HomeMy WebLinkAbout09.16.2024 Board Correspondence – FW_ PRPD Information for BOD Candidate Selection.ATTENTION: This message originated from outside Butte County. Please exercise judgment before opening
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From:Clerk of the Board
To:Bennett, Robin; Clerk of the Board; Connelly, Bill; Cook, Holly; Cook, Robin; Durfee, Peter; Jessee, Meegan;
Kimmelshue, Tod; Kitts, Melissa; Lee, Lewis; Pickett, Andy; Ritter, Tami; Stephens, Brad J.; Sweeney, Kathleen;
Teeter, Doug; Zepeda, Elizabeth; Denlay, Keaton
Cc:Nevers, Dawn
Subject:Board Correspondence – FW: PRPD Information for BOD Candidate Selection
Date:Tuesday, September 17, 2024 10:19:02 AM
Attachments:2024-25.Budget.Report.FINAL.Revised_24.0701.pdf
PRPD.Strategic.Plan_FINAL_24.0418.pdf
PRPD.Administrative.By Laws.Revised.2020.Combined.2021.pdf
Please see Board Correspondence –
From: Dan Efseaff <defseaff@paradiseprpd.com>
Sent: Monday, September 16, 2024 8:08 AM
To: Clerk of the Board <clerkoftheboard@buttecounty.net>
Cc: BOD Clerk <bodclerk@paradiseprpd.com>; Teeter, Doug <DTeeter@buttecounty.net>; Bennett,
Robin <RBennett@buttecounty.net>
Subject: FW: PRPD Information for BOD Candidate Selection
Hello,
I understand that the selection of a Board Member has been tabled to a future
meeting. I provided some information (below and attached) to Supervisor
Teeter and the Elections Office.
However, I realized that this material may be helpful for other Supervisors and
your upcoming packet, and I should have shared it with the Clerk of the Board
of Supervisors.
While I understand that there likely will not be room for the attachments, these
are publicly available on our website and may be helpful to share in an email.
I do request that the email below discussing selection criteria will be helpful to
select a new member of our Board that will be collaborative, communicative,
community-oriented, and help develop a great vision for our part of Butte
County and our residents.
Dan Efseaff
District Manager | Paradise Recreation and Park District (PRPD)
(530) 872-6393 | www.paradiseprpd.com
From: Dan Efseaff
Sent: Friday, August 23, 2024 8:52 PM
To: Doug Teeter (DTeeter@buttecounty.net) <DTeeter@buttecounty.net>; Robin Bennett
(RBennett@buttecounty.net) <RBennett@buttecounty.net>
Cc: Fowler, Heather <hfowler@buttecounty.net>; Wyman, Madison <mwyman@buttecounty.net>;
Sarah Hoffman <shoffman@paradiseprpd.com>
Subject: PRPD Information for BOD Candidate Selection
Supervisor Teeter,
We’ve attached items regarding PRPD (Adopted Strategic Plan, FY 2024-25 Budget, and
Administrative By-laws) in order to help with the appointment process when choosing
someone to join our Board.
In addition, to assist the Board of Supervisors in selecting a qualified candidate for the current
vacancy on our Parks and Recreation District Board of Directors, here are some attributes and
qualities that we thought may help select a candidate that align with the evolving needs of our
district and its diverse community:
Community Representation: We aim to maintain and enhance the diversity of our
board to reflect the changing demographics of our district, which has seen an influx of
young families since the Camp Fire. We highly value candidates who bring unique
perspectives, particularly those with young children enrolled in local schools, as this
experience has proven invaluable in shaping programs such as summer camps and other
youth-oriented initiatives (the directors not up for appointment are retirement age).
Diversity: We wish to retain gender diversity on the board and are interested in
candidates who may also expand the board’s diversity. The current vacancy was held by
a working-age woman actively involved in local community activities, and continuing
this representation is vital.
Community Engagement: Strong connections with local organizations will benefit our
organization. Our board members' involvement in various community groups enables us
to maintain a visible presence in the community without overburdening our staff.
Therefore, candidates with established ties to local non-profits, schools, or other
community organizations will be an asset.
Sports and Recreation Involvement: As we work to rebuild our youth and adult sports
programs, we seek candidates with coaching experience or connections to local sports
organizations. This experience will be valuable in reviving and enhancing these
programs.
Long-Term Residency and Participation: We prefer candidates who are long-time
residents of the district or county and who have actively participated in district events,
classes, and facilities. Their long-term perspective and commitment to the community
are highly valued.
Geographical Representation: While our board members thoughtfully consider the
needs of all regions within the district, it may be advantageous to have geographical
diversity on the board to ensure all areas are represented or connections or consideration
Experience in Grant Projects and Construction: Our district is currently in the
process of rebuilding and constructing new facilities using grant funds. Candidates with
experience or familiarity with grant projects, construction, or project management will
be particularly helpful.
Health, Wellness, and Youth Programs: We are expanding our health and wellness
offerings, particularly those targeting underprivileged youth. Candidates with
experience or connections in youth services, health, or wellness programs will
significantly contribute to these initiatives.
Outdoor and Adventure Sports Knowledge: As we develop our outdoor programs,
experience or knowledge in adventure sports such as kayaking, climbing, or biking will
be advantageous.
In addition, here are some other items (from a training on good qualities for BOD members)
that I think would help ensure that our organization make good policy decisions in a collegial
respectful manner:
Strategic thinking and ability to think long-term about evolving community needs.
Financial judgement and experience in budgeting, financial oversight, or fundraising.
Collaborative mindset and a team-oriented approach and strong interpersonal skills, to
work effectively with other board members, staff, and community stakeholders.
Clear and effective communication skills to convey the board’s vision and decisions to
the community.
Environmental Stewardship: A commitment to preserving and enhancing the natural
resources within the district.
Legal and Regulatory Awareness: Familiarity with the framework governing special
districts in California, or a willingness to learn.
Cultural Sensitivity: An awareness of and sensitivity to the diverse cultural backgrounds
of district residents (to ensure inclusive and equitable programs and policies).
Innovative Thinking: and ability to think creatively and embrace innovative solutions to
challenges, particularly in areas like program development, facility management, and
community engagement.
Crisis Management: Experience or skills in crisis management, which can be crucial in
responding to emergencies or unexpected challenges, such as natural disasters.
Advocacy Skills: The ability to advocate for the district’s needs and interests at the
local, regional, or state level, helping to secure funding, support, and positive policies.
This may be helpful to set up as a matrix to compare candidates.
While we understand that there is not an ideal candidate, but these perspectives that may help
select a candidate who not only meets the legal requirements but also brings a diverse
perspective, community connections, and relevant experience to support the district's growth
and the evolving needs of our residents.
Please feel free to reach out to me or our BOD clerk Sarah Hoffman
(shoffman@paradiseprpd.com) if you have any questions.
Thank you for your consideration.
Dan Efseaff
District Manager | Paradise Recreation and Park District (PRPD)
(530) 872-6393 | www.paradiseprpd.com
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Paradise Recreation and Park District
6626 Skyway Phone: 530-872-6393
Paradise, CA 95669 Fax: 530-872-8619
info@ParadisePRPD.com www.paradiseprpd.com
Paradise Recreation and Park District 2024-2025
Budget and Financial Report
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page i
Table of Contents
I. Budget Overview ............................................................................................................................ 1
A. Introduction ...................................................................................................................................... 1
B. Minimum Budget Requirements of California Special Districts........................................................ 1
C. Budget Calendar and Process ......................................................................................................... 2
D. Budget Analysis and Financial Outlook ........................................................................................... 2
E. What’s New in the FY 2024-2025 Budget ........................................................................................ 6
F. Changes from preliminary budget .................................................................................................... 6
G. Projections ....................................................................................................................................... 6
H. Budget and Financial Accomplishments .......................................................................................... 7
I. Recommendations ........................................................................................................................... 7
II. Fiscal Year (FY) 2024-25 Budget .................................................................................................. 9
III. Fixed Assets and Capital Improvement Projects (CIP) ............................................................ 15
A. Notable Accomplishments.............................................................................................................. 15
B. Priorities for Upcoming FY ............................................................................................................. 16
IV. Funds............................................................................................................................................. 20
A. General Fund and Cash Accounts (1000, 1003, 1008, 1010) ....................................................... 20
B. Appropriation for Contingencies ..................................................................................................... 20
C. Treasury Funds .............................................................................................................................. 20
D. District Reserves (1033 series) ...................................................................................................... 21
E. Designated Treasury Funds – Donations (1100) ........................................................................... 21
F. Development Impact and Subdivision Fees (1119 summary and family of funds 1120-1128) ..... 21
G. Summary of Funds and Reserves ................................................................................................. 22
V. Staff and Organization ................................................................................................................. 26
A. Paradise Recreation and Park District Description ........................................................................ 26
B. Staffing ........................................................................................................................................... 28
VI. REFERENCES ............................................................................................................................... 34
List of Tables
Table 1. Proposed Paradise Recreation and Park District 2024-25 Budget Calendar. ................................ 2
Table 2. Payroll as a Percentage of Total FY 2024/25 Budget..................................................................... 4
Table 3. Total Wages by Unit and Percentage of Payroll Expenses Budget for FY 2024-2025 .................. 4
Table 4. PRPD District General Fund (2510) Budget and Summary.......................................................... 10
Table 5. Projected Equity in District Funds. ................................................................................................ 11
Table 6. Proposed District General Fund (2510) Budget Detail and Comparison to Actual and Approved
Past Budget. ....................................................................................................................................... 12
Table 7. FY 2024-2025 Capital Improvement Projects (CIP) – Summary of Projects ................................ 18
Table 8. FY 2024-2025 Capital Improvement Projects (CIP) – Summary of Funding Sources. ................ 19
Table 9. Current Fund Balances (4/30/24). ................................................................................................. 22
Table 10. Staffing Levels Full-Time Equivalent........................................................................................... 28
Table 11. Summary of Staffing by Position for FY 2024-2025. ................................................................... 29
Table 12. 2024 Salary Scale (Subject to Review and Adoption). ............................................................... 34
List of Figures
Figure 1. Paradise Recreation and Park District Service Area. ................................................................. 27
Figure 2. PRPD Functional Organization Chart. ........................................................................................ 31
Figure 3. PRPD Reporting Organizational Chart ........................................................................................ 32
Figure 4. PRPD Staff Position Chart .......................................................................................................... 33
Board of Directors
Robert Anderson Chairperson
Jen Goodlin Vice Chairperson
Steve Rodowick Secretary
Al McGreehan Director
Mary Bellefeuille Director
Dan Efseaff District Manager
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 1
I. BUDGET OVERVIEW
A. Introduction
Paradise Recreation and Park District (PRPD, District) Staff respectfully submit the Fiscal
Year 2024-25 budget for our Board of Directors (BOD) review and consideration.
At the May 8, 2024, meeting, the BOD reviewed a Preliminary budget and set the Notice
of Public Hearing for June 12, 2024. Staff posted the Notice of Public Hearing on the
District’s web page, the local newspaper, and at three public facilities within the District
(Terry Ashe Recreation Center, Paradise Town Hall, Magalia Post Office).
The budget reflects the District’s best estimate with uncertainty associated with the
continuing repercussions of the Camp Fire, inflation rates, and economic conditions.
B. Minimum Budget Requirements of California Special Districts
California Code (Section 61110) provides the minimum information required of Districts;
these may be summarized as follows:
(a) On or before July 1 of each year (for districts using a biennial budget the
process is a little different and tied into every other year), the board of directors
may adopt a preliminary budget that conforms to generally accepted accounting
and budgeting procedures for special districts.
(b) The board of directors may divide the preliminary budget into categories,
including, but not limited to, the following:
(1) Maintenance and operation.
(2) Services and supplies.
(3) Employee compensation.
(4) Capital outlay.
(5) Interest and redemption for indebtedness.
(6) Designated reserve for capital outlay.
(7) Designated reserve for contingencies.
(c) On or before July 1 of each year, the board of directors shall publish a notice
stating:
(1) Adoption of a preliminary budget or that the general manager (or
equivalent) has prepared a proposed final budget which is available for
inspection at a time and place within the district specified in the notice.
(2) The date, time, and place when the board of directors will meet to adopt
the final budget and that any person may appear and be heard regarding
the budget or additional budget items.
(d) The board of directors shall publish the notice at least two weeks before
the hearing in at least one newspaper of general circulation in the district.
(e) At the time and place specified for the hearing, any person may appear
and be heard regarding any item in the budget or regarding the addition of
other items.
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 2
(f) On or before September 1 of each year, the board of directors shall
adopt a final budget that conforms to generally accepted accounting and
budgeting procedures for special districts. The general manager forwards
a copy of the final budget to the county.
C. Budget Calendar and Process
Several steps are involved in the development of the budget (Table 1). The budget is on
time and staff anticipate BOD consideration at the BOD Meeting slated for June 12, 2024.
The BOD adopted last year’s budget on 6/28/23 during a special meeting.
Table 1. Proposed Paradise Recreation and Park District 2024-25 Budget Calendar.
1/4/2024 1/04/2024 Budget planning kick-off meeting
2/1/2024 2/01/2024 Develop Budget Framework
2/7/2024 2/07/2024 Mid-year budget review report presented to the Board of
Directors
2/12/2024 2/12/2024 Supervisors’ Fixed Asset request to Manager
3/1/2024 3/1/2024 Supervisors’ draft budgets to Manager (rough draft)
3/8/2024 3/8/2024 Supervisors’ budgets to District Manager and Assistant District
Manager (final draft)
3/25-3/29/2024 3/14/2024 Finance Committee reviews rough draft budget and short and
long-term capital improvements
4/10/2024 4/10/2024 Draft Budget presented to the PRPD Board of Directors for
review in Manager’s Report.
Manager’s Report.
D. Budget Analysis and Financial Outlook
1. Income
1. Total Income appears overall short of expectations.
2. Property tax revenue historically contributed the largest amount to overall District
income (over 70%). The fiscal year after the Camp Fire, property tax income
plummeted to 55% of pre-fire levels.
The County pays property tax allocations to the District twice per fiscal year
(December and May), with a smaller payment paid in late June or early July. The
third payment represents property tax revenue earned but not yet collected by the
County (referred to as the “Teeter Plan”). In November Butte County provided a
property tax estimate of $1,171,604.96. which if realized, would exceed budget
estimates by 2.2%.
The District forecasts an increase of 3.5%.
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 3
3. Impact Fees are restricted to park acquisition, development, and facilities, and
cannot be used for operations. In keeping with current trends, the District projects
falling income from Impact Fees, a 12.6% reduction from the FY 2023-24 budget.
4. Program income this item lags below the FY 2023-24 budget estimate (likely due
to the poor performance of the ice rink). Therefore, this year’s budget estimate is
lower than last year by 12.1%.
5. Donation and Fundraising income Donations have been challenging as many
local businesses are grappling with inflation-related costs. This item reflects a
smaller budget estimate than the last budget.
6. Grant income Forecasts fell short mainly due to delays in park development
projects schedules. Large development projects (such as Lakeridge Park, Bille
Park, Oak Creek Park, and trails) require a significant amount of design planning
and permitting coordination. Staff anticipates that both the Lakeridge and Bille
Park projects will initiate the construction phase in the next Fiscal Year. Grant
agencies often take several months to process invoices and typically withhold up
to 10% until the projects are completed. The District started to see shifts in the
pace of reimbursement as the projects ramp-up and as we became more proficient
with billing (and as the state staff up to administer these grants).
7. Other Revenue In the past, settlement funds and insurance proceeds buoyed this
category. We anticipate substantial progress with recovery projects associated
with the Camp Fire in the next Fiscal Year and this will eventually release additional
funds. However, the timing is challenging to establish.
The District anticipates completing remaining Recovery Projects at Bille Park and
initiated the rebuilding of the Aquatic Recreation Center (estimated at over
$950,000). Since the District secured an acceptable location, the rebuilding of the
shop will begin in Fiscal Year 2024-2025 (though dated, the cost of rebuilding the
shop is estimated at over $1,300,000). To handle the uncertainty and timing of
costs, the District will average the costs, however, other revenue may be
significantly underestimated depending on the timing.
8. Interest income from the District’s Investment portfolio greatly increased total
revenue. The budget year estimate is based on revenue forecasts for investments
and anticipated interest income.
2. Expenses
Overall, the District anticipates expenses to fall below the budget amount.
1. Payroll Expenses (5000) Despite significant wage and benefit cost increases,
the District payroll budget remains lower as a percentage of overall budget as
compared to pre–Camp Fire (Table 2).
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 4
Table 2. Payroll as a Percentage of Total FY 2024/25 Budget
Pre-fire Average just under 70%
FY 2020-21 62%
FY 2022-23 58%
FY 2023-24 63%
FY 2024-25 63%
Due to high rates of staff attrition after the fire, the District had several years of
vigorous recruitment and hiring. Staffing levels have now stabilized and hiring this
fiscal year will focus on non-permanent positions or replacement for staff that leave
the District.
The breakdown of wages and salaries by functional unit (Department) is provided
in Table 3. Maintenance staff represent the highest proportion of payroll costs.
Table 3. Total Wages by Unit and Percentage of Payroll Expenses Budget for FY 2024-2025
Administration $742,460 37.9%
Maintenance $824,100 42.1%
Recreation $390,000 19.9%
Total $1,956,560 63% of total budget
Note: Total does not include Taxes, Benefits, Workers Comp, Accrued Comp, Sick, & Vacation, and Other Personnel Costs
2. Professional Outside Services (5330) Expenses related to this budget item are
lower than the budget forecast. With three large development projects anticipated
to enter the construction phase in Fiscal Year 2024-2025 (Lakeridge Park, Bille
Park, and the maintenance shop) this budget category is forecast to represent
about 15% of total budget expenses. Most of these expenses are grant or
insurance reimbursable and will be replenished in the future.
3. Repair and Maintenance (5360) This budget line falls below expected expenses.
The projected budget anticipates increased costs of materials to continue and
anticipates additional park repairs (for example, resurfacing the pool liner after the
summer season); therefore, this budget item will increase for the new Fiscal Year.
4. Utility costs (5410) In FY 2023-24, the District anticipated higher utility costs (the
California Public Utility Commission approved higher rates for 2023 and for 2024-
2026, an overall increase of 32%). Despite these higher costs, new efficiencies
(such as solar panels at TARC and a new pool heater at the Paradise Pool) helped
hold expenses near expectations. The District projects higher water costs due to
increased irrigation and Trash/Recycling costs due to an 8% rate hike.
5. Other Budget Expenses Staff anticipate increased expenses from additional
office space and as well as purchasing replacement equipment as the
maintenance shop is rebuilt.
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 5
3. Net Operating Income and Expenses
1. The District awaits the final expense and income report to see the amount of
reserve funds that may be needed for budget shortfalls (negative net position).
Once the books close on the year, Staff will make a journal entry to denote the
transfer of reserve funds. Staff will report this to the Board.
2. District staff recommends using reserve funds to erase the projected net operating
loss. The District has set aside substantial resources in the Current Operations
(1153) and Future Operations (1155) Reserve Funds for this anticipated purpose
for the next decade or two.
3. Even with these challenges, staff and the BOD should be commended for wise
management of resources and preservation of capital as the Total Liabilities and
Equity can be summarized as follows:
• 7/1/2023: $46,520,303.25
• 4/30/2024: $45,948,723.52 (1.2% lower).
4. Allocations
This section accounts for funds that will be transferred from reserve accounts to fund
Capital Improvement Projects, special projects, technology improvements, and other
identified needs, and ensure the District is able to provide continuity of service for
residents when the operations budget is insufficient to cover costs.
The District is entering an exciting time with a considerable number of grant funded
Capital and Program projects. Grant funding for equipment, infrastructure, or acquisitions
will be allocated to the deferred income, cash, and Capital Improvement Project (CIP).
Due to grant agency delays in reimbursement payment processing some of these
allocations will be carried out during future Fiscal Years. Not all reserves are subject to
allocations in the next FY; however, the ones that are anticipated to be used include:
1. Capital Improvement & Acquisition – funding for capital improvements and
additions to parks.
2. Current Operations – Anticipated funding from reserves to cover the anticipated
net loss in the next FY.
3. Designated Project/Special Use/Grant Matching – Staff provides an estimate for
Capital Projects and planning, but this fund may also provide for any program
matching.
4. Technology – To fund technological improvements and efficiencies (hardware
costs).
5. Vehicle Fleet & Equipment – for new equipment.
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 6
6. Impact & Development- The District will utilize Impact Fee income to expand,
enhance and upgrade facilities and parks.
5. Challenges and Opportunities
1. On 4/10/2024, the District adopted a strategic plan. The vision, goals, and tactics
of that plan are incorporated into several elements of the proposed budget and
Capital Improvement Projects. We anticipate next year’s budget to align even
further with this strategic plan.
2. The District will continue to navigate potential partnerships and funding or donation
opportunities as a priority.
3. The District anticipates careful management of the investment portfolio as an
important reserve to improve budget certainty and maintain District services for
residents.
4. The District continues a strategy of designing and prioritizing parks and programs
for residents and to promote the area as a recreation destination. Over the past
couple of years, the District was awarded numerous grants that will add incredible
new parks, facilities, and programs.
E. What’s New in the FY 2024-2025 Budget
The following section highlights changes in this budget approach in comparison to last
year. Changes include:
• A projection of the next FY budget based on crude changes from current budget.
This will be refined in future years and potentially as funding source stabilize and
we project the timing of revenue, this may be a more important tool for the future.
This projection is non-binding but sets the District on a path toward longer term
planning.
• Return of the Appropriation for Contingencies in the budget.
• Revised salary scale and organization chart.
F. Changes from preliminary budget
We note the following changes on Income, Expenses, and Overall as noted:
• 5040 - Worker’s Compensation - $5,000 increase.
• 5220 · Bank & Merchant Fees - $1,000 increase.
• 5260 · Dues, Memberships, Subscriptions, & Publications - $5,000 increase.
• 5320 · Miscellaneous Expense – changed to $0 ($300 reduction).
• 5404 · Fuel - $1,500 decrease (making it match last year’s estimate).
G. Projections
As mentioned, this budget includes a projection for the next fiscal year based on simple
multipliers applied to this year’s budget. New initiatives and needs will undoubtedly
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 7
require adaptation in the next budget, but this approach may enable more consideration
of future changes and trends.
Staff completed a long-term projection in last year’s budget and provided a comparison
with Actual income and expenses for past years and a simplistic linear model (5-year
projection). Based on the projection, Staff anticipate the need for reserve spending for at
least the next 3 fiscal years. Staff anticipates updating the long-term projection in next
year’s budget.
Because Tax revenue recovery from the Camp Fire is still years away; the other revenue
sources (based on continued success with program and rental income, securing grants,
and investment management) will continue to be important income sources. The District
will continue to monitor these returns and continue to use programs and facilities to
generate revenue. This approach requires efforts to secure additional grant funds and
partnerships, update the fee schedule, and promote facility rentals to gain a more robust
return on the District’s investments.
H. Budget and Financial Accomplishments
Over the past few years, the District initiated several steps to improve financial practices
and Staff have completed several items including:
1. Creating chapters of a Finance Manual of processes and procedures for times of
unexpected staff absence or planned leave.
2. Significant forward progress on insurance related rebuilding and associated
invoicing for reimbursement.
3. Completion of the FY 2021-22 Final Audit report and authorized the auditor to
initiate the FY 2022-23 audit.
I. Recommendations
To improve the District’s financial and budgetary processes, and to improve institutional
learning, staff propose several recommendations for the next FY and in the next budget
cycle. These include:
1. Update the District Master Plan (either in the next or following FY) to:
a. Complete an inventory of District Assets including a replacement and repair
schedule for aging facilities and equipment.
b. Create a portfolio of District land and facilities to share information about
the sites and status of management efforts and projects.
c. Update better estimates for total population and distribution within the
District. Coupled with demographic information, this will aid in the
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 8
identification of programs and parks that best support the needs of
residents.
2. Update fee schedules for rentals and reservations. Complete reservation maps
and clear description of assets to aid with event plans. Uniform pricing and
contract practices will facilitate planning, forecasting, and budgeting.
3. Complete the Impact Fee Nexus study to set appropriate development impact
fees.
4. The District explored the potential for a 2-year budget cycle as funding and
expenses become more predictable. Staff explored options for the FY 2024-25 and
FY 2025-26 cycle. Given the variability and uncertainty of current conditions, staff
recommends staying with a single year budget. However, staff does include a
projection for the following year.
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 9
II. FISCAL YEAR (FY) 2024-25 BUDGET
This section provides an overview and detailed information on the FY 2024-25 budget.
The information includes:
• A Budget Summary (Table 4), General Operating Fund Balances, Allocations from
the General Fund, and Capital Projects Funding Summary (Tables 5).
• A more detailed breakdown of FY operations budget expenses and comparison to
FY actuals, year to date, and approved budget (Table 6). The table also provides
the percentage that each line item contributes to income or expenses and the
dollar amount difference with the last FY.
Fund information will help Staff complete forms required by Butte County, such as the:
o Financing Sources and Uses by Budget Unit; and
o Compliance with Proposition 4 – Appropriation Limit.
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 10
Table 4. PRPD District General Fund (2510) Budget and Summary
4100 · Tax Revenue 4100 1,186,000 1,227,600
4200 · Impact Fee revenue 4200 90,000 93,200
4300 · Program Income 4300 276,000 289,800
4350 · Concession & Merchandise sales 4350 1,600 1,700
4400 · Donation & Fundraising Income 4400 60,000 64,500
4500 · Grant Income 4500 1,350,000 1,552,500
4600 · Other Revenue 4600 500,000 517,500
4900 · Interest Income 4900 1,110,200 1,110,200
4,573,800 4,857,000
5000 · Payroll Expenses 5000 3,023,000 3,113,800
5100 · Program Expenses 5100 178,200 183,700
5140 · Fundraising Expense 5140 2,000 2,100
5200 · Advertising & Promotion 5200 17,500 18,100
5220 · Bank & Merchant Fees 5220 6,300 6,500
5230 · Contributions to Others 5230 25,000 25,800
5240 · Copying & Printing 5240 20,000 20,600
5260 · Dues, Mbrshps, Subscr, & Pubs 5260 40,000 41,200
5270 · Education, Training & Staff Dev 5270 6,700 7,000
5280 · Equip., Tools & Furn (<$5k) 5280 36,000 37,200
5290 · Equipment Rental 5290 30,000 30,900
5300 · Insurance 5300 160,600 165,500
5310 · Interest Expense 5310 200 300
5320 · Miscellaneous Expense 5320 300 400
5330 · Professional & Outside services 5330 717,000 738,700
5340 · Postage & Delivery 5340 1,500 1,600
5350 · Rent-Facility use fees 5350 15,000 15,500
5360 · Repair & Maintenance 5360 199,000 205,500
5370 · Supplies - Consumable 5370 33,000 34,100
5380 · Taxes, Lic., Notices & Permits 5380 34,000 35,100
5390 · Telephone & Internet 5390 24,000 24,800
5400 · Transportation, Meals & Travel 5400 65,000 67,200
5410 · Utilities 5410 150,000 154,600
4,784,300 4,930,200
-210,500 -73,200
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Paradise Recreation and Park District Page 11
Summary Code FY 2024-25 FY 2025-26
Grand Total Budget
Total Adjusted Net
Appropriation for Contingencies (Current Operations Reserve) 1033.03 478,430 493,020
Table 5. Projected Equity in District Funds.
Projected Equity
FY 2024-2025 FY 2024-2025 FY 2024-2025
Description Code
Beginning
Balance
Fund Allocation
(TBD)
Projected
Ending Balance
Treasury Reserve Funds
Accumulated Capital Outlay (ACO) 1012 56,700 - 56,700
Ending Treasury Reserve Funds 60,000 - 60,000
Investment Reserves 1033
CalPERS 115 Trust 1033.01 - - -
Capital Improvement & Acquisition 1033.02 12,455,664 (3,790,000) 8,665,664
Current Operations 1033.03 6,000,000 (210,500) 5,789,500
Ending Investment Reserve Funds 38,475,665 (4,588,000) 33,887,665
Designated Treasury Funds 1100 274,600 (72,000)
Impact & Development 1119 1,177,300 (389,000) (389,000)
Ending Assigned 39,987,565 (5,049,000) 33,558,665
Notes:
Above does not show the District's cash and operating accounts.
Beginning Assigned
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Paradise Recreation and Park District Page 12
Table 6. Proposed District General Fund (2510) Budget Detail and Comparison to Actual and Approved Past Budget.
Current Proposed Projected
FY 2023 - 2024 FY 2024-2025 %Difference FY 2025-2026
Description Code Approved
Actual - as of
6/30/24
Remaining
(Difference)% YTD Budget
% Inc /
Exp
of FY 2023-
2024
Proposed -
Approved Budget
Operating Budget
Funding Resources
Income
4100 · Tax Revenue 4100 1,146,000 1,146,371.51 372 100%1,186,000 25.9%103.5%
4200 · Impact Fee revenue 4200 103,000 113,500.23 10,500 110%90,000 2.0%87.4%
4300 · Program Income 4300 314,000 289,827.53 -24,172 92%276,000 6.0%87.9%
4350 · Concession & Merchandise sales 4350 1,600 0.00 -1,600 0%1,600 0.0%100.0%
4400 · Donation & Fundraising Income 4400 75,000 32,880.81 -42,119 44%60,000 1.3%80.0%
4500 · Grant Income 4500 1,250,000 314,069.28 -935,931 25%1,350,000 29.5%108.0%
4600 · Other Revenue 4600 485,000 24,331.08 -460,669 5%500,000 10.9%103.1%
4900 · Interest Income 4900 1,187,200 1,134,369.44 -52,831 96%1,110,200 24.3%93.5%
Total Income 4,561,800 3,055,349.88 -1,506,450 67%4,573,800 100.0%100.3%
Expense
5000 · Payroll Expenses 5000
5010 · Wages & Salaries 5010 2,079,700 1,801,749.69 -277,950 87%2,219,700 46.4%106.7%
Total 5000 · Payroll Expenses 5000 2,862,200 2,398,137 -464,063 84%3,023,000 63.2%105.6%
5100 · Program Expenses 5100
Total 5100 · Program Expenses 5100 49,800 61,720 11,920 124%178,200 3.7%357.8%
5140 · Fundraising Expense 5140 4,000 0.00 -4,000 0%2,000 0.0%50.0%
5200 · Advertising & Promotion 5200 24,500 4,780.20 -19,720 20%17,500 0.4%71.4%
5210 · Bad Debt 5210 0 0 0.0%
5220 · Bank & Merchant Fees 5220 5,300 6,568.73 1,269 124%6,300 0.1%118.9%
5230 · Contributions to Others 5230 20,000 10,386.00 -9,614 52%25,000 0.5%125.0%
5240 · Copying & Printing 5240 17,700 14,739.29 -2,961 83%20,000 0.4%113.0%
5260 · Dues, Mbrshps, Subscr, & Pubs 5260 30,000 34,335.27 4,335 114%40,000 0.8%133.3%
5270 · Education, Training & Staff Dev 5270 17,800 6,187.29 -11,613 35%6,700 0.1%37.6%
5280 · Equip., Tools & Furn (<$5k)5280
5282 · Office ET&F 5282 16,000 6,999.39 -9,001 44%9,000 0.2%56.3%
Total 5280 · Equip., Tools & Furn (<$5k)5280 78,100 15,851.28 -62,249 20%36,000 0.8%46.1%
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5290 · Equipment Rental 5290 171,100 90,606.96 -80,493 53%30,000 0.6%17.5%
5300 · Insurance 5300 117,000 144,704.00 27,704 124%160,600 3.4%137.3%
5310 · Interest Expense 5310 400 278.72 -121 70%200 0.0%50.0%
5320 · Miscellaneous Expense 5320 300 0.00 -300 0%300 0.0%100.0%
5330 · Professional & Outside services 5330 0
5332 · Accounting 5332 44,800 8,905.52 -35,894 20%44,000 0.9%98.2%
Total 5330 · Professional & Outside services 660,800 140,243.60 -520,556 21%717,000 15.0%108.5%
5340 · Postage & Delivery 5340 1,500 605.08 -895 40%1,500 0.0%100.0%
5350 · Rent-Facility use fees 5350 23,700 21,572.03 -2,128 91%15,000 0.3%63.3%
5360 · Repair & Maintenance 5360
5361 · Building R&M 5361 7,000 3,748.63 -3,251 54%7,000 0.1%100.0%
Total 5360 · Repair & Maintenance 182,200 140,671.16 -41,529 77%199,000 4.2%109.2%
5370 · Supplies - Consumable 5370
5372 · Office Supplies 5372 15,000 14,664.75 -335 98%21,000 0.4%140.0%
Total 5370 · Supplies - Consumable 30,000 24,714 -5,286 82%33,000 0.7%110.0%
5380 · Taxes, Lic., Notices & Permits 5380 8,000 8,856.47 856 111%34,000 0.7%425.0%
5390 · Telephone & Internet 5390 19,800 26,528.85 6,729 134%24,000 0.5%121.2%
5400 · Transportation, Meals & Travel 5400
5402 · Air, Lodging & Other Travel 5402 11,000 5,986.59 -5,013 54%9,000 0.2%81.8%
Total 5400 · Transportation, Meals & Travel 66,000 49,578.42 -16,422 75%65,000 1.4%98.5%
5410 · Utilities 5410
5412 · Electric & Gas 5412 135,700 87,891.85 -47,808 65%95,000 2.0%70.0%
Total 5410 · Utilities 5410 197,700 135,057.43 -62,643 68%150,000 3.1%75.9%
Total Expense 4,587,900 3,336,122.99 -1,251,777 73%4,784,300 100.0%104.3%
Total Net Operating Income and Expenses -26,100 -280,773 -254,673 1076%-210,500 -4.4%
Current Proposed Projected
FY 2023 - 2024 FY 2024-2025 %Difference FY 2025-2026
Description Code Approved
Actual - as of
6/30/24
Remaining
(Difference)% YTD Budget
% Inc /
Exp
of FY 2023-
2024
Proposed -
Approved Budget
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Paradise Recreation and Park District Page 14
Summary
Grand Total Budget
Total Income 4,561,800 3,055,350 -1,506,450 67%4,573,800 100.0%100.3%
Total Adjusted Net 0 -254,673 -254,673 0 0
Appropriations for Contingencies 1033.03 478,430 100.0%493,020
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 15
III. FIXED ASSETS AND CAPITAL IMPROVEMENT PROJECTS (CIP)
This section outlines District Fixed Asset purchases or Capital Improvement Projects
(Tables 7 and 8). Budget actions are obligated only on the upcoming adopted FY budget.
Changes may be necessary to accommodate successful grant and funding sources. The
summary tables follow the categories used in the last budget request to provide the
flexibility needed to support funding opportunities, or a shift in the timing of projects.
Some projects require yet unidentified outside resources or grants that have been
authorized but do not yet have funding agreements in place (noted as unidentified or
unfunded capital needs).
This year’s CIP includes a 10-year estimate and a “Year X” (identified, unfunded capital
projects). This approach creates a list of projects, allows the District to utilize the list for
future financial and operational planning and forecasting and provides a more realistic
mechanism to share this information to the BOD and Community.
A. Notable Accomplishments
1. Strategic Plan Adoption. The plan creates a workplan of numerous items that will
provide a rich source of goals and a roadmap.
2. The District made progress toward the replacement of large District assets (Shop
and Aquatic Recreation Center) lost in the fire.
a. June 2024 – Anticipate completion of trail, bridge, and sign replacement for
Bille Park.
b. May 2024 - Developed draft quotes for aquatic recreation center for rebuild.
We estimate the District related improvements to cost an additional $500K.
The revised quote will likely return to the BOD for consideration shortly.
c. Completed acquisition of 6220 Clark Road (APN: 053-040-038) that can
serve as a future location for our Maintenance Shop Complex.
d. Preparing an RFP (expected in the next FY) for construction of a new
maintenance shop facility at the above property.
e. Nearly all funding for the above projects is from insurance, state or federal
funds, though the District provided funds for the shop property acquisition
and may need to contribute additional funds to complete additional features
associated with these rebuild projects.
3. Improvements to existing parks and facilities, especially items that improve access,
efficiency, conservation, or user experience. These include pathways, native plant
landscaping, bike rack at TARC, concrete repairs.
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 16
4. In November 2023, District partners completed a solar project on the roof of the
Terry Ashe Recreation Center. With escalating energy costs, the project will save
the District in years to come.
5. Implement critical projects (Lakeridge Park development, Magalia Paradise Lake
Loop Trail, and improvements to Oak Creek, Noble, and possibly Coutolenc Parks.
a. Strides in planning for the above projects continued with key permitting, and
CEQA compliance completed for the Magalia Paradise Lake Loop Trail.
b. In 2023, the groundwork for the Magalia Paradise Lake Loop trail focused
on the continuing clean-up of hazard trees and fuel work. The District
started field recon for the reconstruction of Coutolenc Park trails in early
2024.
c. These projects will continue for the next few years with completion dates of
2027 or 2028.
6. Continue seeking supplemental grant funding for park projects and acquisitions,
prioritizing donations.
a. The District purchased the following property with funds from Incorporated
Impact Fees and the Capital Improvement and Acquisition Reserves: New
Shop Property: 6220 Clark Road, Paradise, APN 053-040-038-000, 2.17
acres, paid Fair Market Value at $260,000.
B. Priorities for Upcoming FY
Now that the Strategic Plan is in place, its forthcoming annual reviews will provide details
on accomplishments and priorities. Staff provides a few budget related priorities below.
1. Replacement of large District assets (Shop, and Aquatic Recreation Center) lost
in the fire. Nearly all funding may be from insurance, state or federal funds, though
the District may need to develop additional funds to complete these projects as
needed for the long term rather than just replacing like kind and quality before they
were destroyed in the fire.
2. Improvements to existing parks and facilities, especially items that improve access,
efficiency, conservation, or user experience.
3. Implement critical projects (Lakeridge Park development, Magalia Paradise Lake
Loop Trail, and improvements to Oak Creek, Noble, Bille and possibly Coutolenc
Parks.
4. Continue seeking supplemental grant funding for park projects and acquisitions,
prioritizing donations. The District anticipates finalizing the following properties for
purchase and donation:
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Paradise Recreation and Park District Page 17
a. Schott Property: 0 Honey Run Road, Paradise, APN 051-230-059-000, 41
acres, appraised at $41,000, donation to District.
b. Knauff Property: 0 Clark Road, Paradise, APN 055-190-023-000, 20 acres,
appraised at $60,000, donation to District.
c. Reed Property: 0 Bennett Road, Paradise, APN 055-201-025-000, 9 acres,
appraised at $110,000, donation to District.
d. McNally Properties:
i. Parcel 1: 1986 Mountain View Drive, Paradise, APN 053-280-008-
000, 34.1 acres (County), Appraised at $335,000, Agreement for
District to pay $100,000. Finalize transaction.
ii. Parcel 2: 1986 Mountain View Drive, Paradise, APN 053-280-009-
000, 7.3 acres (TOP), Donation to District. Finalize agreement.
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 18
Table 7. FY 2024-2025 Capital Improvement Projects (CIP) – Summary of Projects
FY Beginning Subtotal Year X
Id #Project 2024 2025 2026 2027 2028 2029-2032 >2033 Total
Year 1 2 3 4 5 Yrs 6-9 >10
2024-1 District Security, Conservation,
and Efficiency Investments 112,500 88,500 77,500 58,200 43,800 100,700 125,000 706,900
2024-2 Land Acquisition
3,754,000 1,035,000 919,000 669,000 493,000 638,000 578,000 8,724,000
2024-3 New Park and Facility Development
1,508,750 4,012,500 5,819,500 4,918,000 781,000 679,000 7,000,000 25,397,750
2024-4 Camp Fire Recovery Projects
2,870,000 3,042,500 725,000 100,000 - - - 6,737,500
2024-5 Existing Park Improvements and
Development 558,000 1,466,600 418,500 305,100 151,900 180,300 2,450,000 5,710,700
2024-6 Trails Development Project
258,500 273,500 147,250 117,500 87,750 40,300 630,000 1,595,100
2024-7 Planning: Strategic, Master, Park,
and Management Plans 675,000 655,000 285,000 180,650 119,000 300,200 791,000 3,306,050
2024-8 Aquatic Park and Concow Pool
Improvements 80,000 83,000 86,000 89,000 92,000 193,000 8,011,000 8,827,000
2024-9 Vehicle Fleet and Equipment, and
Technology Investments 172,000 227,300 204,600 183,900 189,400 398,300 295,000 2,068,800
Total 9,988,750 10,883,900 8,682,350 6,621,350 1,957,850 2,529,800 19,880,000 63,073,800
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Paradise Recreation and Park District Page 19
Table 8. FY 2024-2025 Capital Improvement Projects (CIP) – Summary of Funding Sources.
FY Beginning Subtotal Year X
Task 2024 2025 2026 2027 2028 2029-2032 >2033 Total
1. Acquisition 3,575,000 985,000 875,000 637,000 469,000 607,000 550,000 8,305,000
2. Planning 856,500 707,500 339,000 220,150 148,700 338,800 844,000 3,793,450
3. Park Development 1,767,250 4,286,000 5,966,750 5,035,500 868,750 719,300 7,630,000 26,992,850
4. Park Improvements, Repair and
Rennovation 748,000 1,635,600 572,000 444,800 282,000 466,400 10,561,000 15,176,200
5. Equipment Purchases 172,000 227,300 204,600 183,900 189,400 398,300 295,000 2,068,800
6. Insurance Rebuild 2,870,000 3,042,500 725,000 100,000 - - - 6,737,500
7. Other - - - - - - - -
Total 9,988,750 10,883,900 8,682,350 6,621,350 1,957,850 2,529,800 19,880,000 63,073,800
FY Beginning Subtotal Year X
Funding Source 2024 2025 2026 2027 2028 2029-2032 >2033 Total
Capital Improvement & Acquisition
Reserve 3,790,000 1,913,000 1,482,000 1,086,500 807,800 - - 9,079,300
Designated Project/Special
Use/Grant Matching Reserve 418,000 312,300 132,800 123,400 94,100 - - 1,080,600
Donations 105,000 4,000 3,000 - - - - 112,000
General Fund 182,500 91,100 45,700 35,250 18,400 9,650 - 392,250
Grant 4,389,000 5,242,000 2,508,000 386,000 25,000 - - 12,550,000
Incorporated Impact Fees (Fund
2526) 260,000 125,000 85,000 - - - - 470,000
Technology Reserve 8,400 11,700 13,900 8,400 - - - 42,400
Unidentified 546,850 2,952,500 4,209,350 4,806,900 832,350 2,520,150 19,880,000 38,268,250
Unincorporated Impact Fees (Fund 129,000 67,500 32,800 - - - - 229,300
Vehicle Fleet & Equipment Reserve 160,000 164,800 169,800 174,900 180,200 - - 849,700
Total 9,988,750 10,883,900 8,682,350 6,621,350 1,957,850 2,529,800 19,880,000 63,073,800
Notes: Year X are future projects without a set time or necessary projects beyond current budget projections.
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 20
IV. FUNDS
Current fund balances are shown in Table 9. A couple of definitions may be helpful. Staff
uses the terms redesignate to describe the (internal) process of moving funds between
established accounts (typically during the budget cycle) and allocation to describe funds
that are expended from an account toward its intended purpose (typically external).
Table 5 indicates the redesignation of funds, starting balances, and allocations to meet
needs in the next FY. The designation of funds will be provided by resolution. Notable
funds are described below.
A. General Fund and Cash Accounts (1000, 1003, 1008, 1010)
The District has funds with Butte County and Board approved accounts with Five Star
Bank, Mechanics Bank, and Tri Counties Bank. The District opened an additional account
with California Class this past FY with BOD approval for District investment accounts.
Because cash accounts are part of operations, funds are not allocated at the beginning
of the Fiscal Year.
B. Appropriation for Contingencies
Current Butte County guidance notes a process for the Appropriation for Contingencies.
The amount budgeted in this classification, which is for unusual or unanticipated
expenditures, is limited to 10% of the total budgeted expenditure appropriation exclusive
of the amount of the Appropriation for Contingencies. Appropriations in this account are
available for expenditure when transferred by 4/5 vote of the governing board to the
appropriate expenditure classification. As per the District Reserve policy, the fund source
will likely arise from the Current Operations Reserve (1033.03); though the BOD may
determine that another fund may be used.
C. Treasury Funds
1. Accumulative Capital Outlay (ACO) (1012)
ACO designates funds held in reserve for the purchase in a future fiscal year of specified
capital assets such as land, structures, or equipment. This reserve provides resources
for capital programs that would otherwise adversely impact the General Fund, under the
California Code of Regulations (CCR, 1042 (e). Funds) an Accumulative Capital Outlay
(ACO). A fund used to account for the accumulation of revenues restricted for capital
outlay under Section 53731 Government Code.
An ACO Reserve may be established at the beginning of any fiscal year during the
adoption of the annual budget by a majority of the governing body, provided that the
purpose for which the reserve is being established is specified. A reserve may also be
established or increased at the end of any fiscal year utilizing monies from unspent
appropriations. The ACO Reserve is continuing, that is, it remains unavailable to fund
the annual budget unless action is taken by the governing body to reduce or discontinue
the fund, or to appropriate it for expenditure in a subsequent year.
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With the increase in capital projects, staff recommend a shift of funds ($550,000) to fund
the Camp Fire rebuild projects (Shop and Aquatic Center) and complete other
infrastructure related projects. Therefore, the fund amount will be reduced to $56,700.
2. General Reserve (1013)
A General Reserve may be established or increased by the governing body at the
beginning of a fiscal year (during the budget process). The General Reserve is not
available for expenditure, except under certain emergency conditions defined in
Government Code Section 29127, relating primarily to public health and safety. Once
this Reserve is established, it shall be considered permanent and unavailable for
financing the ensuing year’s budget unless formal action is taken to discontinue or
decrease the reserve at the beginning of the next fiscal year. Staff recommends the funds
set aside for General Reserves to remain unchanged at $3,000.
3. Imprest Reserve (1005)
The Imprest Reserve is a cash account to pay for small, routine expenses. Funds
contained in this account is regularly replenished to maintain a fixed balance. The amount
of reserve should exactly equal the amount of the funds. Staff recommends the funds set
aside for this reserve to remain unchanged at $300.
D. District Reserves (1033 series)
1. Current FY Expenses
The District completed the following overall transactions associated with District
Reserves:
• The District enjoyed relatively high returns on investment accounts maintaining
value.
• CalPERS Trust. This fund is to remove the District’s unfunded liability, as funds
are allocated to it, the funds essentially become an expense paid to CalPERS.
• The District moved funds from the Current Operations fund into the County to
satisfy cash flow issues and maintain an adequate balance in the County account.
• Fund 1128 District Facility Incorporated Impact Fee -$123,062.10 for Solar
installation at TARC.
E. Designated Treasury Funds – Donations (1100)
Staff reviewed these funds and consolidated them (a previous recommendation). Funds
that are no longer receiving active or on-going donations will be combined with an
appropriate account that meets the same objective to streamline fund accounting.
F. Development Impact and Subdivision Fees (1119 summary and family of
funds 1120-1128)
Development Impact fees are required as part of new building construction or expansion.
The fees stem from a formula developed during the Nexus study that uses park
acquisition, development, and facility improvements. However, as per discussions with
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 22
the County (citation), while the fees need to be spent within the proper geographical area
and within those categories, they need not be strictly partitioned. Staff anticipates growth
of these funds as the area rebuilds (Table 9).
1. Next FY Allocations
This budget has allocated funds (Table 5) associated with the Board approved Reserve
Policy. Staff propose the following redesignations of funds from the reserves for FY 2022-
23 budgeted $1,310,000 of the Capital Improvement & Acquisition reserve fund to meet
short and long-term goals for improvements/upgrades to existing facilities and new
acquisitions. This budget redesignates funds from the following:
• The California Employers' Pension Prefunding Trust (CEPPT) Fund is a Section
115 trust fund dedicated to prefunding employer contributions to defined benefit
pension systems for eligible California public agencies. The District can help
finance pension contributions in part from investment earnings provided by
CalPERS. The District set aside $180,000 to prefund contributions in the last FY.
These funds are essentially an expense and reduce our liability once they are paid.
• Move $484,315.05 from Future Operations (1155) into the Capital Improvement
and Acquisition (1152) fund. The Capital Improvement and Acquisition fund shift
reflects anticipation for future year projects.
• Move $247,573.68 from Future Operations (1155) into the Designated
Project/Special Use/Grant Matching (1154) fund. The Designated Project shift
allows for additional matching flexibility to leverage outside funds for matching.
With the above changes, the Future Operations (1155) fund is reduced by $731,888.73.
The starting balance for this fund is anticipated at $18,078,769.27.
G. Summary of Funds and Reserves
The District’s funds and reserves are (Table 9) may be summarized as follows:
Table 9. Current Fund Balances (6/30/24).
70,647.39
327,441.24
40,029.51
300.00
3,154.88
-307,129.01
606,700.00
3,000.00
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 23
ASSETS Jun 30, 24
1014 · Deposits held for others
1010 · Treasury Cash - 2510 - Other
Total 1010 · Treasury Cash - 2510
1030 · Investments
1031 · Five Star Bank Money Market
1032 · Five Star Bank Grant M. M.
1033 · Investment Reserves
1033.01 · CalPERS 115 Trust
1033.02 · Capital Improvement & Acquisit
1033.03 · Current Operations
1033.04 · Desig Proj/Sp Use/Grant Match
1033.05 · Future Operations
1033.06 · Technology
1033.07 · Vehicle Fleet & Equipment
Total 1033 · Investment Reserves
1034 · US Bank (Meeder Investments)
1035 · Tri Counties Bank
1036 · California Class
Total 1030 · Investments
1100 · Designated Treasury Funds
1112 · Grosso Endowment-2512
1113 · Grosso Scholarship-2513
1114 · Designated Donations-2514
1114.1 · Parks & Facilities Donations
1114.2 · Recreation Donations
1114.3 · Scholarship Donations
1114.2 · Recreation Donations - Other
Total 1114.2 · Recreation Donations
1114.4 · General Donations
Total 1114 · Designated Donations-2514
Total 1100 · Designated Treasury Funds
1119 · Impact Fees
1120 · Sub Div Fees - 2520
1121 · Park Acqui Unincorp - 2521
1122 · Park Dev Unincorp - 2522
1124 · District Fac Unincorp - 2524
1126 · Park Acqui Incorp - 2526
1127 · Park Dev Incorp - 2527
1128 · District Fac Incorp - 2528
Total 1119 · Impact Fees
Total Checking/Savings
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 24
ASSETS Jun 30, 24
Other Current Assets
1310 · Miscellaneous Receivables
1500 · FMV Adjustments
1510 · FMV Adjustment-2510
1512 · FMV Adjustment-2512
1513 · FMV Adjustment-2513
1500 · FMV Adjustments - Other
Total 1500 · FMV Adjustments
Total Other Current Assets
Total Current Assets
Fixed Assets
1710 · Land
1715 · Land Development
1720 · Buildings
1730 · Furn., Fixtures & Equip (>$5k)
1740 · Vehicles
1798 · Accum Depr - Furn Fixture Equip
1799 · Accum Depr - Buildings
1800 · Construction in Progress
1810 · CIP-Planning
1810.1 · CIP-BSF Park Planning
1810.2 · CIP-Yellowstone Kelly (YK)
1810.3 · CIP-Buffer Study (BRIC)
1810.4 · CIP-OHV Study
Total 1810 · CIP-Planning
1820 · CIP-Acquisition
1820.1 · Oak & Noble Acquisition (SNC)
1820.2 · Buffer (TNC)
Total 1820 · CIP-Acquisition
1830 · CIP-Development
1830.1 · CIP-Aquatic Park Lighting
1830.2 · CIP-State Park Grant (SPPG)
1830.3 · CIP-Per Capita Program (PCP)
Total 1830 · CIP-Development
1840 · CIP-Facility & Park Amenities
1840.1 · CIP-Paradise Pool Swim Blocks
1840.10 · CIP-GameTime Playground (GT)
1840.2 · CIP-Cal Recycle
1840.4 · CIP-RTGGP Trails Grant
1840.5 · Existing Park Improvements
1840.6 · CIP-California ReLeaf (CRL)
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 25
ASSETS Jun 30, 24
1840.7 · Recovery Projects
1840.8 · CIP-Rotary Grant (PRF)
1840.9 · CIP-Rural Rec & Tourism (RRT)
Total 1840 · CIP-Facility & Park Amenities
1850 · CIP-Programs
1850.1 · North Valley Com Found -HTTN
1850.2 · Elements Grant (CNRA)
1850.3 · Far Northern Grant (FNRC)
1850.4 · Neighbor to Neighbor Grant(NTN)
Total 1850 · CIP-Programs
1800 · Construction in Progress - Other
Total 1800 · Construction in Progress
Total Fixed Assets
Other Assets
1900 · PCV Promissory Note
1950 · Deferred Outflow - Pension
Total Other Assets
TOTAL ASSETS 46,231,679.75
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 26
V. STAFF AND ORGANIZATION
A. Paradise Recreation and Park District Description
The District occupies roughly 172 square miles within Butte County (Figure 3). The
District has mapped sub-areas within the boundaries to provide useful demographic
information that will aid programs and planning. The sub areas are not adopted
boundaries but essentially based on school district boundaries and mapping from the
previous District Manager (the District is considering changes to reflect Census
precincts).
In 2010, the District managed 468.75 acres of park land and facilities (Foothill 2010). This
constituted about 82 acres of developed park land and 374 of undeveloped park land. In
2020, the District added substantial properties under management with the addition of
Paradise Lake (under agreement with the Paradise Irrigation District (PID). In 2021, the
District acquired an additional 16.52 acres next to existing parks, and 2.33 acres of new
land that will be incorporated into the planned trail routes. As of 5/7/2024, the District
manages approximately 808 acres.
The District provides customer and administrative services, park operations, recreation
services and assists with community development. The District maximizes available
resources to deliver well-maintained parks, a variety of high-quality recreation programs
and activities. The District BOD and staff believe in building community and positive
experiences by providing and supporting recreational opportunities and programs. Our
District builds effective partnerships with other service providers thus helping meet the
quality-of-life expectations, building community pride, and supporting the economic goals
of the community. The District measures success by providing adequate access and
connections to trails, parks, sports and recreation facilities that meet the needs of citizens
and visitors to our community.
This budget is a statement of District priorities. The Board recently approved the District’s
Strategic Plan and reviewed the Recreation Evaluation Report. Those items in
conjunction with new items the District will develop over the next year (District master
plan, inventory/useful life study) will also aid in identifying future priorities. The
information generated, such as history, the area served, population demographics,
inventory of facilities, core values, vision, and mission of the District, partnerships, etc.
may be helpful for the public to assess the context for budget decisions and should be
referenced (or potentially included in the budget document).
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 27
Figure 1. Paradise Recreation and Park District Service Area.
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 28
B. Staffing
As a summary, one may look at staffing levels in terms of Full-Time Equivalents (FTE)
to allow for a clearer comparison of resources (Table 10). A projection of current staffing
and projected hires in the FY is presented (Table 11). This provides an indication of
hiring, although like in past years, actual hires will be modified as budget and needs
arise. At the May 8, 2024 meeting, the BOD directed staff to prepare a Salary Scale
(Table 12) that reflects a 4.5% increase for full-time staff. Part-time wages increase on
1/1/2024. In addition, a District-wide compensation study is currently underway. This
may result in future structure changes.
Table 10. Staffing Levels Full-Time Equivalent.
Actual
2017-18 3.9 9.1 9.9 22.9
2020-21 5.0 9.0 6.1 20.1
2021-22 4.7 11.6 9.2 25.4
2022-23 5.4 13.1 11.2 29.7
2023-24 6.1 13.8 15.2 35.1
2024-25 6.1 15.8 15.2 37.1
A distribution of employees and projected needs are presented in Table 10. The District
may hire staff and positions as needs arise with the available budget and approved job
descriptions. This allows flexibility and responsiveness to community needs.
With the rehiring and new positions arising (several of them tied in with grant funding),
staff felt that a clear description of positions and needs will help with staff expectations
and BOD and public knowledge. A couple of new positions are notable:
• Recreation Specialist (Events)
• Maintenance worker II and III (special projects/trails and vegetation work/wildland
parks)
• Recreation Coordinator (specializing in school programs).
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 29
Table 11. Summary of Staffing by Position for FY 2024-2025.
ADMIN ASSISTANT AIDE Admin PT 0 -
ADMINISTRATIVE ASSISTANT I Admin FT 0 -
ADMINISTRATIVE ASSISTANT I (PT) Admin PT 2 - Will need replacement at FT or PT position
ADMINISTRATIVE ASSISTANT II Admin FT 1 -
ADMINISTRATIVE ASSISTANT II (PT) Admin PT 1 -
ADMINISTRATIVE ASSISTANT III Admin FT 1 -
ASSISTANT DISTRICT MANAGER Admin FT 1 -
DISTRICT ACCOUNTANT Admin FT 1 -
DISTRICT MANAGER Admin FT 1 -
INTERN TBD PT 0 1 Potential additions for Rec Program for right student
SPECIAL PROJECTS MANAGER Admin FT 0
SPECIAL PROJECTS MANAGER (PT) Admin PT 0 1 Staff will explore staff and consultant options for
grant development and project management.
PARK AIDE Park PT 0 -
PARK ASSISTANT I Park PT 0 -
PARK ASSISTANT II Park PT 3 2-3 New member of wildland management crew, may
hire at other levels. Significant funding for positions
RECREATION
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 30
Job Title Unit Status Current
Number
Projected
Additions
Notes
SWIM POOL
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Figure 2. PRPD Functional Organization Chart.
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Paradise Recreation and Park District Page 32
Figure 3. PRPD Reporting Organizational Chart
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Paradise Recreation and Park District Page 33
Figure 4. PRPD Staff Position Chart
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FY 2024-2025 Budget July 8, 2024
Paradise Recreation and Park District Page 34
Table 12. 2024 Salary Scale (Subject to Review and Adoption).
VI. REFERENCES
[CSCO] California State Controller’s Office. 1976. Special Districts Uniform Accounting and Reporting
Procedures. Effective August 1, 1976. Sacramento, California.
Foothill Associates. 2010. Paradise Recreation and Park District, Master Plan Update, 2010-2020. August
2010. Rocklin, California.
https://paradiseprpd.sharepoint.com/sites/Finance/Shared Documents/FY.2023-24/Budget.Report/2023-
24.Budget.Report.DRAFT_23.0124.docx
Last printed 7/8/2024 2:49 PM
Effective Date: 7/1/2024
Summary Hourly Rate Scale All Positions Date Approved: Proposed
Fiscal Year - 2024-2025 Version Date: 5/9/2024
Calendar Year: 2024
Steps
CLASSIFICATION Area 1 2 3 4 5 6 (10 yr)7 (15 yr)8 (20 yr)
FULL-TIME - Hourly Rate
ADMINISTRATIVE ASSISTANT I Admin 19.38 19.96 20.56 21.18 21.82 22.48 23.16 23.86
ADMINISTRATIVE ASSISTANT II Admin 23.95 24.67 25.41 26.17 26.96 27.77 28.61 29.47
ADMINISTRATIVE ASSISTANT III Admin 30.02 30.93 31.86 32.81 33.80 34.81 35.86 36.94
ASSISTANT DISTRICT MANAGER Admin 45.13 46.49 47.88 49.32 50.80 52.33 53.90 55.52
DISTRICT ACCOUNTANT Admin 30.02 30.93 31.86 32.81 33.80 34.81 35.86 36.94
SPECIAL PROJECTS MANAGER Admin 26.38 27.17 27.99 28.83 29.69 30.59 31.50 32.45
PARK MAINTENANCE I Park 17.72 18.25 18.80 19.37 19.95 20.55 21.17 21.81
PARK MAINTENANCE II Park 22.47 23.14 23.84 24.56 25.30 26.06 26.84 27.65
PARK MAINTENANCE III Park 28.34 29.19 30.07 30.98 31.91 32.87 33.86 34.88
PARK SUPERINTENDENT Park 44.01 45.33 46.69 48.10 49.54 51.03 52.57 54.15
PARK SUPERVISOR Park 35.76 36.84 37.95 39.09 40.26 41.47 42.72 44.00
RECREATION COORDINATOR Rec 19.64 20.24 20.85 21.48 22.13 22.79 23.48 24.19
RECREATION SPECIALIST Rec 26.38 27.17 27.99 28.83 29.69 30.59 31.50 32.45
RECREATION SUPERINTENDENT Rec 44.01 45.33 46.69 48.10 49.54 51.03 52.57 54.15
RECREATION SUPERVISOR Rec 35.76 36.84 37.95 39.09 40.26 41.47 42.72 44.00
PART-TIME - Hourly Rate Encumbered Rate Multiplier
MAINTENANCE Full-Time 1.3
PARK AIDE Park 16.00 Part-Time 1.15
PARK ASSISTANT I Park 16.00 16.50 17.00
PARK ASSISTANT II Park 16.75 17.25 17.75
PARK ASSISTANT III Park 17.50 18.00 18.50 19.00 19.50
RECREATION
RECREATION COORDINATOR Rec 18.75 19.75 20.75 21.75 22.75
RECREATION LEADER I Rec 16.00 16.50 17.00
RECREATION LEADER II Rec 16.75 17.25 17.75
RECREATION LEADER III Rec 17.50 18.00 18.50 19.00 19.50
RECREATION SPECIALIST Rec 25.00 26.00 27.00 28.00 29.00
SWIM POOL
CASHIER Rec 16.50 17.00 17.50
INSTRUCTOR ASSISTANT Rec 16.00 16.50 17.00
LIFEGUARD INSTRUCTOR Rec 16.75 17.25 17.75
POOL MANAGER Rec 19.75 20.25 20.75 21.25 21.75
POOL SUPERVISOR Rec 18.50 19.00 19.50 20.00 20.50
SENIOR GUARD Rec 17.25 17.75 18.25
SWIM AIDE Rec 16.00
OFFICE
ADMIN ASSISTANT AIDE Admin 16.00
PARADISE RECREATION
& PARK DISTRICT
RD OF DIRECTORS
and
NISTRATIVE BY-LAWS
BOARD OF DIRECTORS
Dianne Harmacek
Morgan Miller
Al McGreehan
Les Johnson
Marc Grosso
Mike Trinca
Chairperson
Vice Chairperson
Secretary
Director
Director
District Manager
Adopted by PRPD Board of Directors February 14, 2006
Last Revision December 12, 1967
Internal U pdate January 2020
ruw)!SE
DECREATION_l�PAR['.t DISTRICT� 6626 Skyw ay
Paradise, California 95969
(530)872-6393
Adopted February 14, 2006 by PRPD Board of Directors
Internal Update January 2020
Paradise Recreation & Park District
Board of Directors and Administrative By-Laws
Table of Contents
SECTION PAGE
Definition of Terms 1
• District
• District Office
• Executive Director
1 The Nature of Recreation, Parks, and 1
Open Space Facilities and Services
2 Formation 2
3 Mission and Purpose 2
4 Boundaries 3
5 Board of Directors 6
6 Functions, Duties, and Responsibilities of 7
the Board of Directors
7 Officers of the Board of Directors 8
8 Powers of the Board of Directors 10
9 Codes of Conduct 10
• Conflict of Interest
• Ethics Training
• Statement of Economic Interest
• Harassment Training
• Fingerprinting
10 Regular Meetings of the Board of Directors 12
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Table of Contents
SECTION PAGE
11 Special Meetings of the Board of Directors 13
12 Parliamentary Procedure and Rules 13
13 Adjournment of Board of Directors Meetings 13
14 Quorum 14
15 Order of Business for Board of Directors 14
Meetings
16 Minutes of the Board of Directors Meetings 15
17 Disruption of Board Meetings 15
• Before Disruption Occurs
• After Disruption Occurs
18 Board Standing Committees 17
• Personnel
• Finance
• Recreation and Park
19 Functions of the Standing and Ad-hoc 19
Committees
• Standing Committees
• Ad-hoc Committees
20 District Employees 20
• Salaries
• District Manager
• District Personnel
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Table of Contents
SECTION PAGE
21 District Budget Presentation 22
22 District Finances 24
• Annual Budget
• Receipted Income
• Restricted Reserve
• Collection of Taxes
• Expenditures
• Depositary
• Financial Reports
• Bonds of Employees
• Line Item Transfer
23 District Audit 26
24 Purchase Procedure Policy 27
25 Imprest Cash Fund (Petty Cash) 28
26 Procedures for Imprest Cash Fund 29
• Authorization
27 Leases, Contracts, etc. 30
28 Service Contracts 31
29 Surplus Property 31
30 Certificates of Appreciation or Recognition 31
31 District Master Plan 32
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Table of Contents
SECTION PAGE
32 Development Impact Fees 33
33 Subdivision Fees 33
34 Facility Use and Fees 34
• Order of Priority
• Facility Fees
• Program Fees
• Other Information Regarding Fees
35 Injury and Illness Prevention Program 36
36 Fixed Assets and Controllable Assets 36
37 Liability and Workers Compensation Insurance 37
• Liability Insurance
• Workers Compensation
38 Naming District Facilities 37
39 Security and Retention of Forms Policy 38
• Security
• Retention of Forms
40 American Disabilities Act 39
41 Amendments to the Paradise Recreation and 39
Park District By-Laws
Adopted February 14, 2006 by PRPD Board of Directors
Internal Update January 2020
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Definition of Terms:
DISTRICT:
The Paradise Recreation and Park District is a non-enterprise independent special district serving
over 40,000 individuals in Butte County. The Paradise Recreation and Park District derives its
powers and obligations from the State of California Public Resources Code Division 5, Chapter
4, commencing with Section 5780.
DISTRICT OFFICE:
The District Office is located at the Terry Ashe Recreation Center, 6626 Skyway, Paradise,
California 95969. Telephone (530) 872-6393.
EXECUTIVE DIRECTOR:
The Executive Director shall be construed to mean the District Manager or the authorized
representative.
Section 1
The Nature of Recreation, Parks, and Open Space Facilities and Services:
Recreation, parks, and open space facilities and services provide leisure time activities and
opportunities voluntarily engaged in for its own sake, which contributes to the physical, cultural,
mental, and moral development of the individual participating therein and may include any
activities in art, drama, music, dance, trips, crafts, education, science, literature, athletics, sports,
outdoor experiences, aquatics, games, environmental appreciation, social events, play, community
events, entertainment, and habitat conservation. These activities may take place in areas, places
and structures, or other facilities under the jurisdiction of a public agency such as, but not limited
to, community centers, gymnasiums, swimming pools, beaches, camps, parks, playgrounds, play
fields, playing courts, rivers, lakes, reservoirs, meeting places, golf courses, arts and crafts rooms,
and parkways. Activities may be an individual experience or one shared with a small or large
Adopted February 14, 2006 by PRPD Board of Directors
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group. It may be organized or unorganized, commercial or non-commercial, or under private or
public auspices.
These services are important in improving and protecting the quality of life for all Californians.
They are also essential services which are important to the public peace, health, safety, and
welfare of California residents.
Section 2
Formation:
The Paradise Park, Recreation and Parkway District was organized October 1948, for the
purpose of providing park and recreation programs supported by special district taxation in
accordance with Public Resources Code, Division 5, Chapter 3, Article 4.
The District became subject to the provisions of Public Resources Code, Division 5, Chapter 4,
Article 1 in January 1959, which changed the name of the District to the Paradise Recreation and
Park District.
The California Public Resources Code, Division 5, Chapter 4 was completely revised in 2001 and
was signed into law effective on January 1, 2002. The Paradise Recreation and Park District
operates under full compliance of this new Recreation and Park District Law as an independent
non-enterprise special district.
Section 3
Mission and Purpose:
Enhancing the Quality of Life Through People, Parks, and Recreation
The Paradise Recreation and Park District, as the recreational leader of the community, is
committed to providing a diverse selection of recreation activities and park facilities for all
members of our district. The Paradise Recreation and Park District Board of Directors and staff
are dedicated to the following objectives:
▪ Offering a diversity of leisure services and activities for all age groups.
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▪ Providing our patrons with safe and wholesome recreation activities and park
facilities.
▪ Helping develop a community understanding of a variety of leisure services.
▪ Staying professionally knowledgeable and informed.
▪ Dedicating ourselves to outstanding community service.
▪ Keeping programs and facilities safe, clean, and environmentally pleasing.
▪ Contributing to the physical and mental development of individuals participating
in District activities.
The purpose of the Paradise Recreation and Park District is to provide a well -rounded,
wholesome program of leisure time activities for the people residing in the district. This shall be
accomplished by the development of supervised programs, construction and maintenance of
recreation facilities, park facilities, and cooperative efforts with other agencies in the area which
provide like-services.
Section 4
Boundaries:
The current service area of the Paradise Recreation and Park District covers approximately 169
square miles that encompasses the Town of Paradise, Magalia, Butte Creek Canyon, and the
Concow area.
District boundaries were established in 1948. The District reorganized under the provisions of
Chapter 4 (commencing with Section 5780) of Division 5 of the Public Resources Code and filed
with the office of the Secretary of State of the State of California on November 26, 1958 the
following legal description:
Beginning at the section corner common to sections 33 and 34, T. 22 N., R. 2 E. and
sections 3 and 4 T. 21 N., R. 2 E.
Thence northerly along section line four and a half miles (4½) more or less to the center
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line of Chico Creek;
Thence northerly and easterly along said center line of Chico Creek two miles (2) more
or less to the section corner common to sections 34 and 35 T. 23 N., R. 2 E. and
sections 2 and 3 T. 22 N., R. 2 E;
Thence easterly along section line two and one -half (2½) miles more or less to the one-
quarter (1/4) corner common to sections 6 T. 22 N., R. 3 E;
Thence northerly three and one-half miles (3½) more or less through the center of
sections 31-30-19 and to the center of section 18 T. 23 N., R. 3 E;
Thence easterly through the center of sections 16-17-18- T. 23 N., R. 3 E. two and one-
half miles (2½) more or less to the one-quarter (1/4) corner common to sections 15-16
T. 23 N., R. 3 E;
Thence northerly along section line two and one-half (2½) miles more or less to the
section corner common to sections 3 and 4 T. 23 N., R. 3 E. and sections 33 and 34 T.
24 N., R. 3 E;
Thence easterly along section line two (2) miles more or less to the southeast corner of
section 35 T. 24 N., R. 3 E.
Thence southerly along section line one and a half (1½) miles more or less to the
quarter corner between sections 11 and 12 T. 23 N., R. 3 E.
Thence easterly one mile more or less to the one -quarter (1/4) corner between sections
12 T. 23 N., R. 3 E. and section 7 T. 23 N., R. 4 E.
Thence southerly along section line one and a half (1½) miles more or less to the
southwest corner of section 18 T. 23 N., R. 4 E.
Thence easterly along section line three miles more or less to the southeast corner of
section 16 T. 23 N., R. 4 E.
Thence northerly along section line two and one -half (2½) miles more or less to the one
-quarter (1/4) corner between sections 3 and 4 T. 23 N., R. 4 E.
Thence easterly along section line one-half (1/2) mile more or less to its intersection
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with the west branch of the north fork of the Feather River;
Thence northerly along said west branch of the Feather River and its various meanders
four (4) miles more or less to its intersection with the east and west section line
between sections 16 and 21 T. 24 N., R. 4 E.
Thence easterly along section line three and one quarter (3¼) miles more or less to the
southeast corner of section 13 T. 24 N., R. 4 E.
Thence southerly along section line said line also being a range line thirteen miles (13)
more or less to the section corner common to section 24 and 25 T. 22 N., R. 4 E. and
section 19 and 30 T. 22 N., R. 5 E;
Thence easterly along section line one and a half (1½) more or less to the one -quarter
(1/4) corner common to sections 20 and 29 T. 22 N., R. 5 E;
Thence southerly through the center of section 29 and 32 T. 22 N., R. 5 E. and section
5 and 8 T. 21 N., R. 5 E. four miles more or less to the one -quarter (1/4) corner
common to sections 8 and 17 T. 21 N., R. 5 E;
Thence westerly one-half mile (1/2) more or less to the section corner common to
section 7-8—17 and 18 T. 21 N., R. 5 E;
Thence northerly along section line one and a half miles (1½) more or less to the
quarter corner common to sections 5-6 T. 21 N., R. 5 E;
Thence westerly through the center of section 6 T. 21 N., R. 4 E; being two and one -
half (2½) miles more or less;
Thence southerly through the center of sections 2 -11 and 14 two and one-half miles
(2½) miles more or less to the one quarter (1/4) corner common to sections 14 and 23
T. 21 N., R. 4 E;
Thence westerly along section line three and one-half (3½) miles more or less to the
section corner common to sections 17 and 18, 19 and 20 T. 21 N., R. 4 E;
Thence northerly along section line three miles (3) more or less to the section corner
common to section 31-32 T. 22 N., R. 4 E. and sections 5—6 T. 21 N., R. 4 E;
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Thence westerly along section line four and one -half (4½) miles more or less to the one
-quarter (1/4) corner common to sections 33 T. 22 N., R. 3 E. and section 4 T. 21 N., R.
3 E;
Thence southerly through the center of section 4 T. 21 N., R. 3 E. to the one -quarter
(1/4) corner common to sections 4 and 9 T. 21 N., R. 3 E. one mile more or less;
Thence westerly one-half mile (1/2) more or less along section line to the section corner
common to sections 4-5-8 and 9 T. 21 N., R. 3 E.
Thence southerly and westerly one and one-quarter (1¼) miles more or less to the one-
quarter corner common to sections 8 and 17 T. 21 N., R. 3 E;
Thence westerly along section line one and a half (1½) miles more or less to the
section corner common to sections 7 and 18 T. 21 N., R. 3 E. and sections 12 and 13
T. 21 N., R. 2 E;
Thence northerly two miles (2) more or less to the section corner common to sections
31 T 22 N., R. 3 E. section 36 T. 22 N., R. 2 E. section 1 T. 21 N., R. 2 E. and section 6
T. 21 N., R. 3 E;
Thence westerly along section line said line being also a township line, three (3) miles
more or less to the section corner common to sections 34 and 35 T. 22 N., R. 2 E. and
sections 3 and 4 T. 21 N., R. 2 E. to the point of beginning of this description.
The District adjusted its boundaries when 845 acres of land west of Highway 32 and within the
District boundaries was annexed by Chico Area Recreation District by mutual consent. This
reorganization of land was approved by Butte Local Agency Formation Commission Resolution
#97-02 and recorded in Butte County Document #97000775 on January 9, 1997.
Section 5
Board of Directors:
The Paradise Recreation and Park District, as an independent non-enterprise special district, has
five members who serve as Board of Directors. Board members are elected at large during the
general election for a four-year term. The Paradise Recreation and Park District alternates the
Adopted February 14, 2006 by PRPD Board of Directors
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Board of Directors’ terms of office so three Board members’ and then two Board members’
terms of office expire every two years.
Section 6
Functions, Duties, and Responsibilities of the Board of Directors:
The main function of the Board of Directors is to set District policy. A policy, as used herein, is
a definite course of action adopted by the Board of Directors. It defines what shall be done,
what purpose shall be pursued, what principles shall govern, what program shall be followed,
what financial procedures shall operate, what the personnel practices shall be, and what course of
action shall be taken.
Policy determination is the responsibility of the Board of Directors alone. Policy
execution is the responsibility of the District Manager and other District personnel.
Specific duties of the Board of Directors:
▪ To perform its legal responsibilities
▪ To set up by-laws, regulations, rules and operating procedures
▪ To select, employ, and if necessary, dismiss the District Manager
▪ To control the financial plans and procedures of the District
▪ To establish and control all operating budget funds of the District
▪ To establish and control liability and workers compensation insurance
▪ To cause to care for and maintain property
▪ To cause to be responsible for programs
▪ To assure sound personnel policies
▪ To maintain good public relations
▪ To appoint, commission, supervise, and receive reports from committees and the
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District Manager
Board Member Responsibilities:
▪ Board members should understand the significance and importance of recreation
programs and park services in the community.
▪ Board members should be aware of the relationship of recreation programs and
park services to other public agencies and community services.
▪ Board members should look objectively at their specific responsibilities as Board
members and at total community recreation and park needs, and keep abreast of
the changing conditions, continuously reassessing their efforts and reasons for
service.
▪ Board members should have the courage to resist pressures of all types and insist
upon the highest standards for their agency, particularly in regard to competent
and professional personnel. Each Board member represents the District as a
whole and not any one section.
▪ Board members should attend all meetings assigned and notify the District
Manager if unable to attend.
▪ Board members should be aware of their role as Board members being well
informed and up-to-date on all issues, acting independently and avoiding pursuit
of personal objectives.
▪ Board members need to act in concert with their fellow Board members as policy
makers without usurping the functions of the District Manager.
▪ Board members will act as a court of appeal for disagreements arising between
employees, and between the public and employees, if all other District procedures
fail to solve the issue(s). Board members decision shall be final.
Section 7
Officers of the Board of Directors:
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(a) District Officers. The officers of the Board of Directors shall be a
Chairperson, Vice-Chairperson and Secretary. The
Board of Directors at their regularly scheduled Board
meeting in December of each year shall elect officers to
take office in January. No officer shall serve for more
than two consecutive terms in one office, except that of
the Secretary.
(b) Chairperson. It shall be the duty of the Chairperson to preside at all
meetings of the Board of Directors, appoint
committees, call special meetings when they may be
deemed advisable, execute all documents, papers, and
warrants on behalf of the Board of Directors, and act
as the Liaison Officer between the public and the
Board when the circumstances warrant; the
Chairperson when acting as the Liaison Officer for the
Board shall carry out the directives, if any, of the
Board.
(c) Vice-Chairperson. In the absence or disability of the Chairperson, the
Vice-Chairperson shall have all powers to perform the
duties of the Chairperson, including the ability to call
special meetings of the Board should the Chairperson
refuse to do so. A quorum of the Board shall also
have the power to call a special meeting of the Board.
(d) Secretary. The Secretary shall keep or cause to be kept full and
complete records of the proceedings of the Board of
Directors and of its meetings, and give, or cause to be
given, notice of all regular and special meetings of the
Board of Directors as required on behalf of the
District. The Secretary of this Board shall also be the
Clerk of this Board and shall perform all the duties
imposed by law upon the Clerk. The District
Secretary is assigned the responsibility to keep
minutes for the Board and the District Manager is to
give notice.
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Section 8
Powers of the Board of Directors:
The Board of Directors shall have and may exercise such powers as are bestowed upon them by
the present Public Resources Code, Section 5780 and following any amendments and additions
thereto, and any and all other laws of the State of California including, but not limited to, the
following:
▪ Make and enforce all regulations necessary for the administration and
government of the District and for the acquisition, improvement, and
maintenance of parks and recreation facilities within the District. It may
appoint agents and employees sufficient to maintain and operate the parks
and recreation facilities for the benefit of the District, and it may
construct all needed structures and perform all other acts necessary to
accomplish the purpose of this article.
Section 9
Codes of Conduct:
The Paradise Recreation and Park District requires that all prospective Board Members and
Administrators complete all of the following Codes of Conduct requirements as indicated prior
to taking office or beginning employment.
CONFLICT OF INTEREST CODE:
The Political Reform Act, Government Code Sections 81000 et seq., requires state and local
government agencies to adopt and promulgate Conflict of Interest Codes. The Fair Political
Practices Commission has adopted a resolution, 2 Cal. Code of Regulations Section 18730, which
contains the terms of a standard Conflict of Interest Code, which can be incorporated by
reference and which may be amended by the Fair Political Practices Commission to conform to
amendments in the Political Reform Act after public notice and hearings. Therefore, the terms
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of 2 Cal. Adm. Code Section 18730 and any amendments to it duly adopted by the Fair Political
Practices Commission, the following officials and employees are designated and disclosure
categories are defined.
Pursuant to Section 4(A) of the Standard Code, designated employees shall file statements of
Economic Interests with the agency. Upon receipt of the statements of the designated officials
and employees, the agency shall make and retain a copy and forward the original of these
statements to the Butte County Board of Supervisors.
Designations:
The positions of Members of the Governing Board, District Manager, Park Superintendent, and
Consultants have been designated as those positions subject to the provisions of the Conflict of
Interest Code in that those positions are the only positions having any substantial responsibility
relative to the Paradise Recreation and Park District decision making process or policy.
Disclosure Responsibilities:
The categories relative to the types of interests that must be disclosed are based upon the types
of financial interests relevant to District business which is confined to providing various
recreational services and facilities to the community.
CODE OF ETHICS:
California State Assembly Bill 1234 requires all Paradise Recreation and Park District Board
Members, the District Manager, and the Park Superintendent receive ethics training every two
years. Every ethics training session will cover general ethics principles and ethics laws related to
public service.
As a Paradise Recreation and Park District Board of Director, representing all of the residents, I
recognize that:
1. I have been entrusted to provide park and recreation services to my
community.
2. These services should be available to all residents regardless of age, sex, race,
religion, national origin, physical or mental limitation.
3. While honest differences of opinion may develop, I will work harmoniously
with other Board Members to assure residents the services they require.
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4. I will invite all residents to express their opinions so I may be properly
informed prior to making my decisions. I will make them solely upon the
facts available to me. I will support the final decision of the Board.
5. I must devote the time, study, and thought necessary to carry out my duties.
6. The Board Members establish the policy and the staff is responsible for
administering the policies of the Board.
7. I have no authority outside of the proper meetings of the Board.
8. All Board meetings should be open to the public except as provided by law.
STATEMENT OF ECONOMIC INTEREST:
Each year the Paradise Recreation and Park District Board Members, the District Manager, and
the Park Superintendent must complete a statement of Economic Interest as required by the
State of California. This public document is required for board members and administrators of
public agencies to help prevent a conflict of interest concerning financial matters.
HARASSMENT TRAINING:
California State Assembly Bill 1825 requires that all supervisory employees be given a minimum
of two (2) hours of classroom or other effective interactive training once every two years. At this
time Paradise Recreation and Park District Board of Directors are not required to take this
training, but are strongly recommended to do so.
FINGERPRINTING:
It shall be the policy of the Paradise Recreation and Park District that no one can serve on the
Board of Directors if the person has been convicted of any offense specified in Paragraph (1) or
Paragraph (3) of Subsection (g) of Section 11105.3 of the Penal Code, as specified in Section
5164 of the Public Resources Code. The District will require all prospective Board Members to
be fingerprinted for a complete background check through the State Department of Justice prior
to taking office.
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All prospective employees or volunteers shall be fingerprinted for a complete background check
through the State Department of Justice prior to employment.
Section 10
Regular Meetings of the Board of Directors:
Regular meetings of the Board of Directors shall be held on the second Wednesday of each
month at 6:00 p.m. at the Terry Ashe Recreation Center, 6626 Skyway, Paradise, California;
provided, however, any other time and place within the District for a regular meeting of the
Board may be designated which meets with the approval of the majority of the Board; it shall be
the duty of the District Manager to deliver an agenda 72 hours before each regular meeting to
each Director, provided, however, all business transacted at a regular meeting at which there is a
constituted quorum of Directors shall be valid and binding, whether or not said District Manager
delivers said agenda; should any scheduled meeting fall upon a legal holiday, then said meeting
shall be held at the same time and place on the next day thereafter ensuring which is not a legal
holiday. All regular meetings must comply with the Ralph M. Brown Act.
A quorum of the Directors may adjourn any Director’s meeting to meet again at a stated day and
hour; provided, however, that in the absence of a quorum, a majority of the Directors present at
any Directors’ meeting, either regular or special, may adjourn the meeting. The Chairperson
cannot adjourn the meeting. If a majority vote cannot be reached to adjourn a meeting with the
absence of a quorum, the meeting will adjourn 30 minutes after the scheduled start of the
meeting at which time the meeting will be rescheduled.
Section 11
Special Meetings of the Board of Directors:
The Chairperson or a majority of the Board may call a special meeting at any time provided it
meets all Ralph M. Brown Act requirements. Special meetings should be conducted at the Terry
Ashe Recreation Center but may be scheduled at another location within the District boundaries
if the majority of the Directors concur. It shall be the District Manager’s duty to deliver an
agenda to each Director 24 hours before each special meeting.
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Section 12
Parliamentary Procedure and Rules:
Meetings shall generally be governed by Roberts Rules of Order - Revised, where it is not in conflict
with these By-laws. Notwithstanding any rule of parliamentary procedure, any office of the
Board of Directors shall have equal power with any member of said Board, and to take part in
the discussion and vote thereon.
Section 13
Adjournment of Board of Directors Meetings:
Notice of the time and place of holding an adjourned meeting shall be given to absent Directors,
if possible, if the time and place can be fixed at the meeting adjourned.
Section 14
Quorum:
A majority of the authorized number of Directors shall be necessary to constitute a quorum for
the transaction of business, except to adjourn as hereinafter provided. Every act or decision
done or made by a majority of the Directors present at a meeting duly held at which a quorum is
present shall be regarded as the act of the Board of Directors, unless a greater number be
required by law, except as otherwise specifically provided in the By-laws.
Section 15
Order of Business for Board of Directors Meetings:
The order of business at regular meetings shall be as follows. The Board of Directors, by
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majority vote or at the direction of the Board Chairperson, may change the order of business.
1. Pledge of Allegiance
2. Roll Call
3. Welcome Guests
4. Public Comment
5. Consent Agenda
6. Committee Reports
7. Manager’s Report
8. Closed Session
9. Old Business
10. New Business
11. Board Comment
12. Adjournment
Section 16
Minutes of the Board of Directors Meetings:
All regular and special Board of Directors meetings will be recorded on tape, if possible. The
District Secretary will attend the Board meetings and compile written action minutes from the
tape recording or written notes and these written minutes will be presented to the Board of
Directors at their next regularly scheduled Board meeting for their review and approval. These
written minutes may be amended by the Board of Directors by majority vote. The tape recording
or written notes of the meeting will be erased or destroyed a minimum of 30 days after the
meeting, but not before the written minutes are approved.
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Section 17
Disruption of Board Meetings:
It is hoped that most disruptions will be prevented by simply notifying the public in advance
when they will be called upon to comment. Part A, of the following procedure is suggested for
this purpose. However, if a disruption occurs, the Board must be ready to deal with it in an
orderly manner so that the Board may continue with its agenda. Out of fairness to the public,
the persons causing the disruption, and law enforcement officials, the Board must make its
position clear to all concerned. Silence on the part of the Board could be construed as suggesting
that the disruptive behavior is permissible.
The following procedure should be followed:
A. BEFORE DISRUPTION OCCURS
Prior to any disruption occurring, and in order to prevent disruptions, the
Chairperson should:
1. On the agenda have printed and announce at the beginning of each
meeting, the rules to be applicable during the meeting with respect to
public participation. The agenda provides for public comment at a
specified time. Normally, public comment is presented at times where
indicated as agenda items or at specified public hearings.
2. Cause law enforcement officers to be notified in advance when it is
known that particularly controversial items on the agenda may cause
disruptive behavior.
3. Re-advise the public, when appropriate, of the rules applicable during the
meeting. This should be done, for instance, when a controversial item on
the agenda is reached, or at other times when disruptive behavior appears
likely.
4. Consider calling a brief recess to allow a cooling-off period if a disruption
appears likely.
B. AFTER DISRUPTION OCCURS
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When, in the opinion of the Chairperson or any other Board member, any
person or group engages in activities during the Board meeting which
substantially impair the conduct of the meeting, the Chairperson should:
1. Advise the person causing the disruption that he/she is disrupting the
meeting.
2. Advise him/her further of the established rules for conduct of the
meeting.
3. Advise him/her to adhere to these rules and to cease the disruption.
Hopefully, the first three steps outlined above will bring the disruption to an end.
However, if the disruption continues, the Chairperson should:
4. Consider calling a brief recess to allow a cooling-off period.
5. If a recess was called, but was not effective, or if no recess was called,
request the person causing the disruption to leave the meeting.
6. If the person refuses to leave the meeting voluntarily and continues to
cause a disruption, law enforcement officers present at the meeting should
be requested by the Chairperson to remove the person from the meeting.
If no law enforcement officers are present at the meeting, the meeting
should be recessed until they can be summoned. (It is anticipated that the
officers will begin arriving within 2 to 5 minutes, but a recess of at least 10
to 15 minutes is recommended. The reason for the recess should not be
announced, as this could inflame the situation. It may not be necessary to
use the officers if the disruption does not resume when the meeting
reconvenes.)
7. If a group or groups are involved in the disruption and order can not be
restored by the removal of the individuals who are disrupting the meeting,
the Chairperson should order the meeting room cleared, and the meeting
should continue in session on matters appearing on the agenda. Action
should not be taken on any matters not appearing on the agenda during
such a session. Duly accredited representatives of the news media, except
any who participated in the disturbance, shall be allowed to attend this
session. In addition, other individuals not responsible for the willful
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disruption of the orderly conduct of the meeting may also be readmitted
under a procedure to be established by the Board.
Section 18
Board Standing Committees:
The following standing committees shall be appointed by the Board of Directors Chairperson in
January of each year:
PERSONNEL
• Duties
Review and recommend staff salary and wages.
Review general staffing needs.
Review and recommend other personnel matters as needed.
Budget study and review (Personnel)
Meet as needed to observe daily operation.
• Personnel Sub-Committees:
Park Department Review Committee
Office Staff Review Committee
Program and Policy Review Committee
Each of these sub-committees will review their appropriate areas and report in writing to the
Personnel Committee their findings at least one or two times per year.
The first meeting should be spent formulating the goals of the group and the positive impact they
can have on the overall review of the staff, program areas, and District Manager.
The sub-committees will informally observe daily operations at least one or two times per year.
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The sub-committees will not provide direction, but will observe only to allow Board Members a
clear understanding of the daily operations of the District.
FINANCE
• Review and recommend equipment and projects for Fixed Assets.
• Review budget and general finance items as needed.
• Review short and long term capital improvement plan.
• Budget study and review (income and expense).
• Evaluate development and assessment fees as needed.
• Review Marketing Plan and amend as needed.
RECREATION AND PARK
• Visit facilities and review needs.
• Review Town and County general plan and District master plan as
well as each respective implementation status.
• Review and recommend various facility use agreements as needed.
• Meet with Paradise Unified School District as needed.
• Serve as liaisons to other public agencies.
• Meet as needed on program and facility related items.
Section 19
Functions of the Standing and Ad-hoc Committees:
STANDING COMMITTEES:
The Paradise Recreation and Park District Standing Committees meet the definition of a
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legislative body as indicated in California Government Code 54952(b):
A commission, committee, board, or other local agency, whether permanent or
temporary, decision-making or advisory, created by charter, ordinance, resolution,
or formal action of a legislative body. However, advisory committees composed
solely of the members of the legislative body which are less than a quorum of the
legislative body are not legislative bodies, except that standing committees of the
legislative body irrespective of their composition which have a continuing subject
matter, jurisdiction, or a meeting schedule fixed by charter, ordinance, resolution,
or formal action of a legislative body are legislative bodies for purposes of this
chapter.
1. Under California Government Code 54953, all meetings of a legislative body of a
local agency shall be open and public, and all persons shall be permitted to attend
any meeting of the legislative body of a local agency, except as otherwise provided
in this chapter.
2. It is recommended that one current committee member stay on each standing
committee to assure continuity on pending issues.
3. Committees will meet on an as-needed basis. It is recommended that committee
meetings for study or research include staff to insure good communication input
and direction.
4. Committee reports will be prepared by the District Manager and given to the
Board of Directors at their regularly scheduled meetings concerning Committee
business.
AD-HOC COMMITTEES
1. The Paradise Recreation and Park District Ad-hoc Advisory Committees may or
may not be legislative bodies as specified in the Government Code. To avoid
confusion in the interpretation of the Brown Act requirements, Paradise
Recreation and Park District will treat ad-hoc advisory committees in the same
manner as standing committees.
2. Ad-hoc advisory committees can be appointed on an as-needed basis and may
only meet on items associated with assigned responsibility.
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Section 20
District Employees:
The Paradise Recreation and Park District Board of Directors shall adopt District personnel rules
to provide a consistent, equitable, and efficient program of personnel administration.
SALARIES:
The Board of Directors will establish a classification plan and salary range for all full -time
positions. The District Manager will establish the classification plan and salary range for all part-
time positions and submit it to the Board of Directors for approval.
DISTRICT MANAGER:
The chief executive officer of the District shall be called the District Manager and shall be hired
by the Board of Directors under contract. Under general direction of the Board of Directors, the
District Manager shall plan, organize, and direct the district-wide recreation, park, and leisure
service operation and related work of the District. The District Manager’s duties may include,
but are not limited to, the following:
▪ Administers a comprehensive recreation and parks program for the service
community.
▪ Plans, supervises and directs the activities of the recreation and parks division in
accordance with Board policy.
▪ Recruits, selects, and employs District personnel; supervises the training, assignments
and organization of department personnel.
▪ Develops and maintains good working relationships among staff members.
▪ Supervises the acquisition, planning, design, and construction of all recreation and
parks facilities; administers the operation and maintenance of all recreation and parks
facilities and areas.
▪ Prepares the District budget; directs, controls, and accounts for the expenditure of
District funds in accordance with budget appropriations.
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▪ Develops and maintains systematic, complete, and accurate records of services,
finances, personnel, Board meetings, and property.
▪ Interprets and promotes the community recreation and parks program, and its
philosophy and objectives to the public.
▪ Acts as a liaison for community organizations designed to further recreation and
parks programs and facilities; encourages clubs and organizations to sponsor
community recreation and parks programs.
▪ Prepares documents, reports, agreements, or manuals for Board members, personnel,
and other public or private organizations as needed.
▪ Represents the District in relations with other governmental and private
organizations.
DISTRICT PERSONNEL:
Except those established by the District Board of Directors, the District Manager shall establish
and implement duties, rules, procedures, and manuals for all District employees. All direction
established by the District Manager shall support and comply with the by-laws and policies set by
the Board of Directors and any city, county, state, or federal mandated requirements.
Section 21
District Budget Presentation:
The District Board of Directors shall adopt an annual budget for the fiscal year which shall
represent the best judgment of the Board, community and staff.
The District Manager shall submit a budget calendar to the Board of Directors at the January
meeting as follows:
▪ First week of February
o Supervisors’ Fixed Asset requests due to District Manager
▪ Second week of February
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o Supervisors’ rough draft budgets due to District Manager
▪ First week of March
o Supervisors’ final draft budgets due to District Manager
▪ Second & third week of March
o Recreation and Park Standing Committee will review short and long term capital
improvements.
o Finance Standing Committee will review rough draft budget.
▪ First week in April
o Budget (rough draft) presented to Board of Directors for review in the Manager’s
Report.
▪ Second & third week of April
o Finance Committee to complete their review of rough draft budget.
▪ May Board of Directors meeting
o Present a proposed Paradise Recreation and Park District preliminary fiscal year
budget, which includes the following information:
Budget Summary
Detailed Preliminary Budget
Accumulative Capital Outlay
Mission Statement and Program Philosophy and Goals
Fixed Assets Implementation Plan
Personnel (Full-time and Part-time Salary and Benefit Plan and Board
Member Positions)
District Information (Parks & Facilities, District Map and
Agreements)
o Adopt preliminary budget
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o Set public hearing for June Paradise Recreation and Park District Board of
Directors meeting for possible approval and adoption of the final budget.
▪ June Board of Directors meeting
o Paradise Recreation and Park District Board of Directors will allow public
comment and discussion during the Public Hearing concerning the preliminary
budget.
o Adopt final Paradise Recreation and Park District budget.
The District Manager shall submit a draft budget each year in accordance with Public Resources
Code, Section 5780 to the Board of Directors not later than June 30 for the ensuing fiscal year.
Section 22
District Finances:
ANNUAL BUDGET:
The District’s approved annual budget for the fiscal year will establish the guidelines for all
expenditures associated with the general operations of the District. Expenditures for
emergencies and special projects, not planned for at the start of the fiscal year, will be under the
authority of the Board of Directors.
RECEIPTED INCOME:
▪ Income in the form of checks, cash, and credit card payments for program fees,
facility rentals, donations, etc. are received from walk-ins, mail-ins, or collection from
events off-site. These funds are counted, verified, and posted to the correct accounts
using the District’s computerized registration program. With each transaction, two
receipts are generated; a patron copy and an office copy. Checks, cash, and credit
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card payments are held in the cash register until the end of the business day, when all
income is secured in the safe. On the following business day, the prior day’s income
is counted and reconciled to the computerized registration accounts summary and
deposited at the bank. A copy of the deposit receipt and account summary are given
to the District Bookkeeper.
RESTRICTED RESERVE:
▪ The Paradise Recreation and Park District Board of Directors will establish by
resolution an Imprest Cash Reserve of $300.00 each fiscal year. The Board of
Directors may also establish by resolution each fiscal year an Accumulative Capital
Outlay Reserve and a General Contingency Reserve. If established, the Accumulative
Capital Outlay Reserve and the General Contingency Reserve amounts will be set
each fiscal year. Accumulative Capital Outlay Reserve funds will be obligated to
structures, improvements or equipment.
▪ Accumulative Capital Outlay Reserve and General Contingency Reserve funds may
be transferred by resolution to the general budget by a four-fifths (4/5) vote of the
Board of Directors. These funds may also be transferred by resolution from reserve
to the current budget for expenditure in their obligated designation by a four-fifths
(4/5) vote of the Board of Directors during the current year or by simple majority
and resolution during the annual budget procedure.
▪ All resolutions concerning Restricted Reserve will be forwarded in their original form
to the Butte County Auditor’s Office for the County’s record.
COLLECTION OF TAXES:
▪ The Butte County Treasurer will be responsible for the collection and deposit of all
tax revenue for the District. The District will pay the County of Butte for this
service.
EXPENDITURES:
▪ Warrants will be issued for payroll and payment of bills. Warrants will be signed by
the District Manager, or in the absence of the District Manager, the Park
Superintendent. Registers will be drafted to verify all warrants. All registers must be
signed by one Board Member and the District Manager, or in the absence of the
District Manager, the Park Superintendent. Registers must be signed prior to
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warrants being issued.
▪ Checks will be issued for refunds and transfers. Checks will be signed by the District
Manager, or in the absence of the District Manager, the Park Superintendent and one
Board Member.
▪ Reports of all warrants and checks issued each month will be given to the Board of
Directors at their regular Board meeting. This report will include the warrant or
check number, payee, item identification, amount, and the account fund. This report
will be presented to the Board of Directors for their review and approval.
DEPOSITARY:
▪ All monies received by the District are deposited in a checking account at an
accredited financial institution within the District’s service area. Monies are deposited
daily by one of the District Secretaries, Monday through Friday, on the next workday
after collected. Refunds and transfers are made from this account. The District
Bookkeeper withdraws income from this account at the end of each month and when
it reaches $10,000.00. The income withdrawal check from this account is made
payable to the Butte County Treasurer where it is deposited in the District’s General
Fund. The District has established separate funds at the County for operations,
donations, grants, endowments, scholarships, and impact fees. Other funds will be
added if needed to accomplish the business of the District.
FINANCIAL REPORTS:
▪ An account record of budget revenue and expenditures shall be kept and a statement
showing the end of the month results shall be presented to the Board of Directors at
their regular monthly Board of Directors meeting. An end of the year final report will
be presented to the Board of Directors at their regular meeting once the County and
the District have reconciled both the revenue and expense accounts.
BONDS OF EMPLOYEES:
▪ All officers and employees of the District shall be bonded by a corporate security.
The bond will be a $2,500.00 deducible $1,000,000.00 insurance agreement and kept
annually.
LINE ITEM TRANSFER:
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▪ By resolution, the PRPD Board of Directors has authorized the District Manager to
initiate line item transfers in the District budget as needed to conduct District
business. Any line item transfer made by the District Manager will be documented
and made available for review, and, if necessary, ratification by the Board of Directors
at the next Board meeting.
Section 23
District Audit:
The Board of Directors will contract with a professional accountant or firm to conduct an annual
audit of the District’s financing system. The results of the audit will be presented to the Board of
Directors at a regular Board of Directors meeting.
Section 24
Purchase Procedure Policy:
The following purchase procedures have been established to control the manner in which
District personnel spend funds that have been entrusted to the District. As stewards of public
money all District employees must comply with this responsibility in the highest standard of
trust, professionalism and integrity. All expenditures must have a receipt and all receipts must
have a budget classification code or a budget classification description written on it with the
District Manager’s initialed approval or the District Manager’s designee. Expenditure receipts
under the authority of a supervisor or superintendent should also have their initialed approval.
The following procedures are applicable for the purchase of materials and supplies, new
construction, alterations, maintenance, or repairs. These are general procedures and some
exceptions apply. (Example: Service Contracts).
1. All expenditures in these categories must have prior Board of Directors approval,
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either in the approved operational budget, other approved designated funds, or by
special Board action.
2. Expenditures under $500.00 – Prior superintendent, supervisor, or District
Manager authorization or District Manager’s designee, in budget classification
area of responsibility.
3. Expenditures $500.00 to $999.00 – Prior District Manager authorization or
District Manager’s designee.
4. Expenditures from $1,000.00 to $2,000.00 – Have at lease three (3) different
verified estimates and District Manager authorization or District Manager’s
designee.
5. Expenditures over $2,000.00 to $5,000.00 – Have a written description of
expenditure, three (3) written estimates, and District Manager authorization or
District Manager’s designee.
6. Expenditures over $5,000.00 to $24,999.00 – Have a written description of
expenditure, three (3) written estimates, professional planning or design, if
needed, contract, if required, District Manager authorization or District Manager’s
designee, and Board of Directors consent to proceed, if requested.
7. Bidding procedure for Expenditures $25,000.00 and over. (except Service
Contracts):
a. Prior Board of Directors approval.
b. District Manager authorization to proceed or District Manager’s designee.
c. A Request For Proposal Notice will be placed in a local newspaper of general
circulation in the District for a minimum of one (1) time.
d. Notice will state the work to be done and where supporting documentation
can be picked up, if needed.
e. Notice will be posted at least seven (7) days before the time specified for
receiving bids.
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f. District may:
i. Accept the lowest bidder;
ii. Reject all bids and re-advertise;
iii. By a 4/5 vote, elect to purchase the materials or supplies in the
open market;
iv. By 4/5 vote, elect to construct the building, structure, or
improvement by force account.
At the discretion of the Board of Directors or the District Manager or District Manager’s
designee, any purchase may be subject to a higher procedure category than listed.
Section 25
Imprest Cash Fund: (Petty Cash)
The imprest cash account will be set at $300.00. This fund shall be set aside for the purpose of
making change or purchases of small amounts. The fund will be replenished by warrant
approved by the Paradise Recreation and Park District Board of Directors and charged to the
proper budgetary expenditure accounts. A normal range of expenditure would include items of
$15.00 or less.
The responsibility for the expenditures from the imprest account will be limited to those
positions authorized to handle daily cash receipts. The District Manager and the District
Bookkeeper shall be responsible for, and maintain, adequate accounting for this fund.
Section 26
Procedures for Imprest Cash Fund:
AUTHORIZATION:
1. Cash to personnel making purchase:
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a. A petty cash voucher with the supervisor’s signature of approval indicating item,
estimated cost and the account to be charged will be submitted to the District
Manager or the District Bookkeeper.
b. Upon receipt of the voucher, the District Manager or District Bookkeeper will
give cash in the amount of estimated cost to person making the purchase.
c. Employee will sign the voucher as receiving cash and leave it with the District
Manager or District Bookkeeper.
d. After purchase, the paid invoice or receipt and change, if any, shall be returned to
the District Manager or District Bookkeeper within the same day.
e. The District Manager or District Bookkeeper will verify the amount of the
invoice, change returned, and initial the voucher. Personnel will be reimbursed
for any additional money spent out of pocket.
2. Personnel Out of Pocket Expense:
a. Employees will present paid invoice or receipt to the District Manager or District
Bookkeeper as soon as possible after the purchase.
b. The invoice must show the Supervisor’s signature of approval and the account to
be charged.
c. No money shall be disbursed without such receipts.
d. Employee shall sign any and all receipts indicating that cash has been received.
3. Accounting:
a. Paid bills and vouchers will be filed in a petty cash envelope until the fund needs
replenishing.
b. The District Bookkeeper will transfer the accounting information from the
voucher or paid invoice to a balance sheet located in the ‘Petty Cash’ money bag.
Total of paid invoices, plus balance of cash, must at all times, be equal to the total
amount of the Imprest Cash Fund.
c. When the fund needs replenishing, the paid bills will be totaled and attached to an
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account distribution slip and processed with other accounts payable for the
month. The warrant will be drawn in the name of the District Bookkeeper in the
amount of the expenditures.
d. The proper budgetary accounts will be charged from the account distribution
information.
Section 27
Leases, Contracts, etc:
All leases, contracts, etc. entered into by the Paradise Recreation and Park District Board of
Directors and receiving Board of Directors approval shall be signed by the Chairperson and
Secretary, or the District Manager, on behalf of the District when prior approval is given by the
Board of Directors.
Section 28
Service Contracts:
Not withstanding any other provisions of these By-laws, the Paradise Recreation and Park
District Board of Directors may negotiate a contract, without the necessity of resorting to bids,
whether formal or informal, with any persons or firms for furnishing to the District special
services and advice in financial, economic, accounting, engineering, legal, administrative matters,
or any other special service determined by the Board of Directors, if such persons or firms are
specially trained and experienced and competent to perform the special service required. The
Board of Directors’ conclusion to negotiate a contract therefore shall be conclusive.
Section 29
Surplus Property:
The Paradise Recreation and Park District Board of Directors may declare as surplus, personal
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property owned by the Paradise Recreation and Park District which is not required for District
purposes, or which should be disposed of for the purpose of replacement, or because it is
unsatisfactory, or not suitable for District use.
Such surplus property may be sold by the Paradise Recreation and Park District Board of
Directors to the highest bidder for cash after notice is given by publication once a week for two
successive weeks, or by posting a notice in at least three public places in the District for not less
than two (2) weeks. If in the judgment of a 4/5 vote of the Board of Directors of the Paradise
Recreation and Park District, the property does not exceed the sum of $1,000.00 in value it may
be sold at private sale, without advertising, by any member or employee of the Board of
Directors empowered for that purpose by the majority of the Board.
Section 30
Certificates of Appreciation or Recognition:
Certificates of Appreciation or Certificates of Recognition shall be presented, but not limited to,
volunteers, donors and leaders of various organizations as recommended by the District Manager
or Board Chairperson and approved by the Paradise Recreation and Park District Board of
Directors.
Section 31
District Master Plan:
On December 12, 2001 the Paradise Recreation and Park District Board of Directors certified
that the Environmental Document for the PRPD 2002-2016 Master Plan met the provisions of
the California Environmental Quality Act and approved the PRPD 2002 -2016 Master Plan. The
Master Plan provides District planning direction in the following areas:
▪ Repairs and renovations to existing facilities.
▪ Facility development at existing parks.
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▪ New facility development.
▪ Coordination with public recreation facilities.
▪ Acquisition of park land.
▪ Coordination with regional trails and bikeways.
▪ Programs.
▪ Operations.
▪ Planning.
The Master Plan may be periodically reviewed and updated, approximately every five years, to
keep it as accurate and current as possible.
Section 32
Development Impact Fees:
The Paradise Recreation and Park District Board of Directors after conducting a public hearing
accepted a Development Impact Fee Nexus Study on August 10, 2004. On September 14, 2004
the Paradise Recreation and Park District Board of Directors adopted Resolution #04 -09-2-237
establishing Development Impact Fees within the incorporated portion of the District known as
the Town of Paradise. The Town of Paradise Town Council approved the means necessary to
collect these fees by adopting Ordinance #427 on October 26, 2004.
On October 26, 2004 the Butte County Board of Supervisors adopted Ordinance #3887 and
Resolution #04-199 establishing Development Impact Fees and the means necessary to collect
these fees within the unincorporated portion of the District. The Paradise Recreation and Park
District Board of Directors on April 12, 2005 adopted Resolution #05-04-1-250 establishing
District policy for Development Impact Fees for the incorporated portion of the District.
Special funds and accounts have been established with the Butte County Treasury to account for
revenues and expenses concerning these funds. These Ordinances and Resolutions have set the
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District procedure in managing these funds.
Section 33
Subdivision Fees:
In 1983 the Town of Paradise adopted Subdivision Fees for the Town of Paradise. These fees
are implemented under Town of Paradise Ordinance #203. These fees have been allocated to
the Paradise Recreation and Park District since adopted. The District has established a fund with
the Butte County Treasurer to account for revenues and expenses concerning these funds. The
District abides by the regulations of the Quimby Act in managing these funds.
Section 34
Facility / Program Use and Fees:
ORDER OF PRIORITY:
The Paradise Recreation and Park District Board of Directors authorizes the District Manager to
administer the policy concerning facility / program use and fees charged for District facilities and
programs. Buildings, grounds, and recreational facilities under management of the District will
be available for use by the general public. Uses may be sponsored or co -sponsored by the
District. When buildings, grounds, and recreational facilities are not in use by the District, they
will be available by application to other community groups and individuals in accordance with the
following:
1. Public Agencies’ sponsored programs.
2. Youth-serving agencies or organizations which are recognized and whose objectives and
activities are consistent with the general recreation and youth services programs of the
community. These include, but are not limited to, Girl Scouts, Boy Scouts, 4-H Club,
Little League, Swim Team, Boys and Girls Club, and Paradise Ridge Youth Soccer Club.
3. Other local community agencies or organizations whose activity is community-wide in
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nature and which is consistent with the objectives of the Paradise Recreation and Park
District. These include, but are not limited to, the Paradise Garden Club, Ridge Runners
Square Dance Club, and the Gem and Mineral Club.
4. Private usage for individuals or groups with no immediate relation to the general
purposes of the community recreation program. These include, but are not limited to,
receptions, reunions, and weddings. These events are scheduled only as space is available
with higher priority given to the agencies or organizations listed above.
FACILITY FEES:
When Required – Charges for Use of Facilities and Fees For Service. All individuals, agencies, or
organizations must pay facility use charges in advance unless special arrangements have been
made.
1. Paradise Unified School District
o Charges: Free, except when usage causes an extra expense to the District
such as using the swim pool after it is normally closed. Each usage of this
kind will be negotiated separately.
2. Youth and Adult-Serving Agencies and Organizations
o Charges: Facility fee and minimum maintenance fee, if required. In general,
groups whose primary function is recreational in nature, open to all, and
without admission fee, and so sponsored, organized, and conducted as to be
consistent with the objectives of the District, such as Girl and Boy Scouts,
Little League, Paradise Garden Club, Ridge Runners Square Dance Club, etc.
3. Private Usage
o Charges: Facility fee plus an hourly maintenance fee during use of building or
for set up and clean up of event. Individuals or groups, private in nature such
as, receptions, reunions, weddings, commercial use, etc.
4. Facility fees will be established by Board of Directors approval.
PROGRAM FEES:
Program fees for Paradise Recreation and Park District programs will cover a portion of the total
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program cost and be under the direction of the District Manager. Fees will vary from one
program to another because of variation in personnel, supplies, and facility cost. Recreation
Supervisors will establish fees for programs and present them to the District Manager for
approval. General guidelines concerning program fees are listed below:
1. Children and Youth program fees shall cover no less than 50% of the overall cost
to conduct the program.
2. Adult program fees may cover up to 100% of the overall cost of the program.
3. Senior program fees shall cover no less than 50% of the overall cost of the
program.
OTHER INFORMATION REGARDING FEES:
1. All individuals, agencies, or organizations may be charged if their function is
determined to be commercial in nature.
2. All confirmed reservations will be honored unless a situation should arise where a
cancellation is required. The District Manager or the District Manager’s designee
will determine such cases and a full refund will be given.
3. All reservations may require other fees and responsibilities depending on the
nature of the activity such as, but not limited to, dump fees, portable toilet fees,
or professional staff fees. The District Manager or the District Manager’s
designee will determine additional fees, if necessary.
4. The custodial fee, when charged, will be equal to the Maintenance II, fifth pay
step hourly wage when staff is already on duty. On weekends, holidays, and after
normal business hours, the custodial fee, when charged, will be equal to the
Maintenance II, fifth pay step at a rate of one and one-half the hourly rate and
rounded to the nearest dollar. A custodian is required to be assigned when
groups are meeting in Paradise Recreation and Park District facilities. This will
include set up time, program time, and clean up.
5. Negotiated fees are unique facility rental requests that may require additional
charges or reduced rates because of the nature of the program. The District
Manager will have the authority to establish these fees.
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Section 35
Injury and Illness Prevention Program:
The Paradise Recreation and Park District Board of Directors has adopted an Injury and Illness
Prevention Program in compliance with Senate Bill 198. The District Manager will be
responsible for keeping this program active and up-to-date. Any recommended changes to this
program will be presented to the Board of Directors for their review and possible approval.
Section 36
Fixed Assets and Controllable Assets:
To safeguard the investments of the District, the Board of Directors has established a Fixed
Assets and Controllable Assets Policy for accountability and record keeping. The District
Manager will be responsible for administration of this Policy.
Section 37
Liability and Workers Compensation Insurance:
LIABILITY INSURANCE:
The Paradise Recreation and Park District Board of Directors has elected to join the California
Association for Park and Recreation Insurance (CAPRI), a joint powers agency formed to
provide coverage to member districts. Coverage includes general liability, public officials and
employees liability, automobile liability, property loss coverage, automobile physical damage, and
boiler and machinery. This program of collective self-insurance is permitted under Government
Code Sections 6500 and 990.8.
WORKERS COMPENSATION:
The Paradise Recreation and Park District Board of Directors has elected to join the Park and
Recreation District Employee Compensation (PARDEC), a joint powers agency formed to
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provide coverage to member districts. PARDEC member districts pool their workers
compensation premiums and from the pooled premiums pay district workers compensation
claims or purchase workers compensation insurance to pay the claims.
Section 38
Naming District Facilities:
The Paradise Recreation and Park District Board of Directors has adopted a policy for Naming
District Facilities and/or Establishing Memorials subject to the following procedures:
1. Consider the naming of District facilities that denote location, i.e. Coutolenc
Park.
2. Consider the naming of District facilities that are descriptive, i.e. Aquatic Park.
3. Consider the short term demand versus the long term impact.
4. Endorse the use of plaques on items such as drinking foundations, park benches,
barbecues, etc., that can be arranged between the District Manager and the
patron.
5. The Board of Directors will determine the naming of District facilities/
memorials/honor monuments on a case-by-case basis.
6. Using the following criteria the Paradise Recreation and Park District Board of
Directors will consider naming a facility after an individual:
a. Is there an appropriate facility available for the request that does
not present a legal or other hardship on the District for naming?
b. Has the individual or organization done outstanding public service
to the District or community that warrants naming a facility in
their name, such as:
i. 30 or more years of outstanding public service.
ii. Unique contribution (monetary, land, etc. with substantial
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value)
iii. Outstanding volunteer service for more than 20 years,
such as, a PRPD Board member; Professional services;
Programming; or Non-profit organization.
Section 39
Security and Retention of Forms Policy:
SECURITY:
All personnel forms, discs and other materials containing information that is considered
confidential will be placed in a locked file, locked storage area, or other facility that can be
secured by a lock. These confidential documents will only be available to District personnel who
are authorized by their job duties to access this information. Confidential personnel information
that is stored in a computer will be protected by password and authorized computer access.
All personnel forms, discs and other materials that contain confidential information that the
PRPD Board of Directors has approved to be discarded will be disposed of in the following
order:
▪ Documents will be disposed of by authorized personnel only.
▪ Documents approved to be discarded will be identified prior to disposal.
▪ Authorized personnel who has discarded forms will sign a statement that
documents were discarded properly.
▪ All documents that have been approved to be discarded will be shredded and
disposed of in a District trash bin.
RETENTION OF FORMS:
The Paradise Recreation and Park District Board of Directors has adopted a retention of forms
policy whereby documents must be kept for a period of time. This document is available as part
of the Personnel Management Manual.
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Note: Before any items are discarded, PRPD Board of Directors approval is required.
Section 40
American Disabilities Act:
In compliance with the American Disabilities Act (ADA), the District has adopted an
Assessment and Implementation Plan for all District facilities. This plan will be updated as
legally required to keep the District focused on providing and evaluating facility accessibility.
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Section 41
Amendments to Paradise Recreation and Park District By-laws:
These Regulations or By-laws of the Paradise Recreation and Park District may be amended or
modified by the Paradise Recreation and Park District Board of Directors by resolution adopted
and approved by the Board of Directors, provided notice of the intent to amend these Regulations
or By-laws and the proposed amendment(s) have been communicated to each Board Member and
the general public in compliance with the Ralph M. Brown Act.
DATE SECTION RESOLUTION NUMBER
Sept, 14, 2010 25/26 10-09-2-357
Imprest (Petty) Cash Policy
July 12, 2011 9 11-07-1-372
Updated Section 9 text to include
Ethics and Harassment Training to
comply with current laws.
July 10. 2012 9 12-07-2-388
Added fingerprinting requirement
August 14, 2018 24 Board adopted amended
Purchasing Policy
March 26, 2019 10 19-03-1-460
Change Board Meeting Day from
Tuesday to Wednesday, effective
April 1, 2019
Paradise Recreation & Park District
Board of Directors and Administrative By-Laws
Paradise Recreation and Park District
PURCHASING PROCEDURE POLICY
All expenditures $500 and over shall require prior approval from the District Manager as outlined
in Section 24. Given the authority noted in PRPD (2006), we will use the following approach to
formally indicate District Manager Designees for amounts less than $500:
Dollar Amount Process Approval
may authorize staff members
the ability to purchase items
under $100 within their
approved budget.
To initiate this option,
Superintendent and Supervisors
must formalize the request in a
memo and receive District
Manager approval.
If not “pre-authorized,” daily
business expenses will require
prior Supervisor authorization.
Recreation and Park
Supervisors as designees with
authority to approve proper
receipts for <$100.
Person will initial and submit
receipts to Supervisor to
approve.
Recreation and Park
Supervisors with authority to
make purchases within their
approved budget up to $500.
In addition, District Manager
designates Administrative
Assistant Campbell to make
routine office supply, computer
hardware and software
purchases within the approved
budget up to $500.
Other purchases will require
prior approval from the
Superintendent, Supervisors, or
District Manager.
Recreation and Park
Supervisors as designees with
authority to approve proper
receipts for <$100.
Person will initial and submit
receipts to Supervisor to
approve.
The authorization as District Manager designee is revocable at any time.
Attachments
A) Section 24 of the PRPD BOD Administrative Bylaws (PRPD 2006)
Adopted by PRPD Board of Directors 10-10-17
Amended August 14, 2018
O:\Admin\Policies\Purchasing Policy\Purchasing Policy Procedure. 10.10.17.docx
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Paradise Recreation and Park District
6626 Skyway Phone: 530-872-6393
Paradise, CA 95669 Fax: 530-872-8619
info@ParadisePRPD.com www.paradiseprpd.com
Strategic Plan for the
Paradise Recreation and Park District
April 19, 2024
Final
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2024 Strategic Plan 5/3/2024
Paradise Recreation and Park District Page 2
Contents:
I. introduction .................................................................................................................. 3
A. The Strategic Planning Process...................................................................................... 3
B. Strategic Plan Framework .............................................................................................. 4
II. Foundational Statements ............................................................................................. 4
A. Vision Statement ............................................................................................................ 4
B. Mission Statement .......................................................................................................... 4
C. Guiding Principals .......................................................................................................... 5
D. Our Goals: ...................................................................................................................... 5
E. Strategies ....................................................................................................................... 6
1. Innovate....................................................................................................................... 6
2. Collaborate .................................................................................................................. 7
3. Execute ....................................................................................................................... 7
4. Communicate .............................................................................................................. 7
5. Evaluate ...................................................................................................................... 8
III. Implementation (Action) Plan - Objectives ................................................................. 8
A. Administrative and Visitor Services (Admin) ................................................................... 8
B. Board of Directors (BOD)................................................................................................ 9
C. Finance (Fin) .................................................................................................................. 9
D. Outreach (Out) ..............................................................................................................10
E. Parks and Facilities (Parks) ...........................................................................................11
F. Planning (Plan) ..............................................................................................................11
G. Project and Fund Development (PD) .............................................................................13
H. Recreation Programs (Rec) ...........................................................................................13
I. Strategic Plan Evaluation and Improvement (SP) ..........................................................14
J. Volunteer Program (VP) ................................................................................................15
Appendix A – Notes on Strategic Planning Session ............................................................16
Appendix B – Strategic Planning Meeting Report ...............................................................18
Suggested citation:
PRRD [Paradise Recreation and Park District]. 2024. Strategic Plan. 4/19/2024 Final report. Paradise,
California.
ACKNOWLEDGEMENTS
Numerous Staff and BOD members since 2019 have contributed significantly to this document:
PRPD Board of Directors
Name Affiliation
Steve Rodowick Chairman
Mary Bellefeuille Vice-Chairman
Robert Anderson Secretary
Al McGreehan Director
Jen Goodlin Director
Julie Van Roekel Former Director
Dennis Ivey Former Director
Note: ChatGPT 3.5 was used to edit goals from the initial staff write-up.
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Paradise Recreation and Park District Page 3
STRATEGIC PLAN
PARADISE RECREATION AND PARK DISTRICT
I. INTRODUCTION
At the 4/10/2024 meeting, the Paradise Recreation and Park District (PRPD, District) Board of
Directors (BOD) approved the 2024 Strategic Plan. In 2025, the District will provide an initial
review of the plan and potential revision. The District will share the plan with the public on its
website and comments and suggestions on this plan are welcome and may be directed to
info@paradiseprpd.com with 2024 Strategic Plan in the subject line. While this strategic plan is
intended as a workplan and living document to translate past BOD directives to staff, it also may
be useful for the public to comment on and provide direction. The District notes that in the
upcoming years, the public will have opportunities to comment substantively on the various
projects and the District Master Plan Update.
A. The Strategic Planning Process
Strategic planning helps organizations define and communicate their direction and priorities.
Considering dramatic changes following the Camp Fire, the District developed a planning process
and Board direction (notably the District priorities passed shortly following the Camp Fire).
To launch the strategic planning process, the District embarked on a series of meetings, surveys,
and needs assessment in August 2019. A Strategic Analysis (Appendix A) and the Strategic
Planning Report (Appendix B) serve as a foundation for this document; however, additional
information and recent development inform the framework for this document.
The District has embarked on past strategic planning efforts and is manifested in policy direction
and planning documents such as the District Master Management Plan (2016), the District
Budget, and specific Board actions. A new Master Management Plan is slated for 2024. One
example of policy direction are the measures adopted in May 2019, the BOD adopted the
exploration of Camp Fire opportunities, these include:
1) Park Acquisition and Development to:
a. Enhance Existing Parks (or Partner Recreational Properties) to Improve Fuels
Management, Road Connectivity, Public Access, and Recreation.
b. Develop a Camp Fire Memorial Park.
c. Develop a new Adventure Park.
d. Extend Butte County Rail Trail Project and Expand Fuels Management Projects to
Paradise Lake and develop a study for additional expansion.
e. Develop Magalia Park.
f. Support the Development of a Sport Fieldhouse Complex.
g. Butte Creek Canyon Park Expansion near the Honey Run Covered Bridge.
2) Pursue agreements to link and expand recreation on existing properties owned or
managed by the:
a. Paradise Irrigation District,
b. Bureau of Land Management, and
c. Other Potential Partners (such as Town of Paradise, CSU Chico, Thermalito Water
and Sewar District, etc.).
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3) Develop a Feasibility Study and Compliance for the Strategic Development of Parks and
Trails and appropriate Land Management within the District (including the Sunrise and
Sunset Rim Community Buffers, Watershed (Creeks) Greenways in Paradise, the Concow
Region, Butte Creek Canyon, and the Paradise Lake Area).
4) Develop new Partnerships and Programs, Classes, and Events to meet community needs
and help expand District Offerings.
Significant progress has been accomplished on a number of these items, and the exploration of
these opportunities have guided the District direction and informed our decisions. However, the
District recognizes the need to formalize and approve a strategic plan and work-plan to provide
clear direction to staff and the public.
B. Strategic Plan Framework
Once adopted, this plan envisions the following process for strategic planning:
1. The District will conduct a review of the current Strategic Plan with Staff and BOD.
2. District may engage in a Strategic Plan Retreat.
3. The District will review and apply the Foundational Statements to the Strategic Plan.
4. Apply an adaptive management approach to review Strategic Plan and adapt process to
future needs.
II. FOUNDATIONAL STATEMENTS
This section provides the District’s Vision Statement (What we are tomorrow), Mission Statement
(What we are today), Guiding Principles (District’s organizational core values), and Goals.
A. Vision Statement
The District envisions a future with an extraordinary and well-managed system of beautiful,
inspiring parks and innovative, inclusive recreational opportunities that provides for community
and resident health, safety, economic prosperity, and resiliency. BOD and staff members agreed
on elements of the vision statement but did not adopt a specific vision statement at the retreat. A
suggested statement is:
The District envisions an extraordinary system of well-managed parks and
recreation programs to support economically and ecologically sustainable, healthy,
safe, fun, and prosperous communities.
B. Mission Statement
The District provides beautiful parks and trails, well-managed open spaces, and high-quality
recreation programs for the health, inspiration, and education of the people we serve in our foothill
communities and beyond. Our practices conserve natural resources and enable extraordinary
outdoor experiences. The District improves the quality of life of our people.
At the 2019 retreat, BOD and staff explored some of the themes above, but recommended a short
phrase rather than a long descriptive paragraph. A revised statement based on input is:
We Create Community and Improve the Quality of Life Through People, Parks, and
Programs for the Foothill Communities that We Serve.
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C. Guiding Principals
Our District believes in the importance of embodying and exemplifying our values in every facet
of our work. We believe in:
1. Integrity: Act with honor, sincerity, and pride; and treat our citizens with respect.
2. Community Engagement: We connect with our communities and solicit feedback,
actively listen, involve diverse stakeholders, advocate for our communities, and deliver
outstanding customer service.
3. Playfulness and Celebration: Foster joy and play, celebrating opportunities for residents
to embrace health and happiness.
4. Health and Wellness: Promote active lifestyles and immersion in nature; support
physical, mental, and emotional health and improve the quality of life.
5. Respect and Inclusivity: Provide inclusive, equitable, and accessible parks and
programs; respect diversity and the rich cultural experiences that individuals bring to our
community.
6. Leadership: Draw upon our organizational knowledge, adapt, innovate, and motivate for
a resilient and vibrant community.
7. Accountability: Uphold transparency and responsibility, learn from experiences, and
apply lessons to future actions.
8. Sustainability: Commit to sustainable actions considering economic, social, and
environmental factors in our plans.
9. Science and Evidence Based: Use science and current information for decision-making.
Collect data on programs and actions to observe and improve performance.
D. Our Goals:
A goal represents an achievable and expansive outcome that generally spans into the long-term.
Goals serve as a foundation for annual strategies executed by the District. In contrast, an objective
delineates precise, measurable actions that the District must take to realize the overarching goal.
Goals provide directional guidance, while objectives articulate the measurable steps toward that
direction. District-wide Performance Goals are intricately linked to the District’s Mission and Vision
Statements, encapsulating our collective aspirations and purpose. They serve as beacons,
illuminating the path toward realizing our overarching mission and vision.
District-wide Performance Goals are linked to the District’s Mission and Vision Statements and
are summarized below:
1. Community:
a. Cultivate a fun, healthy, and safe environment.
b. Provide a variety of recreational activities to meet community needs.
c. Become a destination for authentic outdoor experiences.
2. Administration and Governance Excellence:
a. Model excellence within the Parks and Recreation Community and local
governance.
b. Maintain trusted leadership, recruit and train dedicated staff and commit to
transparent practices and a culture of learning.
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c. Develop cross-trained staff to meet a variety of challenges.
d. Utilize data-driven decision-making and remain nimble in the face of rapid change.
3. Financial Sustainability:
a. Review and update systems for efficiency and to maximize fund benefits.
b. Provide transparent reporting and ensure fiscal health.
4. Parks:
a. Develop parks and recreation as premier destinations that shape the character of
the region and become an important part of daily life on the ridge.
b. Provide sustainable, well-maintained, and safe parks with diverse natural, cultural,
artistic, historical, and recreational resources.
c. Restore, preserve, protect, and maintain scenic, natural, and cultural assets.
d. Our Parks will meet the needs of individuals, families, and communities and
consider all-abilities access to public parklands where feasible.
5. Recreation:
a. Provide diverse recreational opportunities for people of all abilities, ages, and
interests.
b. Create programs to meet community needs, attract new residents, and enhance
the visitor experience.
c. Serve the diverse needs of individuals, families, and communities and conduct
outreach to under-represented groups.
6. Project Development:
a. Cultivate diverse funding sources for operations, park and amenity development,
and recreational programs.
7. Outreach:
a. Foster and build effective collaborative partnerships.
b. Share the District's story with a spirit of fun and adventure.
c. Help connect people to the community and each other.
8. Future Planning:
a. Better utilize existing parks and facilities.
b. Plan for climate change and contribute to economic stability.
c. Enhance the health and safety of residents.
E. Strategies
The District accomplishes its mission in the following ways:
1. Innovate
Develop new approaches and methods to respond to emerging trends and meet the varied needs
and changes within our District quickly, carefully, and responsibly.
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1) Events: Introduce new and improve existing events at facilities within the District to
promote rentals, generate vendor revenue, showcase local parks and activities, to provide
social and recreational opportunities, and build a sense of community.
2) Parks: Acquire strategically located land for park expansion and development that serve
as natural buffers against wildfire, while also providing world-class destination recreation
opportunities that will drive economic sustainability within the District and our community.
3) Sustainable Management: Develop, expand, and improve existing parks to showcase
natural resource management and best practices to address local and global-scale climate
change, economic/environmental resiliency.
4) Programs: Develop new and expand successful programs that reflect trends and
demands of the changing demographics and cultural diversity within our District, while
ensuring social equity and inclusivity.
2. Collaborate
Engage partner organizations, community members, educators, policymakers, interest groups,
corporate sponsors, and service providers in collaborative efforts to leverage resources, meet
broader community needs, and maximize outcomes.
1) Volunteer Program: Enhance and promote a robust volunteer program for small, large,
and ongoing projects that will expand the breadth, depth and diversity of our workforce;
engage our community in ownership and stewardship of our parks; and draw insight into
trending priorities within the communities we serve.
2) Partnership Template: Fortify existing partners and foster new partnerships with
organizations that are advocating for common issues that advance shared goals while
best leveraging resources.
3) Strategic Alliances: Foster key alliances with organizations that may otherwise be
viewed as competing organizations to expand the District’s depth and breadth of
programs, parks, and facilities.
3. Execute
The District must efficiently deliver parks, programs, and services.
1) Systems evaluation: the District will evaluate its approaches to improve efficiency and
quality customer experiences.
2) Staffing: Focus staff talent that best utilizes organizational knowledge and professional
core competencies while ensuring the District remains nimble and flexible in order to
respond to the needs of our stakeholders and financial constraints. We will provide training
and cross training to deepen the capacity of the organization to complete key tasks.
4. Communicate
Communicate the vision and value of parks, programs and events to our community,
stakeholders, partners, and grant agencies to raise awareness of destination parks and
recreation benefits.
1) Marketing Strategy/Plan: Develop a marketing strategy and plan to promote the use of
parks and programs for community cohesion, disaster mitigation/preparedness, climate
change adaptation/mitigation and economic development engines.
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2) Phoenix Case Study: Generate awareness of the District science-based “playbook” for
post-disaster recovery, community healing, sustainable redevelopment, and future
disaster mitigation techniques.
3) SMART Talking Points: Share and promote District plans with local and regional
audiences using Specific, Measurable, Achievable, Relevant, Time-based
communication.
5. Evaluate
The evaluation of the Strategic Plan and all significant actions is important to inform future
direction.
1. We suggest that the plan and objectives (work plan) items are reviewed and updated
annually and that a more in-depth review occurs over a 5-year cycle.
2. At the end of the cycle, the organizational performance could be evaluated through a
Strengths, Opportunities, Aspirations, and Results (SOAR) framework.
3. The organization has embraced an Incident Command System (ICS) model for significant
efforts including an after-action analysis for events.
4. Explore and recommend Key Performance Indicators to show progress toward goals.
III. IMPLEMENTATION (ACTION) PLAN - OBJECTIVES
The District intends this document as an updatable plan that will be reviewed with informed input
from annual reports of PRPD accomplishments and changes (likely timed to review calendar year
accomplishments). The items listed should receive prioritization (low, medium, high) and
assigned to a staff member when possible. Please keep in mind that this list is not exhaustive as
numerous other items will be completed over the next few years required by existing agreements,
board or administrative direction, or law.
A. Administrative and Visitor Services (Admin)
1. Employee On-boarding: By 12/31/2024, enhance the employee recruitment and
orientation process, implementing a system to authorize new hires based on fiscal year
budget constraints, due diligence, training, and review, ensuring a seamless integration
into the organization.
2. Internal Service Request Automation: By 12/31/2024, automate the internal service
request system (pink slips) and establish an online platform for task assignments, tracking,
and summaries, categorized by task type and location for all staff.
3. Communication Systems: By 12/31/2024, evaluate communication systems for internal
and external stakeholders to enhance efficiency, streamline information flow, and ensure
timely updates.
4. Purchasing Policies and Templates: By 12/31/2024, conduct a comprehensive review
of District purchasing policies. Develop streamlined guidance and templates for Request
for Proposals, Bids, and Quotes, along with staff training in current state and federal
procurement policies. Introduce completion checklists and legally reviewed templates for
construction project bids, differentiating between construction and professional services.
5. Salary Scale and Benefits Review: By 3/31/2025, conduct a thorough review of the
salary scale, job descriptions, and benefits. Present recommendations to the Board of
Directors for retaining employees and ensuring fair wages.
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6. Recreation Online Reservation System: By 6/30/2025, evaluate current systems and
provide recommendations for enhancing the recreation online reservation and registration
system to meet overall goals and needs.
7. District Fee Schedules: By 6/30/2026, complete a comprehensive review of District fee
schedules. Provide recommendations, including an estimation of actual costs, to better
assess the impact on District finances.
8. Staff Recruitment and Development: By 6/30/2027, recruit and maintain high-
functioning, competent staff with a wide range of skills. Establish a comprehensive
professional development program for staff, providing ongoing training opportunities and
career advancement pathways. Utilize opportunities for promotion and provide training for
professional development aligned with District needs. Ensure appropriate levels and types
of resources (technology, equipment, coaching/training) to support staff performance.
Define key performance indicators for continuous improvement.
9. Manuals and Handbooks Review: By 12/31/2028, conduct a review of existing manuals
and handbooks. Provide recommendations for consolidation or an update plan (or
retirement) for administrative by-laws, board members handbook, district administrative
procedures, finance manual (new), illness and injury prevention/emergency action plan
(revised 2023), personnel rules, operations, recreation leader, recreation leisure, and any
other manuals.
B. Board of Directors (BOD)
1. District Transparency Certification: By 9/30/2024, fulfill requirements and submit the
application for the CSDA District Transparency Certification.
2. NEXUS Study for Impact Fees: By 3/31/2025, initiate and consider recommendations
from a NEXUS study to assess and potentially revise impact fees.
3. Board Training Opportunities: By 6/30/2025, provide comprehensive training
opportunities for BOD members, including sessions on the Brown Act, finances, board
governance, and networking. Utilize resources from CSDA, CARPD/CAPRI, or other
relevant non-profit organizations.
4. Strategic Plan Retreat: By 12/31/2027, organize a retreat for the BOD to review the
Strategic Plan, discuss priorities for the next update, and schedule the subsequent full
revision.
5. Strategic Plan Reviews and Key Performance Indicators (KPIs): By 12/31/2028,
conduct annual reviews of the Strategic Plan and perform a comprehensive update.
Throughout the next cycle, identify and implement Key Performance Indicators to
quantitatively measure progress towards goals.
C. Finance (Fin)
1. Finance Manual Draft: By 9/30/2024, the District Accountant will develop and present a
draft Finance Manual for BOD review.
2. Financial Transparency: By 12/31/2024, enhance financial transparency by
implementing online tools and reports that provide the public easy access to budgetary
information, expenditure details, and financial performance.
3. Diversification of Funding Sources: By 6/30/2025, explore and secure additional
funding sources, including grants, sponsorships, and partnerships, to diversify revenue
streams and ensure financial stability.
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4. Timesheet Review and Update: By 12/31/2024, review and update, or recommend
improvements for a timesheet system (electronic and paper versions). The system should
simplify accounting entries, facilitate supervisor review, and associate time with relevant
accounting codes, including programs, locations, and grant or funding sources.
5. District Audit: By 11/30/2025, facilitate completed audit that is completed within a
reasonable proximity to the close of the county books for the fiscal year.
D. Outreach (Out)
1. Recovery Efforts: By 6/30/2025, Create an image intensive map story that concisely
communicates the District’s response to the Camp Fire and rebuild efforts as a Community
Protection Case Study.
2. Social Media Engagement Metrics: By 12/31/2024, increase social media engagement
by 20%, measured through likes, shares, and comments, to effectively communicate with
and involve the community.
3. Community Engagement Strategy: By 3/31/2025, develop a communication plan and
format that ensures a consistent, clear and concise messaging for local and regional
audiences that explain how/why the District is redefining its place and mission within our
community and our region as a whole, the reason for the tactics we utilize, when to expect
measurable results, and how the community can provide input and guidance. Promote
programs to communities outside of the District (e.g. Chico, Sacramento, Bay Area, etc.).
In addition, develop and implement a community engagement strategy to gather input on
park and trail development projects, ensuring diverse perspectives are considered in
planning efforts.
4. Partnerships: By December 2028, identify and establish strategic partnerships with two
new organizations that align with the district's mission, enhancing collaborative efforts and
resource-sharing. This could include Memoranda of Understanding (MOU) with a variety
of organizations (could include, but is not restricted to HRCBA, CHRA, MCP, PCC,
PATCH, TOP, Butte County, sports clubs, etc.).
5. Media Plan: By April 2025, develop a media engagement and marketing memo. The
memo should include a branding strategy for the District and each developed park (park
icons).
6. District Metrics: By 2025, consider developing a Data Dashboard to share with the public
important measures of indicators that align with District goals and benchmarks to monitor
progress toward desired outcomes. The update should also provide a review of the
District’s mission, data and other information were gathered to inform the BOD of current
needs, gaps, barriers, and community perspectives.
7. Community Satisfaction Survey: By 12/31/2026, conduct a comprehensive community
satisfaction survey to gather feedback on park facilities, programs, and services, informing
future improvements.
8. Partnership Exploration. By December 2028, explore opportunities (and potential
agreements) to expand recreation on existing properties owned or managed by other
agency or other partners (such as Butte County, Bureau of Land Management, Paradise
Irrigation District, Town of Paradise, Thermalito Water and Sewer District, US Forest
Service, and others). The effort may meet multiple management objectives, including
public engagement/outreach, inventorying recreational resources and opportunities, and
identifying next steps (such as further studies, conceptual designs, detailed designs for
infrastructure, and environmental compliance). The project will identify opportunities for
initial projects or phases and a blueprint for future implementation.
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E. Parks and Facilities (Parks)
1) Recovery Projects related to the Camp Fire:
a) Trail Work at Bille Park: By 6/30/2024, complete trail work related to Camp Fire
recovery and new trail funding at Bille Park. Tasks include repairing the grotto trail and
bridge, establishing a new nature trail, creating an access trail to new acquisitions,
installing signs (waypoint and interpretive), and providing maps.
b) Aquatic Recreation Center Replacement: By 9/30/2025, complete replacement and
approved updates related to the rebuilt Aquatic Recreation Center.
c) Master Plan for District Shop Facility: By 12/31/2025, complete a Master Plan and
approved updates for a rebuilt and improved District Shop Facility on Clark Road.
d) Playground Replacement at Moore Road Park: By 12/31/2025, replace the
playground at Moore Road Park in a new location consistent with the approved
conceptual plan for the site.
e) Business Loss Claim with Insurers: By 12/31/2025, secure funds related to the
District’s business loss claim with insurers.
2) Rental and Parking Revenue: By 6/30/2025, streamline reservation system for
customers and promote and increase revenue for facility rentals and parking revenue by
10%.
3) Playground Safety and Upgrade: By 6/30/2025, conduct a comprehensive safety audit
of all playgrounds, addressing necessary upgrades, and implementing improvements to
ensure compliance with safety standards.
4) Office Space and Capacity Expansion: By 6/30/2025, explore long-term options to
expand office space and capacity for programs and administrative functions especially in
proximity to the Terry Ashe Recreation Center and present to the BOD.
5) Biodiversity Enhancement: By 12/31/2025, initiate projects to enhance biodiversity
within parks, including planting native species, creating wildlife habitats, and implementing
sustainable landscaping practices.
6) Park and Trail Development Projects: By 12/31/2028, complete the following park and
trail development projects:
a) Bille Park Enhancements,
b) Lakeridge Park (and secure funding for the Resiliency Center/Hub),
c) Noble and Oak Creek Parks (Wildland trailhead improvements),
d) Magalia Paradise Lake Loop Trail.
F. Planning (Plan)
1. Yellowstone Kelly Trail Feasibility Study: By 12/31/2024, complete the feasibility study
for recreational features along the Yellowstone Kelly Trail and present findings for
consideration to the Town of Paradise and Board of Directors.
2. Trail Development and Mapping:
a. By 12/31/2024, implement a trail maintenance and expansion program, addressing
priority areas for repair, enhancing accessibility, and exploring opportunities for
new trail development.
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b. By 9/30/2027, develop or improve approximately 10 miles of new or existing trails
within the District.
c. By 6/30/2025, explore and identify new and existing trails within the District using
a public process and assistance from the National Park Service (NPS). Produce a
map of trails within District Boundaries showcasing park amenities.
3. Building Resilient Infrastructure in Communities (BRIC) Grant: By 12/31/2025,
complete tasks associated with these BRIC Grant. This includes the Buffer Project
feasibility study, compliance for the strategic development of parks and trails, and
appropriate land management within the District. Secure funding for the next round of
studies and submit a funding request to implement recommendations if any.
4. Unit Management Plans for Parks: By 12/31/2025, create draft unit management plans
to guide activities at Oak Creek, Noble, Coutolenc, Lakeridge, and Crain Parks.
5. Feasibility Studies:
a. Paradise Community Center: By 9/30/2025, report back to the Board of
Directors on the status and follow-up actions related to the feasibility
study/exploration of a partnership with the Paradise Community Center.
a. Lake Concow Recreational Uses: By 12/31/2024, complete a feasibility report to
explore recreation at Concow Lake. The report should consider recreational
activities and amenities, public input, partnerships, ownership/management, a
conceptual design, and provide recommendations and outline next steps to ensure
long-term operation.
b. Concow School Community Center and Recreational Programs: By
9/30/2025, report back to the Board of Directors on the status and follow-up actions
related to the exploration of a community center and recreational programs at
Concow School.
c. Paradise Arts, Theatre & Culture Hub (PATCH) Evaluation: By 12/31/2025,
develop a a feasibility report on partnership to explore the coordination and
collaboration on events and inform the respective boards on the implications of a
joint effort.
d. Butte Creek Canyon Park Expansion near the Honey Run Covered Bridge. By
6/30/2025, provide technical support and report on potential mechanisms for long-
term management, ownership, and revenue options to support the Honey Run
Covered Bridge Association. Tasks outlined in 2023 MOU and as per agreement,
may be extended to 6/30/2026.
6. District Master Plan Update: By 6/30/2028, complete a draft District Master Plan
outlining priorities for development. The plan may include a facility inventory and
replacement/maintenance schedule to incorporate future repair costs into long-term
expenditures. These products may include a list of projects and a reasonable timeline
and funding plan to repair and replace aging infrastructure) of existing facilities,
maintenance schedules, cost estimates, public outreach (community interest surveys,
informational meetings), and other considerations. The plan will consider an assessment
of infrastructure and conceptual plan for the Paradise Pool.
7. ADA Transition Plan and Park Facilities Improvement: By 6/30/2028, update the ADA
transition plan as part of Master Plan efforts. Improve existing park facilities, including
signage at existing parks, and incorporate new branding for each park. Implement repairs
and additions of ADA accessible facilities and equipment.
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8. Infrastructure Improvement:
a. TARC: By 12/31/2025, complete bike rack, native plant trail, and walkway concrete
work.
b. Upper Bille Park Bathrooms: By 12/31/2025, repair bathrooms at Upper Bille Park.
c. Additional Projects: By 12/31/2028, develop a master list of projects and
replacement schedule for District facilities.
d. Aquatic Park: By 9/30/2029, replace the playground structure with an inclusive
feature.
e. Moore Road Park Infrastructure: By 12/31/2029, develop a timeline to replace
bathrooms, concession stand, and playground at Moore Road Park.
G. Project and Fund Development (PD)
1) Project and Acquisition Tracking System: By 6/30/2024, establish a comprehensive
tracking system, including a) A dynamic list of new projects and corresponding funding
sources. b) An acquisition log/spreadsheet providing real-time updates on current and
past acquisitions, detailing status, milestones, due diligence steps, facilitating proactive
communication with the BOD, partners, and staff.
2) Grant Management System: By 12/31/2024, implement a project management system
software or create a project dashboard to manage and monitor grants effectively. The
system should communicate grant status, payments, and key milestones.
3) Grant Funding for Facilities and Recreational Programs: By 6/30/2025, actively build
a project pipeline and secure new grant funding amounting to $2,500,000 for new or
enhanced facilities and $750,000 for recreational programs.
4) Acquisition Pursuit and Strategic Partnerships: By 12/31/2028, persist in pursuing
acquisition or easement opportunities aligning with conservation, recreation, or other
District goals. Amplify efforts with additional funding sources or partnerships to enhance
additions to existing parks or public land, securing grant funding for strategic locations that
reduce fire risk and expand or create new park and recreation opportunities. Prioritize
grant and donation funding for acquisitions and partnerships in Butte Creek Canyon,
Concow/Yankee Hill, Magalia, and Paradise.
H. Recreation Programs (Rec)
1) Recreation Program Report: By 9/30/2024, staff will complete a comprehensive
Recreation Program Report, reviewing program offerings, outreach and marketing, budget
analysis, revenue and cost per program, overall evaluation, and recommendations. The
report is intended as a regular presentation to the BOD and Staff will explore the ideal
frequency of the report.
2) Evaluation of Incident Command System (ICS): By 12/31/2024, evaluate the use of
the Incident Command System (ICS) as applied to events and emergency actions.
3) Event Planning Document: By 12/31/2024, create and continuously improve a
comprehensive Event Planning Guide to help execute events hosted by the District. This
effort includes generating a list of events the District can host, prioritizing quick turn-around
events that best showcase District parks and facilities to promote vendor-led events and
private rentals; Cross-Promotion of District Programs/Events/Facilities; explore options to
monetize events via participation fees, vendor fees, donations, and concessions;
development of sponsor packets; social media practices, include events across varied
abilities and interests; and develop robust and diverse event offerings throughout the year.
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Use the calendar and promote events in activity guides, social media, website, posters,
and flyers.
4) Update and Modernize "Leisure Manual": By 12/31/2025, update and modernize the
“Leisure Manual” for new class and instructor recruitment. Describe the strategy to solicit
individuals, organizations, and agencies to offer District-appropriate programs.
5) Grant Completion:
a) California Volunteers. By February 28, 2024, complete the application and
requirements for the Neighbor-to-Neighbor program.
b) Prop 64 - Youth Community Action Grant: By 3/31/2026, complete the application and
necessary steps for the Prop 64 - Youth Community Action Grant. Please note other
grants and projects as they arise.
6) Program Review and Evaluation: By 6/30/2025, review, evaluate, and recommend
Board of Directors consideration for the following programs and the District's role in
facilitating their use: Healing Trauma Through Nature, Elements, Outdoor Education for
All.
7) Zero-Waste Event Program: By 6/30/2024, establish and implement a zero-waste
program for events, promoting sustainability through waste reduction, recycling, and eco-
friendly practices.
8) Youth Engagement Initiative: By 9/30/2024, launch a youth engagement initiative,
offering targeted recreational programs and events to attract and involve the younger
demographic within the community.
9) Cultural Event Diversity: By 12/31/2025, diversify cultural events hosted by the district
to celebrate the rich cultural tapestry of the community, fostering inclusivity and community
pride.
10) Bi-annual Activity Guide: By 6/30/2026, continue to publish a high-quality bi-annual
activity guide showcasing District programs, events, and facilities.
11) New Class Offerings and Partnerships: By 6/30/2026, introduce at least three
innovative recreational programs that align with emerging trends, cater to diverse
interests, and attract a broad audience. Provide a list of new class offerings and explore
partnerships. Develop new programs, classes, and events to meet community needs and
help expand District offerings.
12) Community Feedback Solicitation: By 12/31/2027, solicit community feedback about
desired programs within the District via surveys, outreach events, and partner-led listening
sessions.
13) 80th Anniversary Celebration: By 12/31/2027, create an outreach plan, historical
summary, and list of events related to a year-long celebration of the District’s 80th
anniversary.
I. Strategic Plan Evaluation and Improvement (SP)
Another goal is the regular evaluation of progress on these items. The District suggests that in
the future, the evaluation will provide a status of progress. This could include a simple
evaluation (in the future can be a narrative in the main report or a separate document of actions
toward goals):
1) List the SMART goals for ongoing evaluation, KPIs, and performance indicators.)
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2) Annual Review: Review and update the plan annually and conduct a more in-depth review
over a 5-year cycle. While it depends on the date of adoption, staff initially proposes
essentially a Calendar year cycle. This is subject to change.
3) Incident Command System (ICS): Embrace the ICS model for significant efforts and conduct
after-action analyses for events.
J. Volunteer Program (VP)
1. Regular Calendar of Volunteer Opportunities: By 6/30/2024, establish and maintain a
regular calendar of scheduled volunteer opportunities and events, ensuring diverse
options to engage volunteers in meaningful activities.
2. Volunteer Guide/Manual and Policies: By 9/30/2024, create a comprehensive volunteer
guide/manual along with clear policies to provide guidance and expectations for
volunteers, ensuring a positive and consistent volunteer experience.
3. Tracking System for Volunteer Hours: By 12/31/2024, implement a robust tracking
system to accurately account for volunteer hours, categorizing them by location, activity,
and organizations/individuals. This system will facilitate documenting match efforts and
quantifying the value provided to the community.
4. Volunteer Recruitment Drive: By 9/30/2025, launch a volunteer recruitment drive to
increase the number of volunteers by 25%, diversifying the volunteer pool and expanding
community involvement.
5. Specialized Volunteer Training: By 12/31/2025, implement specialized training
programs for volunteers to enhance their skills, ensuring they are well-equipped to
contribute effectively to park and recreation initiatives.
6. Recognition and Incentives Program: By 12/31/2025, enhance efforts to recognize and
incentivize individual and organizational volunteers. Develop a program to coach
volunteer team leaders and park ambassadors, ensuring a supportive and rewarding
volunteer experience.
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APPENDIX A – NOTES ON STRATEGIC PLANNING SESSION
These notes were created following the Strategic Planning session in August 2019.
Strategic analysis leads to an understanding of our present state. To fully understand PRPD as it
exists today, we must consider PRPD’s processes, service offerings, technologies, business
development, and staffing. In looking to our future from our current state, identifying the gaps that
exist in the operational mechanisms that will enable our achievement to future state must be
identified. Only when the gaps have been clearly laid out can the strategy and tactics required to
bridge these gaps be made clear.
Issue Identification:
• Limited funding, staff, facilities, tax base, and local populations
• Negative outside perceptions of the area post-fire
• High level of Adverse Childhood Experiences (ACEs), which has been exacerbated by the
Camp Fire
• Traumatized population with limited access to counseling
• New and evolving crises beyond our control
Strategic Stakeholders:
• Communities and citizens served by the District
• Local governmental agencies and districts
• School Districts
• Non-profits and other partner organizations
• Local Businesses and the Chamber of Commerce
• Funding agencies and donors
• Lease holders and programing partners
• Board of Directors
• Staff
Incentives of Stakeholders:
• Community design
• Cross-promotion of programs
• Economic stimulus
• Grant opportunities
• Health and wellness
• Increased property values near parks and recreation
• Mentoring through collaboration
• Organizational knowledge and reach to resolve problems in the communities we serve
• Recreation experiences
• Sense of community, familiarity, normalcy, safety, place, and belonging
• Shared mission/target audiences for collaboration
• Sustainability and natural resource conservation
• Synergy in shared goals
Information-Objectives:
The Strategic Plan helps the District with several information objectives. These include:
• Increase depth and breadth of promotional reach.
• Share PRPD vision for parks as recreation/shelter in place/natural buffers to wildfire,
economic stimulus within our community.
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• Promote the natural beauty and recreation opportunities in the foothill communities of our
District so people outside the community change their perception of the District post-Camp
Fire
• Our District has fun and exciting activities, programs and parks.
• PRPD offers meaningful volunteer opportunities.
• We are open to partnerships and collaboration.
• There is a tremendous need and opportunity to make donations, fund scholarships, and
bequest assets to expand opportunities for District residents.
Interaction Strategies:
• Public events
• Public and virtual meetings
• Social media
• Surveys
• Media interviews
• Media releases
• Marketing/outreach
• Volunteer program
• Partner organization coordination and presentations
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APPENDIX B – STRATEGIC PLANNING MEETING REPORT