategy for combined Police and Fire public safety facility (relates
to 3.5)
Continue to address crime trends through strategic operations and maintain low crime rates
through proactive law enforcement and innovative community policing practices.
Ensure Long- term EMS planning.
Deliver the highest level of fire prevention, suppression, hazard mitigation, community education
services by complying and exceeding industry standards.

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

48

Strategic Planning Projects
Printed: 4/30/2024
Department
Name

Administration

Supporting
Department

Police,
Planning, City
Attorney

Administration and City Council
Mission

1

Objective

1.1

Key Results / Initiatives

Time Frame

Key Milestones
Conversation with Inyo County for sharing the cost of a Code Enforcement
Officer
Initiate contact with owners of vacant and underutilized properties to
encourage more productive uses that support the vision of a vibrant
downtown;

Develop code enforcement strategy.

Progress (by percentage) Resources Needed
FY 24/25

Notes, Related activities, work, assumptions

Funding pending discussion with the
county

enforce signage compliance

Planning

Administration

City Council

Administration,
Planning

Administration

All
departments

Administration

2

2

3

4

2.1

Invest in funding and staff time for Regional
Housing Assessment.

2.4

Support regional studies, strategic planning
efforts, and identify projects for California Jobs

3.4

Development of comprehensive Facilities Master
Plans for administrative sites (City Hall, Police,
Fire)

4.2

Update City's website to make it more userfriendly.

2024-2026

2024-2025

2024-2027

2024

Get all regional partners involved.
Hire Consultant
Provide input on the strategic plan.
Submitted regional project list for CA Jobs First.
Identify future needs of city facilities.
Hire a consultant to analyze City-owned facilities, perform strength, weakness,
opportunities, and threats (SWOT) analysis
Ideantify and financing strategies to implement redevelopment
Restructure and revise the website’s user experience to make navigating
easier, add imagery, links to paperless applications, and personnel pages.

City Council to advise

Funds TBD, requires the support of
regional partners, active staff participation
and time

Ongoing

Participated in HRTC meeting, April 2024

0%
0%
0%

90%

Worked with the designer on updating website to make it more user-friendly

Administration

4

4.2

Administration

4

4.2

Administration

City Attorney

4

4.2

Administration

Planning

4

4.2

Administration

City Attorney

4

4.3

4

4.3

4

4.4

4

4.4

4

4.5

Administration
Administration
Administration

City Attorney,
Finance
All
departments
All
departments

Administration

Administration

Administration

Administration

Change City Hall address to Church Street
Develop a social media policy and create a
unified City social media presence for
departments other than Police and Fire.
Facilitate City branding design
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.
Develop an employee orientation program.

Need to implement press releases, and social media anouncements in
Spanish.

2024-2025
2024-2025
2024-2025
2024
2023-2024

Department heads to identify and offer
leadership training programs for managers and
supervisors to attend.
Create and develop a Volunteer Manual for the
City

identify unintended legal and financial consequences of adress change.
City Attorney and staff are working on SM policy.
City now has consolidated account for Comminity Services, PW, Planning,
Admin on one page.
Identify consultants and local key stakeholders, artists
Council Manual updated.
Set up a formal process to identify attendees for out of town conferences. Set
up max budget for FT 24/25

0%

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

Staff time

50%
5%

$25,000 for design

Completed - Nov/2023

Talked to one consultant
Onboarding and training to be implemented

0%

Discuss on May 1, Strategic Planning

Completed - Jan/2024

HR software purchased, followed by integration
into orientation program

Identified consultant to provide trainings, training will scheduled FY 24/25

Ongoing

Department heads identified leadership training
courses.

The Community Services Department has a volunteer program approved by
CJPIA and Jones and Mayor.

Completed Sep/2023

4.6

5

5.2

Develop facility program needs, building and site
plans, and construction budget, identify funding
for the facility.

Develop needs assessment and identify potential sites
Develop Master Plan
Develop design for shovel-ready project
Apply for earmarks, and construction grants

5

5.4

Develop a long-term contract for Bishop Fire to
assume the Exclusive Operating Area (EOA) and
contract to a service provider.

Bishop Fire to contract with a provider by fall of 24 and Inyo County Establish
the EOA in or near the same timeframe.

2024-2025

Ongoing

Implemented HR software for recritment, onboarding, trainings, payroll

Digitize paper records for all record retention
documents and develop standard organizational
practices.

4

All
departments

Had Spanish translation to outreach events.
Hired a full-time bilingual full time employee front desk.

Add Spanish translation to the City’s
applications, outreach materials, and vital
documents (press releases, social media
announcements, flyers).

Execute ageement with Laserfiche to digitize City files and form.

Manual for Mountain Bike Park Volunteers

Reviewed three quotes for Laserfiche services,
one quote is substantially more cost effective
For Laserfiche, the intial year cost is
$13,100 and the cost for each subsequent than the other two. Interested in pursuing an
agreement with this vendor and including in the
year is $3,100 (subject to increases).
20%
FY 24-25 budget.
Council Direction Requested Hire consultant for land use study

Hire consultant to draft RFP

Timing depends on Inyo County. Currently in the
process of acquiring a consultant

49

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Strategic Planning Projects
Printed: 4/30/2024
Department
Name
Community
Services

Supporting
Department

Community Services Department
Mission

1

Objective

1.2

Key Results / Initiatives

Review and Update City Park Master Plan.

Time Frame

2024-2025

Community
Services

1

1.2

Athletic Field 6 Renovation Project

2025-2028

Community
Services

1

1.2

Partner with Chamber of Commerce and local
organizations to draw more events downtown,
particularly during shoulder seasons.

Ongoing

Community
Services

1

1.2

Partner with Inyo County to develop a plan for
athletic facilities improvement at the Millpond
recreation area.

Community
Services

1

1.2

Support Bishop Bike Organization with the
construction of a mountain bike facility within the
City Park.

Community
Services
Community
Services
Community
Services
Community
Services

1

1.2

Support the design and construction of the
Community Garden Enhancement Project.

2023-2028

2023-2026

2023-2025

Key Milestones

Progress (by percentage) Resources Needed

Engage with Parks and Recreation Commission to define the priorities

0%

Collect Public Input at Parks&Rec Comission meetings

0%

Amend Master Plan Document

0%

Complete design based on updated Parks Master Plan, file CEQA document

0%

Construction of utilities
Seek Contractor for materials and grading
Seek Contractor for lighting
Advertise for Contracts for materials, grading, lights
Added Cragin Classic and Foodie Fiesta events to City Hall location
Regularly engage with Chamber of Commerce, Friday Night Market, Climbers
Coalition, and other stakeholders to assist in upcoming events
Work on encroachment permits for Friday Night Markets, support by helping
with organization, closures, providing staff time, and clean-up
Host Arts Council Events at the City Park
Developed operational Plan, received support from Inyo Parks
Attended ESCOG to propose the concept for operational plan.
Inyo County seeking funding
File CEQA document
Develop volunteer program
Add waterlines to accommodate track
Worked with volunteer group to monitor the construction of a mountain bike
park
Tracking hours of Volunteers Yearly
File CEQA document
Supply supporting documents and submit a grant application.
Assist Community Gardeners in design and preparation of bid documentation.
City to review and select bidders.
Assist in CNRA grant management.

0%
0%
0%
0%
Completed - Mar/2024

Seek a design consultant to update the
Master Plan concept.
Fluid Document Needs to be updated for
community needs
Seek Contractor for materials and grading. Dependent on the update of the City Park
Seek Contractor for lighting.
Master Plan

Ongoing
Ongoing
Ongoing
Completed - Oct/2023
Completed - Oct/2023
Ongoing
Completed - Mar/2023
Completed Sep/2023
Completed - Sep/2023
30%
Ongoing
Completed - Oct/2022
Completed - Oct/2023

Seek a contractor for the project

50%
Ongoing

3

3.6

Replacement of the front playground at the City
Park.

3

3.6

City Park Pool Resurfacing

2024-2025

Reached out to state vendors, vendor visit for an inspection in April 2024

Completed - Mar/2024

Estimated $100,000 for resurfacing

3

3.6

Capital Equipment Replacement Utility Mower
and Tractor

2024-2025

Identify equipment specifications and pricing

Completed - Apr/2024

Estimated $60,000

2024

Notes, Related activities, work, assumptions

Completed - Apr/2024

50

1 of 1

Strategic Planning Projects
Printed: 4/30/2024
Department
Name
Finance

Finance

Finance

Finance

Supporting
Department

Finance Department
Mission

Objective

4

4.1

4

4

4

4.1

4.1

Key Results / Initiatives
Constantly improve budgeting practices and data
analysis.

Implement improved internal controls where
feasible.

Develop systems to effectively forecast City
revenues and expenditures.

Finance

4

4.1

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

4.1

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

4

2024-2025

Through FY 23-24, Excel documents and pivot tables have been constructed
to map department revenues and expenses historically through current year.
During FY 24-25, staff will work on creating similar tools to forecast future
years with expected assumptions. Additionally, these tools should allow for
staff to map out future changes in scenarios (staff changes, revenue changes,
etc.) and see what effects that changes will have on the overall finances of the
department and/or City. We currently have segmented forecasting tools, but
do not have a tool that allows for real-time forecasting of all City related
financial information.

Annually

4.1

Finance

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.

2024-2025

4

4

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.

Develop systems to track encumbrances and
obligations.

Finance

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.

Key Milestones

Annually

4.1

Develop a plan to fully fund the PARS
Retirement Enhancement plan, which is closed
to new entrants.

Finance

Time Frame

2024-2025

Annually

Annually

Through FY 23-24, a strategic planning Excel document has been constructed
to track substantial financial obligations and projects association with annual
strategic planning directives. The Accounts Payable module in Caselle can
track short term obligations, but historically, the City did not have a
mechanism in place to track larger obligations that span multiple fiscal years.
In FY 24-25, City staff will focusing on ways to translate the Excel information
to Caselle in a way that will effectively track encumbrances on financial
resources.
Initial discussions took place in FY 23-24 to understand our current funding
position, forecast the timeframe during which participants will be employed by
the City, and understanding options to fund the plan. In FY 24-25, City staff
will work on presenting a formal plan for funding this particular pension plan.
The plan will focus on utilization of the PARS 115 Trust to maximize the City's
ability to earn interest on money that will eventually be used to fund the
pension plan.
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.
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.

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.

Progress (by percentage) Resources Needed

Notes, Related activities, work, assumptions

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.

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 2425. 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.

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.

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.

20%

No additional resources needed.

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

Ongoing

No additional resources needed.

All key milestones were conducted in FY 23-24,
all key milestones will be conducted in FY 2425.

No additional resources needed.

All key milestones were conducted in FY 23-24,
all key milestones will be conducted in FY 2425. Staff will work on improving currently used
methods during FY 24-25.

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.

Ongoing

20%

50%

50%

Ongoing

Ongoing

51

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Strategic Planning Projects
Printed: 4/30/2024
Department
Name

Supporting
Department

Fire Department
Mission

Objective

Fire

5

Fire

5

Fire

5

Fire

Fire

Fire
Fire

Police

Public Works

Key Results / Initiatives

Time Frame

5.1

Evaluate and determine core mission objectives
and future staffing needs. Change organizational
structure based on mission and staffing needs.

2025-2026

5.5

Improve Insurance Service Office rating

5.5

TBD

Identify funding for safety equipment, including
fire apparatus, and personal protective
equipment (ex. Turnouts, Self-contained
breathing apparatus (SCBA).

5

5.5

Implementation of the full Lexipol policy manual.

5

5.5

Facilitate state-of-the-art training and education
for department members.

5

5.5

Develop a program for cyclical testing of fire
hydrants for flow and functionality.

5

5.6

Engage the Ad Hoc committee to create a
timeline and create the Joint Powers Authority.

Key Milestones
Reavulated and canceled the position of Deputy Chief.
Implemented Fire duty officer coverage system.
Develop organizational chart
Develop promotional guidelines
Develop a program for cyclical testing of fire hydrants for flow and
functionality.
Ladder testing
Pump,hose, ladder testing
Applied for FEMA AFG grant for SCBA
Applier earmark funding for SCBA and fire truck

Progress (by percentage) Resources Needed
FY 23/24 Ongoing
FY 23/24 Ongoing
24/25
24/25

26/27
100%

Create a capital equpment replacement program.
Ongoing

2029

Monthly/bi-monthly trainings
Implemented safety-first policies
Active Shooter, Hazardous Materials, Mass Casualty Incident (MCI) trainings.
Offer certified training to create a standard for promotion of officers and
members.
Develop and implement the Onboarding Manual.

Identify key partners and priorities

Notes, Related activities, work, assumptions

ESCI, source best practices.

General fund and RFPD funding if grants
and earmarks are not earned.
Replacement program consisting of
savings and debt options.

Ongoing
Ongoing
Ongoing
Funding from the City and RFPD
Ongoing
Ongoing

TBD

Council support, Rural Board support

52

1 of 1

Strategic Planning Projects
Printed: 4/30/2024
Department
Name

Planning

Planning

Supporting
Department

Public Works

Public Works

Planning

Planning Department
Mission

1

1

1

Time Frame

Key Milestones

2023-2028+

Partner with Bishop Unified School District to provide additional safe routes to
schools
Perform a traffic study to provide options for peak-hour traffic mitigation
Apply for design and construction funding for identified projects in City ROW

10%

Work with appropriate agencies and investigate
options to calm traffic and better the pedestrian
and bicycle environment on the downtown
portion of 395.

2023-2028

Collect ideas on how to calm traffic on Main; present ideas to Caltrans that
could be pursued; identify the barriers to implementing those ideas.
Work with ESCOG on H2B:RCC application with Caltrans

Comleted - Fall/2023

1.1

Develop Urban Design Guidelines and
Implement Enforcement Program to update
signage.

2023-2028

Secure funding to implement façade redevelopment and signage replacement

1.1

Partnership: In conjunction with Caltrans,
ESCOG revisit options for a truck route that will
remove truck traffic from downtown while
ensuring private motorist traffic remains.

2023-2043

Work with ESCOG on H2B:RCC application with Caltrans

Completed - Fall/2023

2024-2025

Issue RFP Consultant
Collect data 4 times a year
Conduct Public Engagement through the whole process
Develop a Fee-in-Lieu strategy to provide alternative parking solutions.

Completed - Dec/2023
50%
0%
0%

1.1

1.1

Key Results / Initiatives

Develop and improve safe routes to schools
from all areas of the City

Applied for regional funds under CA Jobs First.

Planning

Public Works

Planning

Public Works,
Police

1

1.3

Develop a City Parking Management Plan
outlining strategies to address parking demands
and improve walkability.

Planning

Public Works,
Police

1

1.3

Explore the feasibility of implementing paid
parking options to manage parking availability
effectively.

2025-2027

Pending City Parking Management Plan

Planning

Public Works,
Police

1

1.3

Identify opportunities for expanding multimodal
facilities to accommodate various transportation
modes.

2024-2028

Used parking data to develop ATP strategies

Planning

Public Works

1

1.4

Update Mobility Element in General Plan to align
with feasible, publicly outreached projects and
Downtown Specific Plan.

2025- 2028

Pending completion City Parking Management Plan at the end of 2024

Planning

Public Works

1

1.4

Enhance and connect the multimodal
transportation network

2024-2030

ATP Improvements - Connecting Bishop

2.1

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

Planning

Planning

Planning

Administration,
Public Works

Administration

Administration

1

Objective

2

2

2

2.1

2.1

Identify and facilitate the development of City
properties eligible for housing under the Surplus
Land Act list, considering both large parcels for
long-term housing goals and smaller lots for
immediate community benefits. Rezone and list
Well 3 sites for on Surplus Lands Act.

Increase the inventory of affordable housing by
actively supporting housing projects with
partners in the service area. Work with Eastern
Sierra Community Housing and Visionary
Homebuilders to secure funding for Siver Peaks.

Progress (by percentage) Resources Needed
Ongoing
20%

Caltrans Sustainable Communities Grant
& ATP
$150k for parking & land use study
Cycle 7 Active Transportation Program
Grant - Connecting Bishop

Notes, Related activities, work, assumptions

Cycle 7 grant application in process

Ongoing
ESCOG did not receive the funds

0%

Funds will be available after

ESCOG did not receive the funds

< 5%

See steps in objective 1.3
2024-2025

Analyze opportunities and constrains parcels and determine priority
development parcels.
Identify opportunities and sources of funding for the City’s investment in
affordable housing development (low income below 80% AMI, and moderate
income levels up to 150% AMI).

Pending parking data
collection

City Council to advise.

2024-2025
Ideantify opportunities to implement deed restrictions for new developments.

Provide support to Visionoray Homebuilders with state applications.

Ongoing

Ideantify additional sources of funding to support Silver Peaks project.

0%

2024-2028

The City endorsed the Multifamily Finance
Super NOFA application, along with the
Affordable Housing and Sustainable
Communities applications.
May necessitate the City's financial
commitment for future tax break
applications, to be determined once the
next steps are identified with Visionarys.

53

1 of 2

Strategic Planning Projects
Printed: 4/30/2024
Department
Name

Supporting
Department

Planning Department
Mission

Objective

Key Results / Initiatives

Time Frame

Planning

Administration

2

2.1

Invest in funding and staff time for Regional
Housing Assessment and Strategy.

2024-2026

Planning

Planning

2

2.1

Develop a multi-year plan for affordable housing.

2024-2028

2.2

Partner with market-rate housing developers to
facilitate land acquisition and expedite permitting

2.3

Execute Permanent Local Housing Allocation
Program (PLHA) for the development,
rehabilitation, and acquisition, of affordable
housing, including ADUs, singe-family, and multifamily.

Planning

Planning

Planning

Planning

Planning

Administration

Planning

Planning

Planning

Public Works

2

2

2

2

3

2.3

Update the City website with current zoning and
ADU resources.

2.3

Implement policies to restrict the growth of
second home ownership for short-term rentals to
ensure an adequate supply of rental properties.

3.5

Work with solar companies to investigate the
feasibility of converting City facilities to solar

Ongoing

Key Milestones

Identify regional partners to conduct the study.

Progress (by percentage) Resources Needed

0%

Develop a housing program.
Develop the Housing Trust Fund.
Rezoned a residential parcel for 35 dwelling Units
Approve 8-unit appartment complex
Partner with Inyo County and Eastern Sierra Community Housing (ESCC) on
preparation of legal documentation for HCD.

Notes, Related activities, work, assumptions

Planning staff time would need to be
allocated.This project could potentially
qualify for Catalyst funding through the
Sierra Jobs First Program. However, in the
event that funding is not awarded, the City
would need to allocate resources to
finance the study.
To be determined after needs assessment.

Completed - Apr/2024
90%
90%

2024-2025
Work with ESCC on marketing the program.
0%
2025

Colaborate with Inyo county on hiring a consultant to create marketing
materials for pre-approved ADUs, PLHA
Implement annual review application process.

2024-2028

Monitor the rise in short-term rental applications and implement policy updates
if the numbers escalate.

Waiting for Inyo County pre-approved ADU
plans, and execution of PLHA program

0%
Completed Jan/2024

The City has 15-17 active applications in
2024.

Ongoing
Could be part of facilities master planning
effort 3.5.

54

2 of 2

Strategic Planning Projects
Printed: 4/30/2024
Department
Name

Supporting
Department

Police Department
Mission

Objective

Key Results / Initiatives

Time Frame

Police

1

1.2

Mitigation of Transient impact on community.

2023-2028

Police

1

1.2

Work with the new Mental Health crisis unit

Police

1

1.2

Work with State Officials on policies and
procedures.

Police

1

1.3

Create a Community Service Officer position to
regularly enforce parking regulations.

Police

3

3.7

Police

4

4.2

Police
Police
Police

4
4
4

4.2
4.2
4.2

Police

4

4.2

Police

4

4.5

Police

4

4.6

Protect Critical infrastructure within the City.

Create a Public relations group for social media
and event planning / staffing.
Be present at community events.
Increase foot patrols and business checks.
Be present at school sports and events.
Conduct a citizen academy yearly to educate the
public
Implement a citizen volunteer program for the
police department through yearly citizen
academies.

Modernize workflow and implement modern
police techniques to increase efficiency.

Key Milestones
Collaboration with Inyo County Behavioral health with the start of the MMU
project.
Attended workshops with BH in Sacramento addressing the issues.
Set to Launch MMU with H in FY 24/25, state funding dependent.
Work with local businesses and landowners on policies and procedures to
minimize the impact of the transient population on business activities and
pedestrian traffic.
Working with other Police Chiefs in the State on new policy implementation

FY25/26

2023-2028

Create JD and salary

4

4.7

Police

4

4.7

Police

4

4.7

Police

4

4.7

Police

4

4.8

Move towards advanced officer training.

Conduct required perishable skills training inhouse as a cost-saving measure to afford
advanced training opportunities.
Include basic Spanish-speaking awareness for
all officers.
Update Training

Enhance Officer Well-being and Productivity
through Comprehensive Incentive and Support
Programs to promote a healthier work/life
balance.

Ongoing

Ongoing
25%

50%
75%

Increased contact and patrols for Northern Inyo Hospital, Bishop city parks,
Sewer Plant, and Fire stations.

Ongoing

Ongoing
Ongoing
Ongoing

2024-2025

Syllabus created

Ongoing

2024-2025

Complete first ever Citizen academy

2023-2026

10%
10%
20%
10%

Position will be implemented with overall
parking plan.
City land and traffic survey data
City commitment to funding portion of SRO
School District committed to funding $80,000.00
and signing of 3yr MOU with School
of SRO salary per MOU.
District.
Full staffing and camera system additions

Planning stage, the program outline is being
developed
Funding for Tru-Narc
Work with City for digital record retention
Input from Inyo County DA

Completed Mar/2024
10%
0%
20$

Expand City camera network monitored by Dispatch to protect City assets.

20%

Integrate with new programs like Project 529 (bicycle registry software).
Completed integration of county wide Investigation network.

50%
Completed - Mar/2024
90%

Annually

Completed advanced POST training for all levels of staff
Certified on jail/holding cell
PST certified for CSI
Certified our Det. for child sexual assaults
Certified Det. for criminal iinvestigations.
Certified 2 staff members for child forensic interviews.
Continue advanced training

Bi-annually

Completion of in-house training

2024-2025

Completion of Spanish speaking awareness training

0%

2023-2028

Train the trainer courses
Completion of new MOU to create a physical training incentive (i.e. pay
incentive for passing a yearly PT test)
Change department policy to allow for 1 Hour on duty time for personal
development and or physical training.

0%

2025-2026

Statistical data

Completed - Jan/2024

Increase in presence
Increase in presence
Staff at Football, Basketball, Soccer and Baseball games

Update evidence booking / substance testing procedures.
Move paper document procedures to digital formats.
Revise report writing format and procedures.
Partner with allied agencies in an investigative network to solve complex
crimes.
Start a Drone program
Start a K-9 Program
Implement (license plate readers) LPR’s within the City

Continue to work with various outreach
programs outside of BH.

Dependent on Inyo BH

Completed - Dec/2023

Started budget talks with Bishop School District for a cost shared funding of
an SRO..

Updated social media platforms

State grant funding

Notes, Related activities, work, assumptions

Completed - Apr/2024
FY 24/25

Requires the revenue from parking permits

Updated property room and evidence.

Police

Progress (by percentage) Resources Needed

funding and training
Funding / possible grant
Funding / possible grant
Outreach
Rollins electric to finish contract.

When fiber line is working we will be able to
finish project.

Ongoing
Completed - Feb/2024
Completed - Feb/2024
Completed - Jan/2024
Completed - Apr/2024
Completed - Nov/2024
Ongoing
Ongoing

0%

Expect new MOU at start of FY 25/26

Completed Apr/2024

Completion of new MOU to create a mental health incentive (i.e. pay incentive Expect new MOU at start of
for yearly mental health assessment, NOT a Fit for duty assessment).
FY 25/26
Hiring of full sworn staffing to adjust scheduling to provide Officers with better
work / life balance.

Annually

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Strategic Planning Projects
Printed: 4/30/2024
Department
Name

Supporting
Department

Police Department
Mission

Objective

Police

5

5.3

Police

5

5.3

Police

5

5.3

Police

5

5.3

Police

5

5.3

Police

5

5.3

Key Results / Initiatives

Time Frame

Key Milestones

2024-2025

Hire lateral applicants

50%

Lateral applicants

3 Laterals applied 1 in background process

2024-2025

Create Corporal Job description

90%

Council approval

JD and salary schedule created

2023-2028

Revise Reserve Officer JD and begin recruitment

90%

Applicants

JD revised job posted

2024-2025

Purchase bicycles and train Officers

25%

Funding

Bicycle cost quotes

Increase staffing to support proactive policing.

2024-2025

Fill vacancies

50%

Qualified applicants

1 Officer in back grounds 2 additional lateral
applicants 15 Officer trainee applicants

Work with Bishop Unified School District to
implement a cost share funded School Resource
Officer program.

2024-2025

Agree on MOU with Bishop school district with financial commitment

75%

Staffing and financial approval

Tentative commitment from school district on
funding

Fill current Vacancies with qualified Lateral
Officers at a cost saving to the City compared to
training new Officers.
Restructure the Department staffing for better
supervision and chain of command. Including the
addition of a Corporal position.
Revitalize our Reserve Officer program to
supplement staffing at a reduced cost.
Use alternative patrol methods like Bicycle patrol
for events.

Progress (by percentage) Resources Needed

Notes, Related activities, work, assumptions

56

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Strategic Planning Projects
Printed: 4/30/2024

Public Works Department

Department
Name

Supporting
Department

Mission

Objective

Public Works

Planning

1

1.1

Public Works

Public Works

Planning

Planning

1

1

1.1

1.1

Key Results / Initiatives

Time Frame

Implement South Warren Improvement Project

2023-2028

Implement Whitney Alley Project

2024-2028

Plan and implement sidewalk and bike lane
improvements that will connect to the planned
Caltrans improvements on State Routes 395 and
168.

2023-2028+

Public Works

Planning

1

1.4

Design and construct the following projects that
include sidewalk improvements

2024-2030

Public Works

Planning

3

3.1

Develop a comprehensive sidewalk and bicycle
routes assessment and strategy, including
preliminary engineering.

2024-2028

Public Works

3

3.1

Public Works

3

3.1

Public Works

Planning

Public Works

Public Works

Public Works

Public Works

Planning

Planning

3

3.1

3

3.1

3

3.2

3

3

3.2

3.2

Public Works

3

3.2

Public Works

3

3.2

Public Works

3

3.3

Public Works

3

3.3

Public Works

3

3.3

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 East Line Street Improvements
project to begin the planning and design
process.
Complete environmental documents and
engineering design work on the East Line Street
Bridge Replacement project.
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 road culvert at South Third and East
South Street in partnership with LADWP.
Develop 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
Modernize cyclical maintenance schedules,
corporate data management using GIS.

Key Milestones
Complete Environmental Clearance - NEPA
Complete Engineering and Design
Construct
Concept design
Construction Drawings
Advertise Construction Contract
Complete Construction
Perform community outreach to identify needs
Develop Project Study Reports for ATP application with hired consultant
Apply for Cycle 7 ATP grant
Initiate Grant with Caltrans, if awarded
PAED, PS&E, R/W, CON
South Warren Street Improvements
East Line Street Bridge
Johnston Drive Drainage Improvements
Whitney Alley Improvements
ATP Improvements - Connecting Bishop
Hire a consultant to preform route assessments
Hire a consultant to develop preliminary engineering reports for identified
routes
Hire a consultant to develop Capital Improvement Program

2023-2028

Develop program with updated sidewalk policies and procedures

2025-2027

Progress (by percentage) Resources Needed
90%
75%
2025-2026
100%
50%
2025
2025
50%
20%
10%
Jul-25
2025 - 2030
80%
10%
10%
20%
< 5%
0%
20%

$60,000 Streets
$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
$60,000 streets general fund

estimates on total project progress; see
individual projects for specifics & resource
needs

$150k streets general fund

0%

$75k streets general fund

2024-2030

South Warren Street Improvements
East Line Street Bridge
Johnston Drive Drainage Improvements
Whitney Alley Improvements
ATP Improvements - Connecting Bishop

80%
10%
10%
20%
< 5%

estimates on total project progress; see
individual projects for specifics & resource
needs

2023-2028

Identify funding sources and apply

2024-2028

2023-2026
2024
2025
2023-2025

2024-2028

Construction
Hire consultant to develop CIP for water infrastructure and update the City's
standard plans and specifications
Engineering design, permitting, and environmental compliance work (if
necessary)
Construction

includes PSR work for ATP grant application
(obligated March 2024)

0%

Hire a consultant to develop Capital Improvement Program

2023-2028

obligated March 2024
due June 17, 2024

only if awarded grant

$20k streets general fund

Complete Environmental Clearance - ISMND
Complete Engineering and Design
Identify and pursue new source of construction funding
Complete Environmental Clearance - NEPA
Complete Engineering and Design
Identify and pursue new source of construction funding
Hire consultant to preform a Pavement Condition Survey with recommended
levels of treatment for sections of road
Validate and update a project priority list based on the most recent pavement
condition index.
Contract for at least one pavement preservation treatment on an identified
project.
Engineering design and environmental compliance work if necessary
Construction

obligated Dec. 2023

$1M CPFCDSL funded

0%

2023-2028

Notes, Related activities, work, assumptions

Possibly include in Cycle 7 ATP; STIP
Completed - Mar/2024
20%
Ongoing
90%
75%
2025-2026

$1M CPFCDSL funded

0%

$35k streets general fund

$319k STIP funding programmed
$2M+

Construction funding expired June 2024

$60,000 Streets

obligated Dec. 2023

LTC could reimburse for some of the cost

0%
0%
30%
0%
0%

$1.50/sq ft for construction contract RMRA
funded
$88k streets general fund
obligated September 2023
ukn
need to identify sources for CON funding
$40k streets general fund for materials
waiting to hear from DWP on when they can
and supplies
schedule the work

0%

$50k water fund

60%

$117k water fund;

obligated October 2023

0%

$2.2M+ water fund
staff time and possible contract with Inyo
County GIS
$5k water fund

need to idenify sources of funding

Develop scope of work for GIS specialists

0%

Purchase technology to modernize workflows.

0%

57

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Strategic Planning Projects
Printed: 4/30/2024
Department
Name

Supporting
Department

Public Works Department
Mission

Objective

Key Results / Initiatives

Time Frame

Key Milestones

2025-2032

Begin long-range planning Determine how to implement and identify funding
sources.
Require all new construction install a meter or meter idler for retrofitting
(possibly by ordinance)
Implement installation of meters

Public Works

3

3.3

Install meters on all service connections to
comply with SB 552

Public Works

3

3.3

Complete the Lead and Copper Rule Revision
mandated service line inventory.

2024

Public Works

3

3.3

Complete rate study

2025

Public Works

3

3.3

Develop Capital Improvement Plan for
wastewater infrastructure.

2025

3.3

Implement the SCADA Upgrade project to
modernize this critical automation program and
hardware.

Public Works

3

Public Works

3

Public Works

Public Works

Planning

Public Works

Public Works

Public Works

Public Works

Continue serving as the Bishop Area
Wastewater Authority (BAWA) administrator.

Ongoing

3

3.3

Address inflow and infiltration problems.

2024-2028

3

3.5

Streamline solar permitting.

2024-2028

3.6

Develop a capital equipment replacement
program.

3

Planning

3.3

2023-2024

4

4

4

4.2

4.6

4.6

Host public outreach meetings for projects.

2024-2027

2024-2030

Deploy cloud-based building permitting,
licensing, and code enforcement software with
digital inspections and plan reviews.

2024-2028

Develop City-wide GIS strategy.

2024-2026

Develop inventory and utilize GIS to record information
Hire consultant to develop new 5 year rate structure for water and wastewater
service
Hire consultant to develop CIP for wastewater infrastructure and update the
City's standard plans and specifications
Purchase technology to modernize workflows.
Contract for system design, engineering, and implementation. Includes flow
meter at end of Clarke St.
Acquiring land from LADWP for future operations
Hiring a consultant to develop a preliminary engineering report as the next
steps in the feasibility of a joint plant.
Apply for State Revolving Funds for planning and design and hire consultant
to preform work.
Hire a third party to take over the Administrator role for BAWA.
Video inspection of pipes with camera system to idenifty problem areas
Replacement of poor condition pipes, such as Hammond Street
Line manholes and pipes
Work with Cal Rural Water to access disaster funds to preform linings
Encourage the development and use of solar within the City
Adopt City ordinance to bolster the requirements for sanitary facilities at EV
charging stations.

Progress (by percentage) Resources Needed

Notes, Related activities, work, assumptions

0%
0%
0%
Ongoing

staff time and possible contract with Inyo
County GIS

0%

$60k water fund; $60k sewer fund

0%

$50k sewer fund

0%

$5k water fund

90%

$220k sewer fund; $160k water fund

90%

$400k sewer fund; waiting on LADWP

Completed - Jan/2024

$85k sewer fund

Completed - Mar/2024

staff time

Completed - Mar/2024
5%
5%
0%
5%
Ongoing

$30k per year
$150k+ for new camera system
ukn
ukn
staff time

due October 1, 2024

obligated July 2023, amended April 2024

0%

Vacuum Truck

Completed - Nov/2023

$450k, water/sewer/streets

obligated November 2023, delivery 18 months

Crew maintenance trucks
Dump/plow trucks
Street sweepers
Loaders

Completed - Jan/2024
0%
0%
0%

lease cost

lease with Enterprise

East Line Street Bridge

Ongoing

Johnston Drive Drainage Improvements

Ongoing

Whitney Alley Improvements

Ongoing

ATP Improvements - Connecting Bishop
Develop and deploy cloud-based building permitting, licensing, and code
enforcement software in partnership with Inyo County
Move towards the digital review of plan sets (i.e., Bluebeam), and digitize
paper records to reduce paper submission of applications.
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.

Ongoing

$100k annually from water/sewer/streets
Hosted 1 outreach on East Line St project,
possibly 2 more to schedule
over 30 meetings on Whitney Alley, formal and
informal
3 ATP meetings hosted in 2024

30%

$50k general fund

5%

$5-10k general fund

10%

$10-30k general fund

Partnership with Inyo County

partner with Inyo County, or hire consultant

58

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