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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.
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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.
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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)
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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
To: Office of Planning and Research
P
.O. Box 3044, Room 212
Sacramento, CA 95812-3044
County Clerk
Cou
nty of Kings
Kings County Government Center
Hanford, CA 93230
Fr
om: City of Hanford
317 North Douty Street
Hanford, CA 93230
Proj
ect 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.
Proj
ect Location – City: Hanford Project Location – County: Kings County Des
cription 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.
Na
me of Public Agency Approving Project: City of Hanford Na
me of Person or Agency Carrying Out Project: City of Hanford Exe
mpt Status: (check one)
Ministerial (Sec. 21080(b)(1); 152698);
Declared Emergency (Sec. 21080(b)(3); 15269 (a));
Emergency Project (Sec. 21080(b)(4); 15269(b)(c));
Categorical Exemption: State type and section number: 1 5319(a) – Existing Facilities Statutory Exemption. State code num ber: 15061(b)(3) General Rule – Common sense Exemption Re
asons 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 21, 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.
16.A.
AGENDA
STAFF REPORT
MEETING DATE: 2/21/2023 AGENDA SECTION: Successor Agency for the discussion of the following
SUBJECT:
Review And Approval Of The Recognized Obligation Payment Schedule (ROPS 23-24) For The Period July 1, 2023 To June 30, 2024
RECOMMENDATION:
Recommendation: That the RDA Successor Agency, by motion, approve the Recognized Obligation Payment Schedule (ROPS 23-24) for the period July 1, 2023 to June 30, 2024.
BACKGROUND:
AB 1484 and amendments under SB 107 require Redevelopment Agency (RDA) Successor Agencies to prepare a Recognized Obligation Payment Schedule (ROPS) annually and submit the ROPS to the State Department of Finance (DOF). The ROPS 23-24 is a list of obligations or payments that are, or may be, due within the twelve-month period. The attached ROPS is for the period of July 1, 2023 to June 30, 2024. Once all obligations are paid in full, the Agency can file a dissolving statement with the DOF and future ROPS statements will no longer need to be filed.
Approval of the City of Hanford’s ROPS 23-24 by the Kings County Oversight Board took place at the January 25, 2023 meeting. This approval is necessary in order to submit the ROPS to the State Department of Finance (DOF) by the February 1, 2023 deadline.
The Agency owes Kings Economic Development Corporation (EDC) principal on a loan for purchase of land in the Kings Industrial Park plus appreciated value. The EDC will also be entitled to a portion of the “appreciation” in accordance with the terms of its Promissory Note. As instructed by the DOF, since the amount of appreciation will not be realized until the date of sale the Agency shall report the outstanding debt as $0.
The subject land was in a long pending lawsuit which was settled with final City Council approval at a Special Meeting held on January 31, 2023. While the lawsuit did not legally prevent other potential buyers from purchasing the land it did have discouraging effects. Interested parties indicated a desire to continue negotiations once all legal matters were resolved.
The $5,000 loan listed on the ROPS is for proposed administrative expenses of the Successor Agency to wind down the activities of the former Redevelopment Agency once the final debt to the EDC is paid off.
Staff is requesting the (City Council serving as) RDA Successor Agency Board approve the ROPS
23-24 for the period July 1, 2023 - June 30, 2024.
FISCAL IMPACT:
None until sale of land occurs.
ATTACHMENTS:
1. CITY OF HANFORD ROPS 23-24
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
3/7/2022
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
2/7/2023 Discussion regarding Title 12 “Streets,
Sidewalks and Public Places” of the
City’s Municipal code and Uses and
Obligations of property owners within
the City’s Right of Way
Council
Consensus
Jason Waters 3/7/2023