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population the size of Hanford that are no surrounded by larger urban areas, a ratio of 1.1 to
1.2 sworn officers per 1,000 residents is typically employed.
FACILITIES AND INFRASTRUCTURE
The Police Department facility maintains its location at 425 North Irwin Street. This facility is also in close proximity to the Hanford Civic Auditorium and the Veteran’s Memorial Building.
As stated before, the Hanford Police Department has identified upgrades to its police station.
In the FY 202 0-2024 Capital Improvement Plan (CIP) Budget, the CIP identified a “Police Department Parking Lot Expansion” project, with a budget of $30,000. The source of the funding is the Police Department impact fee (City of Hanford, 2019).
CRIME STATISTICS
Crime statistics for the City were obtained from the Federal Bureau of Investigation, Crime in the United States database and are shown in Table 4-2 below.
Table 4-2
Number of Crimes Known by Hanford Police Department
Category 2015 2016 2017 2018
Violent Offenses 315 266 284 274
Murder 1 2 2 2
Rape 23 21 28 32
Robbery 58 44 54 41
Aggravated Assault 233 199 200 199
Property Crime 2,012 1,496 1,359 1,264
Burglary 275 222 197 145
Larceny Theft 1,504 1,059 916 945
Motor vehicle Theft 233 215 246 174
Arson 5 7 21 7
Total 4,659 3,531 3,307 3,083
Source: Federal Bureau of Investigation, Crime in the United States, https://ucr.fbi.gov/crime-in-the-u.s
Despite the growing population of the City, the total number of crimes has been going down in number since 2015. In comparison with California as a whole in 2018, violent crimes are about the same as the State average, and property offenses in Hanford are actually slightly lower than the State average (per 1,000 residents).
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Table 4-3
Comparison of Crimes per 1,000 Residents (2018)
Category Hanford California
Violent Offenses per
1,000 residents 4.2 4.5
Property Offenses
per 1,000 residents 22.2 23.8
Source: Federal Bureau of Investigation, Crime in the
United States, https://ucr.fbi.gov/crime-in-the-u.s
POLICE DEPARTMENT FUNDING
The Police Department revenues are comprised mostly of General Fund. Some other sources of revenue are various grants, court fines, and “ miscellaneous revenue” as defined in the budget (City of Hanford, 2020). Expenses for police programs in 2018-19 was approximately $13.0 million. There has not been a large increase or decrease in Police Department expenses and revenues for the past few years.
Chart 4-4
Police Department Revenues and Expenditures
Source: City of Hanford 2020 As shown in Chart 4-4, the department is not a revenue generating department and is largely dependent on General Fund. Of all expenditures citywide, the Police Department comprises of approximately 66.2 percent of the public safety $1,478,142 $1,390,717 $1,378,919
$11,350,589 $11,569,537
$12,527,632
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2015-2016 2016-2017 2017-2018
Revenues Expenses
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expenditures, and approximately 17.6 percent of total expenditures (California State Controller's Office, 2018).
ABILITY TO SERVE ANNEXED POPULATION
The department’s current staffing ratio is just shy of wha t the General Plan determines as adequate. The current ratio is 1.09 officers per 1,000 residents while the General Plan Background Report suggests a ratio of 1.1 to 1.2 is appropriate for similar cities of the size of Hanford. Annexation of the County islands will result in an increase in population of 1,293 persons who will need to be served by the City’s Police Department. This would increase the total population to 58,203. The ratio will then be 1.06 officers per 1,000 residents. The Police Department would need to increase its total officers to 65 (hire 3 new officers) to have ratio of 1.1 officers per 1,000 residents.
According to the Memorandum of Understanding between the City of Hanford and County of Kings established in 2019 , The County Sheriff’s Office will provide police services to the County islands for a two -year period beginning on the date of annexation of the County islands, after which time, the City will be responsible for providing such services in perpetuity. This two-year period gives the City time to hire additional officers to meet the ratio goal of sworn officers to residents.
Determinations
Determination 4.1.5-1 – The City utilizes a variety of financing sources in order to offset the expenditures utilized by law enforcement.
Determination 4.1.5-2 – The Police Department has identified upgrades to its police station and making additions as funding becomes available.
Determination 4. 1.5-3 – The City should monitor crime statistics in years immediately following 2018 to determine if there is a need for additional patrol personnel to curtail the increase in crimes.
Determination 4.1.5 -4 – The City’s current ratio of sworn officers to residents is slightly below the ratio of 1.1 officers per 1,000 population and would be further below this ratio with the increase in population of the annexed areas. The City may need to hire additional officers or employ other strategies to achieve acceptable levels of service in conjunction with an expansion of its service area with the annexation of the eight County islands within the next two years.
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4.1.6 - PARKS AND COMMUNITY SERVICES
Summary of Prior MSR Findings
According to the previous MSR, in 2007 the City of Hanford owned and operated 18 neighborhood parks comprising a total of 36.8 acres. The City’s Recreation Department and Parks Division is responsible for operations and maintenance of the City owned parks.
Eleven of the City’s parks were developed in 2007. The City had three community parks (Centennial Park, Youth Athletic Complex, and Hidden Valley Park). Community parks and sports fields occupy approximately 94.2 acres within the City.
Each of the park sites contained various types of facilities, which are based on the needs of the residents served by the park, park size, and geographic characteristics. Specialized recreational facilities (e.g., tennis courts, swimming pool, ball fields) exist at seven of the City’s facilities. The most common specialized facilities are lighted ballfields.
Current Conditions
According to the Human Resources Department in 2020, t he Hanford Parks and Recreation Department is comprised of 26 full -time employees and 42 part -time employees. These numbers include Parks and Community Services Department employees. The departmental responsibilities include maintaining the aesthetic and r ecreational value of over 229.17 acres of property including parks, landscaped street medians, athletic fields, the City’s urban forest, and other landscaped areas; construct ing streetscape enhancement improvements within the downtown area; coordinating the City’s annual Tree City U.S.A. recertification program; administering contracts and inspecting maintenance for 40 landscape assessment districts; and performing playground safety inspections and upgrading existing playgrounds. (City of Hanford, 2020).
According to the Hanford Parks, Recreation, and Open Space Master Plan of 2020, the City has 299.70 acres of parkland. This consists of approximately 154 acres of City owned parkland, 40 acres of sports complex provided at Soc -Com, and 50 percent of the 210 ac res of school parks provided by the Hanford Join Union High School District and the Hanford Elementary School District (105 acres).
The National Recreation and Park Association (NRPA) provides a template of typical park classifications, number of acres a system should have, and recommended service levels based on population. For a public park provider the NRPA guidelines suggest, “A park system, at a minimum, should be comprised of a ‘core’ system of park lands, with a total of
9.9 acres of developed parkland per 1,000 population ” (National Recreation and Park Association, 2020).. According to the 2020 Parks Master Plan, the City has 5.06 park acres per 1,000 residents. If the NRPA guidelines were being met, Hanford should have approximately 563 acres of park land. The park inventory deficiency would be 263 .acres.
The shortfalls do not take into consideration church properties, private schools, or those outside the boundaries of the City of Hanford.
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Table 4-4
Parkland within Hanford by Type (City of Hanford, 2020) Category Acres
Mini Parks 15.6
Neighborhood/School Parks 19.2
Sports Complex 57.2
Community Parks 54.9
Special Use Parks 7.1
Indoor Facility 0.52
School Playfield 136.52
Developed Parkland 309.9
Note: This inventory consists of parkland only provided by the City of Hanford
According to the General Plan, the calculation for the parkland ratio has been updated. When determining the parkland ratio of acres per 1,000 population, City policy is to include the acreage of city -owned mini, neighborhood, community, regional, special use, and stormwater basin parks, along with 50 percent of the acreage of school playgrounds and play areas within the Planned Area Boundary (City of Hanford, 2017). All school sites have limited public access since their primary purpose is to support their educational mission. These facilities are sometimes accessible to the public after school hours. According to the General Plan, there are 210 acres of school playfields in the City, of which 105 acres, or 50 percnet of 210 acres, is calculated in the total developed parkland of the City. By using this calculation as outlined in the General Plan, the City’s current park ratio is 5.06 acres per 1,000 residents.
This ratio is still below the NRPA’s goal of 9.9 but it does meet the City’s goal set in their General Plan, which is 3.5 acres per 1,000 residents. 3 According to the California Department of Parks and Recreation, the City currently has approximately 63 percent of its residents living more than a half mile from park facilities (California Department of Parks and Recreation, 2015 ). A half -mile walking radius is considered the maximum distance for viable walkable access to facilities, according to the American Planning Association . Additionally, the State also states that 75 percent of the City’s residents live in areas with l ess than three acres of parks or open space per 1,000 residents. As a result, it would appear that most of the City may be somewhat inconsistent with the General Plan policy for providing park space at a ratio of 3.5 acres per 1,000 residents within a half mile, however, the State did not take into consideration the 105 acres of school playfield space that the City considers in its parkland ratio calculation. Lastly, the
2 School Playfield parkland was calculated by taking 50% of the acreage of school playgrounds and play areas within the Planned Area Boundary. This calculation was originally established in the Gen eral Plan 3 According to the General Plan, Goal 09 of Section 5.7 (Parks and Recreation), Parks are to be provided at a combined ratio of 3.5 acres per 1,000 residents.
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General Plan policy is applied citywide and is found to be in compliance , but, the City could strive to more evenly distribute park and open space areas to increase access throughout the City to residents, as shown by the California Department of Parks and Recreation statistics.
FACILITIES AND INFRASTRUCTURE
The City currently opera tes and maintains the following park facilities (City of Hanford, 2014):
• Mini-Park
o Airport Park
o Encore Park
o Gateway Park
o Glacier Park
o Hye Park
o Lakewood Park
o Quail Run Estates
o Quail Park
o Sherwood Park
o Vineyard Park
• Neighborhood Parks
o Coe Park
o Earl F. Johnson Park
o Lacey Park
o Redwood Park
o Vineyard Park
o Independence Park
o Silver Oaks Park
• Community/Special Use Park
o Bob Hill Youth Athletic
Complex
o Centennial Park
o Civic and Courthouse
Grounds
o Freedom Park
o Hidden Valley Park
• Regional/Special Use Park
o Hanford Joint Use Softball
Complex
o BMX Track
o Hanford Adult Learning
Center/Softball Complex
o Harris Street Ball Park
o The Plunge and Ford Hill
Skate Park
o Rotary Field
• Indoor Facility
o Civic Center
o Coe Hall
o Goodwill Senior Center
o Longfield Center
o Old Courthouse
o St. Brigids’ Teen Center
o Veterans-Senior Center
Within these facilities, the City also maintains additional recreational facilities, such as basketball courts, soccer and baseball/softball fields, and tennis and volleyball courts.
In the FY 2020-24 Capital Improvement Plan (CIP) Budget, the CIP identified 11 projects for the Parks and Recreation Department for five years (City of Hanford, 2020). The total cost of all the projects is $8,932,000. The three funding sources for the projects are park impact fees, accumulated capital outlay, and refuse capital . Eight projects are planned to be achieve d in the 2020/2021 fiscal year. These improvements are described below:
• Park Development Oversizing Requirements ($150,000 per year for five years) o These funds will be used to reimburse developers for costs associated with park construction in excess of their park impact fee assessment.
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• ADA Parks/Recreation Modifications ($35,000 per year for five years) o These funds will be used to upgrade the parks and recreation facilities to conform with ADA requirements. Improvements will include modifications to restroom and playground facilities, installation of concrete pathways to various facilities and purchase of handicap accessible picnic equipment and tables. • Park Refuse Enclosures – Civic Park ($42,000)
o Construction of a concrete block trash enclosure at the Old Courthouse Parking Lot, which is currently an old dilapidated wooden enclosure. • Street Median Landscape Renovation ($150,000 in 2020 and 2022 - $300,000 total) o Remove the existing landscaping and terminate the irrigation to install stamped concrete in the turn pockets until the width of the landscape area is a minimum of 8 feet in width. Project will upgrade portions of median islands as funding allows with new plant materials and landscape bark.
• New Pocket Park ($390,000)
o Design and construct a new small park at the site of the Old Fire Station located at Lacey Boulevard and Kaweah Street.
• Centennial Park Pathway Construction Project ($230,000) o Upgrade and construct an all connecting eight (8’) foot wide concrete sidewalk/pathway and address ADA accessibility from Hanford -Armona Road into the park and connect to all amenities to include picnic arbors, splash pad, playgrounds, dog facilities, and restrooms.
• New Playground at Civic Park ($285,000)
o Design and construct a new playground adjacent to the Carousel at the Civic Park to increase activity within the Park
PARKS AND COMMUNITY SERVICES DEPARTMENT FUNDING
The Parks and Recreation Department revenues are comprised of General Fund, various grants, and donations. Total expenditures for each year are based on maintenance of parks, facilities management, youth and adult services, and construction of new parks (City of Hanford, 2020).
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Chart 4-5
Parks and Recreation Department Revenues and Expenditures Source: City of Hanford 2020
As shown in Chart 4-5, the department generates a small percent of the revenues needed for department and is still dependent on General Fund revenues and grants. Of all expenditures citywide, the Parks and Recreation Department comprised 6.07 percent of total expenditures (California State Controller's Office, 2018).
ABILITY TO SERVICE ANNEXED POPULATION
The County islands proposed to be annexed are not served by the City regarding parkland.
Parks are a more difficult service to analyze, as the residents of the County islands already have access to the parks , as they are all public parks. The addition of the 1,293 persons to the City will, however, decrease the parkland ratio of acres per 1,000 population.
Determinations
Determination 4.1.6-1 – The City actively maintains parks and provides recreational services to the residents of Hanford.
Determination 4. 1.6-2 – Parks and recreational facilities within the City amount to approximately 309.9 acres of land. This amounts to a ratio of roughly 5.4 acres per 1,000 persons (based on 2020 population estimate of 56,910), which meets the standard identified in the City’s Parks and Recreation Master Plan.
$272,258 $285,933 $270,825
$3,041,837
$3,326,360 $3,431,632
2016 2017 2018
Revenues Expenses
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Determination 4. 1.6-3 – The City utilizes the Capital Improvement P lan to maintain and repair its numerous recreational facilities within the city limits to promote an active lifestyle to its residents.
Determination 4.1.6-4 – The City’s General Plan and Parks Master Plan both identified a need for additional park and recreation space to serve residents of the City.
Determination 4.1.6-5 – The City’s current parkland ratio of acres per 1,000 population is below the NRPA’s guidelines and will be even more so with the addition of the population of the eight County islands.
Determination 4.1.6-6 - The City may need to employ strategies such identification of new parks in the Capital Improvement Program or obtaining grant funds for additional facilities to achieve adopted levels of service in conjunction with an expansion of its service area with the annexation of the eight County islands in order to reach the goals of the General Plan.
Determination 4.1.6 -7 – The City should strive to improve proximity and distribution of parks and open space throughout the City so that all areas of the City meet the General Plan goal of 3.5 acres per 1,000 residents.
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4.1.7 - ROAD MAINTENANCE
Summary of Prior MSR Findings
Road Maintenance was not reviewed by LAFCo in 2007 as part of the Roads and Circulation section of the comprehensive MSR.
Current Conditions
The Hanford Public Works Department is responsible for maintaining the City’s roads through its Street Division. The Street D ivision provides maintenance of more than 207 centerline miles of roadway and all of the curb, gutter, and sidewalk within the City’s jurisdiction (City of Hanford, 2020) . The Street Maintenance Division performs nearly 500,000 square feet of cape seal treatment, 325,000 square feet of residential slurry seal treatment, 30,000 square feet of deep patching, and applie s more than 200,000 pounds of crack seal each fiscal year. In additional to traditional roadway improvements, the Street Maintenance Division installs approximately 1500 linear feet of curb and gutter and 30,000 square feet of sidewalk each year. The division has two more specific programs:
Street Sweeping Program
The City sweeps the residential streets once a week and the downtown area on a five-day-a- week basis. Each year approximately 30,000 centerline miles of streets are swept (City of Hanford, 2020) . This program also assists in the implementation of the Storm water Management Plan by keeping dirt and debris out of the City’s basins and canals.
FACILITIES AND INFRASTRUCTURE
The FY 2020-24 Capital Improvement Plan (CIP) Budget includes several projects that would provide upgrades to existing road infrastructure and help plan for future projects (City of Hanford, 2020) . Funding sources for these projects include : Gas Taxes ; Transportation Impact Fees ; Strom, Wastewater, and Water Capital; and Congestion Mitigation and Air Quality. These improvements are described below:
• Sidewalk and Miscellaneous Concrete Repairs ($40,000/year for all five years) o These funds will be used to repair sidewalks, drive approaches, and other concrete improvements where City crews will be completing street reconstruction projects or in areas where the improvements are damaged by tree roots.
• New Sidewalk and ADA Improvements ($50,000/year for all five years) o These funds will be used to install sidewalks and other concrete improvements in areas currently void of such improvements.
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• Street Division Maintenance ($450,000/year for all five years) o Street maintenance is performed by the Public Works Street Maintenance Division through the City’s General Fund. This project account is established to record that portion of annual street maintenance which will be allocated to gas tax funds.
• Unscheduled A rterial Upgrades & Traffic Signal Installation ($200,000/year for all five years)
o This fund will be used to reimburse developers who are required to construct qualifying arterial street improvements that exceed their project’s transportation mitigation impact fee share.
• Survey Monumentation/Mapping ($15,000/year for all five years) o These funds will be used to re -establish survey monumentation on street re - surfacing projects and to update the survey benchmark datum and mapping • Pavement Resurfacing Treatment ($1,200,000 in 2020, $950,000 2021-2024) o Pavement Resurfacing Treatment is a surface protection and pavement preservation treatment for City streets. The treatments will extend the useful life of asphalt concrete pavement surfaces thereby reducing street maintenance costs.
The project will provide surface treatment for approximately seven miles of roadways.
• East Lacey Boulevard Widening/Reconstruction, 10 th Avenue to Sierra Drive ($9,610,000)
o This project will involve the widening and reconstruction of East Lacey Boulevard, between 10th Avenue and Sierra Drive, to facilitate two lanes in each direction of travel plus turn lanes. This project will improve traffic flow capacity and safety by providing additional travel lanes and a protected left turn land and the installation of a traffic signal system at the intersection of East Lacey Boulevard/Ninth Avenue.
• 12th Avenue Widening, Springcrest St. to 500 feet south – West side ($290,000) o This project will involve the installation of curb, gutter, sidewalk, and roadway widening along 12 th Avenue (west side) , from Springcrest Street to a point approximately 500 feet south of Springcrest Street. This project will improve traffic flow capacity and safety by providing an additional travel lane and installing curb, gutter, sidewalk, and street lighting improvements • Traffic Signal at 12th Avenue and Hume Avenue ($453,000)
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o This project will consist of the installation of a traffic signal system at the intersection of 12 th Avenue and Hume Avenue. This projec t will increase traffic flow efficiency and reduce intersection congestion by allowing more free flow traffic movements through the intersection.
ROAD MAINTENANCE FUNDING
Road maintenance is generally funded and scheduled through the City’s CIP . Street maintenance revenues are comprised of the General Fund and special revenues. The actual revenue budgeted for streets totaled $54,830 in 2018-19, an increase of approximately 17 percent over the prior year’s actual revenue. This increase is the result of planned capital and infrastructure projects.
Chart 4-6
Street Division Revenues and Expenditures
Source: City of Hanford 2020
As shown in Chart 4-6, the department generates all the revenues needed for street services through special revenues. Of all expenditures citywide, the Street Services Division comprises 2.9 percent of total expenditures (California State Controller's Office, 2018).
ABILITY TO SERVE ANNEXED POPULATION
The County islands proposed to be annexed are currently not served by City street maintenance. The City’s Street Division of the Public Works Department has been adequate for many years, with a balanced budget and adequate funding for the Capital Improvement $(34,344) $(48,483) $(46,525)
$2,003,799 $2,020,929 $1,928,622
2016 2017 2018
Revenues Expenses
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Programs. Due to the City’s ability to provide such services to its current population, there is no evidence indicating that the addition of 1,293 residents would be too great for the City to adequately serve.
Additionally, according to the Memorandum of Understanding between the City of Hanford and County of Kings established in 2019, the County will request that the Kings County Association of Governments (KCAG) annually allocate $125,000 in regional tran sportation funding, which would normally be transferred to the County, to the City for a period of two years. The total cumulative amount allocated to the City shall not exceed $250,000. The City shall use the Annual Payments, if so, allocated by KCAG, for road maintenance costs within the County islands. This will help with any previously unknown costs associated with the addition of such roadways.
Determinations
Determination 4.1.7-1 – The City actively maintains the existing road systems and provides street sweeping within the city limits.
Determination 4.1.7-2 – The City utilizes a Capital Improvement P lan and reimbursements from the Gas Tax to aid in the repair and maintenance of existing roadways within the city limits.
Determination 4.1.7-3 – The City would be able to adequately serve the increased population of 1,293 residents, were the City to annex the County islands.
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4.1.8 - FLOOD CONTROL/DRAINAGE
Summary of Prior MSR Findings
The 2007 MSR identified that stormwater drainage is accomplished in the City through a system of curbs and gutters, and a limited number of stormwater collection lines and stormwater drainage basins. Controlled discharge from drainage basins are allowed into designated canals owned and operated by People’s Ditch Company irrigation canal. Hanford has relied on surface drainage systems to contain and transport stormwater run-off. During normal storm events drainage systems function at an acceptable level of service. The City’s Planning Area lies outside any major flood prone areas, per the Federal Emergency Management Agency (FEMA). There are small localized areas within the Planning Area where it is shown within the 100-year flood plain.
Flood inundation from potential dam failure could result from Terminus Dam, Success Lake Dam, and Pine Flat Dam (located in the Sierra Nevada east of the valley floor on the Kaweah, Tule, and Kings River). Additional improvements made to other flood control facilities in the Kings County area, have significantly reduced local natural flood hazards.
According to the Army Corps of Engineers inundation maps for Kings County, a breech by any of the dams listed above will not affect the City of Hanford. T hrough the City’s General Plan, the City Council has adopted runoff/discharge policies that have strict controls to meet the National Pollution Discharge Elimination system for development projects.
Current Conditions
According to the City’s website, the storm drainage system consists of 30 pump stations, 56 miles of pipelines ranging in size from six inches to 60 inches, 138 inverted siphons, 974 drainage inlets, and 181 acres of drainage basins and drainage ditches. The storm drainage system removes rainfall from surface streets and disposes the accumulated stormwater in drainage basins (City of Hanford, 2020).
The City completed an updated Storm Drainage Master Plan in 201 7 that updated much of the information identified in the prior 200 7 MSR. The City’s water system services residential and non-residential lands within the city limits. The service area includes 6,059 net acres of developed lands, 2,765 net acres of undeveloped lands, and 265 net acres of underutilized lands insi de the city limits (City of Hanford, 2017) . The City’s General Plan anticipates approximately 16,900 net acres of residential and non -residential development at ultimate buildout of the Planned Area Boundary. A map of the existing storm drainage system in shown in Figure 4-5. The Master Plan to service the area planned for development in the General Plan is shown in Figure 4-6.
The modeled storm drainage system includes approximately 65 miles of stormwater conveyance to local retention systems or ditches. Pipes range from 8 inches to 60 inches in diameter. The storm conveyance system is predominantly composed of 12-, 15-, and 18-inch pipelines (City of Hanford, 2017).
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Akel
Engineering
Group, Inc.
Figure 4-5
Hanford Existing Storm Drainage System
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Akel
Engineering
Group, Inc.
Figure 4-6
Hanford Proposed Storm Drainage System
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The City currently operates approximately 60 detention and retention basins. These facilities include slough remnants. The other basins located within the existing service area are man- made detention and retention facilities, and serve as dedicated stormwater receiving facilities, or dual-purpose park facilities, that can fill with excess stormwater runoff during the set season. These drainage basins range in size from approximately 3.5 acre-feet (AF) to 94 AF (City of Hanford, 2017).
The City currently owns and operates 30 pump stations within the city limits. The pump stations vary in size and discharge to varying locations, which include canals, pipelines, and other conveyance facilities located throughout the City (City of Hanford, 2017).
Some facilities were identified as needing improvements in the St orm Drainage System Master Plan. After evaluation of the system, 12 basins were identified as needing new pipes, four existing retention basins needed to be expanded, and one lift station needed to be replaced. The future system improvements identified wer e 14 new pipes and 14 new retention basins (City of Hanford, 2017).
In the FY 2020-2024 Capital Improvement Plan (CIP) Budget, the CIP identified 11 projects that would provide some upgrades to existing facilities. The funding for these projects will come from the City’s storm drainage capital and storm drainage impact fees. Total cost of all the projects for the five-year period is $2,431,450, which will be entirely funded by the capital and impact fees mentioned above (City of Hanford, 2020).
These improvements are described below:
• Curb and Gutter Installation ($20,000/year for all five years) o Installation of new or replacement of concrete curb & gutter to facilitate proper street drainage. Projects may include replacement of existing dilapidated curbs & gutter or installation of new curb & gutter in existing developed areas currently void of these improvements.
• Increase Flow Capacity of Main Branch of People’s Ditch ($25,000/year for all five years)
o The City has drainage rights with People’s Ditch Company which allows discharge in People’s Ditch under certain parameters. Projects would be performed in cooperation with People’s Ditch Company and would include culvert repair/enlargements, ditch real ignment and piping, turn -out basins, control structure modifications, and additional ditch maintenance. • Storm Drainage System Oversizing Requirements ($50,000/year for all five years) o The City reimburses developers are that required to upsize their storm drainage improvements to provide additional capacity in compliance with the Storm Drainage Master Plan.
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• Gate Crossing Security/Locks ($18,450)
o The City is responsible for all crossings and intersections between any City street or other ditch crossing, including fences, bridges, pipelines, or other appurtenances. The proposed tamper proof locks will prevent the cutting of locks along the ditch line and greatly reduce liability for the City of Hanford. • Bonneyview Basin – Sand Slough Basin ($262,500)
o The Bonney View Estates Basin is inter -connected with the Sand Slough Basin to the north and the Live Oak Basin to the south and ultimately to the Houston/Iona Basin. This project is necessary to increase system reliability and increase the amount of storm runoff water that can be captured by both rainfall and diversions from People’s Ditch.
• Tree Trim/Removal Program ($690,000)
o Many of the ponding basins have trees which prohibit the maintenance of the basin slopes and bottoms. The National Pollution D ischarge Elimination System requires certain maintenance and testing. This program, implementing over the next couple of years, will remove trees to allow proper maintenance and prevent future growth.
• Mussel Slough/Laura Ln. Pump Installation ($187,500)
This project consists of equipping the YMCA Basin with an electrical service, control panel, pump, diversion gates, and connection to existing piping for dewatering the basin to accommodate additional development and routine maintenance. This project will pr ovide for dewatering of the basin and installation of new diversion gates to provide routine maintenance, assist in mosquito abatement activities, and increase storage capacity.
FLOOD CONTROL/DRAINAGE DEPARTMENT FUNDING
The Storm Drainage Operations is a division of the Public Works Department. Revenues are comprised of service fees. Fiscal Year 2016-17 saw a slight increase in expenditures. This is due to a slight increase in Personnel Services, according to the budget (City of Ha nford, 2020).
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Chart 4-7
Storm Drainage Operations Revenues and Expenditures
Source: City of Hanford 2020
As shown in Chart 4 -7, the department revenues outpace expenses in order to fund capital projects. Since the Flood Control Department does operate as an enterprise fund, the department is not solely dependent on General Fund and special revenues. In the proposed budget for 2018-19, Storm Drainage expenditures comprised approximately 3.4 percent of the City’s budget, which is an increase from approximately 1.5 percent in 2017-18 (City of Hanford, 2020). This is likely due to the number of projects in the CIP for the year 2020. The storm drain projects account for 6 percent of the total Capital Improvement Projects in FY 2019-2020.
ABILITY TO SERVE ANNEXED POPULATION
The County is currently responsible for stormwater drainage in the eight County islands proposed to be annexed. Were the City to annex the islands, it would provide storm drainage services to the 1,293 new residents.
According to the City’s Storm Drain Master Plan, the Plan anticipates necessary growth of the system due to the growth of the City. One of the tasks of the Plan was to document growth planning assumptions and known existing neighborhoods, such as the islands, and future developments (City of Hanford, 2017) . The planning boundary and horizon for the Master Plan were developed in accordance with the City’s recently adopted General Plan. Based on General Plan population projections, the addition of the 1,293 residents to the stormwater $1,395,287
$1,236,808
$1,443,950
$1,004,523 $1,039,240
$948,988
2015-2016 2016-2017 2017-2018
Revenue Expenses
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residents is feasible as long as the City achieves the proposed goals of the Storm Drainage Master Plan in order to account for its anticipated future population.
Determinations
Determination 4. 1.8-1 – The City provides municipal storm drainage services for its residents.
Determination 4.1.8-2 – The City has completed and adopted a Storm Drainage Master Plan in 2017 to better identify and improve operations of the storm drainage system and plan for future needs of the City in accordance with population projections.
Determination 4.1.8-3 – The City would be able to adequately serve the increased population of 1,293 residents, were the City to annex the County islands, as long as the City achieves its proposed goals of the Storm Drainage Master Plan.
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4.1.9 - PUBLIC TRANSPORTATION
Summary of Prior MSR Findings
Transit services were reviewed by LAFCo in 200 7 as part of the Roads and Circulation section of the comprehensive MSR.
According to the previous MSR, t he City of Hanford and surrounding areas provide and are served by a number of public, private, and social service transportation organization s. The social service transportation organizations were not discussed in the 2007 MSR.
Kings Area Rural Transit (K ART) is the largest provider of public transit services within Kings County. KART serves the transit needs throughout Kings County and parts of adjacent counties. The fixed route provides transit service between the cities of Avenal, Armona, Lemoore, Naval Air Station Lemoore, Visalia, Corcoran, Stratford, Kettleman City, and Hanford, which is the KART hub for the County. At the time of the previous MSR (2007) , KART was estimated to serve 47,000 riders per month (Kings County LAFCo, 2007).
KART also provides Dial -A-Ride services for residents traveling more than a half mile from an existing bus route for those riders certified by KART as disabled. Dial -A-Ride (door to door) service is available Monday through Friday between 11:00 a.m. and 1:30 p.m. All rides from home must be scheduled one day in advance.
Private transit Services are provided in Hanford by three taxi -cab services (Hanford taxi, Marathon Cab, and Central Valley Cab). Orange Belt States provide east/we st bus services and offers a daily scheduled bus service four times a day to Goshen and Visalia, one bus per day to Paso Robles and Fresno. Greyhound provides the link to the coastal communities and northern and southern destinations.
Current Conditions
The largest single provider of public transportation within Kings County is operated by Kings County Area Public Transit Agency (KCAPTA), a Joint Powers Agency comprised of the County and the cities of Hanford, Lemoore, and Avena l. KCAPTA oversees the opera tion of the Kings Area Rural Transit (KART) system. KCAPTA establishes the operating policies and defines the services to be provided by KART including service hours and days, fares, and routes (Tulare County Association of Governme nts, 2018). KART provides transportation services to Armona, Avenal, Corcoran, Grangeville, Hardwick, Hanford, Kettleman City, Laton, Lemoore, Naval Air Station Lemoore, and Stratford. KART Paratransit is available to eligible certified ADA passengers. In addition, KART provides regular transportation service to Fresno and Visalia (Kings Area Rural Transit, 2020).
KART provides Hanford with six interconnected half hours routes, regular service to most other communities in t he County and weekday service to Visalia. Dial-A-Ride (demand response) service is available for only those residents of Hanford, Lemoore, Armona, and Avenal traveling more than half of a mile from an existing fixed bus route or for those riders
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certified by KART as disabled. There is also a Hanford -Fresno fixed route within fourteen vehicles that runs every Monday, Wednesday, and Friday, with limited service on Saturdays.
FACILITIES AND INFRASTRUCTURE
The existing KART Transit Station in Hanford is located adjacent to the Hanford Amtrak Station. Approximately 2,000 riders access the station each day (Mott Macdonald, 2018). All but two KART bus routes service the station and are all timed to meet the station in 30 - minute loops. There are currently nine fixed routes that circulate throughout Hanford. At least four commuter routes to outlying areas, including intercounty services, also circulate through the KART terminal. The scheduled bus service operates Monday through Friday from 6:30 a.m. to 9:45 p.m. with partial Saturday service.
Facility and infrastructure were not discussed during the last MSR cycle that reviewed Public Transportation. The Kings County Area Public Transit Agency has considered constructing a new larger transit station in downtown Hanford . An Initial Study/Mitigated Negative Declaration for this project was released in November of 2019.
Hanford is also one city of multiple cities (and the County) that contribute to the operation of KART. KART or public transportation were not included in the FY 2019/2020 budget. The City’s General Plan describes two public transit goals and seven policies pertaining to public transit. The two goals are:
1. A citywide and regional transportation system that has the downtown as its hub; and
2. A convenient and efficient transit system that serves as an alternate to automobile travel and meets basic transportation needs of the transit dependent.
The policies in the General Plan pertaining to public transportation are:
• Adequate Transit Service Availability
o Maintain a proactive working partnership with KART to ensure that adequate public transit service is available.
• KART Expansion
o Pursue improvements and funding to increase transit ridership, increase transit frequencies on key corridors, and expand regular transit service in portion of Hanford that currently have no public transit.
• Transit Stops
o Where right-of-way allows, arterial and major collector streets shall be designed to allow transit vehicles to pull out of the travel land when stopping.
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• Improve Access to Transit Stops
o Remove physical barriers to improve access to transit facilities for the elderly, disabled, and other transit-dependent groups.
o Long Range Transit Plan
▪ Coordinate and collaborate with KART and KCAG on development of long - range transit plan that considers special emphasis on new or enhanced transit services and amenities in the downtown core, and service to identified mixed use neighborhoods and corridors.
o Vanpool Programs
▪ Support the KART vanpool program for the area’s farmworkers and other commuters.
TRANSIT FUNDING
The City of Hanford’s FY 2019/2020 budget did not include funds for public transportation.
According to KART’s 2019 -2020 budget, most of the funding for KAR T comes from fares, collection of local taxes and federal funds. The City of Hanford is not listed as a source of revenue.
ABILITY TO SERVE ANNEXED POPULATION
The City will not need to serve the new ly annexed population with regard to public transportation, as public transportation is currently provided to the City by the County, through the KART system. The County islands will continue to be served by the KART system.
Determinations
Determination 4.1.9-1 – The City, in conjunction with other cities and Kings County, provides fixed route and dial -a-ride service to its residents within the city limits and urban area boundary through the Kings Area Rural Transit (KART) system.
Determination 4.1.9-3 – The City’s transit capital and service goals and policies are identified in the City of Hanford General Plan.
Determination 4.1.9-3 – The City will continue to utilize the public transportation system provided by the County through KART and will not have an increased number of persons served with the annexation of the County islands.
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4.1.10 - SOLID WASTE DISPOSAL
Summary of Prior MSR Findings
Solid waste services were reviewed by LAFCo in 2007 as part of the comprehensive MSR. At the time of the previous MSR (2007), there were no active solid waste disposal facilities within the Planning Area. The Kings Waste Management Authority (KCWMA) was formed in September 1998 by agreement between the cities of Hanford, Lemoore, Corcoran, and the County of Kings in order to provide a regional approach to all waste management activities in Kings County. Solid waste from the City of Hanford is transported to the Kings Waste and Recycling Authority (KWRA) Materials Recovery Facility in Hanford.
The existing KWRA landfill southeast of the City of Hanford was closed in 1998. The KWRA does not operate an active landfill. Waste is hauled by transfer trucks from the Ma terial Recover Facility (MRF) to the State permitted Chemical Waste Management Landfill site in Kittleman Hills (45 miles southwest of the MRF).
The landfill is inspected on a monthly basis. The permitted capacity is 4,200,000 million cubic yards and remai ning capacity is 1,901, 860 million cubic yards. The permitted throughput tons/day and the estimated closure date of the landfill was 2010. Residential customers pay a flat rate for services, and commercial rates are based on size of pickups per week.
Current Conditions
The City continues to provide refuse collection, along with segregated green waste and recyclable collection within the incorporated limits of the City and in designated County areas. Hanford still participates in the Kings Waste and Recycling Authority. The Authority has a five-member Board, which has one representative from each of the City Council and two representatives of the Kings County Board of Supervisors. The Authority also has seven staff members.
FACILITIES AND INFRASTRUCTURE
The facility that was described in the previous MSR as needing to be closed in 2010 was instead expanded. The facility’s permit was modified in 2014 to allow for the construction and operation of Landfill B-18 Phase III. On August 27, 2019 the EPA proposed an approval (permit) for the Kettleman Hill Facility to be able to store, treat for disposal, and dispose of polychlorinated biphen yl ( PCB) waste (United States E nvironmental Protection Agency, 2020).
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SOLID WASTE DISPOSAL FUNDING
The Refuse Operation Fund is an enterprise fund primarily funded by user fees. Waste Disposal Department budgeted expenditures totaled $7.51 million in 2018 -19, up 7.66 percent from 2017-18.
Chart 4-8
Refuse Operations Revenues and Expenditures
Source: City of Hanford 2020
As shown in Chart 4-8, refuse operations had a surplus in revenue in years 2015 to 201 8.
Expenditures have been increasing from Year 201 5 to 2018 illustrates an increase in expenditures, resulting in the department to add $335,473 of contributions from its cash reserve in order to zero out the 2017 to 2018 budget. The projected budget increased 15 percent from 2016 to 2017 and then another 15 percent from 2017 to 2018 . According to the FY 2019/2020 budget, the increase is likely due to personnel services (City of Hanford, 2019).
ABILITY TO SERVE ANNEXED POPULATION
Solid waste collection in the County island is currently optional. Due to the Kings Waste and Recycling Authority’s Joint Power Authority, there will be no change in service for the County or the City.
$6,799,470 $6,835,438
$7,499,053
$5,975,022
$6,629,754
$6,973,729
2015-2016 2016-2017 2017-2018
Revenues Expenses
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Determinations
Determination 4.1.10-1 – The City provides residents and commercial properties with solid waste collection and disposal through a JPA with Kings Waste and Recycling Authority.
Determination 4.1.10-2 – The City’s Refuse Operations revenues and expenditures have been balanced.
Determination 4. 1.10-3 – The City should continue to participate in the joint powers authority and review the rates established to ensure they provide equal levels of service to throughout the service area.
Determination 4.1.10-3 – The City will continue to utilize the Joint Power Authority with the Kings Waste and Recycling Authority, and there will be no change of service by the County or City with the annexation of the County islands.
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4.1.11 - PLANS FOR FUTURE SERVICES
The City’s General Plan has ca lculated growth rate projections. The growth rate projection has major implications on the amount of land that will be designated for future growth and the ability for current services to accommodate that growth. The General Plan quantified a few methods to anticipate Hanford’s future population.
The first method was the Straight-Line Growth Rate Method, which estimated the population of Hanford to be 107,100 or 102,4000 in the year 203 5. The second method was the Proportion of Projected County Growth Method, which estimated the population of Hanford to be 83,500 in 2035 with an annual growth rate of 1.8 percent. As the two methods provided varying population projections, it was decided that the General Plan would plan for a future population of 90,000 peopl e in 2035, which translates roughly into a 2.1 percent average annual growth rate (City of Hanford, 2014).
The Water, Sewer, and Storm Drain Master Plans also utilized these population projections of the General Plan when accounting for the anticipated future level of service. Therefore, implementation of these Master Plans would properly provide the adequate extension of services to the growth areas of the City , namely the additional population of the County islands and the areas in the proposed Sphere of Influence.
One of the policies of the General Plan (Policy L16) is to consider the initiation of annexation of land into the City of Hanford when the following criteria are met (City of Hanford, 2014):
1. The land is within the Primary Sphere of Influence;
2. The capacity of the water, sewer, fire, school, and police services are adequate to service the area to be annexed or will be adequate at the time that development occurs;
3. Land for development within the city limits is insufficient to meet the current lan d use needs; and
4. The territory to be annexed is contiguous to existing development areas.
In all, the City has done ample infrastructure planning to accommodate growth projections in the City. The infrastructure documents mentioned above also include impr ovements and recommendations needed to improve any possible deficits in water, sewer, and storm drainage capacity within the existing systems.
Determinations
Determination 4.1.11-1 – The City’s General Plan and subsequent Water, Sewer, and Storm Master Plans have calculated and planned for service accommodation for the future population of the City.
Determination 4.1.11-2 - Present needs for public facilities and services are currently being met. Probable needs for public facilities and services a re not currently anticipated to vary from present needs, as future demands are expected to remain relatively the same.
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Population increases are not currently anticipated to affect the City’s ability to provide of services as growth is anticipated within the General Plan.
Determination 4. 1.11-3 – Implementation of Master Plans would properly provide the adequate extension of services to the County islands, were they to be annexed.
4.2 - Financial Ability to Provide Services
This section analyzes the financial structure and health of the City of Hanford with respect to the provision of services. Included in this analysis is the consideration of rates, service operations, and the like, as well as other factors affecting the Cit y’s financial health and stability, including factors affecting the financing of needed infrastructure improvements and services.
An examination of financing includes an evaluation of the fiscal impacts of potential development, and probable mechanisms to finance needed improvements and services.
Evaluating these issues is important to ensure new development does not excessively burden existing infrastructure and the ability of the City to fund existing improvements and services.
An examination of rate res tructuring should identify impacts on rates and fees for services and facilities and recognize opportunities to positively impact rates without decreasing service levels. The focus of this required element of the MSR is whether there are vi able options to increase the city’s efficiency through rate restructuring prior to any city limit or SOI adjustment.
Annual audit reports and financial statements for the City were reviewed in accordance with the MSR Guidelines. The purpose of this review is to determine fiscal viability, suitability of current funding practices, and potential fiscal impacts resulting from new legislation.
4.2.1 - CITY BUDGET
The FY 2019-2020 Budget reflects the City Council’s goals and continues funding sufficiently to maintain basic service levels. The budget is built upon guiding policies and is prepared in stages by fund type, allowing eac h fund’s budget to be presented to City Council and discussed individually. The City’s projected revenue for all funds in 2020 is $70 .9M. The projected expenditures in 2020 total $65.46M (City of Hanford, 2019). The surplus in 2020 is likely to compensate for the deficit of the budget in 2019 ( $68.56 revenues and $74.07 expenditures). The surplus in 2020 and the deficit in 2019 are quite similar, rounding to $5.5 million each.
The City did not identify any major factors and obstacles affecting the FY 2019-2020 budget.
The City did, however, list a series of budget strategies and fiscal policies, including flexible and cost-effective responses, contingency reserves, appropriation control, debt management, and fees.
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The two primary sources of revenue for the City consist of the sales tax and property tax , which combined, total 72 percent of the General Fund revenue for the City (City of Hanford, 2019). Other revenue sources include licenses , permits, and fines. The City also pursues additional sources of funding from outside agencies with grants.
The primar y sources of expenses for the Ci ty are the Police and Fire Department, when combined, total 62 percent of General Fund expenses for the City (City of Hanford, 2019) .
Other expenses include the Public Works Department (Admin /Engineering & Street Maintenance), and Parks and Recreation. Within these expenses, the salaries and benefits of all employees are included.
Overall, the City has adopted policies and strategies that drive the development of a sound budgetary structure . The City maintains goals and performance measures to gauge their effectiveness from year to year.
4.2.2 - RATES AND FEES
The City periodically sets rates and fees for various services it provides through the Master Fee Schedule. The most current fee schedule was updated in 2020. The listed fees include:
• Building permit fees for review and inspection,
• Fire inspection fees,
• Planning and environmental review fees,
• Engineering review and inspection fees,
• Code violation fines,
• Business license fees,
• Police service and various permit fees, and
• Development impact fees.
4.2.3 - PROPOSITION 218
Proposition 218 (Prop 218) restricts local government’s ability to impose assessment and property related fees and requires elections to approve many local governmental revenue raising methods. This initiative, approved in 1996, applies to nearly 7,000 cities, counties, special districts, schools, community college districts, redevelopment agencies, and regional organizations. It ensures that all new taxes and most charges on property owners are subject to voter approval and especially to the tools of using property related fees to fund governmental services instead of property related services. Of potential concern is the long- term effect the proposition has created in a local government’s ability to fill the growing divide between infrastructure needs and the provision of governmental services for the new infrastructure.
In 2014, a city sales tax increase, Measure S, was voted down by Hanford voters. Measure S would have raised Hanford’s sales tax rate from 7.5 percent to 8.5 percent, bring about $159 million of revenue over the measure’s 20-year lifespan. It had been proposed that 70 percent
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of the proceeds would have been used to bolster police and fire services. The rest was to be spent to improve services including parks maintenance and street repairs (Eiman, 2014).
4.2.4 - OPPORTUNITIES FOR RATE/FEE RESTRUCTURING
The City’s Fee Schedule is subject to periodic comprehensive revisions and updates. The fee schedule was last updated in January of 2020 (City of Hanford, 2020) . The City’s Financial Budget Policies include the following revenue polic y to ensure that rates and fees are adequate to cover the costs associated with th e operations and infrastructure needs of City services:
• The City Council will annually adopt a schedule of fees and charge. The fees and charges will be set to provide adequate resources for the cost of the program or service provided.
In addition, last year the City reviewed and updated its Development Impact Fees in accordance with the provisions in AB 1600 . There is no evidence to suggest that the City would not be able to provide services to the County islands to be annexed in the Ci ty, and charge fees consistent with the citywide fees for such services. Further, since the City’s common practice is to review these fees periodically, it can be assumed that future years will follow the same review and update procedure to ensure that ful l cost recovery is obtained for services rendered.
Determination 4.2-1 – The City annually conducts an open, transparent budgeting process aimed at balancing the needs of the City with the financial resources available.
Determination 4.2-2 – The City attempts to utilize other forms of revenue available besides sales/property taxes and fees, such as grants, to supplement its revenue stream.
Determination 4. 2-3 – The City levies a series of fees and rates to offset the operations, maintenance, and infrastructure costs of the services it provides.
Determination 4.2-4 – The services provided by the City are subject to Proposition 218.
Determination 4. 2-5 – There is no evidence suggesting that the City would be unable to provide services to the County islands to be annexed to the City, and charge fees consistent with citywide fees for services. Since the City’s common practice is to review these fees and adopted revised fees on a periodic basis, it can be assumed that future years will follow the same review and update procedure in order to ensure that full cost recovery is obtained for services rendered.
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4.3 - Status of, and Opportunities for, Cost Avoidance and Shared Facilities Practices and opportunities that may help to reduce or eliminate unnecessary costs are examined in this section, along with cost avoidance measures that are already being utilized.
Occurrences of facilities sharing are listed and assessed for eff iciency. Potential sharing opportunities that could result in better delivery of services is also discussed.
An examination of cost avoidance opportunities should identify practices and opportunities that may help eliminate unnecessary or excessive costs t o provide services. Such costs may be derived from a variety of factors including duplication of service efforts and facilities; inefficient budgeting practices; higher than necessary administration and operating cost ratios; inefficient use of outsourcing opportunities; and inefficient service boundaries.
An examination of opportunities for shared facilities should determine if public service costs can be reduced as a result of identification and development of opportunities for sharing facilities and reso urces. The benefits of sharing costs for facilities are numerous, including pooling of funds to enjoy economies of scale; reduced service duplications; diversion of administrative functions of some facilities; reduced costs; and providing better overall service.
Maximizing opportunities to share facilities allows for a level of service that may not otherwise be possible under normal funding constraints; however, facilities sharing opportunities are not without their challenges . When a municipality enters in to a shared agreement, it generally relinquishes a portion of its control of the facility . Additionally, the facility may not be entirely suited to accommodate the municipality’s needs.
The City has demonstrated its desire to work with surrounding agencies to provide quality service to residents in a cost -effective manner. The Hanford Fire Department maintains a mutual aid agreement with Kings County. The City also participates in the Kings County Area Public Transit Agency, a Joint Powers Agency comprised of the County and the cities of Hanford, Lemoore, and Avenal , in order to provide public transportation to its residents.
Hanford also is a member o f the Kings Waste and Recycling Authority, which is a Joint Powers Authority comprised of Hanford, Lemoore, Corcoran, and the unincorporated portion of Kings County, in order to provide refuse disposal to its residents.
Therefore, although there is much c ollaboration already between the City and other agencies, the City should consider reviewing their agreements annually to determine if further cost savings could be realized beyond the current economies of scale.
4.3.1 - DETERMINATIONS
Determination 4.3-1 – The City participates in a mutual aid agreement with the Kings County Fire Department for additional fire protection service.
Determination 4. 3-2 – The City participates in the Kings County Area Public Transit Authority to provide public transportation to its residents.
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Determination 4.3-3 – The City is a member of the Kings Waste and Recycling Authority to provide refuse disposal to its residents.
Determination 4. 3-4 – The City should annually review the agreements of whic h the City participates to establish if further cost savings could be realized beyond the current economies of scale.
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4.4 - Accountability for Community Service Needs, including Governmental Structure and Operation Efficiencies
This section addresses the adequ acy and appropriateness of the City of Hanford’s existing boundary and SOI, assesses the management structure and overall managerial practices of the City, and evaluates the ability of the City to meet its service demands under its existing government structure. Also included in this section is an evaluation of compliance by the City with public meeting and records laws.
An examination of government structure should consider the advantages and disadvantages of various government structures that could provid e public services. In reviewing potential government structure options, consideration may be given to service delivery quality and cost, regulatory or government frameworks, financial feasibility, operational practicality, and public preference.
An examina tion of local accountability should evaluate the accessibility to and levels of public participation with the agency’s management and decision-making processes. The MSR Guidelines note measures such as legislative and bureaucratic accountability, public participation, and easy accessibility to public documents and information as important in ensuring public participation in the decision-making process.
4.4.1 - ORGANIZATIONAL STRUCTURE
The City of Hanford operates under the City Manager/City Council form of government. The City Council sets policy for the City and appoints a City Manager to oversee day -to-day operations. Hanford’s City Manager is responsible for the overall administrative direction of the City. This includes the quarterly review of all management performance plans to ensure that major goals and objectives of the City are achieved. The City Manager is also responsible for the development and implementation of the annual budget and the development of positive relationships with community organiz ations, employee groups, and other governmental agencies (City of Hanford, 2020). The current City Manager is Mario Cifuentez.
Council members are the leaders and policy makers elected to represent the community and to develop policies that meet the needs of the City’s residents. Members of the Hanford City Council are selected directly by the electorate to serve as the policy making board of the City.
The City Council is comprised of five members elected by districts and serve four-year staggered terms. Each year the City Council members select a Mayor and Vice-Mayor from amongst themselves (City of Hanford, 2020) . The current members of the Han ford City Council are:
• Mayor Francisco Ramirez (District D)
• Vice-Mayor Diane Sharp (District C)
• Council Member John Draxler (District A)
• Council Member Kalish Morrow (District B)
• Council Member Art Brieno (District E)
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The City operates with a budgeted number of employees approximately 275 regular, ful l- time employees, and 57 part-time/seasonal staff. The City also collaborates with community organizations to supplement staff services through the use of volunteers.
There are three appointed advisory commissions who assist the City Council in making policy decisions:
• Parking and Traffic Commission,
• Parks and Recreation Commission, and
• Planning Commission.
Citizens have an opportunity to participate in the implementation of local policies by serving on a commission. Each commission is comprised of citizens who work to provide services to the community while assisting the Council in achieving goals established by the citizens and elected officials.
A summary of the City’s departments and the various services they provide to the residents of Hanford is provided below. The following information about each department was taken directly from the City’s website.
City Administration
The Administration Division is responsible for the supervision and administration of the Public Works Department, City Clerk’s duties, Human Resources, Risk Management, Health Insurance, Liability Risk.
Finance Department
The Finance Department is comprised of two divisions – Accounting and Utility Billing. The Accounting Division provides financial services to all City departments, including:
• cash management,
• preparation of financial reports,
• budget preparation and control,
• revenue and expenditure control,
• accounts receivable,
• payroll,
• purchasing,
• liability and property insurance,
• business licenses,
• general accounting, and
• financial advice.
The Utility Billing Division provides customer billing services for water, re fuse, and sewer.
The position of Finance Director and Treasurer for the City of Hanford is currently vacant.
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Human Resources Department
The Human Resources Division is responsible for all aspects of the City’s human resources system including recruitment, testing, selection, classification, administration, labor relations, benefit administration, workers compensation, safety administration, ris k management, and employee development.
Community Development Department
The Community Development Department consists of Planning, Building, and Housing divisions. The City’s Community Development Block Grant Consolidated Plan is managed through this department.
The Planning Department is responsible for long range planning w ithin the city, the maintenance and application of the City’s Zoning Ordinance and the processing and approval of site-specific development proposals to include rezoning, tentative maps, use permits and site plan reviews.
The main goal of the Building Div ision and the Code Compliance Section is to ensure compliance with national, State, and local building, and health and safety codes to safeguard life, health, and property for the residents of Hanford and the public in general. The Building Division performs plan reviews, issues building permits, and performs field inspections on all construction projects located within the city limits.
Public Works Department
The Public Works Department is responsible for maintaining and managing operations for the City’s public utility systems. Services provided by the department include ensuring sufficient clean fresh water; reliable sewer services; street maintenance; storm drainage systems; street cleaning; and maintenance of street pavement, traffic signals . The department is composed of the following divisions: Fleet Maintenance, Refuse Collection, Street Maintenance , Utilities, Wastewater Treatment, and Engineering . The E ngineering Department is also combined with the Public Works Department. John Doyel is the Director of Public Works for Hanford.
Parks and Community Services Department
The Parks and Recreation Department is responsible for coordinating activities for the City’s residents, including special classes, youth programs, older adult activities, sports for youth and adults, and community events. The department is responsible for maintaining aesthetic and recreational value of over 208.5 acres of property including parks, landscaped street medians, athletic fields, the City’s urban forest, and other landscaped areas including Downtown, Courthouse square, City parking lots, Industrial Park, Airport, and Intermodal Station.
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The Department constructs streetscape enhancement improvements within the downtown area; coordinates the City’s annual Tree City U.S.A recertification program; administers contracts and inspects maintenance for 37 landscape assessment districts; and performs playground safety inspections and upgrades existing playgrounds to meet ADA requirements. The department is also responsible for administering contracts and inspecting the maintenance of 29 landscape assessment districts.
Police Department
The City of Hanford currently employs a total of 62 sworn police officers. Some specialized divisions of the department include: Records & Fees, Investigations, and Operations.
The Records Unit consists of one Records Supervis or, one Senior Records Clerk, one Police Service Officer, and three records clerks. Records personnel perform a variety of duties that range from administrative and clerical support to Hanford Police staff and officers to assisting the general public at the front counter and on the telephone.
The Investigations Unit is called upon to investigate serious crimes within the community.
These crimes cannot typically be handled by patrol officers due to the complexity or seriousness of the crime. The Detectives a ssigned to the unit receive specialized training in the techniques that the series crimes entail.
The Operation Division consist of those divisions which provide the basic police function.
Most of these units are uniformed assignments and are those assignments that typically have regular, routine contact with the public. The Operations Division consists of four demand staff and 39 patrol officers.
Fire Services Department
The Hanford Fire Department provides emergency and fire protection services for residents and buildings within the city limits. Emergency services provided by the Fire Department include technical rescue, hazardous materials response, emergency medical ser vices, and emergency disaster management. The Kings County Fire Department also provides additional services for the unincorporated areas, as well as serving as the Office of Emergency Management for all of Kings County.
4.4.2 - PRACTICES AND PERFORMANCE
The Mayor presides over Council meetings, which are held on the first and third Tuesday of each month at 7:00 p.m. in the Council Chambers at City Hall located at 400 N. Douty Street.
The City follow s the open meeting law set forth in the Brown Act (California Gov ernment Code Section 54950 et seq.). The intent of this legislation is to ensure that deliberations and actions of a legislative body be conducted openly and that all persons be permitted to attend any meeting except as otherwise provided in the law . Agendas are posted at least 72 hours in advance of a meeting and information made available to the Council is also made available to the public.
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There appear to be ample opportunities for public involvement and input at regularly scheduled meetings . The agenda is posted at City Hall and posted on the City’s website .
Council agendas and packets are posted and available for Final at least 72 hours before each regularly scheduled Council meeting. Public notices (pursuant to the Government Code) are published to advertise certain types of hearings and press releases are issued to inform the public on significant citywide issues and projects. The City also communicates with the public through direct mailed notices, contributed articles in the local newspaper, utility newsletters, and social media.
The City and its departments follow various policies and procedures related to personnel, provision of services, customer relations and relationships with other agencies. Through the annual budget process, the City employs various techniques aimed at improving operational efficiency, such as eliminating duplicate services, personnel and equipment, reducing administrative costs when possible, and prioritizing service delivery needs to facilitate the use of limited resources to meet he highest priority need.
The management structure of the City is relatively simple and is well suited to the type of operations undertaken by the City; the linear management structure ensures an appropriate reporting mechanism and accountability. Fu rthermore, it allows for clear delineation of duties throughout the City for which the public can easily identify and bring forward their own issues, questions, or projects. The existing structure is considered appropriate for the City.
The City’s budget process is a key mechanism used to review efficiencies in the management of City services and programs. The annual budget process includes a review of previous year accomplishments, upcoming year goals and programs, and specific funding to carry out those programs. The budget is adopted through a public hearing process by the City Council.
As a municipality, the City is structured to meet the needs and expectations of urban/suburban levels of development. As a multiple service provider with established service systems, the City efficiently provide s a comprehensive range of services. With existing and planned development within the Sphere of Influence, including the annexation of the eight County islands, the extension of infrastructure and services into these areas would be logical and generally more efficient than if provided by other entities. Provision of services and infrastructure by the City into the Sphere of Influence should not overlap or conflict with other service providers. The inclusion of the County islands into the City is not anticipated to require changes to the governmental structure of the City.
4.4.3 - DETERMINATIONS
Determination 4. 4-1 – The City operates under the City Manager/City Council form of government. Each year the Council members select a Mayor and Vice-Mayor from amongst themselves.
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Determination 4.4-2 – The City conducts open meetings in compliance with the Brown Act that allows for complaints and comments regarding services and potential conflicts or inefficiencies to be identified to the City Council by residents.
Determination 4.4-3 – The City utilize s an organizational structure that obtains efficiency through departments heads who oversee multiple divisions.
Determination 4.4-4 – The City makes Council agendas and other information that details operations and services provided by the City available t o the public at City Hall and on its website (Council agendas).
Determination 4. 4-5 – The current City structure is efficient, transparent , and meets expectation of its residents with the resources available.
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SECTION 5 - SPHERE OF INFLUENCE REVIEW
5.1 - Sphere of Influence Overview
As part of any Sphere of Influence review, LAFCo is required to consider all the information presented in the Municipal Service Review conducted for that agency . Additionally, LAFCo must also make written statement of its determinations for that agency reg arding the following:
1. The present and planned land uses in the area, including agricultural and open-space lands;
2. The present and probable need for public facilities and services in the area;
3. The present capacity of public facilities and adequacy of public services that the agency provides or is authorized to provide;
4. The existence of any social or economic communities of interest in the area if the commission determines that they are relevant to the agency; and
5. The present and probable need for those publi c facilities and services of any disadvantaged unincorporated communities within the existing Sphere of Influence.
After a written determination has been made with respect to the aforementioned areas of review, LAFCo may adopt a Sphere of Influence (SOI) t hat is appropriate for the agency’s provision of service.
This section meets the requirements of Government Code Section 56425 and allows LAFCo to adopt an SOI that is consistent with the written determinations for the City of Hanford.
5.1.1 - PRESENT AND PLANNED LAND USES
The City has adopted a General Plan that dictates present and future land use policy for City growth. The City’s General Plan includes areas for immediate development as well as reserve areas to accommodate growth of the period of the document, at least 20 years and possibly beyond.
The City’s General Plan identified a 2035 Growth Boundary to serve as the limits of the area to be developed with urban uses during the 2015 to 2035 planning period. Hanford’s Sphere of Influence delineates the City’s probable physical boundary and service area. The Primary Sphere of Influence determines the areas to be annexed, and the Secondary Sphere of Influence identifies areas where LAFCo recommends land use coordination between the City and County.
According to Policy L7 of the General Plan, the City will support and pursue an amendment of the City of Hanford’s Primary Sphere of Influence to be coterminous to the Planned Area Boundary. The proposed Sphere of Influence is shown in Figure 5-1.
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Figure 5-1
Proposed Sphere of Influence
City of Hanford
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The Williamson Act
The California Land Conservation Act of 1965, commonly referred to as the Williamson Act, enables local governments to restrict the use of specific parcels of land to agricultural to related open space use. In return, landowners receive property tax assessments that are much lower than normal. This is a voluntary program. Landowners enter into contracts with participating cities and counties and agree to restrict their land to agriculture or open space for a minimum of 10 or 20 years.
There are 2,473 acres of land currently subject to a Williamson Act Contract within the City’s SOI (see Figure 5 -2). Of that amount, t here are 292 acres under non -renewal and were scheduled to be removed from the provisions of the Williamson Act between 2014 and 2017.
The City should review the current Williamson Act contracts to make sure that the areas mentioned above were indeed removed from the Williamson Act between the years of 2015 and 2017, particularly the contract within the Primary SOI.
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Figure 5-2
Williamson Act Lands
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High Speed Rail
The California High Speed Rail Authority has identified a site east of Highway 43 and north of Highway 198 for a future station for the proposed high speed rail system. The City of Hanford has established this area as an Area of Interest in its General Plan . An Area of Interest is a geographic area within the Hanford General Plan that is integral to Hanford’s future City planning even though no specific land uses are designated. Policy L10 5 of the City’s General Plan explains it as such:
“Policy L105 Location of Area of Interest Land Use Designation Locate an Area of Interest land use designation on the square mile bounded by Grangeville Boulevard, Lacey Boulevard, 7 th Avenue, and 8 th Avenue to reserve the area for future, but currently unknown land uses that may be associated with a high speed rail station.” The City of Hanford’s General Plan also includes policies regarding the potential High Speed Rail Station. These policies include:
• Policy T80 - Consider a station area planning study that considers locating most of High-Speed Rail support services west of 10th Avenue to support downtown Hanford. • Policy T81 - Ensure that effective transit linkages are in place between the High-Speed Rail Station and the City’s downtown and employment centers. • Policy T82 – Ensure that financial, environmental, and agribusiness impacts of the project are mitigated for the citizens of Hanford.
• Policy T83 – Aggressively seek State and federal funding for improvements and expansion of roads, water lines, sewer lines, storm drainage, public facilities, and utilities associated with High-Speed Rail.
• Policy T84 – Ensure that the High-Speed Rail alignment through the Planning Area does not disr upt other transportation corridors identified in Hanford’s circulation element.
Despite the uncertainty of the High-Speed Rail Station’s timing and exact location, the City would like this Area of Interest included in its Sphere of Influence so tha t the area can be annexed into the City when and if needed to provide municipal services for the station . The No plans have been finalized on the type of surrounding land uses . The City recognizes that prior to considerations of the annexation of this Area of Interest the City will need to conduct a station area planning study that studies whether the City has adequate capacity to serve this area once annexed and a General Plan amendment to adopt specific land use designations and prezoning.
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Figure 5-3
California High-Speed Rail Authority Kings/Tulare Station
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5.1.2 - PRESENT AND PROBABLE NEED FOR PUBLIC FACILITIES AND SERVICES The City provides a wide range of services to its residents while being supplemented by other agencies within its city limits . The City also coordinates through secondary agreements to collaborate with neighboring agencies, such as the County or special districts, to best provide services in a comprehensive manner.
The City will continue to utilize its agreements with the County for public transportation and solid waste collection and disposal. The City has undertaken significant efforts to implement the Master Plan infrastructure to areas within the City. The current public facilities serving the city limits and SOI will continue as is, with no need for a change of services.
5.1.3 - DISADVANTAGED UNINCORPORATED COMMUNITIES
As mentioned in Section 3, t he City provide s water, wastewater, and fire and emergency services within its city limits and within several of the County islands. However, the majority of area within the SOI (outside the city limits), does not have a service provider, with the exception of the Home Garden CSD. As shown in Figure 3-2, the areas depicted as a DUC are below the 80 percent of California’s median household income and do not rece ive water, wastewater, and fire and emergency services from the City of Hanford or another service provider. However, given the fact that the City has extended services beyond its limits within some of these areas, future annexations should be reviewed on a case by case basis to determine if there is a neighborhood needing services that would warrant a subsequent annexation.
5.1.4 - PRESENT CAPACITY OF PUBLIC FACILITIES AND ADEQUACY OF PUBLIC SERVICES The City currently provides a level of service which appears satisfactory to meet the needs of its current residents. The City will need to determine the ability to provide public services to any areas to be annexed into the City from the Sphere of Influence.
5.1.5 - EXISTENCE OF ANY SOCIAL OR ECONOMIC COMMUNITIES OF INTEREST As stated in Section 3, there are currently areas of social or economic interest within the existing SOI , denoted as DUCs or potential DUC, most notably the community of Home Garden. These areas have been identified and will need subsequent review for inclusion on future annexations. Areas which already receive water, wastewater, and fire and emergency service may still need to be included in follow-up annexations to the City in order to provide equitable police and fire and emergency services. Police service levels should be reviewed as part of annexation proposals that are in proximity to DUCs.
Additionally, other municipal services that would be extended to an annexation proposal should be compared with the adjacent DUCs area to determine if there would be a benefit or improvement in service levels to the neighborhood with a follow -up annexation . If the proposal would be cost prohibitive, the DUC area should be forwarded to the County to
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attempt to bring the services through available funding sou rces, such as grants or loan interest loan programs, in order to facilitate transition to the City.
5.1.6 - SPHERE OF INFLUENCE RECOMMENDATIONS
As shown in the MSR and throughout the determinations of this document, the City of Hanford is currently providing services at an acceptable level to its citizens. The City is also accountable to its customers through the City Council, which are elected at -large. It has conducted appropriate reviews of the infrastructure systems both through the annual CIP process as well as updating the Water, Sewer and Storm Drainage Master Plans in 2017.
The growth envisioned within the General Plan includes an area northwest of the current Sphere of Influence and another area east of the City. The area east of the City is predicted to eventually be the location of Hanford’s High-Speed Rail Station. The City will need to plan for infrastructure to serve this area if and when the City proposes to annex this area.
In conclusion, based on the analysis provided within this report, the SOI for the City of Hanford may be amended to adequately comply with the goals of the General Plan.
Recommendation 8-1 – It is recommended that the City of Hanford’s Sphere of Influence be amended as shown in Figure 5-1.
Recommendation 8-2 - The City should prepare a special plan for services, a General Plan amendment to add specific land use designations, and prezoning if and when the City proposes to annex the area planned for Hanford’s High-Speed Rail Station.
Draft Bibliography
Hanford Municipal Service Review and SOI Update March 2021 Kings LAFCo Page 6-1
SECTION 6 - BIBLIOGRAPHY
American Community Servey. (2018). United States Census Bureau . Retrieved from ACS Demographic and Housing Estimates:
https://data.census.gov/cedsci/table?q=grangeville,%20ca&g=1600000US063068 6&hidePreview=false&table=DP05&tid=ACSDP5Y2018.DP05&layer=place&cid=D P05_0001E&vintage=2018&lastDisplayedRow=17
California Department of Finance. (2018). California Department of Finance MHI. Retrieved from California Department of Finance:
http://www.dof.ca.gov/Forecasting/Economics/Indicators/Income/ California Department of Parks and Recreation. (2015). Parks for All Californians. Retrieved from Parks for California: https://www.parksforcalifornia.org/parkaccess California Legislative Information. (2011, October 7). SB - 244 Local government: Land use:
general plan: disadvantage unincorporated communities . Retrieved from http://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=201120120SB24 4 California State Controller's Office. (2018). Hanford. Retrieved from City Data:
https://cities.bythenumbers.sco.ca.gov/#!/year/2018/operating/0/entity_name/H anford/0/category/General+Government+and+Public+Safety/0/subcategory_1/P ublic+Safety/0/subcategory_2?vis=pieChart
California State Controller's Office. (2018). Hanford Expenditures. Retrieved from Cities By the Numb ers:
https://cities.bythenumbers.sco.ca.gov/#!/year/2018/operating/0/entity_name/H anford/0/line_description?vis=barChart
City of Hanford. (2009). City of Hanford . Retrieved from City of Hanford California:
https://www.cityofhanfordca.com/residents/about_hanford/history.php City of Hanford. (2009). Hanford Parks, Recreation and Open Space Master Plan. Hanford.
City of Hanford. (2014). City of Hanford General Plan. Hanford .
City of Hanford. (2014, March). General Plan Background Report. Retrieved from City o f Hanford:
http://cms6.revize.com/revize/hanfordca/document_center/Planning/General%2 0Plan/2034%20General%20Plan%20Background%20Report.pdf
City of Hanford. (2017). 2035 General Plan Policy Document. Hanford .
City of Hanford. (2017). City of Hanford Water System Master Plan. Hanford: AKEL Engineering Group.
Draft Bibliography
Hanford Municipal Service Review and SOI Update March 2021 Kings LAFCo Page 6-2
City of Hanford. (2017). Sewer System Master Plan. Hanford: City of Hanford.
City of Hanford. (2017). Storm Drainage System Master Plan. Akel Engineering Group.
City of Hanford. (2017). Wastewater Treatm ent. Retrieved from City of Hanford:
https://www.cityofhanfordca.com/departments/public_works/wastewater_treatm ent.php
City of Hanford. (2018). Fiscal Year 2018 -2019 Annual Budget. Retrieved from City of Hanford:
http://cms6.revize.com/revize/hanfordca/document_center/Finance/Financial%2 0Documents/FY19%20Annual%20Budget%20Publication1%20080818.pdf City of Hanford. (2019). City of Hanford Fiscal Year 2019 -2020 Annual Budget. Retrieved from City of Hanford:
http://cms6.revize.com/revize/hanfordca/document_center/Finance/Financial%2 0Documents/FY20%20Annual%20Budget%20%20-%20Final_proof.pdf City of Hanford. (2020, January 6). Application, Filing, and Processing Fees. Retrieved from City of Hanford:
https://cms6.revize.com/revize/hanfordca/document_center/Planning/1-6- 2020%20Fee%20Schedule%20(1-22-2020).pdf
City of Hanford. (2020). City Council . Retrieved from City of Hanford:
https://www.cityofhanfordca.com/government/city_council/index.php City of Hanford. (2020). City Manager . Retrieved from City of Hanford:
https://www.cityofhanfordca.com/government/city_manager/index.php City of Hanford. (2020). City of Hanford FY 2020 Budget. Hanford.
City of Hanford. (2020). Fire. Retrieved from City of Hanford:
https://www.ci.hanford.ca.us/departments/fire/index.php City of Hanford. (2020). Parks and Recreation . Retrieved from City of Hanford:
https://www.cityofhanfordca.com/departments/parks_and_recreation/index.php City of Hanf ord. (2020). Public Works - Street Division . Retrieved from City of Hanford:
https://www.cityofhanfordca.com/departments/public_works/street_division.php City of Hanford. (2020). Storm Drainage Information . Retrieved from City of Hanford :
https://www.cityofhanfordca.com/departments/utilities_and_engineering/utiltiy_d ivision/storm_drainage_information.php
Eiman, M. (2014, November 5). Hanford Voters Defeat Measure S. Hanford Sentinel.
Hanford, C. o. (2020, April 13). Hanford Personnel. (QK, Interviewer)
Draft Bibliography
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Kings Area Rural Transit. (2020). About. Retrieved from Kings Area Rural Transit:
https://www.kartbus.org/about/
Kings County. (n.d.). Armona Community Plan. Retrieved from Community Development Agency: https://www.countyofkings.com/home/showdocument?id=13505 Kings County General Plan. (2010, January 26). Community Development Agency. Retrieved from https://www.countyofkings.com/home/showdocument?id=13515 Kings County. (n.d.). Home Garden Community Plan. Retrieved from Community Development Age ncy:
https://www.countyofkings.com/home/showdocument?id=13505 Kings County LAFCo. (2007, October). Municipal Service Reviews for Cities and Community Districts. Retrieved from Kings County LAFCo:
http://www.kingslafco.com/Documents/2007%20KC%20MSR%2010-24- 07%20plus%20resolution.pdf
Mott Macdonald. (2018). KART Transit Station Site Selection Study. Kings County Association of Governments .
National Recreation and Park Association. (2020, January 1). NRPA park metrics. Retrieved from https://www.nrpa.org/publications-research/ParkMetrics/ Sever, C. o. (2020, 9 17). Police Chief . (A. P. Trevor Stearns, Interviewer) The Sentinel. (2016, August 17). Hanford Fire Rating Could Lower Insurance Bills. Hanford, California.
Tulare County Association of Governments. (2018). Cross Valley Corridor Plan.
United States Environmental Protection Agency. (2020). Kettleman Hills . Retrieved from EPA in California: https://www.epa.gov/ca/kettleman-hills
Notice of Exemption 2023-01
T
o: O ffice of Planning and Research
P.O. Box 3044, Room 212
Sacramento, CA 95812-3044
Cou nty Clerk
County of Kings
Kings County Government Center
Hanford, CA 93230
F
rom: City of Hanford
317 North Douty Street
Hanford, CA 93230
Pr
oject Title: Annexation 160 – County Island #4; Prezone 2021-09 Project Location – Project Location:
The annexation is located in the eastern portion of the City. The island area is northeast of the N. 10th Avenue and Lacey Boulevard intersection.
The island is approximately 92 acres and consists of 172 parcels.
Pr
oject Location – City: Hanford Project Location – County: Kings County D
escription of Nature, Purpose and Beneficiaries of Project: The City is proposing to annex all of the County Islands within the extent of the City’s boundary. There are currently eight County Islands that are proposed to be annexed. These islands are character ized as territory which is located within the unincorporated county but substantially surrounded by the City. The premise and guidance given by state law and local rules are that islands should generally be located within the City so they may receive more efficient delivery of services, as the City is usually more equipped to provide urban level services than the County or other entity.
N
ame of Public Agency Approving Project: City of Hanford N
ame of Person or Agency Carrying Out Project: City of Hanford E
xempt Status: (check one)
M inisterial (Sec. 21080(b)(1); 152698);
De clared Emergency (Sec. 21080(b)(3); 15269 (a));
E mergency Project (Sec. 21080(b)(4); 15269(b)(c));
Cate gorical Exemption: State type and section number: 15319(a) – Existing Facilities S tatutory Exemption. State code number: 15061(b)(3) General Rule – Common sense Exemption R
easons why project is exempt:
This project will be considered Exempt pursuant to Section 15061(b)(3) the Common- Sense Exemption and Categorical Exemption Section 15319(a), the Annexation of Existi ng Facilities and Lots for Exempt Facilities Exemption. The project proposes to incorporate the approximate 100-acre island into the City of Hanford City Limits. As it relates to the Common-Sense Exemption, it can be seen with certainty that there is no po ssibility that the activity in question may have a significant effect on the environments. The Island is primarily built out and will not require any further improvements with the exception of the vacant parcels. The potential development of said parcels shall be evaluated on a project by project basis due to the fact that no development is being proposed as a part of this project. However, the development within the island is receiving services provided by the City that would require infrastruct ure installation. Furthermore, as already mentioned since there is no further construction required as a part of the annexation, then th e Class 19 Exemption is applicable. The project currently does not propose development, therefore, will involves negligible or no expansion of use.
Lead Agency Contact Person: Gabrielle Myers
Signature:
Area Code/ Telephone: (559) 585-2578
Date: February 7, 2023 Title: Senior Planner
Signed by Lead Agency Date received for filing at OPR:
Signed by Applicant
_______________________________________________
Print Form
Notice of Exemption Appendix E
From: (Public Agency): ____________________________
To: Office of Planning and Research
P.O. Box 3044, Room 113 _______________________________________________Sacramento, CA 95812-3044 County Clerk
(Address)
___________________________
___________________________
County of: __________________
Project Title: ____________________________________________________________________________ Project Applicant: ________________________________________________________________________ Project Location - Specific:
Project Location - City: ______________________ Project Location - County:
Description of Nature, Purpose and Beneficiaries of Project:
_____________________
Name of Public Agency Approving Project: _____________________________________________________ Name of Person or Agency Carrying Out Project: ________________________________________________ Exempt Status: (check one):
Ministerial (Sec. 21080(b)(1); 15268);
Declared Emergency (Sec. 21080(b)(3); 15269(a));
Emergency Project (Sec. 21080(b)(4); 15269(b)(c));
Reasons why project is exempt:
Lead Agency
Contact Person: ____________________________
Area Code/Telephone/Extension: _______________
If filed by applicant:
1. Attach certified document of exemption finding.
2. Has a Notice of
Exemption been filed by the public agency approving the project? Yes No
Signature: ____________________________ Date:
Signed by Lead Agency
Signed by Applicant
Authority cited: Sections 21083 and 21110, Public Resources Code. Date Received for filing at OPR:
Reference: Sections 21108, 21152, and 21152.1, Public Resources Code. _______________
Categorical Exemption. State type and section number: ____________________________________ Statutory Exemptions. State code number: ______________________________________________ ______________ Title: _______________________
Revised 2011
Island 4 NOE Attachment
Project Location:
The annexation is located in the eastern portion of the City. The island area is north east of the N. 10th Avenue and Lacey Boulevard intersection. The island is approximately 92 acres and consists of 172 parcels. There are approximately 1 22 residential parcels within the island. The existing land use is urban residential with rural residential, commercial, and vacant land. There are six vacant parcels. The island is mainly urban with dense development and towards the southeast the parcels are larger and vacant.
Description of the Nature, Purpose and Beneficiaries of Project:
The City is proposing to annex all of the County Islands within the extent of the City’s boundary. There are currently eight County Islands that are proposed to be annexed. These islands are characterized as territory which is located within the unincorporated county but substantially surrounded by the City. The premise and guidance given by state law and local rules are that islands should generally be located within the City so they may receive more efficient delivery of services, as the City is usually more equipped to provide urban level services than the County or other entity.
Reasons why project is exempt:
This project will be considered exempt pursuant to Section 15061(b)(3) the Common Sense Exemption and Categorical Exemption Section 153 19, the Annexation of Existing Facilities and Lots for Exempt Facilities Exemption. The project proposes to incorporate t he approximate 80-acre island into the City of Hanford City Limits. As it relates to the Common Sense Exemption, it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environments. The Island is primarily built out and will not require any further improvements with the exception of the vacant parcels. The potential development of said parcels should be evaluated on a project by project basis due to the fact that no development is being proposed as a part of this project. However, the development within the island is receiving services provided by the City that would require infrastructure installation. Furthermore, as already mentioned since there is no further construction required as a part of the annexation, then the Class 19 Exemption is applicable.
The project involves negligible or no expansion of use.
14.A.
AGENDA
STAFF REPORT
MEETING DATE: 2/7/2023 AGENDA SECTION: GENERAL BUSINESS
SUBJECT:
Council consideration of the Approval of the eighteen-month lease for of the Hanford Soccer Complex (Soc Com) and discussion on Youth Sports Organizations
RECOMMENDATION:
Recommendation:
1. Review and approve the lease agreement for the Hanford Soccer Complex (Soc Com) between the City of Hanford and the Kings Rehabilitation Center at a monthly cost of $2,000.
2. Approve the formation of the Field Sports Advisory Committee
Recommended Motion: Approve the lease agreement for the Hanford Soccer Complex (Soc Com) between the City of Hanford and the Kings Rehabilitation Center at a monthly cost of $2,000 and approve the formation of the Field Sports Advisory Committee.
BACKGROUND:
In January 2022, the City of Hanford entered into a one-year lease agreement for the Hanford Soccer Complex (Soc Com), which expired on December 31, 2022. To align with the City's fiscal year calendar, the staff proposes to enter into a new eighteen-month lease agreement effective January 1, 2023, to June 30, 2024.
As detailed within the 2020 Parks and Recreation Master Plan, the City of Hanford is critically perk deprived as a community. As the City continues to grow, the need for additional sports parks, community parks, and open spaces becomes more critical to ensure Hanford residents' health, quality of life, and well-being continue as a priority.
Two large youth soccer organizations currently use Soc Com on an annual basis. The Hanford Youth Soccer League (HYSL) and the American Youth Soccer Organization (AYSO). Both organizations offer Fall and Spring soccer leagues to youth ages 4-14. In addition, HYSL utilizes Soc Com year-round for their competitive teams. Both organizations have a strong history of serving the community's recreational and competitive youth soccer needs.
Youth Sports Organizations
The City of Hanford currently manages three sports complexes providing youth and adult sports venues. Those complexes include the Youth Athletic Complex (YAC), the Hanford Soccer Complex
(Som Com), and the Hanford Softball Complex.
On February 2, 2023, staff will meet with all five Hanford youth sports organizations, which include the following:
• Hanford Youth Baseball
• Hanford Youth Softball League
• Hanford Youth Soccer League/Kings County Soccer Club
• Hanford Rebel Football and Cheer
• Hanford United Youth Football and Cheer
The purpose of this meeting is to:
• Solicit feedback on organizing and managing the City's field permit system • Discuss the formation of the Field Sports Advisory Committee (FSAC) • Discuss a fair and equitable field permit fee structure to improve the City's cost-recovery percentage for the maintenance and management of the sports facilities.
The formation of FSAC is requested to partner with the local youth sports organizations collectively to ensure fair and equitable management of the City's sports facilities while protecting the City's resources. It is proposed that FSAC will meet quarterly and serve an advisory role to the Parks and Recreation Commission.
FISCAL IMPACT:
The monthly lease for Soc Com is $2,000 per month and is paid quarterly. The Soc Com lease is included within Account 17220000-758500.
ATTACHMENTS:
1. SOC COM MOU (Lease Agreement)
MEMORANDUM OF UNDERSTANDING
This agreement is entered into effective January 1, 2023 at Hanford, California, by and between the Kings Rehabilitation Center, Inc., a California corporation (“KRC”) and the City of Hanford (“City”).
RECITALS
Whereas KRC has cause to be built, 17 soccer fields on a 40-acre parcel of real property owned and occupied by KRC (“KRC Property”) and;
Whereas the City desires to lease the property to provide sports fields for local groups and to attract regional sports tournaments. ; and
Whereas the Board of Directors of KRC has voted to provide the City with access to the 32.3 Acres. The soccer fields and all facilities and improvements located thereon and the north parking lot located adjacent to the 17 soccer fields and the south parking lot located on the KRC Property are hereinafter collectively referred to as the “Soc-Com Complex”. The restrooms/concession building located at 270 E. Gilkey lane is also included in this agreement.
Use of the Soc-Com Complex by the City
KRC hereby grants to the City the right to use and operate the Soc-Com Complex for sports and recreational use. The City shall have the absolute priority and first right to use of the Soc-Com Complex. The City shall have the right to allow other persons and entities, including, without limitation, schools, to use the Soc-Com Complex for Soccer Activities. KRC shall have the right to use the Soc-Com Complex or portions thereof so long as such use does not conflict or interfere with the use or operation of the Soc-Com Complex by the City and others as allowed under the provisions of this Agreement.
Maintenance of Grounds and Utilities
Except as otherwise provided herein, the City shall at its sole cost and express maintain and repair the Soc-Com Complex, including concession stands, restrooms, irrigation lines, sprinklers, pumps, fencing, the north and south parking lots, trees, landscaping, the concession/restroom building and other facilities and improvements situated on the Soc-Com Complex from the sidewalk on the south end of the Soc-Com Complex north to the northern boundary of the north parking lot fence, in the condition existing as of the date of which this Memorandum commences. The City shall assume and pay all cost for utilities, water, and refuse and sewer service to the Soc-Com Complex. The City will not be responsible to repair damage to the Soc- Com Complex or any facilities or improvements thereon including, without limitation, the 1
parking lots caused by use unrelated to the use or operation of the Soc-Com Complex by the City.
Revenues
The City may schedule, coordinate and collect revenues for all activities conducted at the Soc- Com Complex pursuant to this Memorandum, including, without limitation, tournaments, parking fees, concession stands and third party use. Any and all such revenues shall be the property of the City. Revenues generated by KRC’s use of the Soc-Com Complex, as allowed under this agreement, shall be the property of KRC.
Insurance
The City is a government agency that is partially self-insured. To the extent that the City maintain liability coverage, it shall provide general liability insurance covering the Soc-Com Complex naming KRC as an additional insured in an amount not less than one million dollars ($1,00,000). Additionally, the City shall indemnify and hold KRC harmless from any claim for damages arising from the City’s use and/or operation of the Soc-Com Complex; provided however, such a duty to indemnify and hold harmless shall not apply to KRC’s negligence or intentional misconduct. The City shall provide a Certificate of Insurance naming KRC as additional insured.
Additional Agreements
The City shall make known to KRC the name of a person or persons who shall be responsible for crowd control and securing the facility after events.
The City shall pay the sum of Thirty-Six Thousand dollars ($36,000.00) in the sum of six (6) Six- Thousand dollar payments ($6,000.00) beginning January 1, 2023. The remaining payments will be due on 4/1/23, 7/1/23, 10/1/23, 1/1/24, 4/1/24 during the term of this Memorandum as a fee for the use of the Soc-Com Complex. Except as expressly provided for herein, the City shall retain revenue generated from the City’s use and operation of the Soc-Com Complex including, without limitation, activities, tournaments, concessions and third party use.
The City may, at its option, install a pay telephone in the concession stand and pay all charges associated therewith.
The City shall seek KRC’s consent to make any structural changes to the concession stands, fencing, soccer fields, parking lot or other improvements on the Soc-Com Complex, which consent shall not be unreasonable withheld or delayed. KRC will retain the use of the playground and shall be solely responsible for the maintenance and repair of the playground. 2
Term of Agreement
The term of this memorandum shall be for the period of eighteen months (18) months commencing January 1, 2023 and ending June 30, 2024.
Right of First Refusal to Purchase
KRC hereby grants to the City and the City shall have the first right of refusal to purchase the KRC Property commencing on the date of this memorandum and the continuing during the term of this memorandum together with any extension thereof. The City shall have the first right of refusal to Purchase the KRC Property on the same term and conditions as any bona fide offer to purchase received by KRC. Written notice of any bonafide offer (“offer notice”) to purchase the KRC property received by KRC shall be given in writing to the City at the address as stated below. Such written notice shall include, at a minimum, the following information: (i) the purchase price purposed for this sale to the third party; (ii) the method of purchase; (iii) the amount in terms of any proposed grant or financing in connection with the proposed purchase; (iv) the name of the proposed purchaser; and (vii) the other material terms and conditions of the proposed sale. The City’s failure to communicate its exercise of its rights of the first refusal within thirty (30 days) of the receipt of an Offer Notice to purchase the KRC property shall be deemed a waiver of the City’s rights of first refusal to purchase the KRC Property pursuant to the bonafide offer identified I in the Offer Notice. If the City fails to exercise its rights of first refusal, and the KRC enters into negotiation with a third party and is otherwise willing to enter into an agreement with that third party on terms that are different than those contained in the Offer Notice, KRC shall offer to sell the KRC Property to the City on those terms by giving the City a new Offer Notice thereof and the provisions if this paragraph will apply to any new third party offer for the purchase of the KRC Property that is acceptable to KRC.
Consent of the City of Hanford
This memorandum will be effective upon the consent of the City of Hanford City Council.
Sole and only Agreements
This memorandum supersedes any and all other agreements, either oral or in writing, between the parties hereto with respect to the matters set forth herein and contains all of the covenants and the agreements between the parties regarding said matters. Each party to this memorandum acknowledges that no representation, inducements, promised or agreements, orally or in writing, have been made by any party or anyone acting on behalf of any party which are not embodies in this memorandum, and no other agreement, statements or promise shall be valid or binding.
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Invalidity
If any provisions of this memorandum is held by a court of competent jurisdiction to be invalid, void of unenforceable, the remaining provision shall nevertheless continue in full force and effect without being impaired if the invalidated in any way.
Amendments
No change, amendments or modification of the memorandum shall be valid unless the same be in writing and signed by the parties hereto.
Governing Law
This memorandum shall be constructed and governed pursuant to the laws of the State of California
________________________________________________ P.O. Box 719 Steve Mendoza, Executive Director (KRC) Hanford, Ca 93232 - 0719 ________________________________________________ 321 N Douty St.
Mario Cifuentez, City Manager Hanford, Ca 93230
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Council Future Agenda Items
Originated
Date Item Originator Staff Lead Date Estimate
11/29/2022 Discussion regarding the 2023 State
Legislative Platform
City Manager Mario
Cifuentez
2/7/2022
11/30/2022 Review of 2022 Federal Advocacy
efforts and Discussion regarding the
2023 Federal Legislative Platform
City Manager Mario
Cifuentez
2/7/2022
12/20/2022 Presentation to City Council regarding
Youth Sports Activities and related
field usage and level of services
provided after the formation of the
Field Sports Advisory Committee
Council
Consensus
Brad Albert 4/4/2023
12/20/2022 Presentation to Council on the status
of funding in the Various Landscape
Assessment Districts and the ability for
residents to request additional
amenities or improvements
Council
Consensus
Brad Albert 3/7/2023
1/9/2023 Recommendation to Council for
selection of Design Firm for the
Downtown Improvement Project
City Manager Jason Waters 4/18/2023
1/11/2023 Presentation to Council regarding
Kings County’s Local Agency Formation
Commissions (LAFCO) and the
annexation process
Community
Development
Jason Waters 2/7/2023