Town of Paradise
Town Council Meeting Agenda
6:00 PM – March 10, 2026
Town of Paradise Council Chamber – 5555 Skyway, Paradise, CA
Meeting Procedures
I. The Mayor is the Presiding Chair and is responsible for maintaining an orderly meeting. The Mayor calls the meeting to order and introduces each item on the agenda.
II. The Town staff then provides a report to Council and answers questions from the Council.
III. Citizens are encouraged to participate in the meeting process and are provided several opportunities to address Council. Any speaker addressing the Council is limited to three minutes per speaker - fifteen minutes per agenda item A. If you wish to address the Council regarding a specific agenda item, please complete a “Request to Address Council” card and give it to the Town Clerk prior to the beginning of the meeting. This process is voluntary and allows for citizens to be called to the speaker podium in alphabetical order.
Comments and questions from the public must be directed to the Presiding Chair and Town Council Members (please do not address staff.) Town staff is available to address citizen concerns Monday through Thursday at Town Hall between the hours of 8am and 5pm.
B. If you wish to address Council regarding an item not on the agenda, you may do so under Item 4, “Public Communication.” Again, please fill out a card and give it to the Town Clerk before the meeting. State Law prohibits Council action on items not listed on a public agenda.
In compliance with the Americans with Disabilities Act (ADA) Compliance, persons who need special accommodations to participate in the Town Council meeting may contact the Town Clerk at least three business days prior to the date of the meeting to provide time for any such accommodation.
Interim Town Manager, Michael O’Brien
Town Attorney, Scott E. Huber
Town Clerk/Elections Official, Melanie Elvis
CDD, Planning & Onsite, Susan Hartman
CDD, Building & Code Enforcement, Tony Lindsey
Finance Director/Town Treasurer, Aimee Beleu
Public Works Director/Town Engineer, Marc Mattox
Division Chief, CAL FIRE/Paradise Fire, Jason Finney
Chief of Police, Eric Reinbold
Recovery & Economic Development Director, Colette Curtis Human Resources & Risk Management Director, Crystal Peters Information Systems Director, Luis Marquez
Mayor, Steve Crowder
Vice Mayor, Steve “Woody” Culleton
Council Member, Greg Bolin
Council Member, Heidi Lange
Council Member, Ronald Lassonde
1 1. OPENING
1a. Call to Order
1b. Pledge of Allegiance to the Flag of the United States of America 1c. Invocation
1d. Roll Call
1e. Town Council recognition of Employee Service to the Town of Paradise for 2025 presented by Mayor Crowder:
5 Years:
Nadia Alekseev
Melanie Elvis
Jessica Erdahl
Cameron Kovacs
Sarah Richter
Juan Rubio
15 Years:
Crystal Peters
25 Years:
Robert Nichols
1f. p5 Camp Fire Recovery Updates - Written reports are included in the agenda packet.
Colette Curtis, Recovery and Economic Development Director - recovery projects, advocacy, economic recovery and development, communications, emergency operations and Housing updates.
Marc Mattox, Assistant Town Manager -infrastructure and sewer updates. 1g. p14 Paradise Sewer Project Update by Assistant Town Manager Marc Mattox.
2. CONSENT CALENDAR
One roll call vote is taken for all items. Consent items are considered to be routine business that does not call for discussion.
2a. p16 Approve minutes of the February 10, 2026 Special and Regular Town Council meetings and February 19, 2026 Special Town Council meeting. (Melanie Elvis/Town Clerk)
2b. p26 Approve February 2026 Cash Disbursements in the amount of $4,725,613.97. (Finance Director/Aimee Beleu)
2c. p34 Acknowledge receipt of and file the Planning Commission’s annual report concerning implementation status of the 1994 Paradise General Plan and Housing Element for the 2025 calendar year. (Susan
Hartman/Community Development Director)
2 3
2d. p65 1. Consider authorizing adjustment of the Accountant Position to Senior Accountant with a correlating budget adjustment; and 2. Adopt Resolution 2026-___ “A Resolution of the Town Council of the Town of Paradise, California, Amending the Salary Pay Plan to Include Two Senior Accountant for the Fiscal Year 2025/2026”; or, 3. Provide alternative direction. (Aimee Beleu/Finance Director)
3. ITEMS REMOVED FROM CONSENT CALENDAR
4. PUBLIC COMMUNICATION
For matters that are not on the Council business agenda, speakers are allowed three (3) minutes to address the Council. The Town Council is prohibited from taking action on matters that are not listed on the public agenda. The Council may briefly respond for clarification and may refer the matter to the Town staff.
5. PUBLIC HEARINGS
For items that require a published legal notice and/or a mailed notice.
Public Hearing Procedure:
A. Staff Report
B. Mayor opens the hearing for public comment in the following order:
i. Ask Town Clerk if there are any cards submitted
ii. Ask if there is anyone else wishing to comment
C. Mayor closes the hearing
D. Council discussion and vote
5a. p69 1. Conduct a duly noticed and published public hearing to solicit comments and/or suggestions regarding the 2026-2027 Annual Action Plan draft; and, 2. Direct staff to submit the 2026-2027 Annual Action Plan to HUD, along with all public comments. (ROLL CALL VOTE) (Colette Curtis/Recovery & Economic Development Director)
5b. p102 1. Conduct a public hearing to solicit public comment on the proposed substantial amendment to the 2024 and 2025 CDBG Annual Action Plans; and, 2. Adopt the Substantial Amendment to the 2024 and 2025 CDBG Annual Action Plans and authorize submittal to the Department of Housing and Urban Development. (ROLL CALL VOTE) (Colette Curtis/Recovery & Economic Development Director)
6. COUNCIL CONSIDERATION
Action items are presented by staff and the vote of each Council Member must be announced. A roll call vote is taken for each item on the action calendar. Citizens are allowed three (3) minutes to comment on agenda items.
6a. p105 1. Consider reviewing each committee identified above using the standardized governance questions during the meeting, with staff facilitating the discussion for consistency and clarity; and, 2. Approve the recommendation to sunset the Onsite Ad Hoc Committee effective immediately; and, 3. Provide direction that the standardized governance questions (Questions 1–6) be required each time: a. A new committee is established; or, b. An existing committee is reaffirmed or modified; and, 4.
Direct that the full Committee Inventory be reviewed annually at the time 3 Council assignments are considered each December. (ROLL CALL VOTE) (Marc Mattox/Assistant Town Manager)
6b. p136 1. Consider renaming Town Council Chambers to the “Doug LaMalfa Town Council Chambers”; or, 2. Provide alternate direction. (ROLL CALL VOTE) (Melanie Elvis/Town Clerk)
6c. p137 Consider reviewing and approving the 2026 updated Federal Advocacy Platform. (ROLL CALL VOTE) (Colette Curtis/Recovery & Economic Development Director)
6d. p158 1. Review the revised Strategic Healthcare Recovery Plan Draft provided by Abaris Group; and, 2. Accept the Plan as a complete Final Draft; or, 3. Provide alternative direction to staff. (ROLL CALL VOTE) (Colette Curtis/Recovery & Economic Development Director)
6e. p260 1. Consider adopting Resolution No. 2026-____, “A Resolution of the Town Council of the Town of Paradise, Fixing the Employer Contribution Under the Public Employees’ Medical And Hospital Care Act at an Equal Amount for Employees and Annuitants with Respect to Recognized Employee Organization 001 Paradise Firefighters Association”; or 2. Refer the matter back to staff for further analysis and development. (ROLL CALL VOTE) (Crystal Peters/Human Resources & Risk Management Director)
7. COUNCIL INITIATED ITEMS AND REPORTS
7a. Council initiated agenda items
7b. Council reports on committee representation
7c. Future Agenda Items
7c1. Construction Complaint Resolution Committee
8. STAFF COMMUNICATION
8a. Town Manager Report
9. CLOSED SESSION - None
10. ADJOURNMENT
4 Town of Paradise
Council Agenda Summary
Date: March 10, 2026
Agenda Item: 1(f)
ORIGINATED BY: Colette Curtis, Recovery and Economic
Development Director
REVIEWED BY: Mike O’Brien, Interim Town Manager
SUBJECT: Monthly Recovery Update
LONG TERM
RECOVERY PLAN:
Yes
COUNCIL ACTION REQUESTED:
1. None
Background:
This report continues the Monthly Updates provided to keep the Town Council apprised of important developments related to the recovery of the Town of Paradise from the Camp Fire.
Included in this update are items related to recovery projects, advocacy economic recovery and development, communications and emergency operations.
Analysis:
ECONOMC DEVELOPMENT
CDBG-DR Economic Development
Project is moving forward with partners and HCD finalizing revisions to the program due to delays and budget adjustments.
RFP was posted for compliance consultant and 1 proposal was received. RFP was adjusted and reposted for additional proposals. After closure of RFP posting, all proposals will be reviewed and return to Council in April for contract approval. TOP HR has posted the coordinator position, and we are moving forward with the process to hire that position.
Healthcare
The Town of Paradise and Adventist Health Feather River Foundation are working together to create a Strategic Healthcare Recovery Plan to assess current inventory, exiting gaps, projections, and a strategic plan for filling the gaps. The draft plan was presented to council at the October meeting. Based on Council feedback, staff worked with the consultants to provide an updated draft. The revised draft is on tonight’s agenda for review.
Utility Box Mural Program
6 Utility boxes were wrapped with local artwork on Thursday July 31st. The locations are:
o Skyway/Neal (artist Libby Sofer)
5 o Oliver (artist Emily Wycoff)
o Pearson (artist Jenn Ponci)
o Elliot (artist Patti Lloyd)
o Maxwell (artist Shelley Miller)
o Black Olive (artist Steve Ferchaud)
Another call to artists was issued in October, with installation expected in Spring 2025.
Downtown Strategy Phase 3
Council approved moving forward on Phase 3 of the downtown strategy at the March 2025 meeting.
A draft plan will come to Council for review in April.
RECOVERY
Community Development Block Grant Disaster Recovery Mitigation Planning Public Services (CDBG DR MIT PPS)
Long Term Community Recovery Plan Update
o Council approved selection of UDA to conduct the update and draft the plan. o Staff is planning public outreach in coordination with planned General Plan Update work.
In Home Siren Units
o The Standard Agreement for funding for additional in-home siren units has been received, this will extend the number of units made available to residents with another 2,800 units available.
o Residents have begun receiving units from the FEMA funded grant, which are located at Town Hall for pickup.
o Town staff is advertising more widely now that additional units have been secured.
Public Services
o Staff is working with HCD on the application for groups to become subrecipients to do mitigation work in Paradise.
o Applications are expected to be release in summer 2026.
Office of Land Use and Climate Innovation Grant
Town was awarded $739,680 through the Extreme Heat and Community Resilience Program
Funding will be used to create a Climate Resilience Plan which will identify prospective resiliency projects such as
o Community Evacuation/Cooling/Heating Centers
o Shade Tree Planting
o Fuels Reduction Projects
o Green space projects
The Town is partnered with RCAC to do public outreach and complete the plan by December 2026.
Identified projects may be eligible for future implementation funds through the same grant source.
The partnership agreement has been signed with partners RCAC, Paradise Recreation and Park District, and Campfire Collaborative.
A Core Project team has been formed which includes the partners listed above in addition to Fire Safe Council, Cal Fire, Chico State, and local tribes. The first public meeting was held on March 4.
6 Overall Hazard Mitigation Project Update
Years of efforts are complete on the pre-award work on all our projects. All projects are fully approved and funded.
Category 4 Tree Removal Program
Project implementation is complete.
As of October, approximately 9.000 trees have been removed from 350+ parcels. 7-10 different tree removal crews are working across town in an efficient and effective partnership with property owners, local agencies, tribes, and contractors. Final wrap up and closeout is ongoing and a full report on the project will be provided to Council when complete.
Emergency Warning System
All 21 Towers are standing and operational.
21 of the 21 Towers are now fully complete.
All active construction is complete.
EWS Project has begun the closeout process.
In-Home Safe Units are now available for pickup at Town Hall for Paradise residents The February monthly test was moved to Wednesday February 18th due to the holiday weekend on the 15th and the effort to get more Safe Units to residents for this test.
Residential Ignition Resistant Retrofit Program
Project is fully funded and moving forward.
All properties have been approved by FEMA to move forward to construction 68 Properties have selected their contractors and have had their "Notice to Proceed" Letters issued.
40 Properties have been fully completed.
Staff are working with California officials on a future retrofit program modeled after this program for additional homes utilizing Prop 4 funds. More information should be available toward the end of 2026.
Hazardous Fuels Reduction Program
Project is fully funded and moving forward.
Town staff are working with involved monitoring tribes on a plan and timeline for implementation.
Defensible Space Code Enforcement
The Defensible Space Code Enforcement project was fully approved and obligated in November 2023 by FEMA and CalOES.
Town Council approved implementation plan in January 2024. Grant funded staff have been hired and are in place and working in the community. In May a notice of intent was submitted to CalOES to request an additional 3 years of funding for this program. NOI was accepted and a full application was submitted in September. Cal OES requested additional information in January 2026 as the grant application continues to move forward.
7 EMERGENCY MANAGEMENT
CodeRed is experiencing a nation-wide outage. As a result, the County is moving to CodeRAVE for emergency notification services. The Town is working through the process of establishing this service.
Implementation for VEOCI, our online EOC software, is ongoing.
Financial Impact:
None.
8 Town of Paradise
Council Agenda Summary
Date: March 10, 2026
Agenda Item: 1(f)
ORIGINATED BY: Nadia Alekseev, Housing Program Manager
REVIEWED BY: Michael O’Brien, Interim Town Manager
SUBJECT: Housing Recovery Update
LONG TERM
RECOVERY PLAN:
No
COUNCIL ACTION REQUESTED:
1. None.
Background:
This report provides the Town Council with an update of Housing Activities.
Analysis:
We have 42.55% of our pre-disaster housing stock to-date (1,720 surviving units + 3,851 new CofOs [an increase of 24 since last month] to-date = 5,571 habitable dwellings / 13,091 housing units before the Camp Fire). Our total number of habitable dwellings does not include the number of mobile homes replaced in mobile home parks because those permits are issued by HCD instead of the Building Dept., but mobile homes in parks are included in the total number of prefire housing units. An estimate from tax data shows 144 mobile homes in parks, or 5,715 housing units in Paradise.
Town of Paradise Owner-Occupied Rehabilitation/Reconstruction Program ($12.5 million) This program helps homeowners rehabilitate or reconstruct their home. The CalHome-Disaster Assistance grant was set to expire at the end of 2025, but the Housing Department was given verbal approval to extend the deadline to finish homes under construction. New applications to rebuild homes lost in the Camp Fire are no longer being accepted because it’s not feasible to complete a project before the expiration of the grant. Applications for essential home repairs on existing homes will continue to be accepted, funds for this activity are limited but do not have an expiration deadline.
69 homes completed
9 homes in construction
1 application in process
Town of Paradise First-Time Homebuyer Program ($11 million) Helping to make homeownership more affordable. Applicants who were Disaster Affected can qualify under higher income limits, using 120% of Area Median Income (AMI). Other funding remains available to assist non-disaster affected households earning no more than 80% AMI. 97 households assisted
14 applications in process
9 CDBG-DR Multifamily Rental Housing Program ($84.7 million) Affordable rental housing. Seven (7) projects are eligible for funding; a total of 292 units. CHIP project- scattered site (4 units)
o Leased up in Spring of 2024
Eaglepointe- 5975 Maxwell Dr (43 units)
o Leased up in Spring of 2025
Mayer Commons- 1561 Kay Ct (12 units)
o Construction completed. Units are being actively leased. For leasing information contact RSC Associates Property Management Inc.
Northwind Senior- 6983 Pentz Rd (21 units)
o Leased up in Fall of 2025
Cypress Family- 1633 Cypress Ln (70 units)
o Construction completed and Certificates of Occupancy were issued in December.
Units are being actively leased. Ribbon cutting is scheduled for April 10th, 2026. Clark Rd- 6480 Clark Rd (72 units)
o Loan closing is scheduled for March of 2026. Construction to begin shortly after. Cypress Senior (phase II)- 1633 Cypress ln (70 units) o Loan escrow closed on December 9
th, and construction is scheduled to begin in
early 2026, weather permitting. Groundbreaking is scheduled for April 10th, 2026.
CDBG (2025 Annual Allocation=$47,069)
CDBG entitlement grants are on a 5-year plan cycle called the Consolidated Plan, and this year is the 1st year in the current plan. The Town received an “untimely” designation due to an accumulation of funds greater than 1.5x the current year grant allocation. The Town is accepting applications for a Energy Efficiency Improvement Program, which is a no-interest, deferred loan of up to $25,000 to make energy improvements to homes with the goal of reducing energy bills.
A public hearing is scheduled for tonight’s council meeting to hear comments on the 2026 Annual Action Plan, and for a Substantial Amendment to reallocate $70,000 from 2024 and 2025 program years to Housing Assistance.
HOME Infill New Construction ($700,000)
Create affordable housing for first-time homebuyers. The grant award letter was finally received from HCD in April of 2025. Program guidelines are complete and were adopted by Council. Staff is continuing to work-out funding logistics with HCD.
Permanent Local Housing Allocation (PLHA) ($540,905)
Allocates matching funds to North Valley Housing Trust to administer for affordable housing projects.
A predevelopment loan of $400,000 has been made for the Cape Cod multi-family project ($200,000 of PLHA funds). Construction began earlier this year. $75,000 of PLHA funds was loaned to build a small, single-family home, which was finished and sold to a low-income Camp Fire survivor.
$120,000 in matching funds will be committed to North Valley Housing Trust for another single-family residence development on Cottage Ln., construction to begin this spring. PLHA operates on a 5-year funding cycle similar to CDBG. The NOFA for the next cycle is expected in the first quarter of 2026. PLHA allocates grant funds to CDBG entitlement cities, which the Housing staff will apply for, but will not have to compete with other communities to receive.
Financial Impact:
None.
10 1
TOWN OF PARADISE
Council Agenda Summary
Date: March 10, 2026
Agenda No. 1()
ORIGINATED BY: Marc Mattox, Public Works Director / Town Engineer REVIEWED BY: Mike O’Brien, Interim Town Manager
SUBJECT: Camp Fire Recovery Updates - Infrastructure
COUNCIL ACTION REQUESTED:
1. None, written monthly update only.
Background:
This report continues the Monthly Disaster Recovery Updates provided to keep the Town Council apprised of important developments related to the recovery of the Town of Paradise from the Camp Fire. Changes from the prior month’s reports are shown in red underline italics.
Analysis:
Road Rehabilitation
The Town of Paradise is endeavoring to pave nearly every public road mile by the end of 2026.
These projects are funded through Camp Fire Recovery Projects and are sequenced behind undergrounding of utilities and water service later replacements.
As of February 2026, the following paving progress can be reported:
Status Miles
Completed 72.10
Awarded/In-Progress 17.62
Planned Future 6.48
Total 96.19
Paradise Town Council has awarded three contracts for 2025 paving efforts, listed below with brief updates:
- Clark Road (Pearson to Wagstaff) – Knife River Construction - Project is in final punchlist phase.
- On-System Road Rehabilitation – All American Asphalt - Contract work is nearly complete with most work remaining consisting of punchlist or corrective adjustments - Off-System Road Rehabilitation – DeSilva Gates Construction - Punchlist items of work are underway with final completion expected in spring.
On February 10, 2026, Paradise Town Council awarded two contracts to Knife River Construction for various roadway rehabilitation efforts scheduled to start spring 2026 through the end of the year. More information on schedule for specific roadways will be provided as it becomes available.
11 2
A map of all paving efforts completed and planned can be found on the Town’s website at www.townofparadise.com by visiting “News and Announcements” from the homepage.
Capital Project Updates
The Public Works Department, in an effort to provide additional communications on various projects, has launched a new website under its ParadiseWORKS banner. ParadiseWORKS Engineering Resiliency now hosts individual project pages for current information, project descriptions and schedules. The website can be viewed here:
https://www.townofparadise.com/pwe/page/paradiseworks-engineering-resiliency Below is an abbreviated Project List intended to show the current status of each project. More information on each project’s scope and schedule can be found at. Typical project progressions and timeframes are as follows:
(1) Environmental, 6-24 months
(2) Design, 12 months
(3) Right of Way, 6-12 months
(4) Construction, 6-24 months
Project ID Project Title Project Phase
Anticipated
Construction
Completion Year
7303 On-System Road Rehabilitation Construction 2026
7307 Neal Road Rehabilitation Design 2028
8404 Camp Fire Hydrant Repairs Construction 2025
8407 Off-System Road Rehabilitation Construction 2026
9389 Pentz Pathway Project Phase II Design 2028
9390 Paradise ATP Gateway Project (Neal Road Class I) Environmental 2028 9394 Paradise Sewer Project Design -
9424 Skyway Link ATP (Bille to Wagstaff) Environmental 2027 9425 Upper Skyway Widening (Bille to Wagstaff) Environmental 2027 9426 Skyway/Pentz Intersection Improvements Environmental 2028 9427 Pentz Road Widening Environmental 2028
9428 Roe Road Phase 1 (Edgewood to S. Libby) Environmental 2028 9434 Roe Road Phase 2 (S. Libby to Clark) Environmental 2028 9438 Private Road Identification Safety Project Environmental 2028 9439 Storm Drain Resiliency Project Phase 1 Environmental 2028 9440 Storm Drain Resiliency Project Phase 2 Environmental 2028 12 3
Funding Pursuits
Below is a listing of active funding pursuits related to infrastructure recovery and status updates:
Program Project Title Amount
Requested
Anticipated
Award
Notification
Notes
US Army Corps
of Engineers
Paradise
Sewer Project
$2,000,000 of
$50,000,000
authorization
TBD
Town has started early
coordination for 2027 potential
appropriations
State Water
Board Septic to
Sewer CWSRF
Paradise
Sewer Project $27,000,000 TBD
Work to revise the project
application package is
resuming with new project
direction selected.
Active
Transportation
Project Cycle 8
Oliver Curve
Pathway $13,000,000 TBD
Program guidelines being
developed by CTC, anticipate
call for projects mid-2026.
13 1
TOWN OF PARADISE
Council Agenda Summary
Date: March 10, 2026
Agenda No. 1(g)
ORIGINATED BY: Marc Mattox, Assistant Town Manager, Public Works Director / Town Engineer
REVIEWED BY: Mike O’Brien, Interim Town Manager
SUBJECT: Paradise Sewer Project Update
COUNCIL ACTION REQUESTED:
1. None, written monthly update only.
Background:
This report is a monthly effort to provide additional opportunity for public engagement on the status and next steps of the Paradise Sewer Project.
Analysis:
Since its incorporation in 1979, the Town of Paradise has sought a centralized wastewater system to address failing septic systems that impact public health, groundwater quality, and economic development. The need for sewer service became even more urgent following the 2018 Camp Fire, when the lack of modern wastewater infrastructure emerged as a major barrier to rebuilding businesses, housing, and community resiliency.
In 2022, the Town secured $30 million in CDBG-DR funds to begin pre-construction work, including environmental review, design, and permitting. To provide technical expertise, HDR was retained as Owner’s Agent, and a progressive design-build team was selected to develop a Basis of Design Report. That effort confirmed that a locally managed, phased sewer project was necessary to achieve both affordability and long-term community needs.
In January 2025, the Town Council formed a Sewer Project Ad Hoc Committee to evaluate local treatment and collection alternatives, with strong emphasis on public engagement and cost feasibility. The Committee, working alongside staff, HDR, and the Paradise Irrigation District, conducted community meetings, stakeholder workshops, site tours of other wastewater systems, and a technical alternatives analysis.
In August 2025, the Town Council unanimously voted to concur with the Paradise Sewer Project Ad Hoc Committee’s recommendation to direct a revised project description to include hybrid gravity/low pressure collection system, aerated lagoon wastewater treatment, and percolation/ evaporation pond effluent discharge.
Main Accomplishments
Internal Town staff review of Administrative Draft Subsequent EIR. Initiate development of Public Draft Subsequent EIR.
Town Council adoption of Categorical Exemption for subsurface investigations. Media release for two WWTF sites under environmental analysis 14 2
Execute task order agreements with Carollo for Collection System and WWTF design services.
Initiate preliminary design of Collection System and WWTF. Initiate right of entry agreements for WWTF property subsurface investigations. Various project website updates.
Ongoing AB52 Tribal consultations.
Ongoing preparation of Administrative Draft SEIR.
Key Activities (One Month Look-Ahead)
Initiate subsurface investigations.
Initiate field topographic survey.
Ongoing preliminary design of Collection System and WWTF. Ongoing development of Public Draft Subsequent EIR.
Ongoing AB52 Tribal consultations.
15 MINUTES
PARADISE TOWN COUNCIL
SPECIAL MEETING – 5:00 PM – February 10, 2026
1. OPENING
The Special meeting of the Paradise Town Council was called to order by Mayor Crowder at 5:00 p.m. in the Council Chambers located at 5555 Skyway, Paradise, California who led the Pledge of Allegiance to the Flag of the United States of America.
COUNCIL MEMBERS PRESENT: Greg Bolin, Steve “Woody” Culleton, Heidi Lange, Ronald Lassonde, and Steve Crowder, Mayor.
COUNCIL MEMBERS ABSENT: None
STAFF PRESENT: Interim Town Manager Michael O’Brien, Town Attorney Scott E.
Huber, Town Clerk/Elections Official Melanie Elvis, Assistant Town Manager Marc Mattox, Human Resources & Risk Management Director Crystal Peters and Information Systems Technician Travis Thompson.
At 5:31 p.m. Mayor Crowder announced that the Town Council would adjourn to Closed Session for the following items:
2. CLOSED SESSION
2a. Pursuant to Government Code Section 54957.6, the Town Council will hold a closed session to meet with the Town Manager, Human Resources Director, Town Attorney, and its designated representatives, regarding labor relations between the Town of Paradise and the Paradise Police Association.
2b. Pursuant to Government Code section 54956.9(d)(4), the Town Council will meet with the Town Manager and Town Attorney regarding potential initiation of litigation - one (1) potential case.
2c. Pursuant to Government Code section 54956.9(d)(2), the Town Council will meet with the Town Manager and Town Attorney regarding potential exposure to litigation - two (2) potential cases.
2d. Pursuant to Government Code section 54956.9(a), the Council will meet with the Town Manager, and the Town Attorney relating to existing condition: Town of Paradise v. Mark Thomas & Company, Sacramento County Superior Court Case No. 25CV016360.
2e. Pursuant to Government Code section 54956.8, the Council will meet with Real Property Negotiators, Town Manager and Town Attorney, regarding the following properties: APN. 050-013-057, 053-250-081, 050-082-079, 050-052-078, 050-040-106, 066-460-025, 050-013-051, 050-040-136, 066- 16 460-024, 050-040-112, 050-040-105, 050-013-049, and 054-220-007. The negotiators for the property owner(s) are unknown at this time. 2f. Pursuant to Government Code section 54956.8, the Council will meet with Real Property Negotiators, Town Manager and Town Attorney, regarding the following properties: APN. 040-520-112 and 040-052-082. The negotiators for the property owner(s) are Kimberley Jergentz and James A Miller.
After reconvening from Closed Session at 6:07 p.m., Town Attorney Scott E. Huber announced:
Regarding item 2a: the Town Council adopted Resolution No. 2026-17, “A resolution of the Town Council of the Town of Paradise approving a side letter to the memorandum of understanding with the Paradise Police Officer Association.” The motion was made by Council Member Bolin and seconded by Mayor Crowder with roll call vote being unanimous and approved in the affirmative.
Regarding Items 2b, 2c Part B, 2d, 2e, and 2f: Direction was given; no reportable action taken.
Item 2c Part A: Council will reconvene Closed Session after the Regular meeting to continue discussion of this item.
At 9:37 p.m. Mayor Crowder announced that the Town Council would adjourn to Closed Session for the following item:
2c. Pursuant to Government Code section 54956.9(d)(2), the Town Council will meet with the Town Manager and Town Attorney regarding potential exposure to litigation - two (2) potential cases.
After reconvening from Closed Session at 10:05 p.m. Mayor Crowder announced regarding item 2c Part A: direction was given; no reportable action taken.
3. ADJOURNMENT
Mayor Crowder adjourned the Council meeting at 10:05 p.m.
Date approved:
By: Attest:
___________________________ __________________________
Steve Crowder, Mayor Melanie Elvis, Town Clerk
17 TOWN COUNCIL
Meeting Minutes
6:00 PM – February 10, 2026
1. OPENING
The Regular meeting of the Paradise Town Council was called to order by Mayor Crowder at 6:07 p.m. in the Town Council Chamber located at 5555 Skyway, Paradise, California who led the Pledge of Allegiance to the Flag of the United States of America. An invocation was offered by Council Member Lassonde.
COUNCIL MEMBERS PRESENT: Greg Bolin, Steve “Woody” Culleton, Heidi Lange, Ronald Lassonde and Steve Crowder, Mayor
COUNCIL MEMBERS ABSENT: None
STAFF PRESENT: Interim Town Manager Michael O’Brien, Town Attorney Scott E.
Huber, Town Clerk/Elections Official Melanie Elvis, Community Development Director Susan Hartman, Community Development Director Tony Lindsey, Assistant Town Manager Marc Mattox, Recovery and Economic Development Director Colette Curtis, Finance Director Aimee Beleu, Police Chief Eric Reinbold, Fire Chief Jason Finney, and Information Systems Technician Travis Thompson.
1e. Police Chief Eric Reinbold presented special recognitions to the following sworn and non-sworn police personnel and volunteers for their exemplary contributions to the department.
Officer of the Year:
Officer John Newsom
Dispatcher of the Year:
Dispatcher Lorissa Parks
Civilian Employee of the Year:
Administrative Assistant Kelly Peirce
VIP of the Year:
Carol James
PASH Volunteer of the Year:
Lindy Brown
Chief’s Accommodation:
Dispatcher Lorissa Parks
18 Medal of Valor:
Officer Dominic Vannucci
Sergeant Andrew Cooper
1f. ITEM 1f WAS REMOVED FROM THE AGENDA.
1g. Camp Fire Recovery Updates - Written reports are included in the agenda packet.
Colette Curtis, Recovery and Economic Development Director - recovery projects, advocacy, economic recovery and development, communications, emergency operations and Housing updates. Marc Mattox, Public Works Director/Town Engineer -infrastructure and sewer updates. (110-60-062) 1h. Assistant Town Manager Marc Mattox provided an update on the Paradise Sewer Project. (960-70-009)
1. Jill Eisenbarth spoke in opposition to the wastewater treatment site proposed location near Crossroads.
2. Matt Miller spoke on behalf of himself and his neighbors on Craft Lane and Jade Lane in opposition to the proposed wastewater treatment site location near Crossroads.
3. Nathan Vail spoke in opposition to the proposed wastewater treatment site location at Crossroads and Media Way.
4. Mike Cosentino spoke in opposition to both proposed wastewater treatment site locations near Crossroads and Media Way.
2. CONSENT CALENDAR
MOTION by Bolin, seconded by Culleton, approved consent calendar items 2a and 2i. Roll call vote was unanimous.
2a. Approved minutes of January 13, 2026, Special and Regular Town Council meetings.
2b. Approved January 2026 Cash Disbursements in the amount of $6,516,325.57. (310-10-035)
2c. Ratified the agreement with Baker Tilly US, LLP for Fiscal Year 2024/25 auditing services and authorized the Town Manager (or designee) to execute the agreement. (510-20-482)
2d. Ratified the Professional Services Agreement with Regional Government Services (RGS), previously executed by the Interim Town Manager under existing purchasing authority, in an amount not to exceed $99,000. (510-20-495)
2e. 1. Adopted Resolution No. 2026-06, “A Resolution of the Town Paradise of the Town of Paradise Approving Job Classification Descriptions”; and,
2. Adopted Resolution No. 2026-07, "A Resolution of the Town Council of the Town of Paradise Amending the Salary Pay Plan to include an 19 Engineering Intern – Part Time, Temporary Position to the Salary Pay Plan for Fiscal Year 2025–2026”; and, 3. Authorized staff to recruit and hire a temporary Engineering Intern for the period of early June 2026 through midAugust 2026. (610-10-015, 610-10-018, 610-10-020) 2f. Adopted Resolution No. 2026-08, “A Resolution of the Town Council of Town of Paradise accepting the work performed under the Off-System Roadway Rehabilitation Project - 2024, Contract 8407.2 CON performed by Baldwin Contracting Company, Inc. dba Knife River Construction.” (510-20- 438) (950-40-072)
2g. Concurred with staff recommendation to file CEQA Notice of Exemptions for Maintenance Culvert Replacements on Roe and Scottwood Roads. (910-30-04)
2h. Adopted Resolution No. 2026-09, “A Resolution of the Town Council of the Town of Paradise Approving an Application for Funding and the Execution of a Standard Agreement and any Amendments Thereto, and Certain Related Loan or Grant Documents and any Amendments Thereto, Related to the Award Made Pursuant to the Application Authorized by this Resolution Submitted in Response to a Direct Award.” (710-10-099) 2i. Concurred with staff recommendation to file CEQA Notice of Exemption for Subsurface Investigation work to support Collection System design and Wastewater Treatment Facility site selection. (960-70-009)
1. Brian Happ spoke in opposition to the Paradise Sewer project and the proposed wastewater treatment site locations near Crossroads and Meida Way.
2. Adam Deppe spoke in opposition to both the proposed wastewater treatment site locations.
3. Faun Witten spoke in opposition to the proposed wastewater treatment site location at Crossroads.
4. Jamie Happ spoke in opposition to the proposed wastewater treatment site location at Crossroads.
5. Mike O’Brien spoke in opposition to both proposed wastewater treatment site locations.
3. ITEMS REMOVED FROM CONSENT CALENDAR - None
4. PUBLIC COMMUNICATION
1. Jennifer Eidson asked how to appeal a decision regarding a legal nonconforming use on a neighboring property.
2. Mike Pollak asked Council to provide direction on an on-going code enforcement issue.
5. PUBLIC HEARINGS - None
6. COUNCIL CONSIDERATION
20 6a. Lieutenant Kovacs presented the proposed resolution to enter contract with BRINC Drones.
MOTION by Bolin, seconded by Lassonde, adopted Resolution No. 2026-10, “A Resolution of the Town Council of the Town of Paradise Making Findings Concerning a Sole Vendor for Entering into Contract with BRINC Drones as First Responders (DFR) Services – Sole Source”. Roll call vote was unanimous. (480-35-003) (510-20-498)
6b. Assistant Town Manager Marc Mattox presented the Corrective Action Plan in response to the 2025 Building Division Audit.
1. Nathan Vail thanked staff and Council for working to better the building inspecting and permitting processes.
MOTION by Culleton, seconded by Lassonde, approved the Corrective Action Plan for the 2025 Building Division Audit with planned future updates quarterly. AYES: Bolin, Culleton, Lassonde, Crowder; NOES: Lange; ABSENT: None; ABSTAIN: None. (740-30-013)
6c. ITEM 6C WAS TABLED UNTIL THE MARCH 10, 2026, TOWN COUNCIL MEETING.
6d. Assistant Town Manager Marc Mattox presented the proposed resolution to award Construction Contract No. 8407.4 CON, Off-System Road Rehabilitation Project - 2026, to Baldwin Contracting Company, Inc. dba Knife River Construction.
MOTION by Bolin, seconded by Culleton adopted Resolution No. 2026- 11, “A Resolution of the Town Council of the Town of Paradise Awarding Construction Contract No. 8407.4 CON, Off-System Road Rehabilitation Project - 2026, to Baldwin Contracting Company, Inc. dba Knife River Construction in the amount of their base bid and designating authority to the Town Manager to Execute an Agreement with Baldwin Contracting Company, Inc. dba Knife River Construction and to approve contingency expenditures not exceeding 10%”. Roll call vote was unanimous. (510-20-496) (950-40-078)
6e. Assistant Town Manager Marc Mattox presented the proposed resolution to award Construction Contract No. 7303.6 CON, On-System Road Rehabilitation - Misc 2026/HSIP Systemic Intersection Safety Improvement Project, to Baldwin Contracting Company, Inc. dba Knife River Construction.
MOTION by Bolin, seconded by Lassonde adopted Resolution No. 2026- 12, “A Resolution of the Town Council of the Town of Paradise Awarding Construction Contract No. 7303.6 CON, On-System Road Rehabilitation – Misc 2026/HSIP Systemic Intersection Safety Improvement Project, to Baldwin Contracting Company, Inc. dba Knife River Construction in the amount of their base bid and designating authority to the Town Manager to 21 Execute an Agreement with Baldwin Contracting Company, Inc. dba Knife River Construction and to approve contingency expenditures not exceeding 10%”. Roll call vote was unanimous. (510-20-497) (950-40-078) 6f. Assistant Town Manager Marc Mattox presented the proposed resolution to delegate authority to the Town Manger to execute final right-of-way acquisition documents for the Skyway-Pentz Intersection Improvements, Pentz Road Widening Project and Pentz Pathway Project Phase II.
MOTION by Culleton, seconded by Bolin, adopted Resolution No. 2026- 13 “A Resolution of the Town Council of the Town of Paradise Delegating Limited Authority to the Town Manager to Approve and Execute Final Rightof-Way Acquisition Documents for the Skyway-Pentz Intersection Improvements, Pentz Road Widening Project and Pentz Pathway Project Phase II”. Roll call vote was unanimous. (950-40-043)
6g. Assistant Town Manager Marc Mattox presented the Facility Committee’s recommendation to select Studio W + TSK to provide professional planning and design services for the Town of Paradise Facilities Master Plan and Corporation Yard/Fire Station 82 project.
MOTION by Bolin, seconded by Culleton 1. Approved staff’s recommendation to select Studio W + TSK (design team) to provide professional planning and design services for the Town of Paradise Facilities Master Plan and Corporation Yard / Fire Station 82 project; and,
2. Authorized the Town Manager to enter into negotiations and execute an Agreement for Professional Services with Studio W+TSK for an initial notto-exceed amount of $560,720, subject to approval by the Town Attorney; and, 3. Adopted Resolution No. 2026-14 “A Resolution of the Town Council of the Town of Paradise Designating Authority to the Town Manager to execute the Agreement and Associated Task Orders for RFQ No. 2025- 004, Facilities Master Plan and Corporation Yard/Fire Station 82 PlanningDesign Services in a Not-to-Exceed Amount of $560,720.” Roll call vote was unanimous. (510-20-499) (280-05-007)
6h. Recovery & Economic Development Director Colette Curtis provided an overview of the proposed Workforce Development Program Coordinator position.
MOTION by Lange, seconded by Lassonde 1. Approved the creation and authorization of a Workforce Development Program Coordinator position, limited to the life of the approved grant, to support day-to-day program implementation, partner coordination, outreach, and grant compliance for the Town’s grant-funded workforce development initiatives; and, 2. Adopted Resolution No. 2026-15 “A Resolution of the Town Council of the Town of Paradise Approve Job Classification Descriptions”; and, 3. Adopted Resolution No. 2026-16 “A Resolution of the Town Council of the Town of Paradise Adopting an Amendment to the Salary Pay Plan to Include Workforce Development Program Coordinator for the Town of Paradise 22 Employees for the Fiscal Year 2025/2026”. Roll call vote was unanimous. (610-10-015, 610-10-018, 610-10-020) (710-10-104)
6i. Finance Director Aimee Beleu presented the actuarial valuation of changes to the Paradise Firefighters Association retiree health benefits.
MOTION by Bolin, seconded by Culleton, reviewed and accepted the actuarial valuation of changes to the Paradise Firefighters Association retiree health benefits, as agreed in the Transitional MOU between the Town of Paradise and the Paradise Firefighters Association (PFA) approved by Town Council on September 11, 2012. Roll call vote was unanimous. (630-10-025)
7. COUNCIL INITIATED ITEMS AND REPORTS
7a. Council initiated agenda items:
7a1. Council discussed changing the name of the Town Council Chambers to the "Doug LaMalfa Town Council Chambers" and directed staff to bring back this item for consideration at the March 10, 2026, Town Council meeting.
7b. Council reports on committee representation:
Council Member Bolin attended the TOP/PID Liaison Committee meeting.
Council Member Lange attended the Butte County Fire Safe Council board meeting, several Paradise Sewer Ad Hoc Committee meetings, Town Manager recruitment meetings, the Working Group Downtown Phase 3 meeting, the Insurance Committee meeting and the monthly Continuum of Care meeting.
Council Member Lassonde attended Town Manager recruitment meetings, the Working Group Downtown Phase 3 meeting and the TOP/PID Liaison Committee meeting.
Council Member Culleton attended the Facilities Ad Hoc Committee meeting.
Mayor Crowder attended the Butte County Fire Safe Council board meeting, several Paradise Sewer Ad Hoc Committee meetings and participated in several news interviews and testified in D.C. about wildfire. 7c. Future Agenda Items- None
8. STAFF COMMUNICATION - None
9. CLOSED SESSION – None
23 10. ADJOURNMENT
Mayor Crowder adjourned the meeting at 9:37 p.m.
Date approved:
By: Attest:
_____________________________ ____________________________ Steve Crowder, Mayor Melanie Elvis, Town Clerk
24 MINUTES
PARADISE TOWN COUNCIL
SPECIAL MEETING – 9:00 AM – February 19, 2026
1. OPENING
The Special meeting of the Paradise Town Council was called to order by Mayor Crowder at 9:07 a.m. in the Council Chambers located at 5555 Skyway, Paradise, California who led the Pledge of Allegiance to the Flag of the United States of America.
COUNCIL MEMBERS PRESENT: Greg Bolin, Steve “Woody” Culleton, Heidi Lange, Ronald Lassonde, and Steve Crowder, Mayor.
COUNCIL MEMBERS ABSENT: None
STAFF PRESENT: Interim Town Manager Michael O’Brien, Town Attorney Scott E.
Huber, Town Clerk/Elections Official Melanie Elvis, Assistant Town Manager Marc Mattox, Human Resources & Risk Management Director Crystal Peters and Information Systems Technician Travis Thompson.
At 9:08 a.m. Mayor Crowder announced that the Town Council would adjourn to Closed Session for the following item:
2. CLOSED SESSION
2a. Pursuant to Government Code Section 54957, the Town Council will hold a closed session to consider the appointment, employment, evaluation of performance, discipline, and/or dismissal of the Town Manager.
After reconvening from Closed Session at 12:58 p.m., Mayor Crowder announced:
direction given; no reportable action taken.
3. ADJOURNMENT
Mayor Crowder adjourned the Council meeting at 12:58 p.m.
Date approved:
By: Attest:
___________________________ __________________________
Steve Crowder, Mayor Melanie Elvis, Town Clerk
25 TOWN OF PARADISE
CASH DISBURSEMENTS REPORT
FOR THE PERIOD OF
February 1, 2026 - February 28, 2026
26 CASH DISBURSEMENTS REPORT
February 1, 2026 - February 28, 2026
Check Date Pay Period End Description Amount Total
2/13/2026 2/8/2026 Net Payroll - Direct Deposits and Checks $ 279,760.80 2/27/2026 2/22/2026 Net Payroll - Direct Deposits and Checks $ 282,091.76 $ 561,852.56
Accounts Payable
Payroll Vendors: Taxes, PERS, Dues, Insurance, Etc. $ 505,983.43 Operations Vendors: Supplies, Contracts, Utilities, Etc. $3,657,777.98 TOTAL CASH DISBURSEMENTS ACCOUNTS PAYABLE $ 4,163,761.41 GRAND TOTAL CASH DISBURSEMENTS $ 4,725,613.97
APPROVED BY:
Aimee Beleu - Finance Director/Town Treasurer
APPROVED BY:
Michael O'Brien - Interim Town Manager
27 Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
AP TCB - General Checking
Check
90932 02/02/2026 Reconciled 02/10/2026 Accounts Payable ICMA 457 - MissionSquare $1,880.12 $1,880.12 $0.00 90933 02/02/2026 Reconciled 02/09/2026 Accounts Payable STATE DISBURSEMENT UNIT $387.79 $387.79 $0.00 90934 02/04/2026 Reconciled 02/19/2026 Accounts Payable Adams Ashby Group, Inc. $2,368.75 $2,368.75 $0.00 90935 02/04/2026 Reconciled 02/19/2026 Accounts Payable Adams Ashby Group, Inc. $12,096.25 $12,096.25 $0.00 90936 02/04/2026 Reconciled 02/19/2026 Accounts Payable Adams Ashby Group, Inc. $3,063.75 $3,063.75 $0.00 90937 02/04/2026 Reconciled 02/19/2026 Accounts Payable Adams Ashby Group, Inc. $6,819.54 $6,819.54 $0.00 90938 02/04/2026 Reconciled 02/18/2026 Accounts Payable Allegiant Roofing Inc $27,750.00 $27,750.00 $0.00 90939 02/04/2026 Reconciled 02/13/2026 Accounts Payable ALLIANT INSURANCE $18,319.00 $18,319.00 $0.00 90940 02/04/2026 Open Accounts Payable Anderson Builders Corporation $25,000.00 90941 02/04/2026 Reconciled 02/09/2026 Accounts Payable Archuleta, Derek, S $539.50 $539.50 $0.00 90942 02/04/2026 Reconciled 02/17/2026 Accounts Payable ARI Investigations, Inc. $11,528.16 $11,528.16 $0.00 90943 02/04/2026 Reconciled 02/10/2026 Accounts Payable AT&T $87.46 $87.46 $0.00 90944 02/04/2026 Reconciled 02/10/2026 Accounts Payable AT&T & CALNET3 - CIRCUIT LINES $103.50 $103.50 $0.00 90945 02/04/2026 Reconciled 02/10/2026 Accounts Payable AT&T/CALNET3 - REPEATER LINES
$198.19 $198.19 $0.00
90946 02/04/2026 Reconciled 02/10/2026 Accounts Payable AT&T/CALNET3 - COMMUNITY PARK
$30.40 $30.40 $0.00
90947 02/04/2026 Reconciled 02/10/2026 Accounts Payable AT&T/CALNET3 - Summary $30.56 $30.56 $0.00 90948 02/04/2026 Reconciled 02/10/2026 Accounts Payable AT&T/CALNET3 - Summary $3,391.66 $3,391.66 $0.00 90949 02/04/2026 Reconciled 02/10/2026 Accounts Payable AT&T/CALNET3 - TH/FDPD FIBER LINES
$1,056.72 $1,056.72 $0.00
90950 02/04/2026 Reconciled 02/11/2026 Accounts Payable AWARDS COMPANY $317.16 $317.16 $0.00 90951 02/04/2026 Reconciled 02/11/2026 Accounts Payable Bear Electrical Systems, Inc $700.00 $700.00 $0.00 90952 02/04/2026 Reconciled 02/12/2026 Accounts Payable Biometrics4ALL, Inc $60.50 $60.50 $0.00 90953 02/04/2026 Reconciled 02/09/2026 Accounts Payable Broad & Gusman $4,000.00 $4,000.00 $0.00 90954 02/04/2026 Reconciled 02/09/2026 Accounts Payable Browns Towing $300.00 $300.00 $0.00 90955 02/04/2026 Reconciled 02/09/2026 Accounts Payable Bug Smart $116.00 $116.00 $0.00 90956 02/04/2026 Reconciled 02/17/2026 Accounts Payable Bureau Veritas North America, Inc $29,150.53 $29,150.53 $0.00 90957 02/04/2026 Open Accounts Payable CALIFORNIA CRIMINAL JUSTICE WARRANT SERVS.
$166.00
90958 02/04/2026 Open Accounts Payable CITY OF CHICO $18,155.00 90959 02/04/2026 Reconciled 02/11/2026 Accounts Payable Coastland $14,165.76 $14,165.76 $0.00 90960 02/04/2026 Reconciled 02/24/2026 Accounts Payable Consor North America, Inc. $292,912.35 $292,912.35 $0.00 90961 02/04/2026 Reconciled 02/17/2026 Accounts Payable CONTINENTAL BATTERY
COMPANY
$495.07 $495.07 $0.00
90962 02/04/2026 Reconciled 02/09/2026 Accounts Payable Darren Taylor Construction Inc. $52,728.10 $52,728.10 $0.00 90963 02/04/2026 Reconciled 02/18/2026 Accounts Payable De Lage Landen Public Finance LLC $781.25 $781.25 $0.00 90964 02/04/2026 Reconciled 02/10/2026 Accounts Payable Dokken Engineering, Inc. $189,704.92 $189,704.92 $0.00 90965 02/04/2026 Reconciled 02/11/2026 Accounts Payable ENTENMANN-ROVIN COMPANY $432.45 $432.45 $0.00 90966 02/04/2026 Reconciled 02/13/2026 Accounts Payable EXPERTS IN YOUR HOME $49,604.25 $49,604.25 $0.00 90967 02/04/2026 Reconciled 02/10/2026 Accounts Payable Golden State Emergency Vehicle Service, Inc.
$257.17 $257.17 $0.00
90968 02/04/2026 Reconciled 02/17/2026 Accounts Payable GREAT AMERICA LEASING CORP. $304.52 $304.52 $0.00 90969 02/04/2026 Reconciled 02/10/2026 Accounts Payable GREEN RIDGE LANDSCAPING $6,765.00 $6,765.00 $0.00 90970 02/04/2026 Reconciled 02/17/2026 Accounts Payable HLP, INC / CHAMELEON
SOFTWARE PRODUCTS
$3.50 $3.50 $0.00
90971 02/04/2026 Reconciled 02/17/2026 Accounts Payable HQE Systems, Inc. $83,624.91 $83,624.91 $0.00 90972 02/04/2026 Reconciled 02/11/2026 Accounts Payable INTERSTATE OIL COMPANY $382.19 $382.19 $0.00 90973 02/04/2026 Reconciled 02/17/2026 Accounts Payable Jacobs Engineering Group Inc. $9,422.25 $9,422.25 $0.00 user: Aimee Beleu Pages: 1 of 6 Monday, March 2, 2026
Payment Register
TOWN OF PARADISE
From Payment Date: 2/1/2026 - To Payment Date: 2/28/2026 28 Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
90974 02/04/2026 Reconciled 02/09/2026 Accounts Payable JOHNNY ON THE SPOT
PORTABLES
$380.25 $380.25 $0.00
90975 02/04/2026 Reconciled 02/11/2026 Accounts Payable LEAGUE OF CALIFORNIA CITIES $7,153.00 $7,153.00 $0.00 90976 02/04/2026 Reconciled 02/10/2026 Accounts Payable LIFE ASSIST INC $478.85 $478.85 $0.00 90977 02/04/2026 Reconciled 02/11/2026 Accounts Payable Mark Thomas & Company Inc $153.48 $153.48 $0.00 90978 02/04/2026 Reconciled 02/11/2026 Accounts Payable MID VALLEY TITLE & ESCROW $100,000.00 $100,000.00 $0.00 90979 02/04/2026 Reconciled 02/12/2026 Accounts Payable Midwest Veterinary Supply, Inc $1,006.43 $1,006.43 $0.00 90980 02/04/2026 Reconciled 02/17/2026 Accounts Payable MIKE GOGGIA TREE SERVICE $500.00 $500.00 $0.00 90981 02/04/2026 Reconciled 02/10/2026 Accounts Payable MILLER GLASS INC $16,766.25 $16,766.25 $0.00 90982 02/04/2026 Reconciled 02/09/2026 Accounts Payable MORGAN TREE SERVICE $4,000.00 $4,000.00 $0.00 90983 02/04/2026 Open Accounts Payable NAPA Auto Parts $41.15 90984 02/04/2026 Reconciled 02/18/2026 Accounts Payable NATIONAL DIRECTORY OF LAW
ENFORCEMENT ADMIN
$170.53 $170.53 $0.00
90985 02/04/2026 Reconciled 02/10/2026 Accounts Payable NORTHGATE PETROLEUM CO $5,158.84 $5,158.84 $0.00 90986 02/04/2026 Reconciled 02/11/2026 Accounts Payable O'REILLY AUTO PARTS $382.68 $382.68 $0.00 90987 02/04/2026 Reconciled 02/13/2026 Accounts Payable OFFICE DEPOT ACCT#36233169 $84.76 $84.76 $0.00 90988 02/04/2026 Reconciled 02/05/2026 Accounts Payable Ornamental Iron Works $3,750.00 $3,750.00 $0.00 90989 02/04/2026 Reconciled 02/06/2026 Accounts Payable PARADISE IRRIGATION DIST $2,031.43 $2,031.43 $0.00 90990 02/04/2026 Reconciled 02/12/2026 Accounts Payable Roto Rooter $785.00 $785.00 $0.00 90991 02/04/2026 Reconciled 02/05/2026 Accounts Payable Sierra Nevada Construction $15,400.00 $15,400.00 $0.00 90992 02/04/2026 Reconciled 02/11/2026 Accounts Payable Spherion Staffing $5,056.49 $5,056.49 $0.00 90993 02/04/2026 Reconciled 02/10/2026 Accounts Payable T and S DVBE Inc. $788.31 $788.31 $0.00 90994 02/04/2026 Reconciled 02/11/2026 Accounts Payable The Pape' Group INC $224.78 $224.78 $0.00 90995 02/04/2026 Reconciled 02/17/2026 Accounts Payable THOMAS ACE HARDWARE - ENG.
DEPT.
$433.34 $433.34 $0.00
90996 02/04/2026 Reconciled 02/17/2026 Accounts Payable THOMAS ACE HARDWARE - FIRE DEPT.
$386.16 $386.16 $0.00
90997 02/04/2026 Reconciled 02/17/2026 Accounts Payable THOMAS ACE HARDWARE -
MOTORPOOL
$28.47 $28.47 $0.00
90998 02/04/2026 Reconciled 02/13/2026 Accounts Payable Top Notch Commercial Cleaning Inc. $2,400.00 $2,400.00 $0.00 90999 02/04/2026 Reconciled 02/12/2026 Accounts Payable Tri Flame Propane $332.18 $332.18 $0.00 91000 02/04/2026 Reconciled 02/13/2026 Accounts Payable Tuck, Kevin $45.00 $45.00 $0.00 91001 02/04/2026 Reconciled 02/11/2026 Accounts Payable TUCKER PEST CONTROL INC $95.00 $95.00 $0.00 91002 02/04/2026 Reconciled 02/17/2026 Accounts Payable ULINE $1,768.49 $1,768.49 $0.00 91003 02/04/2026 Reconciled 02/12/2026 Accounts Payable Williams Scotsman, Inc. (Mobile Mini) $2,374.08 $2,374.08 $0.00 91004 02/04/2026 Reconciled 02/09/2026 Accounts Payable Wood Rodgers, Inc. $929.62 $929.62 $0.00 91005 02/04/2026 Reconciled 02/09/2026 Accounts Payable Matteucci, Dominic $15.00 $15.00 $0.00 91006 02/10/2026 Reconciled 02/11/2026 Accounts Payable PARADISE POLICE OFFICERS
ASSOCIATION
$2,643.16 $2,643.16 $0.00
91007 02/10/2026 Open Accounts Payable Aflac $57.98
91008 02/10/2026 Open Accounts Payable Met Life $13,732.87 91009 02/10/2026 Open Accounts Payable OPERATING ENGINEERS $1,440.00 91010 02/10/2026 Open Accounts Payable PARADISE POLICE OFFICERS
ASSOCIATION
$2,673.41
91011 02/10/2026 Open Accounts Payable SUN LIFE INSURANCE $8,479.42 91012 02/10/2026 Open Accounts Payable SUPERIOR VISION SVC INC $881.35 91013 02/10/2026 Reconciled 02/23/2026 Accounts Payable TOP CONFIDENTIAL MID MGMT
ASSOCIATION
$175.00 $175.00 $0.00
91014 02/13/2026 Reconciled 02/24/2026 Accounts Payable ICMA 457 - MissionSquare $3,455.30 $3,455.30 $0.00 91015 02/13/2026 Open Accounts Payable STATE DISBURSEMENT UNIT $194.76 user: Aimee Beleu Pages: 2 of 6 Monday, March 2, 2026
Payment Register
TOWN OF PARADISE
From Payment Date: 2/1/2026 - To Payment Date: 2/28/2026 29 Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
91016 02/18/2026 Open Accounts Payable ACCESS INFORMATION
PROTECTED
$103.90
91017 02/18/2026 Open Accounts Payable ADVANCED DOCUMENT
CONCEPTS
$145.05
91018 02/18/2026 Open Accounts Payable ALHAMBRA $34.97
91019 02/18/2026 Open Accounts Payable All-American Construction, Inc. $548,781.88 91020 02/18/2026 Open Accounts Payable Asbury Environmental Services $143.94 91021 02/18/2026 Open Accounts Payable AT&T & CALNET3 - CIRCUIT LINES $136.80 91022 02/18/2026 Open Accounts Payable AT&T & CALNET3 - CIRCUIT LINES $273.59 91023 02/18/2026 Open Accounts Payable AT&T & CALNET3 - CIRCUIT LINES $768.62 91024 02/18/2026 Open Accounts Payable Bear Electrical Systems, Inc $5,560.00 91025 02/18/2026 Open Accounts Payable Biometrics4ALL, Inc $49.50 91026 02/18/2026 Reconciled 02/22/2026 Accounts Payable Blancett, Jacquelyn $265.30 $265.30 $0.00 91027 02/18/2026 Open Accounts Payable Blue Flamingo Marketing Advocates $160.11 91028 02/18/2026 Open Accounts Payable BPR Consulting Group $20,878.70 91029 02/18/2026 Open Accounts Payable Bureau Veritas North America, Inc $9,300.00 91030 02/18/2026 Open Accounts Payable BUTTE CO AIR QUALITY
MANAGEMENT DISTRICT
$333.05
91031 02/18/2026 Open Accounts Payable BUTTE CO RECORDER $150.00 91032 02/18/2026 Open Accounts Payable BUTTE REGIONAL TRANSIT $50.00 91033 02/18/2026 Reconciled 02/22/2026 Accounts Payable C & C ROOFING, INC. $38,791.50 $38,791.50 $0.00 91034 02/18/2026 Open Accounts Payable CivicPlus, LLC $15,516.90 91035 02/18/2026 Open Accounts Payable Coastland $692.92 91036 02/18/2026 Reconciled 02/24/2026 Accounts Payable Crowder, Steven $1,129.41 $1,129.41 $0.00 91037 02/18/2026 Open Accounts Payable DEPARTMENT OF FORESTRY &
FIRE PROTECTION
$1,110,250.63
91038 02/18/2026 Open Accounts Payable Desilva Gates Construction LLC $129,804.92 91039 02/18/2026 Open Accounts Payable Door Company Inc, The $908.00 91040 02/18/2026 Open Accounts Payable Elam IT, Jon, Elam $2,027.91 91041 02/18/2026 Open Accounts Payable Fleming Construction $9,000.00 91042 02/18/2026 Open Accounts Payable Gates, Matthew $3,504.09 91043 02/18/2026 Open Accounts Payable Golden State Emergency Vehicle Service, Inc.
$3,250.42
91044 02/18/2026 Open Accounts Payable GREEN RIDGE LANDSCAPING $450.00 91045 02/18/2026 Open Accounts Payable Hawkins Delafield & Wood LLP $22,312.50 91046 02/18/2026 Open Accounts Payable HDR Engineering, Inc $161,507.98 91047 02/18/2026 Open Accounts Payable Hoblin Enterprises $24,575.27 91048 02/18/2026 Open Accounts Payable Holt, Heather $68.82 91049 02/18/2026 Open Accounts Payable ICMA 457 - MissionSquare $1,310.28 91050 02/18/2026 Open Accounts Payable INDUSTRIAL EQUIPMENT $51.89 91051 02/18/2026 Open Accounts Payable INDUSTRIAL POWER PRODUCTS $4,729.96 91052 02/18/2026 Open Accounts Payable Jacobs Engineering Group Inc. $61,884.77 91053 02/18/2026 Open Accounts Payable Jennifer Arbuckle $3,125.00 91054 02/18/2026 Open Accounts Payable Kalmikov Enterprises, INC $2,846.76 91055 02/18/2026 Open Accounts Payable KEN'S PARADISE HITCH &
WELDING
$566.12
91056 02/18/2026 Open Accounts Payable KNIFE RIVER CONSTRUCTION $991.14 91057 02/18/2026 Open Accounts Payable KOEFRAN INDUSTRIES $1,200.00 91058 02/18/2026 Open Accounts Payable L.N. CURTIS & SONS $637.82 91059 02/18/2026 Open Accounts Payable LACO Associates $24,603.75 user: Aimee Beleu Pages: 3 of 6 Monday, March 2, 2026
Payment Register
TOWN OF PARADISE
From Payment Date: 2/1/2026 - To Payment Date: 2/28/2026 30 Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
91060 02/18/2026 Reconciled 02/23/2026 Accounts Payable Lance Sharp $30,881.25 $30,881.25 $0.00 91061 02/18/2026 Open Accounts Payable LEXIPOL, LLC $6,285.88 91062 02/18/2026 Open Accounts Payable Luiselli, Amber $263.85 91063 02/18/2026 Open Accounts Payable Meyers Police K-9 Training, LLC $3,075.00 91064 02/18/2026 Open Accounts Payable Morgan Ridge Construction, Inc. $40,965.00 91065 02/18/2026 Open Accounts Payable N&S North, INC $662.61 91066 02/18/2026 Open Accounts Payable NAPA Auto Parts $183.26 91067 02/18/2026 Open Accounts Payable NETMOTION WIRELESS, INC. $5,880.00 91068 02/18/2026 Reconciled 02/23/2026 Accounts Payable North State Construction $8,250.00 $8,250.00 $0.00 91069 02/18/2026 Open Accounts Payable North State Tire Co. Inc. $30.00 91070 02/18/2026 Open Accounts Payable NORTHERN RECYCLING & WASTE SERVICES, INC.
$3,461.58
91071 02/18/2026 Open Accounts Payable NORTHGATE PETROLEUM CO $7,287.59 91072 02/18/2026 Open Accounts Payable NORTHSTAR $1,300.00 91073 02/18/2026 Open Accounts Payable O'REILLY AUTO PARTS $539.04 91074 02/18/2026 Open Accounts Payable OFFICE DEPOT ACCT#36233169 $1,358.53 91075 02/18/2026 Open Accounts Payable Psomas $91,615.76 91076 02/18/2026 Open Accounts Payable RENTAL GUYS - CHICO $547.10 91077 02/18/2026 Open Accounts Payable Shelby's Pest Control, Inc. $80.00 91078 02/18/2026 Open Accounts Payable Spherion Staffing $6,584.16 91079 02/18/2026 Open Accounts Payable STATE DISBURSEMENT UNIT $783.68 91080 02/18/2026 Open Accounts Payable Stratti $4,273.00 91081 02/18/2026 Open Accounts Payable T and S DVBE Inc. $27,892.82 91082 02/18/2026 Open Accounts Payable Tahoe Pure Water Co. $195.30 91083 02/18/2026 Open Accounts Payable The Ferguson Group $5,000.00 91084 02/18/2026 Open Accounts Payable The Pape' Group INC $73.64 91085 02/18/2026 Open Accounts Payable THOMAS ACE HARDWARE - ENG.
DEPT.
$70.80
91086 02/18/2026 Open Accounts Payable THOMAS ACE HARDWARE - FIRE DEPT.
$150.86
91087 02/18/2026 Open Accounts Payable THOMAS ACE HARDWARE -
MOTORPOOL
$43.86
91088 02/18/2026 Open Accounts Payable THRIFTY ROOTER $263.70 91089 02/18/2026 Open Accounts Payable Top Notch Commercial Cleaning Inc. $6,200.00 91090 02/18/2026 Open Accounts Payable Tri Flame Propane $189.66 91091 02/18/2026 Open Accounts Payable UNICO Engineering, Inc. $55,881.74 91092 02/18/2026 Open Accounts Payable Urban Design Associates. LTD $1,168.00 91093 02/18/2026 Open Accounts Payable Irish, Tanya $71.39 91094 02/18/2026 Open Accounts Payable McDowell, Sarah Jo $125.00 91095 02/18/2026 Open Accounts Payable Petersen Bell , Susan $298.67 91096 02/18/2026 Open Accounts Payable Price, Timothy $1,969.50 91097 02/18/2026 Reconciled 02/23/2026 Accounts Payable Vorhees, Kirk $2,790.42 $2,790.42 $0.00 91098 02/24/2026 Open Accounts Payable Instrument Technology Corporation $10,234.18 91099 02/18/2026 Open Accounts Payable Computershare $4,000.00 Type Check Totals: 168 Transactions $3,619,854.05 $1,087,338.99 $0.00 EFT
416 02/02/2026 Open Accounts Payable CALPERS - RETIREMENT $67,654.92 417 02/02/2026 Open Accounts Payable EMPLOYMENT DEVELOPMENT
DEPARTMENT
$14,976.16
418 02/02/2026 Open Accounts Payable ING LIFE INS & ANNUITY COMPANY $6,768.59 user: Aimee Beleu Pages: 4 of 6 Monday, March 2, 2026
Payment Register
TOWN OF PARADISE
From Payment Date: 2/1/2026 - To Payment Date: 2/28/2026 31 Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
419 02/02/2026 Open Accounts Payable INTERNAL REVENUE SERVICE $48,990.46 420 02/04/2026 Open Accounts Payable Amazon Capital Services $1,833.10 421 02/04/2026 Open Accounts Payable COMCAST CABLE $17.17 422 02/04/2026 Open Accounts Payable COMCAST CABLE $184.30 423 02/04/2026 Open Accounts Payable PACIFIC GAS & ELECTRIC $2,225.35 424 02/04/2026 Open Accounts Payable T MOBILE USA, INC. $2,094.31 425 02/04/2026 Open Accounts Payable Tri Counties Bank $1,046.27 426 02/10/2026 Open Accounts Payable CALPERS $184,737.75 427 02/13/2026 Open Accounts Payable CALPERS - RETIREMENT $70,011.08 428 02/13/2026 Open Accounts Payable EMPLOYMENT DEVELOPMENT
DEPARTMENT
$15,794.54
429 02/13/2026 Open Accounts Payable ING LIFE INS & ANNUITY COMPANY $8,370.97 430 02/13/2026 Open Accounts Payable INTERNAL REVENUE SERVICE $50,583.84 431 02/18/2026 Open Accounts Payable Amazon Capital Services $1,366.34 432 02/18/2026 Open Accounts Payable COMCAST CABLE $219.25 433 02/18/2026 Open Accounts Payable COMCAST CABLE $434.25 434 02/18/2026 Open Accounts Payable COMCAST CABLE $429.25 435 02/18/2026 Open Accounts Payable COMCAST CABLE $444.25 436 02/18/2026 Voided Printer Error 02/25/2026 Accounts Payable Computershare $4,000.00 437 02/18/2026 Open Accounts Payable PACIFIC GAS & ELECTRIC $16,939.88 438 02/18/2026 Open Accounts Payable Tri Counties Bank $42,829.50 439 02/18/2026 Open Accounts Payable VERIZON WIRELESS $282.41 440 02/18/2026 Open Accounts Payable VERIZON WIRELESS $1,673.42 Type EFT Totals: 25 Transactions $543,907.36
AP TCB - General Checking Totals
Checks Status Count Transaction Amount Reconciled Amount Open 89 $2,532,515.06 $0.00
Reconciled 79 $1,087,338.99 $1,087,338.99
Voided 0 $0.00 $0.00
Stopped 0 $0.00 $0.00
Total 168 $3,619,854.05 $1,087,338.99
user: Aimee Beleu Pages: 5 of 6 Monday, March 2, 2026
Payment Register
TOWN OF PARADISE
From Payment Date: 2/1/2026 - To Payment Date: 2/28/2026 32 Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
EFTs Status Count Transaction Amount Reconciled Amount
Open 24 $539,907.36 $0.00
Reconciled 0 $0.00 $0.00
Voided 1 $4,000.00 $0.00
Total 25 $543,907.36 $0.00
All Status Count Transaction Amount Reconciled Amount
Open 113 $3,072,422.42 $0.00
Reconciled 79 $1,087,338.99 $1,087,338.99
Voided 1 $4,000.00 $0.00
Stopped 0 $0.00 $0.00
Total 193 $4,163,761.41 $1,087,338.99
Grand Totals:
Checks Status Count Transaction Amount Reconciled Amount Open 89 $2,532,515.06 $0.00
Reconciled 79 $1,087,338.99 $1,087,338.99
Voided 0 $0.00 $0.00
Stopped 0 $0.00 $0.00
Total 168 $3,619,854.05 $1,087,338.99
EFTs Status Count Transaction Amount Reconciled Amount
Open 24 $539,907.36 $0.00
Reconciled 0 $0.00 $0.00
Voided 1 $4,000.00 $0.00
Total 25 $543,907.36 $0.00
All Status Count Transaction Amount Reconciled Amount
Open 113 $3,072,422.42 $0.00
Reconciled 79 $1,087,338.99 $1,087,338.99
Voided 1 $4,000.00 $0.00
Stopped 0 $0.00 $0.00
Total 193 $4,163,761.41 $1,087,338.99
user: Aimee Beleu Pages: 6 of 6 Monday, March 2, 2026
Payment Register
TOWN OF PARADISE
From Payment Date: 2/1/2026 - To Payment Date: 2/28/2026 33 Town of Paradise
Council Agenda Summary
Date: March 10, 2026
Agenda Item: 2(c)
ORIGINATED BY: Susan Hartman, Community Development Director – Planning & Wastewater
REVIEWED BY: Mike O’Brien, Interim Town Manager
SUBJECT: Acceptance of the 2025 Annual Report of the Paradise Planning Commission to the Town Council Regarding the
Implementation Status of the 1994 Paradise General Plan & Housing Element
LONG TERM
RECOVERY PLAN:
N/A
COUNCIL ACTION REQUESTED:
1. Acknowledge receipt of and file the Planning Commission’s annual report concerning implementation status of the 1994 Paradise General Plan and Housing Element for the 2025 calendar year.
Background:
General Plan Status
California Government Code Section 65400 requires a local planning agency (Paradise Planning Commission and staff) to annually review and provide a report to the local legislative body (i.e. the Town Council) concerning progress achieved toward the implementation of its General Plan.
The wording of the Government Code Section is as follows:
Provide an annual report to the Town Council on the status of the "General Plan" and progress in its implementation, including the progress in meeting its share of regional housing needs determined pursuant to section 65584 and local efforts to remove governmental constraints to the maintenance, improvement and development of housing...
On behalf of the Paradise Planning Commission, town staff is pleased to officially submit to the Town Council its annual "Calendar Year 2025 1994 Paradise General Plan Implementation Status Report" dated March 2026 (NOTE: Refer to attached copy of the report). The content of this report reflects General Plan implementation progress made during the 2025 calendar year. The report is a culmination of a work effort of the staff and Planning Commissioners.
Similar to the contents of prior annual reports, the attached annual report is submitted in a format that is directly linked with the 1994 Paradise General Plan Volume I - Policy Document. The report specifically lists individual General Plan policies and implementation measures, their respective text page number where located within the General Plan Volume I - Policy Document, and their respective implementation status.
In order for the attached report to be meaningful, each Town Council member may wish to refer to their individual copies of the 1994 Paradise General Plan Volume I - Policy Document and the 34 2022-2030 Housing & Safety Elements to read the actual text of each General Plan policy or implementation measure corresponding to the comments within the report. Alternatively, you can access the documents via the Town’s website (www.townofparadise.com/planning).
During the 2025 calendar year and over the last several years, the Town of Paradise achieved additional progress toward implementation of the 1994 Paradise General Plan. The 2025 status update includes 104 new Safety Element goals and implementation measures for the Town to work towards achieving through the year 2030. As you read the attached annual report in regard to the implementation status of our Paradise General Plan you should note that updated comments regarding the past year's progress toward implementation of individual policy statements and implementation measures are shaded and bolded thus.
Housing Element Status
Government Code Section 65400 requires each local jurisdiction to prepare an annual report on the status and progress in implementing its General Plan Housing Element using forms and definitions adopted by the California State Department of Housing and Community Development (HCD). The annual progress report should be submitted to HCD and the Governor’s Office of Land Use and Climate Innovation (LCI) each year for the prior calendar year.
Section 65400 further states that the annual Housing Element progress report “shall be at an annual public meeting before the legislative body where members of the public shall be allowed to provide oral testimony and written comments.” In order to provide an opportunity for members of the public to provide this input, the Planning Commission publicly reviewed and forwarded the report to the Town Council during their regularly scheduled meeting on February 17, 2026. Town Council acceptance of the report will facilitate its submittal to HCD and LCI as required.
The attached annual Housing Element progress report reveals that, of a total of five hundred eleven (511) new dwelling units, the majority of permits issued in 2025 were for moderate income dwelling units. Remaining Regional Housing Needs Allocations (RHNA) for the 2022-2030 planning period are 4,330 Above Moderate, 519 Moderate, and 294 Very Low-income levels. The Town has already met its “Low” incoming housing allocation for the 2022-2030 period.
Since the adoption of the Housing Element on June 14, 2022 (Resolution 2022-39), staff continues to pursue opportunities to further the implementation of housing program objectives in addition to those programs where implementation involves ongoing directives to promote affordable housing through various means. The report contains a detailed enumeration of each newly adopted program and its implementation status as of December 31, 2025.
Financial Impact:
Acceptance of this annual Paradise General Plan and Housing Element progress report and its submittal to LCI and HCD will have no financial impact upon the Town of Paradise. 35 CALENDAR YEAR 2025
1994 PARADISE GENERAL PLAN
IMPLEMENTATION STATUS REPORT
Presented to the
Paradise Town Council
March 10, 2026
REPORT OF THE PLANNING COMMISSION
36 2
1994 PARADISE GENERAL PLAN
IMPLEMENTATION STATUS REPORT
FOR CALENDAR YEAR 2025
LAND USE ELEMENT:
GROWTH AND LAND USE DEVELOPMENT:
Policy/
Implem. Text
Measure Page Policy Brief Implementation Status
LUP-1 (6-3) Recognize site limitations Implemented and ongoing.
LUP-2 (6-3) Factor in constraints analysis Implemented and ongoing.
LUP-3 (6-3) Minimize grading Implementation ongoing as opportunity so afforded.
LUP-4 (6-3) Specific Plan for south of town Not yet implemented. Private work effort was initiated in 2006 for a portion of the secondary planning area south of town limits; and has been idle due to funding and staffing shortages. Butte County General Plan 2030 was adopted October 2010 and includes directive to develop a specific plan for a portion of this area, for which the Town will provide input.
LUP-5 (6-3) Open Space/Ag designation Implemented.
LUP-6 (6-3) Annexations south of town Not implemented due to lack of necessity.
LUP-7 (6-3) 35’ maximum building height Implemented and ongoing.
LUP-8 (6-3) Evaluate cumulative impacts Required by law; implemented and ongoing.
LUP-9 (6-3) Public notice requirements Implemented and ongoing.
LUP-10 (6-3) Encourage planned developments Ongoing directive; implemented as opportunities arise.
LUP-11 (6-3) Design projects to avoid constraints Implemented and ongoing.
LUI-1 (6-4) Track residential growth rate Implemented and ongoing.
LUI-2 (6-4) Prepare Specific Plan Not implemented. See LUP-4. 37 3
LUI-3 (6-4) Amend PMC for grading Implemented via Town adoption of the 2010 and 2016 California Green Building Standards Code and updated through the 2025 code adoption.
LUI-4 (6-4) Amend zoning for GP consistency Fully implemented (1997).
PUBLIC SERVICES AND INFRASTRUCTURE:
LUP-12; 13; 14 (6-4) Growth not to exceed availability
of public services Implemented via planning process reforms; an ongoing directive.
LUP-15 (6-5) Improve public service capacity Implemented and an ongoing directive.
LUP-16 (6-5) No discretionary residential permit
unless adequate public services Implemented and ongoing.
LUP-17 (6-5) Encourage service districts to
expand or enhance capacity Partially implemented and ongoing as opportunities arise.
LUP-18 (6-5) TOP and PID meet bi-annually The Town/PID Liaison Committee met three (3) times in 2025.
LUP-19 (6-5) Densities based on constraints Implemented and ongoing.
LUP-20 (6-5) Police and Fire service levels Implemented and ongoing.
LUP-21 (6-5) Assessment districts Partially implemented and ongoing as needed.
LUP-22 (6-5) Fees for service delivery costs Partially implemented via the Town’s development impact fee program.
LUP-23 (6-5) Feasibility of annexation Implemented and an ongoing directive.
LUP-24 (6-5) Feasibility of merging with PID Feasibility studies are tabled by the Town pending adequate funding and other post Camp Fire factors.
LUP-25 (6-5) Designate general locations for
public and open space uses Fully implemented.
LUP-26 (6-6) Findings for public service and
infrastructure capacity Implemented and ongoing.
LUI-5 (6-6) Capital improvements program In 2025, the Town made a 3rd amendment to its +/-$229M CDBG-DR Action Plan to reallocate funding to conform with Council direction. The Town developed & adopted a $121M 5-year capital improvements program in 2020.
LUI-6 (6-6) Assure adequate water delivery Partially implemented and ongoing.
LUI-7 (6-6) Implement Master Storm Drain An updated Storm Drainage Master Plan was adopted by the Town in 38 4
Study & Facilities Plan 2022.
LUI-8 (6-6) Public safety impact fees Implemented and ongoing.
LUI-9 (6-6) Public safety service fees Implemented and ongoing.
LUI-10 (6-6) Development impact fees Partially fund implemented and ongoing.
LUI-11 (6-6) Investigate forms of assessment
districts Partially implemented and ongoing.
LUI-12 (6-6) LAFCO to study any potential
merging with special districts Not implemented; lack of necessity prior to 2018 Camp Fire.
LUI-13 (6-6) Monitor population trends for
effects on public services Implemented and ongoing.
LAND USE DISTRIBUTION AND LOCATION
LUP-27; LUP-28 (6-7) Create Central Commercial Area Implemented via Town Council adoption of Town Resolution No. 01-37 in November, of 2001.
LUP-29 (6-7) Central Commercial area to focus
on visitors Implemented and ongoing.
LUP-30 (6-7) CIPs for revitalization areas Ongoing Directive. In 2023, work was completed on the Almond Street and Gap Closure projects which installed walkable pathways, lighting, landscaping, and road repairs in the Downtown.
LUP-31 (6-7) Retail sales and infill on Skyway Implemented and ongoing as opportunities arise.
LUP-32 (6-7) Discourage strip development on
Clark Rd Ongoing directive.
LUP-33 (6-8) Encourage existing strip fill in Ongoing directive.
LUP-34 (6-8) Larger retail to locate in centers
with adequate facilities Ongoing directive.
LUP-35 (6-8) Professional office development Ongoing directive.
LUP-36 (6-8) Expand industrial park Town efforts to acquire/develop additional business or industrial park property continue as opportunities arise.
LUP-37; 38 (6-8) Lt Industrial/Business Park areas Implemented. 39 5
LUP-39 (6-8) Preserve residential neighborhoods Ongoing directive and implemented.
LUP-40 (6-8) Community facilities compatibility Ongoing directive.
LUP-41 (6-8) Airport compatibility uses Ongoing directive.
LUP-42 (6-8) Locations for cemeteries Implemented.
LUP-43 (6-8) Timber production areas Implemented.
LUP-44 (6-8) Locations for gateway areas Implemented.
LUI-14 (6-8) Provisions for mixed land uses Implemented.
LUI-15 (6-8) Zoning consistent with GP Implemented.
LUI-16 (6-8) Provide for visitor services Implemented.
LUI-17 (6-8) Adopt Capital Improvements Plan Implemented. See comment for LUI-5.
LUI-18 (6-8) Develop. guidelines for large retail Largely implemented via adoption of town-wide design standards in March, of 2010. Updated commercial design standards in the Downtown and Community Commercial corridors were adopted in 2022.
LAND USE DENSITIES
LUP-45 (6-9) Higher density compatibility Ongoing directive.
LUP-46 (6-9) Higher density locations Partially implemented and ongoing. In 2024, worked with a grant-funded consultant to prepare a draft sewer service overlay zoning district to double the residential density for properties that are connected to the sewer.
LUP-47 (6-9) ½ acre minimum residential lot size Ongoing implementation.
LUP-48 (6-9) High density residential locations Partially implemented and ongoing. See LUP-46 update.
LUP-49 (6-9) Higher density requirements Ongoing directive, implemented as opportunities are afforded.
LUP-50 (6-9) Low density Multi-Family locations Ongoing directive and partially implemented.
LUI-19 (6-9) Zoning consistent with GP Implemented and ongoing directive.
LUI-20 (6-9) Make findings consistent with GP Implemented and ongoing.
LUI-21 (6-9) Safety standards for high density Implemented.
LUI-22 (6-9) Identify difficult to develop areas Implemented and ongoing. 40 6
ECONOMIC DEVELOPMENT/REDEVELOPMENT
LUP-51 (6-10) Attract needed industries Partially implemented. Two post-fire non-residential market studies were completed in early 2022 and then again in 2024. Zoning regulations in the Downtown corridor were amended in 2025 to make land uses easier to establish following public outreach about desired business types.
LUP-52 (6-10) Promote reuse of empty buildings Ongoing directive. Dissolution of RDA eliminated a primary funding source for the façade renovation program, which targeted reuse of existing buildings. In 2023 staff worked with commercial developers for the reuse of empty suites in the Holiday Shopping Center.
LUP-53, 54 (6-11) Town theme for Central Comm. Implemented. Town-wide Design Standards are adopted. Various PMC sign regulation changes adopted in 2010 have assisted as well. Refer to LUI-18.
LUP-55 (6-11) 35’ max commercial height Implemented and ongoing.
LUP-56 (6-11) Screen commercial parking areas Ongoing directive; implemented.
LUP-57 (6-11) Artisan and tourist center Chamber of Commerce and the Paradise Art Association continue to sponsor cultural events.
LUP-58 (6-11) Create scenic gateway areas Ongoing directive; partially implemented.
LUP-59 (6-11) Support retention of open space Ongoing directive.
LUP-60 (6-11) Common theme for gateway areas Implemented via PMC zoning code text amendments and adoption of design standards in 2010.
LUP-61 (6-11) Eliminate unsightly materials near
entrances to town Ongoing directive.
LUP-62; 63 (6-11) Promote town as tourist destination Ongoing and partially implemented.
LUP-64 (6-11) Bed and breakfast locations This directive is implemented via Town’s zoning regulations.
LUP-65 (6-11) Develop destination resort Ongoing directive, but not implemented.
LUP-66 (6-11) Update Downtown Revitalization
Plan as needed Adopted plan implementation is promoted via 2010 adoption of Design Standards. Town Council initiated the process of an updated Downtown Master Plan in 2024 which included identifying a walkable 41 7
downtown core and recommending amendments to existing land uses to support that initiative.
LUP-67 (6-12) Sites for business park Partially implemented. See LUP-51.
LUI-23 (6-12) Calif. “Main Street” program Functionally Implemented. “Main Street” concepts/components were incorporated within the adopted Downtown Revitalization Plan and the 2010 Design Standards.
LUI-24 (6-12) Promote farmers market Ongoing implementation. The zoning ordinance was amended in 2025 to allow farmers markets year-round and downtown.
LUI-25 (6-12) Staffing business development
Programs and activities Ongoing implementation.
LUI-26 (6-12) Design guidelines for commercial Implemented. Refer to LUI-18.
LUI-27 (6-12) Enforce comm. zoning ordinance Implemented.
LUI-28 (6-12) Design review board Not ongoing or needed since 2010 due to adoption of Town’s Design Standards.
LUI-29 (6-12) Apply design guidelines to existing
businesses Implemented.
LUI-30 (6-12) Land use controls in gateways Implemented via adoption of scenic highway corridor zoning regulations and 2010 adoption of Design Standards specific to gateway areas.
LUI-31 (6-12) Funding for gateway areas Partially implemented as opportunities arise.
LUI-32 (6-12) Upgrade entrance signs A post-Camp Fire volunteer group, “The Sign Committee”, conducted an online vote for new entrance signs to Town and is working on funding to replace them. The entrance sign on Skyway completed construction in 2022.
LUI-33 (6-12) Review sign regulations Ongoing directive and implemented.
LUI-34 (6-12) Promote completion of auditorium Implemented.
LUI-35 (6-12) Facilitate weekend tourist events Implementation ongoing. In 2023, the Recovery & Economic Development Dept coordinated and supported monthly TOP-POP weekend events highlighting local businesses.
LUI-36 (6-12) Parking facilities study Ongoing directive as part of the Downtown Revitalization Master Plan.
LUI-37 (6-12) Improve code enforcement program Implemented and ongoing as funds permit. Additional code enforcement staff was brought on in 2021.
42 8
LUI-38 (6-12) Outdoor display ordinance Implemented via adoption of ord. No. 550 in 2014 (see LUI-37 also).
LUI-39 (6-13) Relocate nonconforming uses Ongoing directive.
INTERGOVERNMENTAL COORDINATION
LUP-68 (6-13) Use BCAG for land use decisions Ongoing and partially implemented as opportunities are afforded.
LUP-69 (6-13) Regional decision making Ongoing and partially implemented as opportunities are afforded.
LUP-70 (6-13) Butte County urban reserve policy Ongoing and partially implemented as opportunities are afforded.
LUP-71 (6-13) Protection of Paradise watershed Ongoing and partially implemented as opportunities are afforded.
LUI-40; 41; 42 (6-13) Coordination with Butte County Ongoing and partially implemented as opportunities are afforded.
LAND USE CONTROLS
LUP-72 (6-14) Relocation of nonconforming uses Ongoing directive.
LUP-73 (6-14) Discourage expansion of legal
nonconforming uses During post Camp Fire in 2019 the Town adopted specific and short- term natural disaster regulations within Section 17.39.300 [Restoration of damaged nonconforming use] of the Paradise Municipal Code.
LUP-74 (6-14) Improve code enforce program Implemented and ongoing. The Butte County Abandoned Vehicle Abatement Authority was renewed on the 2024 ballot of which the Town is a member jurisdiction.
LUP-75 (6-14) Comm. handicap accessibility Ongoing and implemented.
LUP-76 (6-14) Revise local CEQA guidelines Implemented.
LUI-43; 44 (6-14) Zone parcels consistent with GP Implemented.
LUI-45 (6-14) Consistently enforce regulations Implemented and ongoing.
TERTIARY PLANNING AREA
43 9
LUP-77; 78; 79 (6-15) Projects in tertiary area should not be approved if adverse impacts on
Town of Paradise Ongoing directive.
LUP-80; 81 (6-15) Projects in tertiary area should
have open space Ongoing directive.
LUP-82 (6-15) Projects in tertiary area should
Acknowledge high fire hazards Ongoing directive.
LUI-46; 47 (6-15) Coordinate with county Implemented and ongoing. Town staff provided input in 2024 for the PID agencies/districts master services review through LAFCo.
LUI-48 (6-15) Joint powers agreements Partially implemented.
LUI-49 (6-15) Expand Sphere of Influence Partially implemented.
CIRCULATION ELEMENT:
CP-1 (6-18) LOS “D” or better for roadways Ongoing directive.
CP-2 (6-18) Circulation problems eliminated In March 2022 a new Paradise Transportation Master Plan was adopted which identifies needed roadway improvements/connections. In late 2022, the Town prioritized identified road projects for its +/-$229M CDBGDR Infrastructure allocation to be carried out between 2023-2028.
CP-3 (6-18) Impacts of street extensions Ongoing directive and implemented.
CP-4 (6-19) Mitigate circulation impacts Ongoing and implemented on case-by-case basis.
CP-5 (6-19) Upper Ridge roadway impact fees Partially implemented and ongoing. Butte County collects development impact fees for upper ridge development, a portion of which is earmarked for Skyway and Clark Roads in Paradise.
CP-6 (6-19) Additional street connections Ongoing directive. Refer to CP-2.
CP-7 (6-19) New traffic signal synchronization Partially implemented. Synchronized traffic signals from Elliott Road to Neal Road along Skyway were completed in 2014. Grant secured in 2015 funded signalization of the Black Olive Drive/Skyway intersection, further improving signal synchronization along Skyway.
CP-8 (6-19) Regulate truck routes Implemented and ongoing.
CP-9 (6-19) Establish park-and-ride facilities Ongoing, partially implemented as opportunities afforded. 44 10
CP-10 (6-19) Sidewalk and pathway program Ongoing directive. Pearson Road improvements/signalization at Recreation Drive were completed in 2013. Infill sidewalks, curbs and gutters along Pearson Road between Academy Dr. and Skyway was constructed in 2017. Grant funding has been secured for environmental review and design for new sidewalks along Birch, Elliott, Foster and Black Olive Drive. Grant funding was secured for construction of new sidewalks along Pearson Road between Academy and Black Olive Drives. The Almond Street and Gap Closure projects installed walkable pathways, lighting, landscaping, and road repairs in the Downtown.
CP-11 (6-19) Bicycle and hiking trails Ongoing directive; partially implemented. The Downtown Paradise Safety Project installed bicycle lanes along Skyway between Elliot and Pearson Roads in 2014. Bicycle lanes along Pearson Rd. between Pentz and Clark Roads and along Maxwell Dr. were largely completed in 2015. Shoulder widening and the addition of bicycle lanes on Pearson Road from Clark Road to Pentz Road was completed in 2016. Construction/installation of flashing beacons at trailway crossing of major streets completed in 2018.
Class 1 multi-use paths are included in multiple road improvement projects allocated for the CDBG-DR infrastructure funding in 2022 to be completed between 2024-2026.
CP-12 (6-19) Butte County road standards Implemented. Butte County and the Town have adopted compatible road standards for the Town’s Sphere of Influence.
CP-13 (6-19) Trip reduction plan programs Partially implemented and ongoing. In 2022, the Town adopted local-level VMT policies from the 2020 Regional Transportation Plan (RTP) and Sustainable Communities Strategy (SCS) from BCAG for reducing vehicle miles traveled at a project level.
CP-14 (6-19) Senior and handicapped transit Ongoing directive; partially implemented via B-Line Paratransit service.
CP-15 (6-19) Expand public transit services Consolidation of County-wide transit services has helped promote implementation.
CP-16 (6-19) Improve commercial parking Ongoing directive implemented as opportunities arise. Construction of an additional public parking facility in the Central Commercial area was completed in 2011.
45 11
CP-17 (6-19) Improving traffic flows Ongoing and partially implemented.
CP-18 (6-20) Roadway extension workshops Ongoing and partially implemented.
CP-19 (6-20) Increase transit opportunities Partially implemented via paratransit services.
CP-20 (6-20) Town Engineer to review
circulation studies for revision BCAG development of a Regional Transportation Plan initiated in 2014/2015 has assisted. The 2022 Transportation Master Plan reviewed the Town’s daily traffic needs.
CI-1 (6-20) Access standards along arterials. Ongoing directive.
CI-2 (6-20) Road connection feasibility study Completed in the March 2022 Transportation Master Plan.
CI-3 (6-20) Establish development impact fees Implemented and ongoing.
CI-4; 5 (6-20) Regional traffic maintenance Ongoing and partially implemented.
CI-6 (6-20) Locations for pathways Ongoing and partially implemented. Additional opportunities identified in the Action Transportation Plan section of the 2022 Transportation Master Plan and are partially funded through the CDBG-DR infrastructure allocation.
CI-7 (6-20) Pedestrian pathways for private Partially/potentially implemented by covenant agreements. development
CI-8 (6-20) Improve road shoulders Ongoing implementation via various public infrastructure projects.
CI-9 (6-20) Transportation facilities Ongoing directive. In 2025, the Paradise Transit Center, at Birch St & Black Olive Dr was completed.
CI-10 (6-21) Utilizing transportation funds Ongoing implementation as funds permit.
CI-11 (6-21) Butte County Circulation Element Refer to comment for CP-5.
HOUSING ELEMENT:
NOTE: A separate report detailing implementation of the Town of Paradise Housing Element is prepared for Planning Commission review and recommended referral to the Town Council. The format and contents of the Housing Element report is dictated by the California Department of Housing and Urban Development and is therefore generated as a stand-alone, but related document. 46 12
NOISE ELEMENT:
NP-1 (6-33) Noise level acoustical analysis Ongoing implementation as needed.
NP-2 (6-33) Transportation noise levels Ongoing implementation as needed.
N-3 (6-33) Exterior noise levels Ongoing implementation as needed.
N-4 (6-33) Noise mitigation measures Ongoing implementation as needed.
N-5 (6-33) Acoustical analysis standards Ongoing implementation as needed.
N-6; 7 (6-33) Paradise Skypark Airport levels Ongoing implementation as needed.
NP-8 (6-33) Preserve quiet residential areas Ongoing directive.
NP-9 (6-33) Control obtrusive noise Ongoing implementation via noise regulations of the Paradise Municipal Code.
NP-10 (6-34) Development near care facilities Ongoing directive.
NI-1; 2 (6-34) Monitor mitigation compliance Ongoing implementation as needed.
NI-3 (6-34) Noise insulation standards Implemented and ongoing.
NI-4; 5 (6-34) Review and update noise element Ongoing implementation as required.
NI-6 (6-34) Improve noise ordinance Implemented and ongoing.
NI-7 (6-34) Adopt Airport Land Use Plan Implemented.
2024 SAFETY ELEMENT (SEPARATE DOCUMENT):
SP-1 (39) Consider extreme heat days in Ongoing directive. development design
SP-2 (39) Evaluate home hardening methods In 2025, the 2025 California Wildland Urban Interface code was adopted.
SP-3 (39) Balance mandates with affordability Ongoing directive.
SP-4 (39) Use best available science for
hazard mapping Ongoing directive.
SP-5 (39) Encourage infill near evac routes Draft sewer service overlay zoning proposes to increase density in the Sewer Service Area which is along major evacuation routes. 47 13
SP-6 (39) Enforce SRA fire safety standards Ongoing directive.
SP-7 (39) Limit building in buffer areas The Town and PRPD are actively working to identify high priority parcels for wildfire buffers as part of the OPR ICARP grant.
SP-8 (40) Building assessment for retrofit Self-identified standing homes in need of retrofit for fire safety were cleared for participation in a FEMA grant funded home hardening program in 2024; retrofit construction began in 2025.
SP-9 (40) Develop land use standards to
protect habitat No action.
SP-10; 11 (40) Enforce Fire Code and SRA code The Town is enforcing the current 2025 CA Fire Code. The SRA fire codes have not yet been fully incorporated into the Town’s municipal code.
SP-12 (40) New fire stations w/in 5 min call Ongoing directive.
SP-13 (40) Maintain ISO rating of 3 or better Ongoing directive.
SP-14 (40) Reduce the impact of pollutants Ongoing directive.
SP-15 (40) Flood hazard building impacts New construction within Special Permit Zones are subject to the Town’s updated development standards for building in areas prone to flooding.
SP-16 (40) No toxic discharge into waterways Ongoing directive.
SP-17 (40) Minimize soil erosion on projects Ongoing implementation as needed.
SP-18; 19 (40-41) Regional hazardous waste facilities Ongoing directive.
SP-20 (41) Local review of hazard facilities Ongoing directive.
SP-21 (41) Trans routes for hazardous waste Ongoing implementation as needed. The Town already has designated truck routes.
SP-22 (41) Hazardous waste facilities consistent
with BC Public Health & state law Ongoing directive.
SI-1 (41) Reduce heat impacts Updated commercial design guidelines call for at least 50% of landscaping to provide shade over parking lots.
SI-2 (41) Review building standards against
fire resistance for add’l mitigations Ongoing directive. See SP-8 for FEMA retrofit program update.
SI-3 (42) Incentivize not building in buffers See SP-7 for an update on mapping the wildfire buffers. No action yet on incentives to not build in those areas.
SI-4 (42) Update PMC with SRA fire regs Not fully implemented at this time, though the Town has adopted the PRC 4291 standards (defensible space) into the municipal code. 48 14
SI-5 (43) Fire Protection Plans Not fully implemented at this time, though the Town is requiring emergency vehicle access, addressing, defensible space, & fire safe building construction.
SI-6 (43) Stormwater management Stormwater management for new construction is regulated by erosion and sediment control plans and grading permits through the Engineering Division.
SI-7 (43) Reopen local HHW facility In the updated solid waste franchise agreement, thresholds for reopening the local HHW facility were included.
SI-8 (43) Adequate emergency response New parcel maps, subdivisions, and large commercial/residential developments are reviewed by police and fire to determine adequate resources to support.
SP-23 (44) Seek funding for efficient HVACs Ongoing directive.
SP-24 (44) Policies harmonize w/ climate actionOngoing directive.
SP-25 (44) Community capacity inventory No action.
SP-26 (44) Enforce Storm Drain Master Plan Ongoing directive.
SP-27 (44) Infrastructure recovery projects In 2025, the Town continued to complete public road rehabilitation.
SP-28 (44) Airport safety compatibility Ongoing implementation as needed.
SP-29 (44) New public facilities on evac routes Ongoing directive.
SI-9 (44) Incentives for alt energy appliances No action.
SI-10 (44) Maintain & map community assets No action.
SI-11 (45) Improve road infrastructure The Public Works Dept continues to complete post-fire road rehab projects and CIPs which widen evacuation routes.
SI-12 (45) ALUC review within airport area Ongoing directive.
SI-13 (45) Designate public facilities along
evac routes Ongoing implementation as needed.
SP-30 (46) Climate change signage No action.
SP-31 (46) Hazard risk disclosure to renters Ongoing directive.
SP-32 (46) Wildfire risk education Ongoing directive.
SP-33 (46) EOC training for staff and public Ongoing directive. Town staff took part in an EOC training in July 2025 and tests the emergency sirens on the 15th of every month for the public to get used to how they operate.
49 15
SP-34 (46) HHW safety education Ongoing directive, no printed materials prepared yet.
SI-14 (46) Public trails climate change signage No action.
SI-15 (46) Ord. for risk disclosure to renters No action.
SI-16 (47) Disseminate info on wildfire risk Ongoing directive. The Town staff’s booths at community events to distribute educational materials about wildfire safety.
SP-35 (47) Implement the Emergency Op Plan Ongoing directive.
SP-36 (47) Prioritize needs of disadvantaged
communities during recovery Ongoing directive.
SP-37 (47) Post-disaster policies to reduce risk The Town adopted a 5’ non-combustible zone around new structures, to include landscaping, and IBHS Wildfire Prepared Home standards.
SP-38 (48) Adequate access for new bldgs Ongoing directive.
SP-39 (48) Enact Master Transportation Plan Ongoing implementation as opportunities present.
SP-40 (48) Prohibit bldg. on lots w/o access Ongoing directive.
SP-41 (48) Redundant communication system Ongoing and implemented though Smart911, warning sirens, press releases, AM 1500 radio, & social media/website posts.
SP-42 (48) Community disaster event training
2x/yr for cooperators/public Ongoing directive.
SP-43 (48) Emergency aircraft landing area No action.
SI-17 (48) Support affordable housing funding The Town secured $83M in direct CDBG-DR allocations for post-fire affordable housing and currently have over 175 units completed or in construction with another 120 units in the permitting process.
SI-18 (48) Develop After Action Report Ongoing and implemented for any incident proclaimed a state of emergency by the governor.
SI-19 (49) Disaster response infrastructure The Town’s early warning system (sirens) went fully online in 2024 and evacuation route improvements continued though CIP projects funded by CDBG-DR infrastructure grants.
SI-20 (49) Early noticing for constrained areas Ongoing directive.
SP-44 (49) Adopt an urban canopy ordinance No action.
SP-45 (49) Support acquisition of buffers See SP-7 update.
SP-46 (49) Reduce wildfire smoke hazards No action.
SP-47 (50) Fuel reduction in forested areas The Town has supported the Butte County Fire Safe Council in their 10- 50 16
year fuels management plan within Town limits, including the inclusion of Broadcast Burn Permits in the municipal code in 2025.
SP-48 (50) Enforce defensible space program The Town brought on additional fire prevention inspectors through FEMA HMGP funds which helped to bring the Town to a 95% compliance rate for 2025.
SP-49 (50) Help fund veg mgmt. for low income No action.
SI-21 (50) Identify and fund wildfire buffers See SP-7 update.
SI-22 (50) Private and public defensible space The Town continues to implement its annual roadside vegetation management program and enforce defensible space requirements.
SI-23 (51) Enforce state fire code The Town has adopted the most recent (2025) CA Fire Codes and adopted PRC 4291 in the municipal code.
SP-50 (51) Encourage low water landscape Through State grant funds, the Town provides free residential landscape plans on its website that are focused on low water use, drought-tolerant, native, and fire-resistant plant species.
SP-51 (51) Outreach about climate change No action.
SP-52 (51) Promote resiliency of structures Through FEMA HMGP funds, standing structures had the opportunity to retrofit their structures to more fire-resistant exterior building materials.
SP-53 (51) Complete full Gen Plan update Two of the seven Elements have been updated, with the remaining five to begin in 2025.
SP-54 (51) Infrastructure for extreme weather Roads, drainage culverts, and utilities are being designed and replaced to support safer evacuation routes.
SI-24 (51) Checklist for bldg. site adaptation No action.
SI-25 (51) Add resiliency to Gen Plan policies No action.
SP-55 (52) Support fire resilient forests No action.
SP-56 (52) Adopt CA fire code w/ amendments Implemented and on-going.
SP-57 (52) Coord. hazard mitigation updates The Town worked with Butte County on the update to the Local Hazard Mitigation Plan in 2024.
SP-58 (52) Oversee climate action strategies No action.
SP-59 (52) Report progress of Safety Element Implemented, and on-going, annual implementation reports are prepared by Planning staff for review by the Planning Commission and Town Council before being submitted to the State Office of Land Use and Climate 51 17
Innovation (LCI).
SP-60 (52) Support fuel reduction in forests See SP-47.
SP-61 (52) Enforce defensible space program See SP-48.
SP-62 (53) Ensure maint. of water supplies Town staff and Paradise Irrigation District staff meet once a month to discuss projects that affect water supply, fire flow, and system maintenance.
SI-26 (53) Inter-agency preparedness coord. The Town coordinates with cooperator agencies for EOC exercises, supports defensible space activities by the Butte County Fire Safe Council, and enforcing hazard abatement at a parcel level (see SP-48).
SI-27 (53) Maintain the LHMP & CWPP Ongoing directive.
SP-63 (54) Education to reduce fire risk Fire Prevention staff meet regularly with the public, at individual sites, to educate on defensible space.
SP-64 (54) Response plan for high heat days No action.
SP-65 (54) Involve all in adaptation planning Ongoing directive.
SP-66 (54) Diversify outreach methods Ongoing directive.
SP-67 (54) Recognize programs and properties
that mitigate against fire Local fire wise communities and a Wildfire Prepared Home have been publicly recognized as a means to inform the public about wildfire mitigations at a property level.
SI-28 (54) Inclusive education and engagementOngoing directive.
SI-29 (55) Plan fire prevention workshop No action.
SP-68 (55) Advocate for resiliency funding Ongoing directive.
SP-69 (55) Integrate hazard mitigation in plans Ongoing directive.
SP-70 (55) Explore funding for fire resiliency As part of the grant funded wildfire buffer project with PRPD, long-term funding mechanisms are being explored.
SP-71 (55) Engage with insurance companies The Town hosted a meeting with the State Insurance Commissioner and Mercury Insurance in November 2024 to discuss fire mitigation measures the Town has taken to promote insurability.
SP-72 (55) Encourage utility companies to
enhance lifeline programs No action.
SP-73 (56) Update Federal Advocacy Platform The 2021 Advocacy Platform was updated in 2023 and is on schedule to 52 18
be updated in 2026.
SI-30 (56) Work regionally for funding and
information-sharing The Town works regionally to prepare the LHMP & CWPP and participates in speaking on panels and roundtables to learn best practices and share fire recovery experiences.
SI-31 (56) Maintain Federal Advocacy Platform Town staff and Councilmembers traveled to Washington D.C. in 2024 to advocate for federal support of resiliency projects.
OPEN SPACE/CONSERVATION ELEMENT:
OCEP-1; 2; 3(6-49) Scenic highway corridors Implemented.
OCEP-4 (6-49) New billboard size and location
restrictions Implemented and ongoing.
OCEP-5; 6 (6-49) Protecting scenic view corridors Ongoing implementation as needed.
OCEI-1 (6-50) Development standards to maintain
Integrity of scenic highway Implemented via Town adoption of scenic highway zoning regulations.
OCEI-2 (6-50) Utility locations in gateways Implemented as needed.
OCEI-3 (6-50) New billboard regulations Implemented and ongoing.
OCEP-7 (6-51) Open space as infill tool Implemented, ongoing directive.
OCEP-8 (6-51) Trailways with new development Ongoing and partially implemented as needed; Yellowstone Kelly Heritage Trailway (formerly Paradise Memorial Trailway) extension completed in 2010 indicates progress.
OCEP-9 (6-51) Public access to Lookout Point Implemented and ongoing via Butte County.
OCEP-10 (6-51) Linear park around trailway Partially implemented/ongoing via Trailway Plan & recent improvements.
OCEP-11 (6-51) Work with PRPD for park locations Implemented and ongoing.
OCEP-12 (6-51) Work to acquire open space Ongoing directive and merits implementation due to 2018 Camp Fire circumstances. A joint grant application between TOP and PRPD was awarded by the State Office of Planning & Research (OPR) in 2024 to fund the planning of implementation of wildfire buffers along the Town 53 19
borders.
OCEI-4; (6-51) Work with PRPD to develop open
space specific plan The PRPD adopted a revised and updated 15-year District Master Plan during 2010 that will assist in implementation of this directive.
OCEI-5 (6-51) Park facilities consistent with GP Implemented and ongoing.
OCEI-6 (6-51) Expansion of Sphere of Influence Not implemented due to lack of necessity.
OCEI-7 (6-51) Open space east of Neal Rd Partially implemented as an ongoing directive.
OCEP-13 (6-52) Protect large trees Ongoing directive and implemented as opportunities afforded.
OCEP-14; 15(6-52) Maintenance of natural habitat Partially implemented and ongoing.
OCEP-16 (6-52) Protect area fisheries Partially implemented and ongoing.
OCEP-17 (6-52) Protect deer herd migration routes Ongoing directive.
OCEP-18; 19(6-53) Protect view sheds Ongoing and partially implemented.
OCEP-20;21(6-53) Protect neighboring views Ongoing and partially implemented.
OCEP-22 (6-53) Underground utilities encouraged Partially implemented and ongoing. The Town established two new underground utility districts in 2016. During 2019 PG&E agreed to and commenced undergrounding some of its electrical transmission lines along the Skyway and within the Town. During 2025, PG&E continued to install multiple miles of underground utilities.
OCEP-23 (6-53) Preserve groundwater quality Implemented and ongoing.
OCEP-24; 25(6-53) Protect town’s water resources Implemented and ongoing.
OCEP-26 (6-53) Keep natural riparian vegetation Partially implemented and ongoing via case-by-case analysis.
OCEP-27 (6-53) Land uses near sensitive lands Implemented and ongoing.
OCEP-28 (6-53) Control grading in subdivisions Implemented and ongoing.
OCEP-29 (6-53) Golf course operation encouraged Ongoing directive.
OCEP-30 (6-53) Grey water usage ordinance Implemented and ongoing. The Town adopted grey water use regulations in 2014.
OCEP-31 (6-53) Retention of agricultural lands Ongoing partial implementation.
OCEP-32;33(6-53, 54) Identify ag and timber lands Implemented.
OCEP-34; 35(6-54) Support programs to recycle Implemented/ongoing via execution of a solid waste franchise agreement with NRWS. NRWS took delivery of new collection trucks in 2025 to begin 54 20
organics collection in 2026.
OCEP-36 (6-54) Archaeologically sensitive lands Implemented and ongoing.
OCEI-8 (6-54) Develop standards for stream and
drainage way protection Implemented and ongoing.
OCEI-9 (6-54) Low density on sensitive land Implemented and ongoing.
OCEI-10 (6-54) Regulations for creek discharges Implemented and ongoing via RWQCB and the Town’s Wastewater Management District.
OCEI-11 (6-54) Seek grants for reforestation Implemented and ongoing as opportunity affords itself.
OCEI-12 (6-54) Mitigation for tree removal Largely implemented via tree ordinance regulations.
OCEI-13 (6-54) Encourage Arbor Day Ongoing directive.
OCEI-14 (6-54) Preserve natural wildlife areas Implemented and ongoing.
OCEI-15 (6-54) Undergrounding utilities Partially implemented and ongoing. See OCEP 22.
OCEI-16 (6-54) Acquire conservation easements Not implemented; lack of funding.
OCEI-17 (6-54) Establish Williamson Act program Not implemented; lack of local opportunities.
OCEI-18 (6-55) Compliance with CEQA archaeological
impacts Implemented and ongoing directive.
OCEI-19; 20(6-55) Use of qualified archaeologists Implemented and ongoing.
OCEI-21; 22; 23; 24(6-55) Implement recycling programs Implemented and ongoing. See OCEP-34; 35 and SP-18; 19 comments OCEI-25 (6-55) Eliminate leaf burning Progress toward implementation has been achieved; the post-fire reopening of the green waste yard has helped reduce the need to burn.
OCEI-26 (6-55) Support water conservation Partial implementation and ongoing. See note for LUP-6 and LUP-18.
OCEI-27 (6-55) PRPD impact mitigation program Implemented and ongoing.
OCEP-37 (6-56) Cogeneration possibilities Not implemented due to a history of limited opportunities and constraints predating the 2018 Camp Fire.
OCEP-38 (6-56) Support recycling Required by State law; implemented and ongoing.
OCEP-39 (6-56) Siting of multi-family housing Ongoing directive. In 2025, the Town Council approved the rezone of an underutilized residential property along an evacuation route for a 12-unit multi-family development.
OCEP-40 (6-56) Commercial sign design Implemented by Town-wide Design Standards adopted in 2010 and updated in 2022.
55 21
OCEP-41 (6-57) Landscape plan standards Implemented and ongoing. Landscaping was incorporated into the updated Design Standards for the Downtown and Community Commercial corridors in 2022.
OCEP-42 (6-57) Pedestrian and bicycle consideration
in new subdivisions Ongoing and partially implemented on a case-by-case basis.
OCEP-43 (6-57) Bike lanes on collector streets Implemented as opportunities arise.
OCEI-28 (6-57) Energy conservation partnership Partially implemented and ongoing.
OCEI-29 (6-57) Energy conservation ordinance Functionally implemented though adoption of CA Green Building Standards.
OCEI-30 (6-57) Energy conservation in zoning Ongoing directive.
EDUCATION AND SOCIAL SERVICES ELEMENT:
SOCIAL SERVICES ELEMENT - (Education and Schools)
ESP-1-7 (6-59) School siting requirements Ongoing directives; implemented as opportunities arise.
ESP-8 (6-60) PUSD review of rezone Ongoing directive.
ESP-9; 10 (6-60) PUSD/PRPD review for density Implemented and ongoing.
ESI-1 (6-60) PUSD to review GP amendments Implemented and ongoing.
ESI-2 (6-60) Notify PUSD of Fed or State develop.Ongoing directives implemented as opportunities arise.
ESI-3; 4 (6-61) Ongoing review of school sites Ongoing directives implemented as opportunities arise.
ESI-5 (6-61) Findings for school capacities Not implemented.
ESI-6 (6-61) PUSD impact mitigation program Not implemented; prohibited by California State law.
SOCIAL SERVICES ELEMENT - (Senior Services):
ESP-11-13 (6-62) Needs of the aging and elderly Ongoing directive.
ESP-14-16 (6-62) Help improve senior facilities/svcs Ongoing directive.
ESI-7 (6-62) Work with senior groups Partially implemented and ongoing (pre-fire) but no formally established 56 22
liaison.
ESI-8; 9 (6-62) Add Community Services land uses Implemented.
ESI-10 (6-62) Alternative means to improve svcs Partially implemented via federally funded Town housing programs.
SOCIAL SERVICES ELEMENT - (Child Day Care):
ESP-17-19 (6-63) Large family daycare requirements Implemented.
ESI-11 (6-63) Streamline large family daycares Implemented. Updated large family daycare ordinance in 2021 to comply with current state law requiring they be treated the same as small family daycares (permitted-by-right).
SOCIAL SERVICES ELEMENT - (The Arts)
ESP-20 (6-64) Encourage art and retail crafts Partially implemented and ongoing as opportunities are afforded. In 2025, the Town Council adopted zoning amendments to make art galleries permitted-by-right in the Central Commercial area of town.
ESP-21 (6-64) Dramatic theater facility siting Implemented and ongoing.
ESP-22 (6-64) Add arts program opportunities Implementation ongoing.
ESP-23 (6-64) Local arts education program Partially implemented and ongoing.
ESI-12 (6-64) Ongoing support of the arts Partially implemented, but no formally established liaison.
ESI-13 (6-64) Feasibility of art related incentives The Town’s 2025 public utility box mural project showcased the talents of local artists on town owned utility boxes that included a $300 stipend to the selected artists.
ESI-14 (6-64) Display local art within Town Hall Partially implemented and ongoing (pre-fire). See ESI-13 for public display of local art.
ESP-24 (6-65) Education on value of library Limited implementation effort.
ESP-25 (6-65) Assist in funding library programs Not implemented. Such opportunities have yet to materialize.
ESP-26 (6-65) Support offerings of local library Limited implementation effort.
SOCIAL SERVICES ELEMENT - (Library Services)
57 23
ESI-15 (6-65) TOP and library liaison Limited implementation effort.
ESI-16 (6-65) Consolidate library with TOP Not implemented. No advocacy nor demand for implementation currently exists.
SOCIAL SERVICES ELEMENT - (Activities for Teenagers):
ESP-27; 28 (6-66) Facilities available for teens Implemented and ongoing. PRPD programs/activities contribute greatly as does the newly reopened Boys & Girls Club in 2022.
ESP-29 (6-66) Solicit teen input Limited implementation as opportunities are afforded.
ESI-17; 18 (6-66) Develop avenues for teen input Implemented as the opportunity arises.
ESI-19 (6-66) Teens on citizen committees Limited opportunities for implementation. j:\cdd\planning\General Plan Misc\Status Reports\Paradise_Town_2025_GP APR 58 Jurisdiction Paradise ANNUAL ELEMENT PROGRESS REPORT Reporting Year 2025 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 6th Cycle 06/15/2022 - 06/15/2030
1 Projection
Period 3 4
RHNA Allocation
by Income Level
Projection
Period -
12/31/2021-
06/14/2022
2022 2023 2024 2025 2026 2027 2028 2029 2030
Total Units to
Date (all
years)
Total Remaining
RHNA by
Income Level
Deed Restricted - - - - - - - - - -
Non-Deed Restricted - - - - - - - - - -
Deed Restricted - - - - - - - - - -
Non-Deed Restricted 1 - 4 - - - - - - -
Deed Restricted - - - - - - - - - -
Non-Deed Restricted 2 1 3 2 76 - - - - -
Deed Restricted - - - - - - - - - -
Non-Deed Restricted 65 44 116 218 72 - - - - -
Deed Restricted - - - - - - - - - -
Non-Deed Restricted 82 127 218 153 220 - - - - -
Above Moderate 5,103 200 130 155 145 143 - - - - - 773 4,330 7,179
350 302 496 518 511 - - - - - 2,177 5,143
Income Level
Very Low
5 -
This table is auto-populated once you enter your jurisdiction name and current year data. Past year information comes from previous APRs.
Please contact HCD if your data is different than the material supplied here 2 Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
294
800 Moderate
383
374
1,319
515
89 Please note: The APR form can only display data for one planning period. To view progress for a different planning period, you may login to HCD's online APR system, or contact HCD staff at [email protected].
Acutely Low - -
*For years prior to 2025, data on deed-restricted vs. non-deed restricted Extremely Low-Income units is approximated from whether the projects reported any deed-restricted Very Low-Income Units. If you wish to edit this historical data for accuracy or have any questions about the data, you may login to HCD's online APR system, or contact HCD staff at [email protected].
Total Units
*For jurisdictions that received RHNA determinations for the current cycle prior to the passage of AB 3093 (September 19, 2024):
- You were not allocated Acutely Low-Income and Extremely Low-Income RHNA targets, therefore the allocations in Field 1 are listed as "0" - If you wish to set your own targets in these income categories for informational purposes, contact HCD staff at [email protected]. - All Acutely Low-Income and Extremely Low-Income units reported during the cycle are counted towards Very-Low Income RHNA progress 519
Total RHNA
-
- Low
*For years prior to 2025, Acutely Low-Income units are reported within the Extremely Low-Income category Please Note: Table B does not currently contain data from Table F or Table F2 for prior years. You may login to the APR system to see Table B that contains this data.
Extremely Low -
59 Jurisdiction Paradise
Reporting Year 2025 (Jan. 1 - Dec. 31)
1 2 3 4 5 6 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program
Implementation
Program
Implementation
Details
Quantified Outcomes:
Category
Quantified Outcomes:
Count Supporting Documents
HI-1Reduce Infrastructure
constraints to
development
Continue to reduce infrastructure
contraints to new development.
Annually an ongoing to
2030 6th Cycle In Progress
While a 2023-24 $182M grant
application to the State
Water Board Division of
Financial Assistance (DFA)
was not successful, in 2025
Town Council reallocated
CDBG-DR funds so that the
total committed funds to the
sewer project are now $122M
which is now enough to
aquire and build a sewer
system for a smaller, Phase I,
area that will encompass the
Downtown. Land acquisition
for the treatment plant is
currently underway.
Affordable Housing
Resources
Continue to promote affordable
housing by working with and assisting
developers who are interested in
producing affordable housing and by
providing staff support.
Housing stakeholders
group held by July 2022.
Affordable housing
brochure prepared by
December 2022.
6th Cycle In Progress
The Housing Division
convened a Housing Advisory
Committee which includes
affordable housing
developers that meets
quarterly to discuss housing
projects, housing
constraints, housing market
analysis, and potential
partnerships with Town
funding programs. Affordable
housing projects are listed on
the Town's housing webpage.
https://www.townofparadise.com/housing/pag
e/affordable-apartments
ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
Table D
Program Implementation Status pursuant to GC Section 65583 60 Affordable Housing
incentives
Provide incentives through project
processing and development
regulations to promote extremly low,
very low, and low income households.
Identify incentives and
prepare brochure by
December 2022.
6th Cycle In Progress
The Town has identified
parking reductions and
density bonuses as potential
incentives for affordable
housing projects, in additon
to the incentives applied to
rebuild permits including
waivers of development
impact fees to the Town. A
Zoning Ordinance update
contract was awarded to
PlaceWorks in August 2025
which will include updating
the Affordable Housing
incentives in the muncipal
code.
Density Bonus, SSA
Overlay, and other
opportunities for
increased density
Revise the density bonus ordinance
(Chapter 17.44) to be consistant with
Government Code Sections 65915 and
65917 and identify incentives for
affordable housing development
PMC revision by 8/22.
Affordable housing
incentives by 2/23.
Density bonus brochure
by 6/23. Identify areas for
tiny home villages by
12/23. Rezoning SSA
parcels by 01/25.
6th Cycle In Progress
Awarded HCD REAP 2.0
funds were used to secure a
consultant to draft the Sewer
Sevice Overlay Zone with
increased density. The draft
Ordinance is done and ready
for adoption pending the
kickoff of sewer
construction. One parcel
shown for rezoning in the
Housing Element was
rezoned to Multi-family in
2025.
Publicly Owned Land
Inventory
Continue to maintain an inventory of
publicly owned land in the Town and its
sphere of influence for potential
housing sites.
updated bi-annually 6th Cycle Continuous
On the Town's internal GIS
map, a layer was created by
the GIC(Chico State) to
show the publicly owned
land in Town limits.
Housing Authority
Support the Housing Authority's
continued implementation of the
conventional Public Housing Rental
Program and the Housing Choice
Voucher
ongoing 6th Cycle Continuous
21-unit senior housing
project, finaled in 2025 and
subsidized with some of the
Town's CDBG-DR MHP
funds, was leased up
through the Butte Housing
Authority.
Small lot consolidation
and development
Continue to encourage consolidation of
small multi family parcels as well as as
small, commercially designated parcels
appropriate for residential use.
Small lot owners
contacted by June 2023 6th Cycle In Progress
The Town is working on a
redevlopment plan for the
downtown that includes
many small lots and has a
consult (Urban Design
Asssociates) to help identify
areas for lot consolidation for
interested developers.
61 Promote Second Units Continue to encourage development of affordable second units.
Prepare an ADU
handbook, publicize 2nd
unit program online,
explore partnerships with
prefabricated ADU
manufacturers by 12/22.
6th Cycle In Progress
Through the Dept of
Conservation Wildfire
Resiliency & Planning Grant,
the Town secured 4 ADU
plans which have been
preapproved resulting in
lower permitting fees and
had an ADU handbook
created both digitally and
hard copy. The ADU
mastered plan program was
promoted to the public at the
Town's monthly Building
Stakeholders Meeting in
October 2023. Through an
HCD ADU audit in December
2025, the Town found
multiple new ADU laws that
need to be incorporated into
the municode and
publications and will be done
so through a consultant
(PlaceWorks) already hired
for a zoning code update.
https://www.townofparadise.com/planning/pa
ge/pre-approved-adu-plans
Address Discrimination
Continue to provide filing information
and direct residents with discrimination
complaints to the CA Dept of Fair
Employment and Housing and/orthe
US Dept of Housing and Urban
Development
ongoing 6th Cycle Continuous
No housing discrimination
complaints were received or
referred to the CA Dept of
Fair Employment and
Housing and/or HUD for
2025.
Annual Report
Provide an annual report to the Town
Council and Planning Commission that
describes 1. implementation of Housing
Element to date, 2. the amount an type
of housing activity and 3. an updated
summary of the Town's housing needs.
ongoing 6th Cycle Continuous
Housing Element & General
Plan implementation reports
were reviewed by the
Planning Commission at
their February 17, 2026
meeting and accepted by
the Town Council at their
March 10, 2026 meeting.
Housing Rehabilitation
and Improvement
Continue to provide housing
rehabilitation and repair opportunities
for extremly low income, very low
incoume, low income, elderly, disabled,
developmentally disabled and special
needs households.
Update housing
conditions survey by
12/23, Update housing
brochure no less than
annually by December of
each year.
6th Cycle Continuous
8 OOR loans from CalHome
& 40 FTHB loans from
CalHome issued in 2025.
Housing Brochure updated
for 2025 on website.
https://www.townofparadise.com/housing/pag
e/owner-occupied-housing-rehabilitation
Condominium and Mobile
Home Conversions
Revise Chapter 16.10 of the municipal
code to address both condominium
and mobile home park conversions.
Municipal Code Revisions
by June 2024 6th Cycle In Progress
Hired PlaceWorks in August
2025 to work on required
Zoning code amendments
concurrently with the 2045
General Plan update.
Enforce Housing Codes
Provide a safe and decent living
environment through enforcement of
housing codes.
Ongoing 6th Cycle
ongoing Town staff continues to
enforce current building
codes
62 Fire Resiliency Increase wildfire resiliency through identified actions.
Safety Element Adoption
by 7/23. Meetings with
insurance companies by
10/23. Meeting on wildfire
risk reduction buffers by
1/24. Community
engagement plan on a
wild filre risk reductions
by 8/24.
6th Cycle In Progress
The Safety Element was
approved by the Board of
Forestry in January 2024.
Continued to meet with the
Paradise Recreation & Parks
District and other
stakeholders to identify the
highest priority parcels for
Wildfire Risk Reduction
Buffers and held one
community engagement
meeting and one Technical
Advisory Committee meeting
in 2025. Additionally,
completed a community poll
(through FM3 Research) in
Nov 2025 on a potential
parcel tax to fund the
buffers. Town Council
established a Insurance
Advocacy Committee in Oct
2025 to engage with
insurance providers.
Transitional/ Supportive
Housing
Revise the zoning ordinance to allow
transitional housing and supportive
housing by-right in zones where
multifamily and mixed uses are
permitted.
Amend Zoning Ordinance
by June 2024 6th Cycle In Progress
Hired PlaceWorks in August
2025 to work on required
Zoning code amendments
concurrently with the 2045
General Plan update.
Housing for Persons with
Disabilities
Continue to ensure that new housing
for persons with disabilities and home
improvements intended to provide
accessibility for projects for persons
with disabilities are reasonably
accommodated.
Brochure prepard by
March 2023, after the 2022
building code adoption.
6th Cycle Not Yet Started
Special Needs Houing
Provide incentives, such as a density
bonus, expediated processign,
felaxation of development standards etc
to encourage development of housing
for persons with special needs
outreach program within a
year of adopting housing
element, Prepare brochure
by June 2023. Review
Zoning ordinance by Dec
2022
6th Cycle Not Yet Started
Residential Care facilities
The Town will amend the zoning
regulations to include provisions to
allow residential care facilities of any
size only subject to those restrictions
that apply to residential uses in the
same zne to make it easier to locate
these types of facilities.
Amend Zoning Ordinance
by June 2024 6th Cycle In Progress
Hired PlaceWorks in August
2025 to work on required
Zoning code amendments
concurrently with the 2045
General Plan update.
Energy conservation and
efficiency
Promote energy efficiency and
conservation in residential
development.
Review every 2 years and
revise codes as necessary 6th Cycle In Progress
2025 Title 24 energy codes
adopted December 2025.
Utilize ADUs to provide
affordable housing in
higher opportunity areas
Use of the Town's mastered ADU plans
would require they affirmatively market
the ADU to populations with
disappropriate housing needs.
ongoing 6th Cycle In Progress
12 ADUs ministerally entitled
and 8 ADUs started
construction in 2025
Non enforcement of
private CC&Rs
Continue to disallow the governmental
enforcement of private Covenants,
Conditions, and Restrictions given their
potential to cause areas of affluence
and exclusion.
ongoing 6th Cycle Continuous The Town continues to NOT
enforce private CC&Rs
Affimatively Market
Affordable Developments
Require affordable housing
developments be affirmatively marketed
to households with disproprotionate
housing needs.
Ongoing, Marketing plans
are submitted at time of
building inspection.
6th Cycle Continuous
Marketing materials were
submitted to the Housing
Divsion for three affordable
housing developments in
2025
63 Monitoring of Fair
Housing issues
The Town will gather and assess fair
housing issues by reporting indicators
in the annual progress reports.
Annual reporting by April
1 mid cycle evaluation in
December 2026 with
action on any necessary
adjustments by December
31, 2026
6th Cycle Continuous
No housing discrimination
complaints were received or
referred to the CA Dept of
Fair Employment and
Housing and/or HUD for
2025.
Facilitate Diverse Housing
Types in the Sewer
service area
Utilize zoning tools to facilitate the
construction of diverse housing types
and a mix of uses within the sewer
service area.
June 2024 for mixed use
incentives and January
2025 for rezoning parcels
within the sewer overlay
zone
6th Cycle In Progress
The Town is working on a
redevlopment plan for the
downtown that includes
many small lots and zoning
was modified in 2025 to
allow 2nd story residential
(above ground floor
commercial) in the
Walkdable Downtown Core.
The Ad Hoc Committee for
the Downtown
redevelopment is being
transitioned into a townwide
Economic Development
Committee in 2026 to further
pursue commercial/mixeduse building incentives.
Rezoning for parcels in the
sewer service area are on
hold until the sewer is ready
to start construction.
Utilize an Equity lens in
upcoming planning
activities
Utilize an equity lens in the upcoming
General Plan update as well as the
ongoing implementation of the LongTerm Community Recovery Plan.
Ongoing betweeen 2023 -
2025 during the general
plan update
6th Cycle Continuous
Fund Minor Home Repairs
Continue to fund minor home repairs
for income eligible households through
the owner occupied rehab program.
Conduct publicity
campaign for the program
once annually in addition
to hosting information on
Town website
6th Cycle Continuous 8 OOR loans were issued in
2025
Targeted Accessibility
Upgrades
Target Accessibility upgrades in area
with greatest need. Implement the
Transportation Master Plan to prioritize
intersection improvements where ADA
upgrades are needed.
During public road
repaving project from
August 2022 through 2025
6th Cycle In Progress
33 of 44 designated
intersections have been
completed as of Jan 2024
Enhanced Home
Hardening Programs
Through partnerships with the Paradise
Ridge and Butte County Fire Safe
Councils explore home hardening
programs that allow policy holders to
lower their insurance rates.
Meeting on Wildfire Risk
Reduction Buffers by Jan
2023. Community
engagement plan on
wildfire risk reduction
buffers by Aug 2023.
6th Cycle In Progress
The FEMA HMGP funded
Home Hardening Program
started retrofitting standing
homes in 2025 with a total of
104 households enrolled.
Butte County Fire Safe
Council assisted with the
2025 certification of 18
Firewise USA commmunities
in Town limits.
64 Town of Paradise
Council Agenda Summary
Date: March 10, 2026
Agenda Item: 2(d)
ORIGINATED BY: Aimee Beleu, Finance Director/Town Treasurer REVIEWED BY: Michael O’Brien, Town Manager
SUBJECT: Finance Department Position Control
LONG TERM
RECOVERY PLAN:
No
COUNCIL ACTION REQUESTED:
1. Consider authorizing adjustment of the Accountant Position to Senior Accountant with a correlating budget adjustment; and
2. Adopt Resolution 2026-___ “A resolution of the Town Council of the Town of Paradise, California, Amending the Salary Pay Plan to Include Two Senior Accountant for the Fiscal Year 2025/2026”; or,
3. Provide alternative direction.
Background:
The Town of Paradise processed approximately $76.8 million in expenditures in FY 2025. Of that total, only $21.1 million was attributable to the General Fund; the majority consisted of federal and state disaster recovery and special funding programs. These funding sources carry heightened requirements for procurement compliance, documentation, financial reporting, reimbursement tracking, and audit oversight.
The FY 2023–24 audit specifically identified insufficient qualified staffing as a contributing factor to internal control deficiencies and operational strain within the Finance Department.
Prior to 2023, the Finance Department operated with a Finance Director, Accounting Manager, Senior Accountant, Accountant, and Accounting Analyst, providing a more in-depth senior-level oversight framework and internal control structure than currently exists.
Due to the significant volume of federal and state special funding, the Town is now subject to approximately three audits annually, including the annual financial statement audit and additional grant and compliance audits. Each audit cycle requires extensive documentation preparation, reconciliations, procurement compliance verification, grant eligibility review, and crossdepartmental coordination.
Analysis:
The reduction in senior accounting supervision, combined with expanded disaster recovery funding, increased reporting requirements, and multiple annual audits has materially increased workload demands on upper-level staff. Under current staffing levels, the Town’s ability to consistently maintain the following critical control functions is constrained. 65 To directly address the FY 2023–24 audit finding and reinforce the Town’s internal control environment, the Department is requesting the reclassification of one Accountant FTE to one Senior Accountant FTE.
FTEs will remain the same.
Financial Impact:
Yearly cost is estimated at $4,230.
66 TOWN OF PARADISE
RESOLUTION NO. 2026-__
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF PARADISE, CALIFORNIA, AMENDING THE SALARY PAY PLAN TO INCLUDE 2 SENIOR ACCOUNTANTS FOR THE FISCAL YEAR 2025-2026
WHEREAS, the Town wishes to revise the salary pay plan; and WHEREAS, the salary pay plan will incorporate all salary paid within the Town into one salary pay plan.
NOW, THEREFORE be it resolved by the Town Council of the Town of Paradise, that the Town of Paradise salary pay plan attached to this resolution is hereby adopted.
PASSED AND ADOPTED by the Town Council of the Town of Paradise on this 10th day of March 2026, by the following vote:
AYES:
NOES:
ABSENT:
NOT VOTING:
_________________________________
Steve Crowder, Mayor
ATTEST:
____________________________
Melanie Elvis, Town Clerk
APPROVED AS TO FORM:
_______________________________
Scott Huber, Town Attorney
67 Head
Count
Auth
FTE's
Budget
FTE
Hours/
Week
A
Step
B
Step
C
Step
D
Step
E
Step
F
Step
2.00 2.00 2.00 SENIOR ACCOUNTANT
HOURLY 40 37.78 39.67 41.65 43.73 45.92 48.22
BIWEEKLY 80 3,022.40 3,173.60 3,332.00 3,498.40 3,673.60 3,857.60 MONTHLY 173 6,548.53 6,876.13 7,219.33 7,579.87 7,959.47 8,358.13 ANNUAL 2,080 78,582.40 82,513.60 86,632.00 90,958.40 95,513.60 100,297.60 Position
Title
TOWN OF PARADISE
SALARY PAY PLAN FY 2025/26
AS OF MARCH 10, 2026
68 Town of Paradise
Council Agenda Summary
Date: March 10, 2026
Agenda Item: 5(a)
ORIGINATED BY: Sarah Richter, Housing Program Coordinator REVIEWED BY: Colette Curtis, Recovery and Economic
Development Director
SUBJECT: Public Hearing for the Community Development Block Grant Program (CDBG) 2026-2027 Annual Action Plan
LONG TERM
RECOVERY PLAN:
No
COUNCIL ACTION REQUESTED:
1. Conduct a duly noticed and published public hearing to solicit comments and/or suggestions regarding the 2026-2027 Annual Action Plan draft; and,
2. Direct staff to submit the 2026-2027 Annual Action Plan to HUD, along with all public comments.
Background:
The Town of Paradise has been a U.S. Department of Housing and Development (HUD) entitlement city since 1994. HUD awards grants to entitlement community grantees to carry out a wide range of community development activities directed toward revitalizing neighborhoods, economic development, and providing improved community facilities and services.
Entitlement communities develop their own programs and funding priorities. However, grantees must give maximum feasible priority to activities which benefit low-income persons. Additionally, grantees may fund activities when the grantee certifies that the activities meet other community development needs having a particular urgency because existing conditions pose a serious and immediate threat to the health or welfare of the community where other financial resources are not available to meet such needs. CDBG funds may not be used for activities which do not meet a HUD defined National Objectives.
HUD determines the amount of each entitlement grant by a statutory dual formula which uses several objective measures of community needs, including the extent of poverty, population, housing overcrowding, age of housing and population growth lag in relationship to other metropolitan areas.
Annual Plan Overview:
The Town has not received its funding allocation for the program year but is estimating that HUD will allocate approximately $50,000 to the Town of Paradise for programs and projects that directly benefit the town’s low-income residents. When funding is received, the Annual Action Plan funding amounts will be adjusted proportionally. Funding priorities identified in the 5-year Consolidated Plan for years include:
Improve public infrastructure
69 Economic development
Increase affordable housing
Non-housing community development
Due to the Town’s very limited CDBG budget, Housing staff has recommended that 2026 grant funds be used for housing assistance. The Town of Paradise has existing programs and funding from the state HOME program for down payment assistance, owner-occupied rehabilitation, and infill new construction. Using CDBG funds in support of these programs allows grant funds to go farther and benefit more people since less is needed for program administration and long-term monitoring, and more can directly benefit the low-income household. The Draft Annual Plan will be available to the public on March 11, 2026. The plan will be available on the Town’s website (www.townofparadise.com); Town Hall, the Building Resiliency Center, the Butte County Public Library, and the Paradise Chamber of Commerce. The public comment period is from March 11th – April 10th, 2026. Written comments should be addressed to Sarah Richter, 5555 Skyway, Paradise, CA 95969.
The public is encouraged to submit their comments on the draft at today’s public hearing, or they may submit comments to the Town of Paradise Housing Dept. by phone, mail, or email, until April 10th. At the end of the public comment period, Housing staff will submit the draft to HUD for approval.
Analysis:
Paradise is the country’s smallest grantee, and finding eligible activities that can be accomplished with limited funding is very challenging. Adding as little as $1 to certain types of activities will trigger federal requirements that affect the whole project, regardless of the other funding sources, which can easily add far more in costs than the CDBG funds can contribute. As a result, some of the funding priorities identified by the community are economically infeasible, especially if CDBG is supplemental funding to a project being carried out without the use of federal funds.
Each activity, except planning and administrative activities, must meet one of the CDBG program’s three broad National Objectives:
1. Benefit low and moderate income persons,
2. Aid in the prevention or elimination of slums or blight, or
3. Meet community development needs having a particular urgency.
The types of activities that meet the national objective will encompass the following basic qualifiers:
Area benefit activities: An activity can be area-wide meaning that the benefits are available to all the residents of a particular area where at least 51 percent of the residents are low and moderate income persons. The service area must be primarily residential, and the activity must meet the identified needs of low-and-moderate income persons.
Limited clientele activities: An activity can be “limited clientele,” which means that the activity benefits a certain, limited clientele that is presumed to be at least 51 percent low income. An example of this would be programs limited to seniors or disabled residents. 70 Housing activities: An activity carried out for the purpose of providing or improving permanent residential structures, which upon completion, will be principally occupied by low-income households.
Job creation or retention activities: An activity designed to create or retain permanent jobs where at least 51% of that, computed on a full-time equivalent (FTE) basis, involves the employment of low-income persons.
Slum Blight Removal: Activities under this category must meet ALL of the following criteria: (1) The area delineated by the grantee must meet a definition of a slum, blighted, deteriorated or deteriorating area under state or local law; (2) there must be a substantial number of deteriorated buildings through the area; and (3) the activity must address one or more conditions that contributed to the deterioration of the area. Boundaries, designations, inspections and detailed rehabilitation records must be kept.
In addition to the above qualifiers, there is a list of basic eligible activities and ineligible activities that can be carried out using CDBG funds. (Government Code Section 570.201.) https://www.ecfr.gov/current/title-24/subtitle-B/chapter-V/subchapter-C/part-570/subpartC/section-570.201 Basic Eligible Activities include: Acquisition/disposition of real property; public facilities acquisition, construction and rehabilitation; public services funding; payment of costs in support of activities eligible for funding under the HOME program; housing assistance for low/mod income families; and micro-enterprise assistance.
Financial Impact:
The impact of this agenda item and subsequent actions related to the CDBG Program will result in the award of approximately $50,000 in federal funds as we estimate the Town may receive approximately the same amount of funding as last year.
Despite the challenges associated with this funding, the designation as a CDBG entitlement community allows the Town to qualify for other grant funding opportunities, which historically have been far greater than the Town’s annual allocation.
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Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The Town of Paradise, through its Community Development Block Grant (CDBG) program, strives to provide affordable and decent housing, a suitable living environment and economic opportunities especially for low- to moderate-income (LMI) households and special needs communities. The Town is designated as an entitlement community by the U.S. Department of Housing and Urban Development (HUD), enabling it to be eligible for federal CDBG funds allocated through HUD’s Community Planning Development program. These funds will help the Town address the community development objectives outlined by HUD, which include, but are not limited to: affirmatively furthering fair housing, affordable housing activities, public infrastructure & facilities improvements, and public services.
The PY 2026 Annual Action Plan (AAP) describes the eligible activities that will work towards accomplishing the goals established in the strategic plan. By addressing the identified priority needs, the Town will improve the quality of life of residents in Paradise.
Paradise is still recovering from the aftermath of the Camp Fire, on November 8, 2018, that displaced over 25,000 residents and destroyed 90% of its homes and businesses. The Town's priorities are focused on helping our residents return home, rebuild and improve our Town's infrastructure, and support our community as it repopulates.
2. Summarize the objectives and outcomes identified in the Plan This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan.
The Town of Paradise’s primary need is housing - after 7 years of rebuilding, the Town still has less than half of the housing units it did in 2018. Because homes built after the fire now greatly out number the homes that survived the fire, a lot of the naturally occurring affordable housing remains decades away from being replaced, and the entire population of Paradise has started to shift. Unlike other communities, the housing market is not driven by consumer demand, it’s driven by the actual cost of construction. The priority need to address in this program year is affordable housing, and with limited funds, the objective is to use CDBG to leverage other housing funds in order to benefit the greatest number of low-income households possible.
3. Evaluation of past performance
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This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.
The Town of Paradise, with other public, private and nonprofit community housing providers and nonhousing service agencies, continue to make significant contributions toward rebuilding housing, public facilities, and infrastructure.
The PY 2025 CAPER reports that the Town of Paradise finally received a long awaited standard agreement for state HOME Infill New Construction for first-time home buyers, which relies on leveraged CDBG funds. Program guidelines were approved, but the program had not commenced as of the end of the 2025 program year. As delays continued to contribute to the underutilization of CDBG funds, a decision was made to begin reallocating funds away from the planned activities with HOME Infill, and into other housing assistance programs.
While the Town is still committed to finding a way to make the state HOME Infill program successful, it was decided that current year CDBG funds should be used to meet the most immediate community need, and choosing activities based on the amount of time in which assistance can be accomplished was made a priority.
4. Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan.
The Town of Paradise worked closely with local and regional partners to gather feedback for the Consolidated Plan. This included community stakeholders which were specific to Paradise and as well as Butte County, the Housing Authority of Butte County and the Butte County Continuum of Care. This helped to ensure participation efforts would be maximized and the community needs were accurately identified and recorded.
The Town’s citizen participation process adheres to HUD’s requirements set within the Town’s Citizen Participation Plan. This plan ensures and encourages participation from all Town residents, especially low- and moderate-income persons and the special needs community such as the elderly and those with any disability. Citizen participation efforts for the development of the 5-Year Consolidated Plan included a public comment period and a public hearing to allow members from the public an opportunity to review and provide comments on the draft plan. The first of two public hearings was held in January. A draft of the Annual Plan was made available public review and comment in March, preceeding a second public hearing in April.
Historically, the public has shown little interest in participating in the CDBG annual planning process, so more effort was made by Town staff to educate residents on CDBG funding, and how residents can contribute to the public hearing and public comment process. 73 Annual Action Plan
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5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan.
6. Summary of comments or views not accepted and the reasons for not accepting them
7. Summary
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PR-05 Lead & Responsible Agencies – 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator PARADISE Business & Housing Services Table 1 – Responsible Agencies
Narrative (optional)
The Town of Paradise’s Business & Housing Services is the responsible entity for carrying out the administration of the housing and community development programs in Paradise. Town staff works with other Town departments, local nonprofit and for-profit organizations, and contractors to carry out the activities in the Annual Action Plan.
Consolidated Plan Public Contact Information
Town of Paradise
(530) 872-6291 x122
[email protected]
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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)
1. Introduction
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS
2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities
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Agency/Group/Organiza
tion
Agency/Group/Orga
nization Type
What section of the Plan was
addressed by Consultation?
Briefly describe how the Agency/
consulted. What are the anticipat
consultation or areas for improve
<TYPE=[pivot_table] REPORT_GUID=[F8A8A9484AE2E53E242786A11F048B3B]> Table 2 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the
goals of each plan?
Table 3 – Other local / regional / federal planning efforts Narrative (optional)
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AP-12 Participation – 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The Town held a public hearing to solicit suggestions for eligible activities and community priorities.
Citizen Participation Outreach
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of co
not accep
and reas
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The Town's allocation for 2025 was $47,069, and it's assumed that 2026 will be the same. Program funding will be adjusted porportionally when the 2026 allocation is known. There is currently $14,968 of program income and $70,000 in prior year funds available to draw, but they are committed to other activities that should see them expended before the start of the 2026 program year.
Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Annual
Allocation: $
Program
Income: $
Prior Year
Resources: $
Total:
$
CDBG public -
federal
Acquisition
Admin and Planning
Economic
Development
Housing
Public
Improvements
Public Services 47,069.00 0.00 9,515.00 56,584.00 141,207.00 Table 1 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The Town of Paradise has had housing assistance programs available continually since 2019. The funding sources for those programs include CalHome, state HOME, PLHA, RDA, and CDBG-DR. CDBG funds can fill crucial gaps in funding when other program funds are unavailable, allowing the other funds to be accessible. Public messaging is always difficult when grant funding stops and starts, and there are multiple programs that have similar sounding names and identical goals. When one housing assistance program in our area ends, people often think that the Town's programs have also ended. Having 79 Annual Action Plan
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multiple funding sources to draw from so that our programs can always be "open," prevents wasted time and money needed to re-start and re-promote available assistance. 80 Annual Action Plan
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If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan N/A
Discussion
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort Order Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding
1 Preserve
affordable
housing
2025 202
8 Affordable
Housing
Paradise Affordable
Housing
CDBG: $56,584.0
Table 2 – Goals Summary
Goal Descriptions
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1 Goal Name Preserve affordable housing
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Goal Description The overwhelming majority of
homes in Paradise are less than
10 years old due to the 2018
Camp Fire, which destroyed over
90% of the Town's housing. The
cost of housing is directly related
to the cost of construction,
unlike other communities that
are driven more by market
demand. Historically, Paradise
was an affordable area, and in
order to assist fire-affected
residents, and people new to the
area, the Town offers a downpayment assistance for first-time home buyers, owner-occupied
rehabilitation, and infill new
construction for first-time home
buyer programs
(implementation expected in
2026). The Town plans on
leveraging CDBG funding to fill
the gaps within program
funding.
20% of the annual allocation will
also be made available for
program administration, which
includes planning, reporting, and
long-term monitoring.
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Projects
AP-35 Projects – 91.220(d)
Introduction
Projects
# Project Name
Table 3 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
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AP-38 Project Summary
Project Summary Information
Project
Name
Target
Area
Goals
Supporte
d
Needs
Addresse
d
Funding Descripti
on
Target
Date
Estimate
the
number
and type
of
families
that will
benefit
from the
propose
d
activities
Location
Descripti
on
Planned
Activities
<TYPE=[pivot_table] REPORT_GUID=[54A4ED67473EDAEE248792836A1D83B0]> 87 Annual Action Plan
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Paradise does not have highly concentrated areas of low-income households or minority populations, so funds will be made available townwide.
Geographic Distribution
Target Area Percentage of Funds
Paradise 100
Table 4 - Geographic Distribution
Rationale for the priorities for allocating investments geographically NA
Discussion
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
At this point in time, less than 50% of the Town's pre-fire housing stock has been rebuilt. Disaster recovery monies for housing were primarily focused on building multifamily housing projects for displaced renters, and rehabilitating owner-occupied housing, leaving few options for low-income households who don't thrive in high density housing. The Town has run a very successful down-payment assistance for the past few years, and CDBG funds will assist by supporting the Town's housing programs funded with HOME funds.
One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 0
Special-Needs 0
Total 0
Table 6 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 0
Acquisition of Existing Units 10
Total 10
Table 7 - One Year Goals for Affordable Housing by Support Type 89 Annual Action Plan
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Discussion
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AP-60 Public Housing – 91.220(h)
Introduction
The Town of Paradise receives support from the Housing Authority of the County of Butte (HACB). The mission of HACB is to assist LMI residents of Butte County to secure and maintain high quality affordable housing. HACB administers and/or manages many different housing programs such as public housing, Housing Choice Vouchers (Section 8) and the Family Self-Sufficiency Program. These program are available in Paradise and across the county.
Actions planned during the next year to address the needs to public housing Prior to the fire, the Town did not have any public housing within Town limits. One of the reasons for this was the lack of a sewer system. Installing a sewer system is part of our Long Term Recovery Plan, and with a sewer the Town will look at the options for public housing. Due to limited funding and increased demand for Section 8 vouchers, the waitlist has remained at 1,500 households for over a year with no new admissions or vouchers issued. However, HACB has committed over 100 project-based vouchers to affordable housing development in Paradise.
HACB is accepting applications for Public Housing waiting lists for 1-bedroom units located in Chico, and 2-bedroom units in Oroville. Applications can be obtained, mailed or dropped off at 2039 Forest Ave., Chico, CA 95928 or online by looking under Public Housing at the following: http://www.buttehousing.com/applicants/applications/ Actions to encourage public housing residents to become more involved in management and participate in homeownership
Public housing residents can participate in the HACB Family Self-Sufficiency (FSS) program. The FSS program works with support agencies throughout Butte County to help families develop strengths, skills and experiences necessary to achieve economic independence. The FSS program links participants with the education, job training, counseling, and other services necessary for them to become employed and to earn self-sufficient wages so they no longer need to rely on governmental financial assistance.
Families are assisted through this program with a dedicated FSS Coordinator, which also supports them with referrals to needed resources.
Participating families are provided with an interest-bearing escrow account made up of the difference of the rent the family pays when entering the program and the increased rent that would be charged as the family’s earned income increased. The amounts families graduate the program with, are often enough to be used as a down-payment on a home. Town staff has worked to educate HACB on the Town's down payment assistance program, and is working on a coordinated plan to assist transitioning FSS participants from Section 8 assistance into permanent homeownership.
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provided or other assistance
The PHA is designated as troubles, but does not need the Town's financial assistance. Housing staff will assist the PHA with hiring a new financial director when the time is appropriate, as the current director is an interim who was brought on to assist the PHA after consecutive late audits.
Discussion
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The most recent Point-in-Time (PIT) Count survey was conducted at the Continuum of Care (CoC) level by the Butte Countywide Homeless Continuum of Care (CA-519 Chico/Paradise/Butte County CoC) in 2025. It showed 1,392 individuals living without safe, adequate housing.
Chico, the largest city in Butte County, had 1,065 surveys, followed by Oroville with 293 surveys, Gridley/Biggs with 25 surveys, and the Ridge Area (Paradise/Magalia) with 9 surveys. Homelessness has increased overall in the past two years, 8.8% in Butte County, 3% in California, and 18% nationwide.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The Town of Paradise benefits from the homeless initiatives through the CoC. The Countywide CoC is a multi-agency planning body with the common goal of ending homelessness. This goal is accomplished by assisting individuals and families experiencing homelessness to receive rapid, adaptive, quality services which lead to the long-term stability of permanent housing and self-sufficiency. Specifically, the CoC administers the Homeless Managements Information System (HMIS) and the Coordinated Entry System (CES) for homeless within the region. HMIS information is tracked to inform the CoC and its members of the homeless population details in the region and the CES helps members to identify needs and services that will assist persons and families experiencing homelessness with referrals and resources. Currently, data suggests that a majority of persons experiencing homelessness continue to be unsheltered, and in particular the chronically homeless and veterans. As such, the Town will focus on these identified homeless groups.
Addressing the emergency shelter and transitional housing needs of homeless persons The Town of Paradise relies on our neighboring communities for shelters such as the Torres Shelter in Chico for homeless individuals from Paradise. Youth 4 Change has a several shelters for homeless youth in the area including Chico and Oroville. Those who are in need of emergency shelter can contact the Butte County Sheltering Hotline. The Sheltering Hotline is for Butte County residents who have evacuated due to their home being in an evacuation zone and need sheltering or for those who have been placed in non-congregate shelter (hotel voucher stays). There are 2 options to receive sheltering assistance from the county: The County’s Sheltering Hotline is available 8am-5pm, 7 days per week. Call:
530-552-6150, and Email the County Sheltering program at [email protected] Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that 93 Annual Action Plan
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individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The Town of Paradise frequently collaborates with the Housing Authority County of Butte to create housing options. For example, the Town assisted with the rebuild of a multi-family affordable housing project in Paradise, and is working to pair down-payment assistance programs with the HACB's Family Self Sufficiency program to facilitate successful exits from housing assistance.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.
The Town of Paradise continues to work with neighboring jurisdictions and Butte County to find a solution for homelessness after the Camp Fire. For services that help the homeless transition to temporary or long-term housing, the Continuum of Care partners with many organizations and agencies that provide these services, both in Paradise and regionally. The Butte-Glenn 2-1-1 is a referral resource that connects persons experiencing to entities that can help assist them with their unique situations.
The 2-1-1 service is also connected to many of the CoC members. The Housing Authority of Butte County helps low income households with Section 8 Housing Choice Vouchers. An important nonprofit transition housing support resource in the area is the Jesus Center, which heads a collaborative of transitional housing partners. The Jesus Center recently moved into a new facility at 2255 Fair St. in Chico and the former location is currently being rebuilt as permanent housing for low-income individuals.
Discussion
As mentioned above, the Town of Paradise continues to work with neighboring jurisdictions and Butte County to find a solution for homelessness after the Camp Fire. For services that help the homeless, especially low-income individuals and families to avoid returning to homelessness, the Continuum of Care partners with many member organizations and agencies that provide various services in the area, both in Paradise and regionally. These organizations include, but are not limited to:
Catalyst Domestic Violence Services for persons affected by domestic violence. Catalyst provides a safe and confidential place for children and families, including drop-in services, counseling, legal services and more.
Elijah House Foundation: An addiction treatment that provides a variety of services including substance abuse and mental treatment, residential treatment services, alcohol and drug free housing and the Back to Work employment program.
The Jesus Center: A collaborative of transitional housing partners that work with persons experiencing 94 Annual Action Plan
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or are at-risk of homelessness.
The Housing Authority of Butte County: The PHA helps low income households with Section 8 Housing Choice Vouchers.
Disability Action Center (DAC): DAC is a private, non-profit which helps to meet specific needs of people with disabilities living in Northern California. Dedicated staff provides free support to help community members with disabilities achieve and/or maintain their optimal level of self-reliance and independence.
DAC provide support services such as information, housing assistance, and provider referrals.
Youth 4 Change: The organization has several locations throughout the area which help to prevent youth homelessness. Paradise youth may be referred to Youth 4 Change services. 95 Annual Action Plan
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
The barriers to affordable housing are continued expectation and reliance on private sector investment in housing development; limiting public resources to the lowest-income populations; reliance on past demographic data to judge current and future need that is slow to reflect sudden and extreme changes in population. Despite an influx of disaster-aid, affordable housing projects in Paradise have been slow to get off the ground due to burdensome regulation which increase the cost of development and cause unneccesary delay. Actual construction takes a fraction of the time that it takes to piece together funding from different competitive grants, tax credits, and bonds.
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
Public policies at a local level are not a barrier to affordable housing. The Town of Paradise does not levy property taxes, adopted ministerial rather than discretionary approval planning policies, and charges minimal permit, plan review, and impact fees. The Town's additions to the California Building Code requirements are for increased snow-load and Wildland Urban Interface (WUI) compliance, which add negligible cost to construction. The growth limitations for the Town are geographic in nature, and due to the lack of a sewer system. The State Water Resource Control Board governs housing density in rural areas that rely on septic systems for waste water management.
Discussion:
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AP-85 Other Actions – 91.220(k)
Introduction:
This section outlines other actions the Town will take to improve the quality of life for Paradise residents and address underserved needs in the community. CDBG funds enable the Town to address the priority needs in Paradise such as improvements to public facilities and infrastructure in LMI areas, the construction of affordable housing and homeownership opportunity for LMI households, opportunities for economic development and vital supportive services for LMI and special needs groups such as the elderly. Other actions identified in this section are additional resources the Town has to assist vulnerable residents and underserved needs in the community.
Actions planned to address obstacles to meeting underserved needs CDBG funded programs will work to expand on successful programs and the goal is to fill service gaps.
The barriers for meeting the housing needs for residents after the Camp Fire increase as time elapses and disaster-recovery funding expired. The Town is working tirelessly to assist our residents as they rebuild homes and businesses, as well as an increase in new residents who move to Paradise in part because of it's high affordability. The Town plans to continue its very successful down-payment assistance program for first-time home buyers, and continues to support the development of affordable multi-family housing developments with CDBG-DR funding.
Actions planned to foster and maintain affordable housing The Town operates a very successful down payment assistance program for first time home buyers and recently implemented an energy efficiency improvement program to help current homeowners maintain affordability.
Actions planned to reduce lead-based paint hazards
Since the Camp Fire burned 95% of the Town of Paradise, most homes with lead based paint have been destroyed. As new homes are built, they will not have lead based paint. Any home that survived that takes part in our Owner Occupied Rehabilitation Program would be required to undergo lead-based paint testing. The Town will comply with federal regulations regarding lead testing, containment, and abatement. Paradise residents have access to Butte County Public Health services including the county Childhood Lead Poisoning Prevention Program (CLPPP). To report a health emergency, the county public health department can be contacted at 530-552-4000 or [email protected]. More information about lead poison prevention can be found on the county website at:
https://www.buttecounty.net/ph/Programs/MaternalChildHealth/ChildhoodLeadPoisoningPrevention Actions planned to reduce the number of poverty-level families The activities in this plan work directly to reduce the number of poverty level families in Paradise. While CDBG funds are limited and the Town cannot possible address every poverty issue in Paradise, the Town 97 Annual Action Plan
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will utilize CDBG funds where they have the most impact.
Actions planned to develop institutional structure
The Town will continually work to develop its institutional structure by working closely with other Town departments. Ongoing communication and planning with these Town departments and programs will help strengthen the institutional structure of the CDBG program.
The Town Institutional Structure is as follows: Five member Town Council - The Town Council holds public hearings on Consolidated Plan, Annual Action Plans and CAPER reports and approves submittal to HUD. Town Council also approves funding for Public Service Agencies. The Town of Paradise, Business and Housing Services staff provides the main administrative and project management duties over the CDBG program. The BHS Staff is under the management of the Community Development Director. Staff prepares the Consolidated Plan, Annual Action Plans and CAPER for each CDBG program year. The oversight of the CDBG program is provided by the five-member Town Council whom are elected officials voted in by the citizens of Paradise. All reports and plans are reviewed by Council before they are submitted to HUD.
Actions planned to enhance coordination between public and private housing and social service agencies
The Town will focus on collaboration between government agencies, local non-profits, communityneeds organizations, and local businesses. The town will continue to work with stakeholder and other community service agencies, and organizations. The Town will continue to work with CHIP, Habitat for Humanity, the North Valley Housing Trust, and other private housing and service agencies who are developing affordable housing in Paradise.
Discussion:
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan
3. The amount of surplus funds from urban renewal settlements
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan.
5. The amount of income from float-funded activities
Total Program Income
Other CDBG Requirements
1. The amount of urgent need activities
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101
Town of Paradise
Council Agenda Summary
Date: March 10, 2026
Agenda Item: 5(b)
ORIGINATED BY: Sarah Richter, Housing Program Coordinator REVIEWED BY: Colette Curtis, Recovery and Economic
Development Director
SUBJECT: Public Hearing for a Substantial Amendment to the Community Block Grant Program (CDBG)
LONG TERM
RECOVERY PLAN:
No
COUNCIL ACTION REQUESTED:
1. Conduct a public hearing to solicit public comment on the proposed substantial amendment to the 2024 and 2025 CDBG Annual Action Plans; and,
2. Adopt the Substantial Amendment to the 2024 and 2025 CDBG Annual Action Plans and authorize submittal to the Department of Housing and Urban Development.
Background:
The Town of Paradise has been a U.S. Department of Housing and Development (HUD) entitlement city since 1994. HUD awards grants to entitlement community grantees to carry out a wide range of community development activities directed toward revitalizing neighborhoods, economic development, and providing improved community facilities and services.
Entitlement communities develop their own programs and funding priorities. However, grantees must give maximum feasible priority to activities which benefit low-income persons. Additionally, grantees may fund activities when the grantee certifies that the activities meet other community development needs having a particular urgency because existing conditions pose a serious and immediate threat to the health or welfare of the community where other financial resources are not available to meet such needs. CDBG funds may not be used for activities which do not meet a HUD defined National Objectives.
Although the Town has some discretion on how the funds are used, there are many restrictions, conditions, and objectives that must be met. Community Development Block Grant funds can be used for activities that further community and economic development; provide improved community facilities and services; and provide affordable housing opportunities to low and disadvantaged residents. Each activity except planning and administrative activities, must meet one of the CDBG program’s three broad National Objectives, but the majority of funds must be to the benefit low and moderate income households.
The 2024 Annual Action Plan proposed small business activity to assist small businesses meet Section 3 contracting requirements. However, there is a misalignment between the activity goal and the required beneficiary of the CDBG activity. In short, due to CDBG regulations, the funds would need to be spent to assist the individual workers or job seekers to identify themselves as Section 3 workers (low-income, or local and low-income), which in theory trickles up as business 102
assistance. This is impractical. Economic Development is a high priority for the Town, but there doesn’t appear to be a path for the Town to grant CDBG funds directly to the local businesses in need of assistance. There is approximately $34,835 available to reallocate from the 2024 program year.
The 2025 Annual Action Plan allocated funds to make road and drainage improvements. While this remains a high priority for funding for both the Town and the residents, CDBG is not an appropriate funding source. As mentioned in the proposal for the 2026 Annual Action Plan, adding as little as $1 to certain types of activities (especially anything construction related) will trigger federal requirements that affect the whole project, regardless of the other funding sources, which can easily add far more in costs than the CDBG funds can contribute. There is approximately $37,655 available to reallocate in the 2025 program year.
Analysis:
Entitlement communities are allocated grant funds on an annual basis to develop their own programs and funding priorities, but they must adhere to CDBG’s strict regulations. In addition to the rules governing how the funds are spent, there is a rule regarding how quickly the funds are spent. A jurisdiction must not have more than 1.5x the annual allocation unspent at the end of a program year. Paradise is the smallest entitlement community in the country, so accruing 1.5x an annual allocation of approximately $50,000 isn’t difficult. There are also limitations on how much of the grant can be used for planning and program administration.
Given these factors, it is staff’s recommendation that the Town reallocate $34,835 from 2024 and $35,165 from 2025 prior year unspent funds to Housing Assistance, a total of $70,000. The Town of Paradise has existing programs and funding from the state HOME program for down payment assistance, owner-occupied rehabilitation, and infill new construction. Using CDBG funds in support of these programs allows grant funds to go farther and benefit more people since less is needed for program administration and long-term monitoring and reporting, and more can directly benefit the low-income household.
Financial Impact:
Approval of the Substantial Amendment would reallocate $70,000 in prior year unspent CDBG funds to Housing Assistance.
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Town of Paradise
Substantial Amendment to the 2024 and 2025 Annual Action Plans Jurisdiction:
Town of Paradise
www.townofparadise.com
CDBG Contact Person:
Sarah Richter
Town of Paradise
5555 Skyway
Paradise, CA 95969
Phone: (530) 872-6291 x 122
Email: [email protected]
According to federal regulations and the Town of Paradise Citizen Participation Plan, any changes to an adopted CDBG budget that amounts to more than 25% of the annual allocation, and/or a cancellation or addition of a new project/activity, requires: (a) public notification for solicitation of comments, (b) a public hearing, and (c) Town Council approval. The amendment is then submitted to HUD for acceptance.
The following amendments to the 2024 and 2025 CDBG Annual Plans are proposed for Council Consideration: Reallocate $34,835 from the 2024 Annual Action Plan for small business assistance and $35,165 from the 2025 Annual Action Plan for road and drainage improvements for a total of $70,000 to be used for eligible Housing Assistance activities.
The Town of Paradise has existing programs and funding from the state HOME program for down payment assistance, owner-occupied rehabilitation, and infill new construction.
Using CDBG funds in support of these programs allows grant funds to go farther and benefit more people since less is needed for program administration and long-term monitoring and reporting, and more can directly benefit the low-income household. 104
Town of Paradise
Council Agenda Summary
Date: March 10, 2026
Agenda Item: 6(a)
ORIGINATED BY: Marc Mattox, Assistant Town Manager
REVIEWED BY: Michael O’Brien, Interim Town Manager
SUBJECT: Town Council Request for Committees Review
LONG TERM
RECOVERY PLAN:
No
COUNCIL ACTION REQUESTED:
1. Review each committee identified above using the standardized governance questions during the meeting, with staff facilitating the discussion for consistency and clarity.
2. Approve the recommendation to sunset the Onsite Ad Hoc Committee effective immediately.
3. Provide direction that the standardized governance questions (Questions 1–6) be required each time:
a. A new committee is established; or
b. An existing committee is reaffirmed or modified.
4. Direct that the full Committee Inventory be reviewed annually at the time Council assignments are considered each December.
Background:
At the Town Council meeting of January 13, 2026, Council directed staff to conduct a comprehensive review of the Town’s committees, including standing committees, ad hoc committees, liaison roles, and external board representations, in order to better understand their purposes, authorities, and alignment with Council’s role as the Town’s legislative body.
Under California law, the Town Council acts collectively as the Town’s legislative authority.
Government Code section 36802 provides that the city council “shall be the legislative body of the city,” and Government Code section 37100 authorizes the Council to exercise legislative powers by ordinance and resolution. Committees established by the Council function as extensions of the legislative body and serve in advisory, coordination, or oversight capacities as determined by Council action.
The Ralph M. Brown Act further defines committees created by a legislative body as legislative bodies themselves in certain circumstances. Government Code section 54952(b) includes within the definition of a legislative body:
“A commission, committee, board, or other body of a local agency, whether permanent or temporary, decision-making or advisory, created by charter, ordinance, resolution, or formal action of a legislative body.”
105
The Brown Act provides a limited exception for ad hoc committees created for a specific and limited purpose that dissolve once that purpose is completed (Gov. Code §54952(b)(1)). Over time, committees that were initially established as ad hoc may evolve in duration, scope, or meeting regularity such that their structure merits reconsideration by the full Council.
Internal committees are intended to support the Council by providing focused review, coordination, or oversight on defined topics. They are not substitutes for Council action, and final policy direction remains with the Council acting as a body in noticed public meetings.
To respond to Council’s January 13 direction, staff prepared a standardized one-page worksheet for each non-external committee to document committee profile information and evaluate structural alignment. These worksheets are attached to this agenda item.
Analysis:
Overview of Assessment Approach
In response to Council direction, staff prepared an updated Committee Inventory and completed standardized one-page worksheets for each non-external committee. The worksheets document committee administration, purpose, meeting practices, and structural alignment using a consistent format and are attached to this agenda item to support a structured, committee-by-committee discussion by the Town Council.
Each worksheet includes:
Committee Profile:
Committee type, method of establishment, purpose statement, meeting cadence, membership, staff support, and documentation responsibilities (agenda, minutes, and records).
Internal Committee Structural Fit Review (screening questions):
A standardized set of questions used to identify where additional Council direction may be needed to confirm or refine governance practices, including scope, reporting expectations, and sunset provisions.
Question 15 on each worksheet (“Should the Committee structure be reviewed by Council?”) serves as a screening tool to identify committees that would benefit from Council discussion regarding their structure and continued operation.
During the meeting, staff will briefly guide the Council through the standardized governance questions for each committee identified for review in order to facilitate consistent discussion and decision-making.
Committees Not Requiring Further Review at This Time
Based on the updated Committee Inventory and responses to Question 15 on the attached worksheets, several internal and liaison committees appear structurally aligned with their intended purpose and do not require further Council review at this time. These committees generally demonstrate:
Clear and limited scopes of work
Liaison or coordination functions rather than policy-direction roles Low staff and Council time intensity
Appropriate alignment with their designated committee type 106
These include:
Paradise Irrigation District Liaison Committee
Paradise Recreation & Park District Liaison Committee Paradise Unified School District Liaison Committee
Paradise Solid Waste Committee
Paradise Sewer Project Ad Hoc Committee
These committees will continue to be included in the annual Committee Inventory review conducted in conjunction with Council assignments each December, but no additional structural review is recommended at this time.
In addition, the Downtown Phase 3 Working Group is scheduled to sunset on Wednesday, February 4, 2026, with stakeholder participation transitioning to the Economic Development Committee. As a result, no further Council review of the Downtown Phase 3 Working Group structure is necessary.
Committees Identified for Council Direction
Based on the updated Inventory and responses to Question 15 on the attached worksheets, the following committees are identified for committee-by-committee Council discussion and direction:
Building Committee
Facilities Ad Hoc Committee
Legislative Ad Hoc Committee
Finance Committee
Economic Development Committee
Healthcare Ad Hoc Committee
Insurance Advocacy Ad Hoc Committee
In addition, based on the assessment findings, staff recommends that the Onsite Ad Hoc Committee be sunset effective immediately, as its original purpose appears complete and ongoing activity is limited. Sunsetting this committee will reduce administrative burden and clarify that related matters should return directly to the full Council or be handled through normal staff reporting channels.
Standard Governance Questions for Council Review
For each committee listed above, staff will guide Council through the following standardized governance questions:
1. Appropriate Forum and Role
Is this topic best addressed by the full Town Council through direct staff reporting, or by a committee in an advisory role that returns recommendations or options to the full Council for direction?
2. Purpose and Scope
What is the clear and limited purpose statement for this committee? What matters fall within the committee’s scope, and what matters should remain with the full Council?
3. Administration and Documentation Responsibilities
o Who serves as Chair or convenor?
107
o Who prepares agendas?
o Who prepares minutes and retains records?
o What level of formal notice and documentation is expected?
4. Meeting Cadence
o Regular schedule (monthly or quarterly), or
o As-needed, tied to defined deliverables?
5. Reporting to the Full Council
o Written updates, verbal reports, or scheduled agenda items? o What issues should trigger return to the Council for direction?
6. Duration and Sunset
o Completion of a defined task or milestone,
o A fixed end date with possible reauthorization, or
o Periodic formal Council review (e.g., annually or biennially)? Staff recommends that the Council:
1. Review each committee identified above using the standardized governance questions during the meeting, with staff facilitating the discussion for consistency and clarity;
2. Approve the recommendation to sunset the Onsite Ad Hoc Committee effective immediately;
3. Provide direction that the standardized governance questions (Questions 1–6) be required each time:
o A new committee is established, or
o An existing committee is reaffirmed or modified; and
4. Direct that the full Committee Inventory be reviewed annually at the time Council assignments are considered each December, to confirm:
o Which committees remain necessary,
o Whether their purposes and structures remain appropriate, and o Whether any committees should be modified or sunset as part of the annual appointment process.
Adopting this approach will promote consistency, transparency, and efficiency in committee formation and operation and will provide a clear framework for both current and future Council actions related to committees.
Financial Impact:
There is no direct fiscal impact associated with this agenda item. The committee assessment focuses on governance structure, roles, and alignment rather than programmatic or budgetary decisions.
Potential indirect benefits include improved efficiency of staff time, clearer expectations for Council participation, and reduced administrative burden through better alignment of committee structure with purpose. Any future Council actions resulting from this review (such as restructuring or sunset of committees) would be brought forward separately with appropriate fiscal analysis, if applicable.
108
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) N/A
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) N/A
3. Does the Committee have a fixed schedule by formal action? (Yes/No) N/A
4. Does the original need for the Committee still exist? (Yes/No) N/A
5. Does the Committee overlap with another Committee or Body? (Yes/No) N/A
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) N/A
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) N/A
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) N/A N/A
N/A
1 Representative, 1 Alternate
N/A
N/A
1x per month, BCAG Offices
1-2 hours
N/A
External - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Butte County Air Quality Management District
Steve Crowder
Ron Lassonde
None
Question
BCAQMD staff
BCAQMD staff
BCAQMD staff
The Butte County Air Quality Management District board establishes policies & approves new rules to protect people & environment from the effects of air pollution.
Internal Committee Structural Fit Review
Rotating
BCAQMD staff, jurisdiction elected officials
109
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) N/A
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) N/A
3. Does the Committee have a fixed schedule by formal action? (Yes/No) N/A
4. Does the original need for the Committee still exist? (Yes/No) N/A
5. Does the Committee overlap with another Committee or Body? (Yes/No) N/A
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) N/A
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) N/A
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) N/A External - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Butte County Association of Governments
BCAG staff, jurisdiction elected officials
N/A
N/A
1x per month, BCAG Offices
1-2 hours
N/A
N/A
N/A
1 Representative, 1 Alternate
Steve Crowder
Ron Lassonde
None
Question
Rotating
BCAG staff
BCAG staff
BCAG staff
The Butte County Association of Governments board is responsible for development of federal and state transportation plans and programs that secure transportation funding for the region's highways, transit, streets/roads, and, pedestrian and other transportation system improvements.
Internal Committee Structural Fit Review
110
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) N/A
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) N/A
3. Does the Committee have a fixed schedule by formal action? (Yes/No) N/A
4. Does the original need for the Committee still exist? (Yes/No) N/A
5. Does the Committee overlap with another Committee or Body? (Yes/No) N/A
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) N/A
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) N/A
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) N/A External - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
City Selection Committee
City Mayors
N/A
N/A
1x per year
1-2 hours
N/A
N/A
N/A
Mayor
Steve Crowder
N/A
N/A
Question
Unknown
County Clerk
County Clerk
County Clerk
Meets once a year, and are responsible for appointing representatives of the Airport Land Use Commission, and LAFCo.
Internal Committee Structural Fit Review
111
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) N/A
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) N/A
3. Does the Committee have a fixed schedule by formal action? (Yes/No) N/A
4. Does the original need for the Committee still exist? (Yes/No) N/A
5. Does the Committee overlap with another Committee or Body? (Yes/No) N/A
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) N/A
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) N/A
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) N/A External - Ad Hoc Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
City/County Ad Hoc Committee
Two members of the Board of Supervisors and various staff.
N/A
N/A
Unknown
Unknown
N/A
N/A
N/A
One Councilmember
Steve Culleton
N/A
N/A
Question
County staff
County staff
County staff
County staff
The City/County Ad Hoc Committee was formed to discuss issues/topics of common concern associated with the Paradise Ridge Area.
Internal Committee Structural Fit Review
112
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) N/A
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) N/A
3. Does the Committee have a fixed schedule by formal action? (Yes/No) N/A
4. Does the original need for the Committee still exist? (Yes/No) N/A
5. Does the Committee overlap with another Committee or Body? (Yes/No) N/A
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) N/A
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) N/A
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) N/A External - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Butte Countywide Homeless Continuum of Care
Multi-jurisdiction staff, community stakeholders, other elected officials N/A
N/A
1x per month, County Offices
2 hours
N/A
N/A
N/A
1 Representative, 1 Alternate
Heidi Lange
Steve Culleton
None
Question
County staff
County staff
County staff
County staff
The Butte Countywide Homeless Continuum of Care (CoC) is a multi-agency planning body with the common goal of ending homelessness. This goal will be accomplished by assisting individuals and families experiencing homelessness receive rapid, adaptive, quality services which lead to the long-term stability of permanent housing and self-sufficiency.
Internal Committee Structural Fit Review
113
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) N/A
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) N/A
3. Does the Committee have a fixed schedule by formal action? (Yes/No) N/A
4. Does the original need for the Committee still exist? (Yes/No) N/A
5. Does the Committee overlap with another Committee or Body? (Yes/No) N/A
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) N/A
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) N/A
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) N/A External - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Disaster Council
N/A
N/A
N/A
N/A
N/A
Mayor
Steve Crowder
N/A
Question
The purpose of the Disaster Council is to provide for the preparation and execution of plans for the protection of persons, the environment, and property within the County of Butte in the event of an emergency.
Internal Committee Structural Fit Review
114
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) N/A
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) N/A
3. Does the Committee have a fixed schedule by formal action? (Yes/No) N/A
4. Does the original need for the Committee still exist? (Yes/No) N/A
5. Does the Committee overlap with another Committee or Body? (Yes/No) N/A
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) N/A
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) N/A
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) N/A External - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Butte County Fire Safe Council
BCFSC staff
N/A
N/A
1x per month, Butte College Chico Campus
2 hours
N/A
N/A
N/A
1 Representative, 1 Alternate
Heidi Lange
Steve Culleton
None
Question
BCFSC staff
BCFSC staff
BCFSC staff
BCFSC staff
Butte County Fire Safe Council provides wildland fire mitigation and recovery services to the communities of Butte County.
Their mission is to provide safety in Butte County through wildfire hazard education, mitigation and wildlife recovery.
Internal Committee Structural Fit Review
115
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) N/A
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) N/A
3. Does the Committee have a fixed schedule by formal action? (Yes/No) N/A
4. Does the original need for the Committee still exist? (Yes/No) N/A
5. Does the Committee overlap with another Committee or Body? (Yes/No) N/A
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) N/A
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) N/A
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) N/A External - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Butte County Mosquito & Vector Control Board
BCMVCD staff, elected officials
N/A
N/A
1x per month, Chico
1-2 hours
N/A
N/A
N/A
1 Councilmember
Melissa Schuster (Community member appointed by Council through 01/2027) N/A
None
Question
Rotating elected officials
BCMVCD staff
BCMVCD staff
BCMVCD staff
The purpose of the eleven (11) trustee board is to set policy for the 1600 square mile district concerning Mosquito and Vector control. The mission of BCMVCD is to reduce mosquito-transmitted disease and other vector associated diseases through environmentally compatible control practices and public education.
Internal Committee Structural Fit Review
116
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) N/A
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) N/A
3. Does the Committee have a fixed schedule by formal action? (Yes/No) N/A
4. Does the original need for the Committee still exist? (Yes/No) N/A
5. Does the Committee overlap with another Committee or Body? (Yes/No) N/A
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) N/A
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) N/A
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) N/A External - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Butte Local Agency Formation Commission
Elected officials, LAFCo staff
N/A
N/A
1x per month, Oroville City Council Chambers
1-2 hours
N/A
N/A
N/A
1 Councilmember
Greg Bolin
N/A
None
Question
Rotating elected officials
LAFCo staff
LAFCo staff
LAFCo staff
LAFCo is a State mandated local agency composed of seven regular Commissioners: two members from the Butte County Board of Supervisors (selected by the entire Board); two members from the city councils (selected by the mayors of all five incorporated cities); two members who represent special districts (selected by a majority vote of independent special districts); and one public member (selected by the other six LAFCo members). The LAFCo board oversees boundary changes to cities and special districts, the formation of new agencies including incorporation of new cities, and consolidation of existing agencies.
Internal Committee Structural Fit Review
117
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) N/A
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) N/A
3. Does the Committee have a fixed schedule by formal action? (Yes/No) N/A
4. Does the original need for the Committee still exist? (Yes/No) N/A
5. Does the Committee overlap with another Committee or Body? (Yes/No) N/A
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) N/A
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) N/A
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) N/A External - Standing
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Paradise Community Village
Youth for Change; Paradise Youth Soccer Club; and, the Community Housing Improvement Program (CHIP). 2003
Unknown
Varies
Varies
Unknown
None
None
1 Councilmember
Greg Bolin
N/A
Recovery & Economic Development Director
Question
PCV
PCV staff
PCV staff
PCV staff
Formed to oversee the development of the Paradise Community Village project.
Internal Committee Structural Fit Review
118
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) N/A
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) N/A
3. Does the Committee have a fixed schedule by formal action? (Yes/No) N/A
4. Does the original need for the Committee still exist? (Yes/No) N/A
5. Does the Committee overlap with another Committee or Body? (Yes/No) N/A
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) N/A
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) N/A
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) N/A External - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Butte County Tourism & Business Improvement District
N/A
N/A
N/A
N/A
N/A
1 Councilmember
Ron Lassonde
N/A
Recovery & Economic Development Director
Question
The Butte County Tourism Business Improvement District (BCTBID) is an assessment district that provides specific benefits to payors, by funding marketing and sales promotion efforts for assessed businesses. The Butte County Tourism Business Improvement District was formed in November 2015 and includes the communities of Chico, Oroville, Paradise, Biggs, and the unincorporated area of Butte County. The annual assessment rate is two percent (2%) of gross short-term room rental revenue. Utilizing assessment funds collected, Explore Butte County intends to strategically market the region with the goal of increasing overnight stays. This is only an advisory position, and an appointment is at the discretion of the Town Council.
Internal Committee Structural Fit Review
119
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) N/A
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) N/A
3. Does the Committee have a fixed schedule by formal action? (Yes/No) N/A
4. Does the original need for the Committee still exist? (Yes/No) N/A
5. Does the Committee overlap with another Committee or Body? (Yes/No) N/A
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) N/A
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) N/A
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) N/A External - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Butte County Consolidated Oversight Board
Health & Safety Code Designees pursuant to Section 34179(j) - various appointments across sectors 2012
N/A
1x per year in January, County Board of Supervisors Chambers 2-3 hours
N/A
N/A
N/A
Mayor
Steve Crowder
N/A
None
Question
Rotating selection
County staff
County staff
County staff
The Countywide Oversight Board has fiduciary responsibility to holders of enforceable obligations and the taxing entities that benefit from distributions of property tax and other revenues. (Oversight Board to the Successor Agency to the Redevelopment Agency.)
Internal Committee Structural Fit Review
120
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) N/A
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) N/A
3. Does the Committee have a fixed schedule by formal action? (Yes/No) N/A
4. Does the original need for the Committee still exist? (Yes/No) N/A
5. Does the Committee overlap with another Committee or Body? (Yes/No) N/A
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) N/A
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) N/A
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) N/A External - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Butte County Waste Management Local Task Force
Local haulers and staff representation from County jurisdictions N/A
N/A
2x per year upon notification
1 hour
N/A
N/A
N/A
2 Councilmembers
Greg Bolin, Steve Culleton
N/A
CDD Director - Planning & Wastewater
Question
Butte County NRRWF Staff
None prepared
None prepared
Butte County staff
The Local Task Force is a mandated committee formed by the Board of Supervisors; develops goals, policies & procedures which are consistent with guidelines & regulations adopted by the CA Integrated Waste Management Act relating to coordinated & cost-effective regional waste management issues/solutions.
Internal Committee Structural Fit Review
121
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) Yes
4. Does the original need for the Committee still exist? (Yes/No) Yes
5. Does the Committee overlap with another Committee or Body? (Yes/No) No
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) No
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) No
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) Less than 5
9. What is the level of time intensity for Council representatives? (High, medium, low) Low
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) Information Sharing
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) No
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) No
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) No
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) Well aligned
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) No Liaison - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
TOP-PID Liaison Committee
PID Board Members & Staff
1979
Unknown
Quarterly
1 hour
None identified
None
None
2 Councilmembers
Greg Bolin, Ron Lassonde
N/A
Town Manager, Public Works Director/Town Engineer
Question
Hosting entity administrator (Town Manager or District Manager) Town Clerk
Town Clerk
Town Clerk
Discuss issues of common concern
Internal Committee Structural Fit Review
122
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) Yes
4. Does the original need for the Committee still exist? (Yes/No) Yes
5. Does the Committee overlap with another Committee or Body? (Yes/No) No
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) No
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) No
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) Less than 5
9. What is the level of time intensity for Council representatives? (High, medium, low) Low
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) Information Sharing
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) No
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) No
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) No
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) Well aligned
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) No Liaison - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
TOP-PUSD Liaison Committee
PUSD Board Members & Staff
January 14, 2025
Minute order
Quarterly
1 hour
None identified
None
None
2 Councilmembers
Greg Bolin, Heidi Lange
N/A
Town Manager, Recovery & Economic Development Director, Public Works Director/Town Engineer Question
Hosting entity administrator (Town Manager or District Manager) Town Clerk
Town Clerk
Town Clerk
Discuss issues of common concern
Internal Committee Structural Fit Review
123
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) Yes
4. Does the original need for the Committee still exist? (Yes/No) Yes
5. Does the Committee overlap with another Committee or Body? (Yes/No) No
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) No
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) No
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) Less than 5
9. What is the level of time intensity for Council representatives? (High, medium, low) Low
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) Information Sharing
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) No
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) No
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) No
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) Well aligned
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) No Liaison - Standing Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
TOP-PRPD Liaison Committee
PRPD Board Members & Staff
Prior to 2000
Unknown
Quarterly
1 hour
None identified
None
None
2 Councilmembers
Steve Crowder, Steve Culleton
N/A
Town Manager, Public Works Director/Town Engineer
Question
Hosting entity administrator (Town Manager or District Manager) Town Clerk
Town Clerk
Town Clerk
Discuss issues of common concern
Internal Committee Structural Fit Review
124
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) No
4. Does the original need for the Committee still exist? (Yes/No) Yes
5. Does the Committee overlap with another Committee or Body? (Yes/No) No
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) Many
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) 5-15
9. What is the level of time intensity for Council representatives? (High, medium, low) Low
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) Mixed
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) N/A
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) No
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) N/A
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) Yes Internal - Ad Hoc Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Building Stakeholder Committee
To be determined
August 12, 2025
Minute order
Unknown
Unknown
None identified
None
None
2 Councilmembers
Steve Crowder, Heidi Lange
N/A
Town Manager, Assistant Town Manager, CDD Director - Building & Code Enforcement Question
None identified
Unknown
Unknown
Town staff
Original formation language was to enhance the Building Department’s inspection practices for review and discussion at the October (2025) Town Council meeting. The Committee has not met yet nor other stakeholders been identified.
Recommend adaptation to provide oversight and engagement within the Building Division Corrective Action Plan.
Internal Committee Structural Fit Review
125
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) No
4. Does the original need for the Committee still exist? (Yes/No) Yes
5. Does the Committee overlap with another Committee or Body? (Yes/No) Yes
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) Some
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) Some
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) Less than 5
9. What is the level of time intensity for Council representatives? (High, medium, low) Low
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) Mixed
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) Yes
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) No
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) Yes
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) Well aligned
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) Yes Internal - Ad Hoc Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Downtown Phase 3 Working Group
Paradise Chamber of Commerce, PATCH, Rebuild Paradise Foundation, Realtor, Consultant staff June 10, 2025
Minute order
3x per year, Town Hall
1-2 hours
None identified
None
None
2 Councilmembers
Ron Lassonde, Heidi Lange
N/A
Town Manager, Recovery & Economic Development Director, CDD Director - Planning & Wastewater Question
None identified
No Agendas/Minutes are prepared
No Agendas/Minutes are prepared
Various records are retained by staff for implementation actions/normal course of work Present a strategic plan to council which will include 1-, 3-, and 5-year measurable steps and a menu of potential actions Internal Committee Structural Fit Review
126
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) No
4. Does the original need for the Committee still exist? (Yes/No) Yes
5. Does the Committee overlap with another Committee or Body? (Yes/No) Yes
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) N/A
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) N/A
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) N/A
9. What is the level of time intensity for Council representatives? (High, medium, low) N/A
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) Mixed
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) Yes
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) N/A
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) No
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) Mixed
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) Yes Internal - Ad Hoc Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Economic Development Committee
Paradise Chamber of Commerce, PATCH, Business Owners, Realtors January 13, 2026
Minute order
Unknown, Town Hall
Unknown
None identified
None
None
2 Councilmembers
Steve Crowder, Heidi Lange
N/A
Town Manager, Recovery & Economic Development Director
Question
None identified
No Agendas/Minutes are prepared
No Agendas/Minutes are prepared
Various records are retained by staff for implementation actions/normal course of work N/A. Recently formed, has not met yet.
Internal Committee Structural Fit Review
127
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) No
4. Does the original need for the Committee still exist? (Yes/No) Yes
5. Does the Committee overlap with another Committee or Body? (Yes/No) No
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) Some
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) Some
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) Less than 5
9. What is the level of time intensity for Council representatives? (High, medium, low) Low
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) Policy Exploration
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) No
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) No
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) No
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) Mixed Alignment
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) Yes Internal - Ad Hoc Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Healthcare Committee
None
December 13, 2022
Minute order
3-4x per year, Town Hall
1 hour
None identified
None
None
2 Councilmembers
Steve Crowder, Ron Lassonde
N/A
Town Manager, Recovery & Economic Development Director
Question
None identified
No Agendas/Minutes are prepared
No Agendas/Minutes are prepared
Various records are retained by staff for implementation actions/normal course of work The Healthcare Committee was established to return Emergency Services and other Health Care facilities to Paradise. The committee reports to and receives direction from the Council.
Internal Committee Structural Fit Review
128
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) No
4. Does the original need for the Committee still exist? (Yes/No) Yes
5. Does the Committee overlap with another Committee or Body? (Yes/No) No
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) Low
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) Some
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) Less than 5
9. What is the level of time intensity for Council representatives? (High, medium, low) Medium
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) Mixed
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) Yes
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) No
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) No
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) Mixed alignment
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) Yes Internal - Ad Hoc Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Facilities Committee
None
February 11, 2025
Minute order
As needed, Town Hall
1 hour
None identified
None
None
2 Councilmembers
Greg Bolin, Steve Culleton
N/A
Town Manager, Public Works Director/Town Engineer, other staff as directed Question
Public Works Director/Town Engineer
No Agendas/Minutes are prepared
No Agendas/Minutes are prepared
Various records are retained by staff for implementation actions/normal course of work Review and advise on next steps relating to the Town of Paradise’s overall facilities as well as facilities replacement needs resulting from the 2018 Camp Fire.
Internal Committee Structural Fit Review
129
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) No
4. Does the original need for the Committee still exist? (Yes/No) Yes
5. Does the Committee overlap with another Committee or Body? (Yes/No) No
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) Some
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) Some
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) Less than 5
9. What is the level of time intensity for Council representatives? (High, medium, low) Medium
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) Mixed
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) Yes
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) No
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) No
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) Mixed alignment
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) Yes Internal
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Finance Committee
None
2001
Ordinance
Quarterly
1 hour
None identified
None
None
Mayor & Vice Mayor
Steve Crowder, Steve Culleton
N/A
Town Manager, Assistant Town Manager, Finance Director
Question
Town Manager
No Agendas/Minutes are prepared
No Agendas/Minutes are prepared
Various records are retained by staff for implementation actions/normal course of work Established by Paradise Municipal Code Section 2.16.030, the finance and investment committee shall provide oversight of the town's financial, public financing and investment activities and ensure that all such activities are in accordance with all applicable state and local laws, regulations and policies.
Internal Committee Structural Fit Review
130
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) No
4. Does the original need for the Committee still exist? (Yes/No) Yes
5. Does the Committee overlap with another Committee or Body? (Yes/No) Yes
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) Low
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) Low
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) Less than 5
9. What is the level of time intensity for Council representatives? (High, medium, low) Low
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) Policy Exploration
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) Yes
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) No
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) No
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) Well aligned
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) Yes Internal - Ad Hoc Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Insurance Advocacy Committee
Paradise Chamber of Commerce, Insurance Professionals, Realtors, Community Groups, Member at Large October 14, 2025
Minute Order
Unknown, Town Hall
1 hour
None identified
None
None
2 Councilmembers
Greg Bolin, Heidi Lange
N/A
Town Manager, Recovery & Economic Development Director
Question
None identified
No Agendas/Minutes are prepared
No Agendas/Minutes are prepared
Various records are retained by staff for implementation actions/normal course of work To bring together industry experts, community partners, and local stakeholders to identify and implement practical steps our community can take to become more insurable; and, actively engage with insurance providers to explore solutions that make homeowners insurance more accessible and affordable for residents.
Internal Committee Structural Fit Review
131
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) No
4. Does the original need for the Committee still exist? (Yes/No) Yes
5. Does the Committee overlap with another Committee or Body? (Yes/No) No
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) Some
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) Some
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) less than 5
9. What is the level of time intensity for Council representatives? (High, medium, low) Low
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) External Representation
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) Yes
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) No
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) No
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) Mixed aligned
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) Yes Internal - Ad Hoc Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Legislative Committee
None
February 14, 2023
Minute order
3-4x per year, Town Hall
1 hour
None identified
None
None
Mayor & Vice Mayor
Steve Crowder, Steve Culleton
N/A
Town Manager, Recovery & Economic Development Director
Question
Recovery & Economic Development Director
No Agendas/Minutes are prepared
No Agendas/Minutes are prepared
Various records are retained by staff for implementation actions/normal course of work To track state and federal legislation and administrative regulation that have an impact on the Town. The Committee is tasked with representing the Town before legislative and regulatory bodies to work with elected and appointed officials to make recommendations on legislative advocacy issues that benefit the Town and its residents. Committee members regularly report to the Council regarding state and federal legislation that may impact the Town and seek direction from the Town Council as to what position they should take when interacting with elected and appointed officials.
Internal Committee Structural Fit Review
132
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) No
4. Does the original need for the Committee still exist? (Yes/No) No
5. Does the Committee overlap with another Committee or Body? (Yes/No) No
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) Low
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) Low
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) Less than 5
9. What is the level of time intensity for Council representatives? (High, medium, low) Low
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) No
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) No
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) No
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) No
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) Misaligned
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) Yes Internal - Ad Hoc Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Onsite Ad Hoc Committee
None
September 3, 2008
Minute order
As needed
Unknown
None identified
None
None
2 Councilmembers
Greg Bolin, Steve Crowder
N/A
CDD Director - Planning & Wastewater
Question
None identified
No Agendas/Minutes are prepared
No Agendas/Minutes are prepared
Various records are retained by staff for implementation actions/normal course of work Meets as needed to keep Council representatives informed of issues & long-term effects of proposed changes to the Manual for Onsite Treatment of Wastewater (Onsite Manual). Staff is unaware of last meeting held by this Committee and could be formally disbanded.
Internal Committee Structural Fit Review
133
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) Yes
4. Does the original need for the Committee still exist? (Yes/No) Yes
5. Does the Committee overlap with another Committee or Body? (Yes/No) No
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) Many
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) Low
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) Less than 5
9. What is the level of time intensity for Council representatives? (High, medium, low) Low
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) Oversight/Monitoring
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) No
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) Yes
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) No
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) Well aligned
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) No Internal - Ad Hoc Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Paradise Solid Waste Committee
Northern Recycling & Waste Services staff
Prior to 2005
Unknown
As needed, second Tuesday of the Month
30 minutes
None identified
None
None
2 Councilmembers
Greg Bolin, Steve Culleton
N/A
Town Manager, CDD Director - Planning & Wastewater
Question
None identified
No Agendas/Minutes are prepared
No Agendas/Minutes are prepared
Various records are retained by staff for implementation actions/normal course of work Committee which meets irregularly based on need and current issues such as Franchise Agreements, terms and other solid waste items affecting Paradise residents. Meeting frequencies are expected to decline.
Internal Committee Structural Fit Review
134
Category
Committee Name
Type
Date Established
Method of Establishment
Meeting Frequency & Location(s)
Typical Meeting Length
Sunset Date/Trigger
Town Budget Authority
Town Policy Authority
Representation Standard
Active Primary Representative(s)
Active Alternate Representative
Staff Participants
External Participants
Committee Chair Responsibility
Agenda Preparation Responsibility
Minutes Preparation Responsibility
Records Retention Responsibility
Purpose Statement (if available) or
Committee Description and other
important notes.
Response
1. Does the Committee's function match its designated type (External/Standing/Ad Hoc/Liaison)? (Yes/Partially/No) Yes
2. Does the Committee have continuing subject matter jurisdiction? (Yes/No) Yes
3. Does the Committee have a fixed schedule by formal action? (Yes/No) Yes
4. Does the original need for the Committee still exist? (Yes/No) Yes
5. Does the Committee overlap with another Committee or Body? (Yes/No) No
6. Are there tangible outputs of the Committee within the last 12 months? (Many, some, low) Yes
7. Are there forecasted outputs of the Committee within the next 12 months? (Many, some, low) Yes
8. What are the estimated staff hours per month dedicated to this Committee? (less than 5, 5-15, 15-30 or 30+) 5-15
9. What is the level of time intensity for Council representatives? (High, medium, low) Medium
10. Which of the following best describes the Committee’s primary function? (Information sharing, oversight/monitoring, policy exploration, external representation, mixed) Mixed
11. Does the Committee routinely discuss matters that would otherwise require full Council policy direction or action? (Yes/No) No
12. Is the Committee providing regular and documented updates to the full Town Council? (Yes/No) Yes
13. Has the sunset or trigger date for Committee conclusion been reviewed within the last two years? (Yes/No) No
14. What is the overall structural alignment assessment? (Well aligned, mixed alignment, misaligned) Well aligned
15. Based on the above information, should the Committee structure be reviewed by the full Town Council? (Yes/No) No Internal - Ad Hoc Committee
Town of Paradise
Town Council Committees Inventory & Assessment
Committee Profile
Response
Paradise Sewer Project Ad Hoc Committee
PID Board Members, PID Staff, Consultants
January 21, 2025
Minute Order
Every 2 Weeks (Thursdays at 2pm at Town Hall)
45 minutes
None identified
None
None
2 Councilmembers
Steve Crowder, Heidi Lange
N/A
Town Manager, Public Works Director/Town Engineer, Project Manager Question
None identified
Public Works Director/Town Engineer or designated staff Public Works Director/Town Engineer or designated staff Public Works Director/Town Engineer or designated staff To monitor progress of the Paradise Sewer Project, and increase project momentum while keeping the public apprised of project progress to deliver a fundable, permittable, scalable wastewater collection and treatment solution.
Internal Committee Structural Fit Review
135
Town of Paradise
Council Agenda Summary
Date: March 10, 2026
Agenda Item: 6(b)
ORIGINATED BY: Melanie Elvis, Town Clerk
REVIEWED BY: Michael O’Brien, Interim Town Manager
SUBJECT: Consider Renaming Town Council Chambers
LONG TERM
RECOVERY PLAN:
No
COUNCIL ACTION REQUESTED:
1. Consider renaming Town Council Chambers to the “Doug LaMalfa Town Council Chambers”; or,
2. Provide alternate direction.
Background:
At the Town Council meeting of February 10 2026, Mayor Crowder brought forward a Council Initiated Item to rename the Town Council Chambers in honor of the late Congressman Doug LaMalfa to the “Doug LaMalfa Town Council Chambers”. Mayor Crowder highlighted the advocacy work Congressman LaMalfa undertook in support of Paradise, particularly during the recovery efforts following the Camp Fire.
Financial Impact:
Minimal financial impact to include updating the sign outside of the Town Council Chambers, and any additional or alternative plaques or memorials as directed by Council. 136
Town of Paradise
Council Agenda Summary
Date: March 10, 2026
Agenda Item: 6(c)
ORIGINATED BY: Colette Curtis, Recovery and Economic
Development Director
REVIEWED BY: Mike O’Brien, Interim Town Manager
SUBJECT: Federal Advocacy Platform Update
LONG TERM
RECOVERY PLAN:
Yes
COUNCIL ACTION REQUESTED:
1. Consider reviewing and approving the 2026 updated Federal Advocacy Platform. (ROLL CALL VOTE)
Background:
The Federal Advocacy Platform is utilized as a foundational document for Town Council and staff to support advocacy efforts at the national level. Every 2-3 years, Town Council approves a Federal Advocacy Platform which documents recovery successes, immediate needs, as well as long term needs and policy considerations. This document has been utilized by Council and staff in our legislative advocacy for funding and other policy needs during recovery from the 2018 Camp Fire.
Analysis:
The attached platform includes the achievements in recovery over the last several years, as well as the existing needs to address the barriers our community faces. If approved, this platform will serve as the foundation for advocacy efforts over the next two years.
Financial Impact:
This item has no impact to the general fund. The platform was drafted by Town staff and by the Ferguson Group through the Town’s existing contract.
Attachments:
Updated Federal Advocacy Platform
137
TOWN OF PARADISE, CA
20 26 F E D E R A L P L A T F O R M A N D P R I O R I T I E S 138
On November 8, 2018, the Camp Fire left the Town of Paradise largely destroyed, forever changing the future of the community. The Town is focused on rebuilding the community into a safer, stronger, and more resilient Town. The federal government has been crucial to the Town’s recovery thus far and will continue to play a key role as Paradise rebuilds for the future. The Town’s 2026 Federal Platform and Priorities highlights the successes of the Town’s partnership with the federal government and outlines how this partnership can be used to address the critical recovery needs that remain.
139
TOWN OF PARADISE, CA – 2026 FEDERAL PLATFORM | 3
T H E TO W N
Incorporated on November
27, 1979
Located in Butte County,
CA
Home of the longest
running harvest festival in
California
T H E P E O P L E
11,000 residents (2025)
26,218 residents (pre-2018
Camp Fire)
4,600 Daytime Population
T H E C O M M U N I T Y
35% growth since the 2018
Camp Fire
350+ businesses
Changing from retirement
community to young
families
T O W N O F P A R A D I S E
Steve Crowder
Mayor
Steve “Woody” Culleton
Vice Mayor
Greg Bolin
Councilmember
Heidi Lange
Councilmember
Ron Lassonde
Councilmember
****
Mike O’Brien
Interim Town Manager
Paradise Town Hall
5555 Skyway
Paradise, CA 95969
(530) 872-6291
www.townofparadise.com
140
TOWN OF PARADISE, CA – 2026 FEDERAL PLATFORM | 4
I N F R A S T R U C T U R E N E E D S
S E W E R S Y S T E M
Support appropriation of the initial $2 million U.S. Army Corps of Engineers increment of work, advance full Corps participation to deliver subsequent project phases, and secure remaining construction funding necessary to expand the Sewer Service Area beyond Phase I.
The Paradise Sewer Project represents the most critical infrastructure need for the Town’s recovery, and securing the remaining construction funding is paramount to its success.
For more than 50 years, even prior to incorporation in 1979, the Paradise community has pursued a municipal wastewater solution. Reliance on individual septic systems has constrained economic development and housing growth, while degrading groundwater quality in areas with failing systems. The 2018 Camp Fire intensified these challenges, accelerating septic failures and compounding regulatory and financial barriers for residents and businesses seeking to rebuild.
Today, septic system limitations remain one of the most significant structural impediments to Paradise’s recovery. Commercial parcels are generally small and concentrated within the Town’s core, where soil composition, high groundwater conditions, and limited parcel area restrict the feasibility of modern on-site systems. Existing businesses often operate at or near septic capacity, while prospective businesses and essential community services face cost-prohibitive upgrades. Higher-density and affordable housing developments — particularly multi-family housing — require centralized wastewater treatment capacity that individual septic systems cannot reasonably provide within available parcel sizes.
The Paradise Sewer Project addresses these long-standing limitations through three primary objectives:
Provide long-term, reliable, and environmentally protective wastewater treatment in compliance with Regional Water Quality Control Board requirements.
Eliminate septic-related constraints that inhibit economic reinvestment and the return of essential services.
Enable development of affordable and workforce housing, particularly within the Town’s urban core and along major evacuation corridors.
In 2025, following coordination with the Central Valley Regional Water Quality Control Board, the Town Council adopted a revised project description consisting of a hybrid gravity/low-pressure collection system and a local wastewater treatment facility using aerated lagoons with treated effluent disposal via percolation and evaporation ponds. This revised approach improves cost efficiency, scalability, and long-term operational feasibility.
A Subsequent Program Environmental Impact Report (PEIR) is currently being prepared to reflect the updated project description and selected treatment site, with public release anticipated in late spring 2026. Engineering design of the collection system and treatment facility is advancing concurrently to maintain implementation momentum.
141
TOWN OF PARADISE, CA – 2026 FEDERAL PLATFORM | 5
Funding Status and Federal Partnership
The Town has secured significant federal disaster recovery funding to advance Phase I of the project, including:
$30 million in CDBG-DR funding dedicated to design, and $86.45 million in CDBG-DR funding allocated toward initial construction.
These funds support construction serving Downtown Paradise and key multi-family housing opportunity sites.
However, the current allocation supports only a portion of the originally planned Sewer Service Area.
The Town is also pursuing approximately $50 million in authorized funding through the U.S. Army Corps of Engineers, an effort championed by the late Congressman Doug LaMalfa. The Town is deeply grateful for his leadership and advocacy in advancing federal support for this project.
The Town is now actively coordinating with the Sacramento District of the U.S. Army Corps of Engineers on an initial $2 million increment of work request to begin advancing federal participation in 2026. This increment requires support through the federal appropriations process in order to initiate Corps involvement and progress toward subsequent phases.
Completion of the full Sewer Service Area will:
Remove septic-related constraints that limit business recovery and redevelopment; Provide infrastructure capacity necessary for higher-density affordable housing; Support coordinated land use planning along major evacuation routes; and Deliver generational improvements to groundwater protection and public health.
The Paradise Sewer Project is not solely an environmental infrastructure investment. It is the foundational component of the Town’s affordable housing strategy, economic revitalization, and long-term fiscal sustainability.
142
TOWN OF PARADISE, CA – 2026 FEDERAL PLATFORM | 6
Federal Advocacy Priorities
The Town of Paradise respectfully requests continued federal partnership to:
Support appropriation of the initial $2 million U.S. Army Corps of Engineers increment of work; Advance full Corps participation to deliver subsequent project phases; and Secure remaining construction funding necessary to expand the Sewer Service Area beyond Phase I.
Paradise has demonstrated the capacity to administer and deliver complex federal infrastructure programs.
Completion of the Paradise Sewer Project represents the final critical step in unlocking sustainable housing growth, economic reinvestment, and long-term community resilience.
E V A C U A T I O N I N F R A S T R U C T U R E
Seek additional funding opportunities for the improved resiliency of critical evacuation routes within Paradise as well as those arterial roads that provide access to and from the Town.
The Town of Paradise remains one of California’s most geographically constrained communities. Situated along a narrow ridge between two deep canyons, the Town has limited ingress and egress routes. The 2018 Camp Fire exposed the consequences of this constraint, with severe congestion and life-threatening evacuation delays along primary arterials including Skyway, Pentz Road, Clark Road, and Neal Road.
In response, the Town completed its 2022 Transportation Master Plan, identifying 48 evacuation-related projects designed to:
Increase capacity on primary evacuation corridors
Eliminate long dead-end road segments
Construct new east-west connections
Improve key intersections
Expand multi-use pathways that function as emergency access routes Strengthen signal coordination and traffic control systems These projects collectively represent more than $625 million in identified need.
Progress Achieved
Since adoption of last year’s Federal Advocacy Platform, the Town has advanced several high-priority evacuation projects from planning into funded implementation.
Southeast Paradise Evacuation Route Project
The Southeast Paradise Evacuation Route Project represents a combined total project investment of approximately:
Phase 1A (Edgewood to S. Libby): $9.3 million
Phase 2 (S. Libby to Clark / SR-191): $61.0 million
Total Project Investment: ~ $70 million
143
TOWN OF PARADISE, CA – 2026 FEDERAL PLATFORM | 7
CDBG-DR Infrastructure funding allocated toward these phases totals approximately $35.5 million, with additional funding secured through federal PROTECT resources administered by Caltrans.
This project will:
Construct a new east-west roadway between Edgewood Lane and Clark Road/State Route 191 Relieve pressure on existing north-south corridors
Provide alternative neighborhood evacuation options
Increase outbound capacity during emergency events
Improve overall circulation redundancy in southeast Paradise The project is fully funded and advancing toward implementation.
Additional Funded Evacuation Corridor Improvements
The Town’s adopted CDBG-DR Infrastructure Program portfolio includes the following major evacuation investments:
Pentz Road Widening (Pearson to Skyway) - $28.5 million Pentz Pathway Project Phase II (Pearson to Skyway) - $25.0 million Skyway/Pentz Intersection Improvements - $5.0 million Upper Skyway Widening (Bille to Wagstaff) - $17.5 million Collectively, these funded evacuation roadway and pathway projects represent well over $225 million in total project investment, with more than $127 million in direct CDBG-DR allocations dedicated specifically to evacuation corridors and capacity improvements.
These investments, scheduled for phased completion through 2030, represent meaningful progress in transforming the Town’s evacuation network from a single-corridor dependent system into a more interconnected grid.
Remaining Unfunded Evacuation Needs
Despite this progress, significant unmet needs remain. Even after current federal awards, more than $300 million in identified evacuation infrastructure projects remain unfunded.
These include:
Additional roadway widening segments on major arterials Remaining missing east-west connectors
Secondary route enhancements to reduce bottlenecks
Additional intersection capacity upgrades
Traffic signal interconnect systems
Intelligent transportation system improvements
Additional multi-use path segments designed to function as emergency evacuation assets Completion of the full Transportation Master Plan network is essential to achieving the level of evacuation redundancy necessary for a ridge-top wildfire-prone community.
Federal Advocacy Priorities
The Town of Paradise respectfully requests continued federal partnership to:
1. Support implementation-phase evacuation infrastructure construction funding.
2. Expand and reauthorize competitive transportation programs that prioritize wildfire-prone and geographically constrained communities.
3. Provide flexibility to address construction cost escalation affecting disaster recovery infrastructure.
4. Recognize Paradise as a nationally significant wildfire recovery model requiring sustained investment in life-safety evacuation systems.
Paradise has demonstrated the capacity to move complex evacuation infrastructure projects from concept to funded implementation. Continued federal investment is essential to complete the interconnected network necessary to ensure that no future evacuation replicates the constraints experienced in 2018. 144
TOWN OF PARADISE, CA – 2026 FEDERAL PLATFORM | 8
S T O R M W A T E R A N D D R A I N A G E S Y S T E M
Secure funding opportunities to upgrade and redevelop the current stormwater and drainage system in Paradise.
As the community continues to rebuild, adequate stormwater capacity is essential to protect public safety, roadway integrity, and private property. Post-fire conditions have significantly altered hydrology throughout Paradise. Loss of vegetation, soil changes, and increased runoff have intensified peak storm flows, accelerated erosion, and increased strain on drainage infrastructure that was originally designed for pre-fire conditions.
In 2022, the Town completed a comprehensive Storm Drain Master Plan to assess system deficiencies and prioritize improvements necessary to support a multi-hazard hardened recovery. The Master Plan identified more than $25 million in critical drainage projects, many of which address undersized conveyance systems, localized flooding, and infrastructure vulnerabilities affecting key evacuation corridors and residential neighborhoods.
Since adoption of the prior Federal Advocacy Platform, the Town has secured significant federal mitigation funding through the Community Development Block Grant – Mitigation Resilient Infrastructure Program (CDBG-MIT RIP). Through this program, Paradise has been awarded funding for:
Storm Drain Resiliency Project – Phase 1: $9.3 million Storm Drain Resiliency Project – Phase 2: $8.7 million While recent federal awards represent meaningful progress, substantial drainage needs remain unfunded.
Many of the priority projects identified in the 2022 Storm Drain Master Plan have not yet been implemented, leaving critical segments of the system undersized and vulnerable. In recent years, Paradise has experienced higher-intensity, short-duration storm events that produce rapid runoff and peak flows well beyond pre-fire design assumptions. Post-Camp Fire conditions—including altered soils, reduced vegetative cover, and expanded impervious surfaces associated with reconstruction—have amplified these impacts. The Town’s legacy drainage infrastructure was not designed for this new hydrologic reality, and localized flooding, roadway overtopping, erosion, and strain on culverts and conveyance systems are increasingly evident. Without timely upgrades, these vulnerabilities threaten rebuilt homes, critical evacuation corridors, and commercial reinvestment areas.
145
TOWN OF PARADISE, CA – 2026 FEDERAL PLATFORM | 9
Continued federal partnership is essential to accelerate implementation of the remaining priority projects and harden the Town’s drainage network against these evolving conditions. Investing in stormwater infrastructure is not merely a drainage improvement—it is a multi-hazard resilience strategy. Reliable stormwater systems protect housing investments, preserve roadway integrity during evacuation events, reduce long-term maintenance liabilities, and safeguard water quality and public health. In a wildfire-impacted community rebuilding under heightened climate volatility, stormwater resilience is foundational to sustaining recovery gains and preventing compounding disaster impacts.
146
TOWN OF PARADISE, CA – 2026 FEDERAL PLATFORM | 10
E C O N O M I C R E C O V E R Y
N E E D S
I N S U R A N C E
Explore a federal framework to stabilize insurance availability in high-risk wildfire regions.
The 2018 Camp Fire created an unprecedented insurance crisis in the Town of Paradise that continues to constrain long-term economic recovery. The disaster caused approximately $12.5 billion in insured losses — the costliest wildfire in U.S. history — and triggered widespread insurer withdrawals, policy non-renewals, and fundamental changes to risk modeling in high-fire-severity communities. In the years following the fire, many insurers paused or restricted new business across California’s wildfire-prone regions, significantly reducing coverage availability for homeowners and businesses attempting to rebuild.
As a result, residents and property owners in Paradise have faced persistent barriers to securing affordable and comprehensive insurance. Premiums that once averaged a few thousand dollars annually have in many cases risen dramatically — often reaching $5,000 to $20,000 per year — even for newly constructed, wildfire-resilient homes that meet enhanced building and defensible-space standards. This cost escalation has become a major financial burden on households and small businesses and has slowed rebuilding, real-estate transactions, and commercial investment across the community.
Limited availability of traditional private insurance has forced many property owners to rely on the California FAIR Plan, the state’s insurer of last resort. While the FAIR Plan provides basic fire coverage when the private market is unavailable, it typically offers narrower protection and often requires supplemental policies to 147
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achieve full coverage. The program has experienced a surge in enrollment statewide as insurers retreat from high-risk areas, highlighting structural instability in the insurance market and exposing property owners to higher costs, coverage gaps, and financial uncertainty.
These insurance challenges represent one of the most significant obstacles to Paradise’s economic recovery.
Inadequate or unaffordable coverage affects homeowners’ ability to rebuild, lenders’ willingness to finance construction, and businesses’ capacity to operate or expand. Although some insurers have begun cautiously re-entering the Paradise market — reflecting recognition of the Town’s extensive mitigation measures — availability remains limited and inconsistent, underscoring the need for federal policy solutions that stabilize insurance markets, support risk-reduction investments, and ensure equitable access to coverage in wildfireimpacted communities.
The Town of Paradise supports exploration of a federal framework to stabilize insurance availability in highrisk wildfire regions. Similar to the National Flood Insurance Program (NFIP) and the Terrorism Risk Insurance Act (TRIA), a federal wildfire insurance backstop or shared-risk model could provide market certainty, expand private-sector participation, and reduce volatility in premiums following catastrophic events. The Town is interested in policies that complement local mitigation investments, reward resilient construction and defensible-space compliance, and ensure that homeowners, lenders, and businesses have access to reliable and affordable coverage. A federal solution that combines risk-reduction incentives, reinsurance support, and clear standards could help restore confidence in wildfire-impacted communities and accelerate economic recovery in Paradise and other fire-affected regions nationwide.
H E A L T H C A R E R E C O V E R Y
Support the return of a full range of health care to the Paradise Ridge Community
The Camp Fire severely impacted health care services in Paradise, and since November 2018, the Town has been without a hospital or Emergency Room. Prior to the fire, the hospital was the largest employer in Paradise, and served not only the Paradise population, but also the surrounding unincorporated communities as well as being a destination location for cancer and birthing services. The lack of a full hospital and emergency room is a barrier to recovery, and the Town is focused on working with any provider who is interested in investing in the Paradise community into the future. The Town is seeking financial assistance to provide incentives to healthcare providers to establish care in Paradise. 148
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D I R E C T B U S I N E S S A S S I S T A N C E A N D
I N C E N T I V E S
Secure funding for businesses affected by the disaster to re-open in the community as well as incentives to new businesses investing in Paradise.
Paradise businesses were devastated by the Camp Fire, first through the physical loss of structures, and then through the loss of their customers as the population of Paradise went from over 26,000 to just over 4,000 overnight. Those businesses that were able to reopen in the four years since the fire have struggled to remain solvent with the smaller population, in addition to complications caused by the COVID 19 Pandemic.
Many businesses closed by the fire have been unable to reopen as their owners deal with the personal and financial ramifications of the fire, as well as complicated and protracted insurance issues. In addition, businesses that may have otherwise been interested in opening in Paradise have been dissuaded by the drop in population and some of the infrastructure barriers that are part of a fire-impacted community.
The Town of Paradise is looking for funding to provide to businesses, that were affected by the fire to help them remain open, to help those who have been unable reopen do so, and to incentivize new businesses to invest in Paradise.
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H O U S I N G A N D T R A N S I T
N E E D S
H O U S I N G D E V E L O P M E N T
Support funding for the rebuilding of all types of housing in the Town.
The majority of housing that existed in Paradise
pre-fire was older, single-family homes, duplexes
and mobile homes, both in parks and on private
land. The fire destroyed 90% of the Town’s housing
stock and replacement costs are currently so high
that homeowners and landlords are unable to
rebuild their units. Paradise needs more housing of
all types, including affordable multifamily housing.
The lack of a sewer system has been a major barrier
to this type of housing in the past, however with the
current sewer project underway, affordable
multifamily housing is achievable.
Currently, CDBG-DR funds are being utilized to rebuild single-family and multifamily housing, however the need is greater than the current funding available. Funding for workforce housing (80%-120% AMI) is also greatly needed, for reconstruction and first-time homebuyer. In addition, more funding toward local Community Development Financial Institutions (CDFIs), housing trusts and land trusts would assist considerably with our ability to create programs (such as first-time homebuilders, contractor loan programs, etc.) to rebuild all types of housing lost to in the disaster.
P U B L I C T R A N S P O R T A T I O N
Support funding for Butte County Association of Governments to explore and expand additional transit needs in Paradise.
The Town of Paradise is working with the Butte County Association of Governments to plan for the future of public transportation in Paradise to include:
Continue exploring unmet transit needs in Paradise along corridors that service and provide increased access to employment, housing, and education.
Expanding paratransit services to meet the needs of our population accessing medical and essential community services within the boundaries of Butte County and together with transportation options to adjoining communities.
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C O M M U N I T Y N E E D S
R E S I D E N T F I R E M I T I G A T I O N E D U C A T I O N Pursue federal funding opportunities for the center including DOI’s Joint Fire Science Program, USDA’s State and Private Forestry: Cohesive Fire Strategy Program, and FEMA’s Assistance to Firefighters Grant Program.
Paradise should be a location for the study of fire safety, fire hazard area ecology, disaster recovery best practices, hardening research, vocational training, building in harmony with nature, etc. The Town of Paradise would like to pursue partnerships with educational institutions that could lead to programs and a potential space downtown. Chico State has expressed interest in creating a healing recovery and resiliency center and Paradise should partner with Chico State to do this. With Chico State as the lead for this project, Paradise should seek subsequent funding to support their development of the center.
W I L D F I R E R I S K R E D U C T I O N B U F F E R
Support Paradise Recreation and Parks District in their efforts to secure funding for the acquisition and maintenance of land supporting the creation of significant wildfire buffer areas.
Fire breaks are a key element of community-wide fire safety and serve as an instrumental mitigation measure with long-term impact. Implement and maintain a buffer zone between development and the wildlands to reduce fire risk, especially on the east side of town. As fuels are reduced, these areas can also double as an opportunity for hiking trails. The soon to be released IBHS Wildfire Prepared Community Standards are expected to include buffer zones as a fundamental mitigation measure.
It is anticipated that the creation of a fire break that fully surrounds the Town of Paradise would help reduce insurance costs by up to 40%. As well, initial cost benefit analysis research shows a 4:1 return on investment from damage reduction over 30 years with a fire break just on the eastern edge of Town. In addition to insurance reductions, a fire break could serve several functions beyond a protective barrier and passive green space. Other uses include: active park spaces, extended trail networks, and potential business opportunities that take responsible care of the town’s boundary.
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P O L I C Y R E C O M M E N D A T I O N S
P R I V A T E R O A D D E S I G N A T I O N B Y F E M A Explore potential options which would allow the Town to facilitate Camp Fire repairs to privately owned roadways.
Within the incorporated Town of Paradise exists about 550 unique private roadways totaling over 65 roadway miles. These roadways have been similarly impacted by the 2018 Camp Fire as public roads. Private roads were subject to damage caused by the fire itself, comprehensive debris removal operations, hazard tree removal operations and recovery/reconstruction activities. While public roadways have been determined eligible to receive public assistance through FEMA and Federal Highways Administration, private roadway owners have no recourse for damage restoration costs.
D I S A S T E R Z O N E D E S I G N A T I O N
Advocate for the establishment of a Disaster Zone designation for communities with significant destruction in the aftermath of a major natural disaster.
The Town of Paradise was devastated by the amount of destruction from the Camp Fire and faces a long road ahead for full economic recovery as the residential and business communities are rebuilt and reestablished.
Building upon the Opportunity Zone program, the establishment of a Disaster Zone would help communities face rebuilding with support from federal agencies as well as private industry to spur the long-term investment needed for a full recovery. Assistance provided to communities under a Disaster Zone designation should also include direct federal assistance for grant administration as well as an expedited disbursement of federal aid from programs such as CDBG-Disaster Recovery and FEMA Hazardous Mitigation Grant Program.
P O S T - D I S A S T E R R E C O V E R Y E F F I C I E N C I E S Advocate for the implementation of efficient processes and procedures that allow local, state, and federal agencies to respond quickly after a disaster and enable them to accelerate planning for and implementation of projects and programs that are vital to a community’s immediate and long-term recovery efforts.
Post-disaster recovery efforts after the Camp Fire required close coordination between the Town, state agencies, and federal agencies, not to mention the Town’s citizens, employees, contractors, and partners. The Town found that, at times, laborious and tedious processes to access federal and state resources often slowed down the implementation timeline for much needed recovery projects and programs. For instance, implementation of the Government Hazard Tree Removal Program was delayed several times in 2020 due to protests on the tree-felling bidding process. The delays resulted in the hazardous trees remaining a threat to 152
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the people and property in Paradise, delaying reconstruction in some cases, and resulting in trees falling and damaging standing homes and rebuilds.
C E N T R A L I Z E D F E D E R A L F U N D I N G
A P P L I C A T I O N
Advocate for the establishment of a centralized disaster aid application process that provides simple and efficient access to federal resources for public agencies, business, and citizens in the aftermath of a major natural disaster.
In the days, weeks, and months that followed the Camp Fire, the Town, its residents, and its businesses applied for federal assistance from a variety of sources, including from the Federal Emergency Management Agency, the Small Business Administration, and other federal agencies. Each agency and each program required a different application process and documentation which created a laborious process for not only the Town, but also for Paradise citizens. Establishing one centralized portal that gathers information and documentation once from applicants would create a more efficient flow of information, services, and assistance.
F E D E R A L R O L E I N P E R M A N E N T H O U S I N G A I D
F O R D I S A S T E R S U R V I V O RS
Advocate for Congressional evaluation of how and when federal agencies should assist disaster survivors in attaining permanent housing.
Section 408 of the Stafford Act (42 USC 5174) provides FEMA with the authority to provide financial or direct assistance for permanent housing construction in “insular areas outside the continental United States and in other remote locations in cases in which—(A) no alternative housing resources are not available; and (B) the types of temporary housing assistance…are unavailable, infeasible, or not cost-effective.” If temporary housing assistance is not available, feasible, or cost-effective, FEMA should be able to assist with providing permanent housing solutions or at a minimum helping survivors attain permanent housing in the continental U.S. as well.
In addition, a 2019 CRS report titled “Disaster Housing Assistance: Homeland Security Issues in the 116th Congress,” (IN11054) states that “FEMA provides temporary housing assistance to meet short-term and interim disaster housing needs; however, clearly defining the use of these programs and identifying a process to assist some disaster survivors with attaining permanent housing may be needed to comprehensively address disaster housing needs throughout all phases of recovery.” 153
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S U C C E S S E S
T A X E X E M P T I O N F O R S E T T L E M E N T P A Y M E N T S Through the tireless efforts of the late Congressman LaMalfa, Camp Fire survivors are now exempt from paying federal taxes on settlement funds from PG&E. This was a significant step towards making recovery possible for the thousands of survivors trying to rebuild after catastrophic loss.
C O N G R E S S I O N A L P R I O R I T Y P R O J E C T S Paradise was supported by our Senators Feinstein and Padilla, and Congressman LaMalfa in their Congressional Priority Projects. $1.8 Million was allocated to the Town for the Roe Road Extension Phase 1 Project, which will improve evacuation by connecting multiple long dead-end streets in Town. The Town of Paradise also received $615,000 to replace Police Radios lost in the fire, improving public safety for our residents.
W A L K A B L E A N D W O R K A B L E D O W N T O W N
Paradise was awarded funding for sidewalks, lighting, landscaping, and drainage facilities in the central business district.
The Town utilized this investment to help revitalize the central business district of Paradise by increasing the downtown area’s walkability and workability, through public transportation and recreational opportunities.
P U B L I C S A F E T Y A N D L A W E N F O R C E M E N T The Town’s public safety and law enforcement agencies were critical during the response to the Camp Fire event and remain a critical element of our recovery efforts. Since the disaster, the Town has rebuilt critical public safety buildings and restored damaged fleets, and continues to invest in upgrades to aging and damaged technologies for the Town’s police and fire departments.
E M E R G E N C Y N O T I F I C A T I O N S Y S T E M
As part of the Town’s Long-Term Community Recovery Plan, Paradise has prioritized a redundant Emergency Warning System (EWS) to significantly enhance its ability to notify residents of life-threatening incidents, including wildfires, floods, and other hazards requiring rapid public action. The EWS consists of 21 outdoor siren towers strategically located throughout the Town that broadcast siren tones and voice messages to alert residents when evacuation or other immediate protective actions are needed. The system is integrated with existing notification tools and tested regularly to ensure proper performance and coverage.
In addition to the outdoor network, the Town has secured funding through a FEMA/Cal OES Hazard Mitigation Grant Program (HMGP) to provide in-home EWS alert units at no cost to Paradise residents. These plug-in devices deliver both audible and visual alerts when the sirens are activated, improving indoor detection of emergency warnings. A limited number of units are being distributed on a first-come, first-served basis to residents while supplies last, and routine public tests now include checks of these in-home units as part of broader system readiness efforts.
This combined approach—outdoor sirens and in-home alert devices—strengthens the Town’s emergency notification capability, improving preparedness and public safety for all residents.
R O A D W A Y D A M A G E R E S T O R A T I O N
Combined support between FEMA Public Assistance and Federal Highways Administration’s Emergency Relief Program, the Town of Paradise has secured and commenced delivery of $93M in roadway rehabilitation projects. These projects are critical to the Town’s recovery and will provide basic infrastructure restoration to pre-fire conditions. 154
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E D A T R A N S P O R T A T I O N M A S T E R P L A N
As noted elsewhere in this document, the Town of Paradise was awarded a critical Economic Development Administration planning grant to prepare the 2022 Transportation Master Plan. This $1.8M grant allowed the Town to perform invaluable public outreach, complete detailed studies and scope projects the Town depends on for a full recovery. It cannot be understated the value of this “gap” funding project has served, now having leveraged nearly $250M in returns between multiple State and federal grant programs.
C D B G - D R A L L O C A T I O N S F O R M U L T I - F A M I L Y
H O U S I N G A N D I N F R A S T R U C T U R E
To date, over $250 Million has been allocated to the Town of Paradise for Multi-Family Housing and Infrastructure projects. $55 Million in multi-family housing projects are working their way through the permitting process, and we anticipate over 290 new affordable housing units through these efforts. $199 Million in infrastructure funding is being allocated to priority evacuation projects to increase evacuation capacity and safety for residents.
W A T E R S Y S T E M I N F R A S T R U C T U R E
The Town of Paradise supported the Paradise Irrigation District (PID) in its mission to restore potable water to the area.
In order to repair the water system, PID sampled all service laterals and mains in the distribution system for volatile organic compounds, replaced contaminated service laterals, and restored potable water service to the system.
F E M A C O S T S H A R E I N C R E A S E F O R C A T E G O R I E S A & B
Camp Fire emergency response and debris removal needs are extraordinary. While final costs of these activities are still unknown, they are estimated to be millions of dollars. This does not include the expense of staff and employee time, which is non-reimbursable under Federal Emergency Management Agency’s (FEMA’s) Public Assistance Program. The Town’s share of the local match required for Categories A (debris removal) and B (emergency response) continues to climb, with required local matches far exceeding local resources. Understanding the exceptional nature of the damages produced by the Camp Fire, Congress approved an increase in the federal share of assistance for Category A & B damages under FEMA’s Public Assistance Program from 75% to 90% in Section 309 of the Consolidated Appropriations Act, 2019.
F E M A C O S T S H A R E F O R C A T E G O R I E S C – G The current reimbursement rate for FEMA Public Assistance Categories C-G is 75%. The Town anticipates one of its largest expenditures in recovery efforts to be the repair and replacement of damaged roads. Public roadways fall under FEMA’s jurisdiction under Category C (roads). Early estimates predict total road repairs to be in the tens of millions of dollars, putting the Town’s share at a level that could exceed its annual operating budget for normal road maintenance.
The final cost of needed road repairs will not be known until further in the recovery effort as truck and freight movement in and out of the Town for debris removal, tree removal, and reconstruction continue. An increase in the federal cost share of FEMA Public Assistance funding would significantly reduce the Town’s unmet funding needs.
R U R A L C O M M U N I T Y D E S I G N A T I O N
After the Camp Fire, the Town of Paradise’s population fell from 26,800 to approximately 2,034. Paradise’s original population exceeded thresholds for grant and loan programs offered by the U.S. Department of Agriculture (USDA).
However, the post Camp Fire population met USDA population requirements. In order to help bridge the gap between the official population counts for the Town, Congress approved legislative language in Section 108 the FY 2019 Additional Supplemental Appropriations for Disaster Relief Act (P.L. 116-20) that allowed the Governor to designate the Town as rural in nature until a revised population count was conducted as part of the 2020 Census. The designation qualified the Town to apply for immediate assistance under the USDA Rural Development programs. 155
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R E M O V A L O F S T A N D I N G B U R N T T R E E S
The removal of standing burnt trees was critical to the overall recovery of the Town as tens of thousands of trees needed to be removed. Historically, FEMA has not funded the removal of standing burnt trees on private property that were threatening the public right-of-way. The Town worked with FEMA to explain how critical the removal of these trees is to the safety and recovery of the Town. In 2019, FEMA approved the use of Public Assistance Program funding for the removal of standing burnt trees located on private property that are threatening a public right-of-way.
U S D A G R A N T F O R B U I L D I N G R E S I L I E N C Y
C E N T E R
After the Camp Fire, the Town needed a place that could be used as a one-stop-shop for residents who are rebuilding or considering rebuilding in the Town of Paradise. USDA awarded the Town a $148,300 grant to renovate a building donated by the Bank of America for use as the Town’s “Building Resiliency Center” (BRC). The BRC was one of the first major community projects completed since the Camp Fire. The Town’s building department is located inside the BRC, where residents can ask questions, apply for permits, and get all the information they need to rebuild their home. The BRC also offers housing counseling services to help residents understand grants and other resources available for their housing needs. Further, USDA supported the procurement of the following equipment:
Fire Engine
Police Department Community Services Officer Vehicle
Animal Control Truck
Street Sweeper
Two Code Enforcement Vehicles
Brush Chipper
Skid Steer
Four Public Works Trucks
Vacuum Excavator
These items replaced equipment lost in the fire as well as equipment to manage the new post-fire landscape. 156
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157
Town of Paradise
Council Agenda Summary
Date: March 10, 2026
Agenda Item: 6(d)
ORIGINATED BY: Colette Curtis, Recovery and Economic
Development Director
REVIEWED BY: Mike O’Brien, Interim Town Manager
SUBJECT: Strategic Healthcare Recovery Plan
LONG TERM
RECOVERY PLAN:
Yes
COUNCIL ACTION REQUESTED:
1. Review the revised Strategic Healthcare Recovery Plan Draft provided by Abaris Group; and,
2. Accept the Plan as a complete Final Draft; or,
3. Provide alternative direction to staff. (ROLL CALL VOTE) Background:
Following the 2018 Camp Fire, the Town of Paradise has sought to assist in the recovery of healthcare services for current and future residents. In order to determine the current inventory of services, current and future healthcare needs, best practices, and existing and projected gaps, the Town of Paradise and the Adventist Health Feather River Foundation are seeking a consulting firm to create a Strategic Healthcare Recovery Plan.
At the April 2024 Council Meeting, Paradise Town Council directed staff to allocate up to $75,000 towards the cost to complete the Strategic Healthcare Recovery Plan. Following that meeting, Adventist Health Feather River Foundation (a separate entity from Adventist Health) also allocated up to $75,000 towards the completion of the Plan. In September 2024, The Town contracted with Abaris Group to prepare the Strategic Healthcare Recovery Plan, with input from community stakeholders.
Abaris Group analyzed existing healthcare data and studies, conducted interviews with providers, and stakeholders, and considered community input regarding the current state of healthcare in the Paradise area. Abaris Group has provided a draft Strategic Healthcare Recovery Plan which provides contextual information and gives recommendations to improve healthcare in our community. The full report is attached to this agenda item.
Analysis:
In October 2025 a draft plan was presented to Council for review. Council provided comments which were included in a revised version of the draft Plan, which was reviewed by the Healthcare Committee, consisting of the appointed Councilmembers (Mayor Crowder and Councilmember Lassonde), the Town Manager, and the Recovery and Economic Development Director.
The Healthcare Committee asked for a medical professionals group to review the revised draft 158
and provide comment. A group of healthcare professionals was convened in early February where feedback was given and incorporated into the revised draft that is included in the agenda tonight.
Financial Impact:
The financial impact for this item is $75,000 from the General Fund. This amount has been budgeted within the Recovery and Economic Development Department 2025/2026 Fiscal Year Budget. An additional $75,000 was provided by Adventist Health Feather River Foundation. 159
David Ghilarducci, MD, FACEP, FAEMS
THE ABARIS GROUP
WWW.ABARISGROUP.COM
Strategic
Healthcare
Recovery Plan
160
Strategic Healthcare Recovery Plan Town of Paradise
Prepared by The Abaris Group 1
Table of Contents
Executive Summary................................................................................................. 3 Introduction .....................................................................................................................3 Objective..........................................................................................................................4 Methodology....................................................................................................................5 Findings...........................................................................................................................5 Recommended Action Plan and Recovery..................................................................10 Short Term (0-5 Years, Population up to 15,000)..................................................................10 Medium Term (5-10 years, Population up to 20,000)............................................................12 Long Term (10-15 years, Population up to and beyond 25,000)...........................................13 Conclusion.....................................................................................................................13 Section 1: Population Demographics and Health ............................................... 15 Population Characteristics ...........................................................................................15 Population Projections .................................................................................................18 School Enrollment.........................................................................................................19 Income and Economics ................................................................................................21 Health Insurance ...........................................................................................................24 Births..............................................................................................................................26 Population Health..........................................................................................................27 Section 2: HealthCare Services and Findings..................................................... 31 Hospitals and Emergency Departments ......................................................................31 Hospital and Emergency Department Findings .....................................................................36 Emergency Medical Services .......................................................................................52 EMS Findings.........................................................................................................................60 Urgent Care/Rapid Care Clinics ...................................................................................65 Urgent Care/Rapid Care Findings .........................................................................................66 Primary and Specialty Care ..........................................................................................68 Primary and Specialty Care Findings ....................................................................................77 Long Term Care Facilities.............................................................................................80 Long Term Care Facility Findings..........................................................................................81 Section 3: Recommended Action Plan for Recovery.......................................... 82 Short Term (0-5 Years, Population up to 15,000) ........................................................82 Hospital Care and Emergency Departments .........................................................................82 Pre-Hospital Care (EMS) .......................................................................................................83 Urgent Care/Rapid Care ........................................................................................................84 Primary and Specialty Care ...................................................................................................85 Long Term Care.....................................................................................................................86 Medium Term (5-10 years, Population up to 20,000)...................................................87 Hospital Care and Emergency Departments .........................................................................87 Pre-Hospital Care (EMS) .......................................................................................................87 Urgent Care/Rapid Care ........................................................................................................87 Primary and Specialty Care ...................................................................................................88 Long Term (10-15 years, Population up to and beyond 25,000).................................88 Hospital Care and Emergency Departments .........................................................................88 Pre-Hospital Care (EMS) .......................................................................................................89 Urgent Care/Rapid Care ........................................................................................................89 Primary and Specialty Care ...................................................................................................89 Section 4: Summary and Conclusions................................................................. 90 161
Strategic Healthcare Recovery Plan Town of Paradise
Prepared by The Abaris Group 2
Appendix.................................................................................................................93 Organizations interviewed............................................................................................93 Interview Summaries ....................................................................................................94 Characteristics of Small Non-CAH Hospitals in California.........................................98 Critical Access Hospital Map .......................................................................................99 162
Strategic Healthcare Recovery Plan Town of Paradise
Prepared by The Abaris Group 3
Executive Summary
Introduction
When dawn struck on November 8, 2018, due to extraordinarily dry conditions and unusual wind patterns, a “fast fire” initiated by failed electrical transmission lines sparked a conflagration that would become one of the deadliest and most expensive fires in California history. Within just a few short hours, the bucolic Town of Paradise and surrounding communities on the Upper Ridge were consumed by a firestorm that left 85 dead and destroyed nearly 19,531 homes (90% of housing stock) and structures, which permanently changed the community.
1,2
For many years preceding the Camp Fire, people living in the Town of Paradise and the Upper Ridge communities of Magalia and Stirling City enjoyed a peaceful, rural, and semi-rural life away from the hustle and bustle of urban areas. More affordable than many other areas of California, the ridge attracted retirees, families, and others, and eventually grew to a collective peak population of over 50,000 people.
The Feather River Hospital (FRH), founded in the 1960s, was a particular anchor to the community. It was known for excellent labor and delivery, a fully functioning emergency department (ED), cancer care, and surgical specialties. The hospital supported associated outpatient medical providers and clinics that offered a full spectrum of primary care to community members.
The economic impact of the hospital’s closure is significant. The hospital has remained closed due in part to damage sustained in the fire and following rainstorms, however, due to insufficient volume, Adventist Health had already developed plans, pre-fire, to close the hospital and potentially relocate to a smaller
1 https://www.nist.gov/el/fire
2 https://www.fire.ca.gov/incidents/2018/11/8/camp-fire/ 163
Strategic Healthcare Recovery Plan Town of Paradise
Prepared by The Abaris Group 4
replacement hospital in Chico that was intended to serve growth in South Chico and the Paradise Ridge Service Area. This left nearly all hospital employees to seek employment outside the community, and many of the associated outpatient physicians, healthcare workers, and clinics have either closed, relocated to the Chico area, or even moved out of state, thus leaving the ridge and Upper Ridge with much-diminished access to healthcare as compared to before the fire. 3 Many new
and returning residents now rely on healthcare in Chico and the few remaining clinics in Paradise.
Objective
In the seven years since the Camp Fire, the Town of Paradise has focused on safe rebuilding and repopulating. Now with a town population of over 11,000, and about 9,000 in Magalia and Stirling City, The Abaris Group has been contracted to assess the current state of healthcare delivery in the Paradise Ridge Service Area (herein defined as the Town of Paradise, and the surrounding communities of Magalia and Stirling City), project future demand for such services, and provide recommendations to meet the current and future healthcare needs of the community. This document is intended to serve as a plan for rebuilding the healthcare system over the next 5, 10, and 15 years.
The report is divided into four sections:
Section 1: Investigation of past, current, and projected population demographics for the Paradise Ridge Service Area for the next 5, 10, and 15 years
Section 2: Assess current healthcare infrastructure, ranging from clinics, EMS, EDs, hospitals, and long-term care
Section 3: Share key findings and provide a plan for action Section 4: Provide a summary of the report and include appendices
3 Urseny L (2019) Adventist Health Finalizes Layoffs at Feather River Hospital 164
Strategic Healthcare Recovery Plan Town of Paradise
Prepared by The Abaris Group 5
Methodology
The information contained herein was obtained through over 40 hours of semistructured qualitative interviews with local leadership, community members, foundations, healthcare providers, and Town and County leadership, in part, as recommended by Town officials and Abaris staff. Whenever possible, in-person interviews were conducted. The Town and surrounding areas' historical healthcare data were obtained from various governmental sources, including the California Department of Public Health, the California Department of Health Care Access and Information, the U.S. Census Bureau, and academic publications. When possible, data were obtained by local healthcare providers and organizations. In some cases, data was not available or was limited. All data sources are referenced in the footnotes where used.
Due to the extraordinary population changes that have occurred in the Paradise Ridge Service Area since the fire, coupled with the COVID pandemic, many data sources, such as U.S. Census data, may be outdated or limited in scope. Whenever possible, more contemporary or supporting data is presented.
This Paradise Ridge Service Area corresponds to the “Paradise Sphere” as designated by Butte County, with the exception of Stirling City. 4 Findings
The population of Paradise and the entire Paradise Ridge Service Area has experienced dramatic change since the fire, with an immediate drop from over 25,000 persons in the Town of Paradise to under 5,000. The remainder of the Paradise Ridge Service area saw a similar decrease in population. Over the last seven years, the Town population has begun to rebound at a rapid rate but remains far below pre-fire numbers. Growth in Magalia and elsewhere in the service area is also lower. While the median age has been stable, there has been a rapid growth in
4 https://www.buttecounty.net/DocumentCenter/View/3304/Map-of-Paradise-Town-Sphere-of-Influence-PDF 165
Strategic Healthcare Recovery Plan Town of Paradise
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school-age children with high elementary school enrollment coupled with a higher proportion of persons 65 years and older as compared to Magalia and Butte County.
The birth rate in Paradise is one of the highest in Butte County and is rising the fastest.
The number of employed people in Paradise showed a rapid drop following the fire, but the unemployment rate, except for 2019-2020, has been relatively steady and is similar to pre-fire levels. Median per capita income has risen slightly since the fire, but per capita poverty rates are high compared to elsewhere in Butte County. The proportion of persons relying on Medicare and Medi-Cal for health insurance is about 49% for both Paradise and Magalia. In Paradise, this has risen about 2% above pre-fire levels.
Following the closure of the Feather River Hospital in Paradise, most of the hospital care needs of the Paradise Ridge Service Area have been redirected to Enloe Medical Center in Chico, representing up to 10% of all inpatient and emergency services provided there. Similarly, most Emergency Medical Services (EMS) transports are also redirected to Enloe Medical Center. There are currently up to three ambulances that provide coverage of the Paradise Ridge Service Area during the day, with a full-time ambulance stationed in Magalia and two 12-hour ambulances stationed in Paradise. Ambulance coverage is reduced to one ambulance between the hours of midnight and 8 am.
The fire also led to a loss of primary care, dental care, specialist care, long-term skilled nursing facilities, and residential care facilities. Currently, primary care and some urgent care (or rapid care) are delivered at the Feather River Health Center on Skyway and the Paradise Medical Group. Many other practitioners have closed or moved to Chico.
Hospital Care
Given the proximity of Enloe Medical Center, the demographic and financial factors described in detail in the report, the prospect of reopening Feather River Hospital or 166
Strategic Healthcare Recovery Plan Town of Paradise
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building a new hospital in the next five years is unlikely. In 10-15 years, if there is tremendous population growth in the Paradise Ridge Service Area, it may be viable to build a hospital in Paradise. However, due to high operating costs, hospitals require high utilization of inpatient beds to sustain operations, which in turn necessitates large populations. When considering Expected Inpatient Days (EID) for California of 471 per 1000 population5 and assuming 50% of hospitalized residents stay at a hospital on the ridge, a population of 25,000 would generate an annual average daily census (ADC) of only 16.1 patients according to the following formula:6
𝐴𝐷𝐶 =
(𝐸𝐼𝐷∗𝑃𝑜𝑝𝑢𝑙𝑎𝑡𝑖𝑜𝑛∗0.5)
365 𝑑𝑎𝑦𝑠
=
(471∗25∗0.5)
365 𝑑𝑎𝑦𝑠
= 16.1
A low ADC would not be sufficient to operate a hospital of the size of former Feather River Hospital, and Adventist Health leadership estimates that a population of approximately 110,000 is necessary to generate a sufficient ADC. A smaller hospital that requires a smaller ADC will also face the challenge of fixed costs that are independent of size, such as 24/7 emergency department staffing, call agreements, pharmacy, and diagnostic services.
If the population were to expand substantially, the most attractive option for establishing a hospital would be a health care district governed by a local board of directors, which would require some public subsidy. Should this path be considered, we recommend that the Town leadership and the County Board of Supervisors approach the Local Agency Formation Commission and their local state representative and state senator at least several years in advance to prepare legislation that would authorize the formation of a special district. Since funding of the district will require a property tax assessment to subsidize operations, we also recommend that the Town conduct surveys of residents to determine the interest level.
5 https://www.statista.com/statistics/1474828/hospital-inpatient-days-per-capita-in-the-us-bystate/?srsltid=AfmBOorB019zoQ6n0YDyGBLsRKZ9CpuXXVZcfVsX5u-4ymO4iGTmp6lM 6 https://careset.com/master-average-daily-census-calculation-for-effective-market-access/ 167
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EMS
Current EMS staffing levels are appropriate for the call volume and population; however, residents may perceive the need for enhanced coverage based on the lack of emergency care in Paradise. Current coverage of 48 hours for the Paradise Ridge Service Area is the same as pre-fire coverage, with the notable exception that an ambulance is not posted in Paradise between the hours of midnight and 8 am, however with the loss of the Feather River Hospital, transport times are much longer and the likelihood of an ambulance being out of district is higher than it was pre-fire.
Current call volumes are well below pre-fire levels, and on balance, we feel coverage is appropriate.
As the population continues to grow, additional ambulance coverage will be needed to maintain compliance with response time standards. In the short term, call volume is not sufficient to support a second overnight ambulance stationed in the Town of Paradise. Supplemental funding could increase overnight staffing. A Basic Life Support (BLS) ambulance that is preferentially dispatched to lower acuity calls could be provided at slightly lower cost. Projected population growth indicates about a 50% increase in five years and a return to pre-fire population levels in the Paradise Ridge Service Area within 10 years. Ambulance service coverage will need to increase in proportion to population and call volume.
EMS services are self-sustained through patient care reimbursement and are only viable with patient volume. Should the Town wish to pursue supplemental EMS coverage that otherwise would not be justified by call volume, this could be funded through a County Service Area (CSA), as is the case in Gridley and Biggs. Since a CSA requires a property tax assessment, we recommend that the Town and the Board of Supervisors survey residents on their interest level.
Urgent Care / Rapid Care
Many low acuity conditions that would otherwise go to the emergency department could be safely handled in a properly equipped urgent care or rapid care. 168
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Fortunately, the Feather River Health Center has a well-equipped rapid care; however, due to provider shortages, the hours are limited or inconsistent. We recommend that the Town partners with Adventist Health to attract and retain providers to staff this clinic. One option is for Adventist Health to subcontract with Enloe Medical Center to staff the Rapid Care Clinic with emergency physicians who are currently contracted to provide emergency care at Enloe Health Center. The Town may consider subsidizing some of the cost of this contract.
Ideally, this clinic could be staffed on a 24/7 basis and, if staffed with emergency physicians, could potentially be capable of receiving appropriately triaged EMS patients. Once the clinic is consistently staffed, we recommend that the Town approach Butte County EMS and the Sierra Sacramento Valley EMS agency to develop alternate EMS destination policies as allowed by state law.
Primary Care and Specialty Care
Clinic services (Primary and Specialty care) are well below pre-fire levels. This is a natural consequence of the drop in population, but also due to the loss of the hospital, which served as an anchor for clinical services and referrals. Primary care physicians sometimes have hospital privileges and provide hospital and outpatient care. Specialists rely on hospital surgical suites, equipment, and procedure rooms to treat patients, and the loss of the facility makes these outpatient practices more difficult.
In addition to building capacity at the Adventist Health Feather River campus, in the next five years, we recommend that the Town approach other primary care providers, such as Ampla Health, particularly for Medi-Cal population beneficiaries, and Enloe Health to initiate or expand services in the Paradise Ridge Service Areas.
Ideally, providers who focus on providing care in the Chico area will find benefit in establishing satellite offices that more directly meet the needs of their patients.
Long-Term Care
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Pre-fire, there were three skilled nursing facilities (SNFs) in the Paradise Ridge Service Aea with a total capacity of 279 beds. Butte County currently has 9 SNFs with a total capacity of 910 beds, none of which are in the Paradise Ridge Service Area. Currently, the smaller population and the shift toward a younger demographic in the Paradise Ridge Service Area are not likely to provide enough demand for rebuilding an SNF. However, as the population continues to grow and/or the demographic of the population ages, expansion of in-home care and additional residential care will likely be needed.
Recommended Action Plan and Recovery
The following recommendations are intended to provide a plan for action for healthcare recovery in the Paradise Ridge Service Area. According to the time frames and population projections, these represent our top recommendations on what we believe is practical and achievable. These recommendations should be applied in parallel whenever possible, such that while working on short-term recommendations, consideration, planning, and groundwork for recommendations in the medium and long term should also be kept in mind. Additionally, the time frames and population thresholds should serve as general guidelines for the phases of recovery. An unexpectedly rapid population growth, for example, may provide opportunities to implement elements of the plan sooner than specified below.
Short Term (0-5 Years, Population up to 15,000)
Hospital Care and Emergency Departments
Consider zoning, planning, and Town infrastructure improvements that could pave the way for a potential future hospital.
Begin the early planning process for the formation of a Healthcare District.
Pre-Hospital Care (EMS)
In conjunction with Butte County EMS, the Sierra Sacramento Valley EMS Agency, and Adventist Health:
170
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o Establish a mutually agreeable sustainability plan that monitors EMS volumes for the need of additional ambulance coverage.
o Encourage development of alternate destinations and assess and refer policies for low-acuity patients who can be safely cared for in the Adventist rapid care clinic or transported to a hospital via a rideshare option (see below).
Consider allocating $330,000 for short-term supplemental funding to provide additional coverage in the Town of Paradise between midnight and 8 a.m. Develop rideshare options in partnership with Lyft, UBER, and public transit, for low-acuity patients who may need hospital evaluation but otherwise do not need ambulance transport.
Initiate the process of establishing a Community Service Area that can provide sustainable supplemental funding for overnight ambulance service that exceeds what can be supported by patient volume.
Urgent Care/Rapid Care
The Town should continue its partnership with Adventist Health to expand capacity and hours of operation at the Skyway Adventist Health Clinic and Rapid Care by addressing barriers to expansion, such as provider recruitment and a fall-off in patient demand in the evening hours.
Primary and Specialty Care
Reach out to healthcare organizations to solicit interest in expanding services in the Paradise Ridge Service Area.
Consider incentives such as fee reductions, streamlined permits, financial support, and others toward healthcare organizations that express interest in expanding in the Paradise Ridge Service Area.
Evaluate public transportation options and make recommendations on routes that maximize efficiency for residents who need to travel from Paradise to the healthcare facilities in Chico.
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Long Term Care
Initiate zoning, planning, and permitting incentives to encourage operators to open skilled nursing, assisted living, adult day care, and respite care as local demand for these services grows.
Develop relationships with existing long-term care providers in Butte County and explore opportunities for expansion in the Paradise Ridge Service Area.
Medium Term (5-10 years, Population up to 20,000)
Hospital Care and Emergency Departments
Prioritize the Healthcare District planning process and initiate public education and discussion related to the formation of a Healthcare District.
Pre-Hospital Care (EMS)
Work with Butte County EMS and SSVEMS to establish nurse navigation for appropriately triaged 911 callers.
Consider establishing a standby BLS ambulance service for transporting clinic patients, as necessary.
Urgent Care/Rapid Care
Continue to monitor rapid care utilization and consider expansion if demand dictates.
Establish Adventist's willingness and capability to care for low-acuity EMS patients in Rapid Care who would otherwise not need to go to an emergency department.
Primary and Specialty Care
Provide incentives to attract and retain medical providers in the area, such as housing subsidies or loan repayment.
Continue to meet with local healthcare providers to determine other potential barriers or challenges to staff recruitment and retention. 172
Strategic Healthcare Recovery Plan Town of Paradise
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Long Term (10-15 years, Population up to and beyond 25,000) Hospital Care and Emergency Departments
Initiate the process of forming a Healthcare District by working with Butte County LAFCO and retaining the services of a specialty firm that can perform the financial analysis and feasibility review needed.
Pre-Hospital Care (EMS)
Continue monitoring EMS demand volumes and appropriate coverage. Continue 911 nurse navigation and alternate destination programs previously established.
Urgent Care/Rapid Care
Consider expanding capacity to provide 24/7 coverage, with the capability to accept low acuity EMS patients.
Primary and Specialty Care
Partner with Healthy Rural California and academic institutions to increase training opportunities in the high schools and community colleges for allied health professionals.
Conclusion
With careful and determined planning, there are tremendous opportunities to rebuild healthcare in all its forms in the Paradise Ridge Service Area. This will depend on multiple factors, including repopulation, planning, and investment. While market forces would eventually drive investment in healthcare, that approach will likely result in services that lag the present demand.
In the next five years, the Town can initiate concrete actions that can have an immediate effect and lay the groundwork for rebuilding the healthcare infrastructure that will be needed in the next 10 to 15 years. This potentially includes planning for a Healthcare District, developing a CSA for ambulance services, and creating 173
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conditions that would attract healthcare providers to live and work in Paradise, such as housing, schools, and other services.
Disclaimer
The content of this report is for general informational purposes only and is not intended to substitute for legal advice where necessary. The most accurate, publicly available information and data at the time of preparation was used for the analysis and is subject to change.
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Section 1: Population Demographics and Health
Population Characteristics
Paradise was a lumber town that grew rapidly, and by the 1950s had 5,000 residents, growing to over 20,000 by 1966. Incorporated in 1979, the town was considered an affordable place to live for moderate-income households. Marketed as a retirement community, the town had high proportions of residents with some aspects of social vulnerability: low income, poor, elderly, children, and individuals with disability
and fragile
health.
7 18.4%
of the
population was
65 years or
older, and
12.6% of those
under 65
suffered from
health issues or
disabilities. The
national percentages were 16.5% and 8.6%, respectively. 8 One of the most dramatic effects of the Camp Fire was the immediate depopulation of the town and Magalia (Figure 1). The pre-fire population in Paradise was nearly 27,000 residents by 2018, Magalia was 12,671, and Stirling City was 307. The collective population of the surrounding areas in the Upper Ridge, including Magalia and Stirling City, approached over 40,000 persons. Following the Camp Fire, the Town population dropped to as low as 4,000 residents but has since gradually
7 Flanagan BE, Gregory EW, Hallisey EJ, Heitgerd JL, Lewis B (2011) 8 United States Census Bureau (2019) QuickFacts: United States; Butte County, California. 0 5,000
10,000
15,000
20,000
25,000
30,000
1990 1995 2000 2005 2010 2015 2020
Figure 1: Population in Paradise
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Strategic Healthcare Recovery Plan Town of Paradise
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rebounded to
around 11,000,
based on current
estimates.
9 Magalia's
population is
currently
estimated to be
8,901, down from
its peak in 2018
and with minimal year-over-year growth.10
This regrowth led to a significant change in demographics. Once home to many retirees who were attracted to the area partly because of the hospital and healthcare services available, the Town is now home to an influx of newcomers and younger families from the Bay Area and Southern California seeking affordable housing.
Evidence of this demographic shift can be seen in the significant growth of enrollment in primary and secondary schools and the demand for obstetric and pediatric services, as reported to us in interviews.
11 Despite this, the median age in
Paradise (58) has trended slightly upward since the fire (Figure 2).12 By comparison, the median age in Chico in 2022 was 30.4 years.
9 https://www2.census.gov/programs-surveys/popest/tables 10 https://worldpopulationreview.com/us-cities/california/magalia 11 https://www.ed-data.org/district/Butte/Paradise-Unified 12 https://www.census.gov/programs-surveys/acs/data/data-via-ftp.html 0 10
20 30
40 50
60 70
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Figure 2: Median Age in
Paradise (years)
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According to the U.S. Census Bureau’s 2023 American Community Survey Data, the age breakdown in Butte County, Paradise, and Magalia is shown in Figure 3. 13 It
should be noted that U.S. Census data is the best available published data on demographics in the area; however, due to the nature of the rapid population shifts following the fire, coupled with the challenge of conducting the Census during the pandemic, the data may either be dated or incomplete.14 Subsequent American Community Survey Data reports are likely to provide a more reliable estimate of today’s demographic picture. Whenever possible, corroborating information, such as school district and state sources, was used to validate or refute Census data.
Despite these limitations, the data shows some useful patterns for the purposes of this report. While Butte County shows progressively diminishing percentages in each successive age group, Paradise shows a bimodal curve, with similar percentages of those under 18 years of age, smaller percentages of those between 18 and 54, and much higher percentages of those 55 and older as compared to Butte County and Magalia. Magalia shows a hybrid pattern between Butte County and Paradise. The trend toward older individuals in Paradise is more pronounced in the female group than in males.
13 https://censusreporter.org/data/table/
14 https://www.gao.gov/products/gao-25-107160
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
< 18
18-2425-3435-4445-5455-6465-7475-84
85 +< 18
18-2425-3435-4445-5455-6465-7475-84
85 +
Figure 3: Age Distribution (years)
Butte County, CA Paradise, CA Magalia, CA
Male Female
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Population Projections
Overall, the California Department of Finance projects population growth of about 20,000 persons for Butte County for the next 20 years. The rate of growth is expected to increase after 2029 (Figure 4).
15 The California Department of Finance does not provide growth projections for individual cities, but other sources indicate that since 2020, the Town of Paradise has grown at a much faster rate (13% -22%) than the county, at approximately 1,100 persons per year, and the population is expected to reach nearly 15,000 by 2029.16 Projections beyond 2029 are unavailable for Paradise, Magalia, or Stirling City.
Nevertheless, based on the current rate of growth, 10-year forecasts of an additional 11,000 people (26,000 total) in the town of Paradise are conceivable, at which point the population will likely have fully recovered from the fire. Growth beyond that will depend on housing availability, local policy, and the Town's infrastructure.
While the Town enjoys a robust domestic water system, the lack of a core sewage system may limit commercial development, expansion of public education, and specifically the building of healthcare facilities. Similarly, the lack of higher-density affordable housing, crowded schools, and anemic public transport may limit the regrowth of the Paradise Ridge Service Area.
17 15 https://dof.ca.gov/Forecasting/Demographics/Projections/ 16 https://worldpopulationreview.com/us-cities/california/paradise-butte-county 17 https://pmc.ncbi.nlm.nih.gov/articles/PMC8500817/pdf/11069_2021_Article_5057.pdf 190,000
195,000
200,000
205,000
210,000
215,000
220,000
225,000
230,000
Figure 4:
Butte County Growth Projections
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School Enrollment
Paradise Unified School District (PUSD) and charter school enrollment numbers indicate a younger population shift following the fire than is otherwise reported in the 2023 American Community Survey Data. In multiple interviews with community members and PUSD leadership, we’ve learned that younger families are moving back to the Paradise Ridge Service Area. According to the enrollment statistics published by the California Department of Education, total (PUSD and Charter) K-12 enrollment has surpassed 2018-2019 numbers (Figure 5).18 Total 2024-2025 PUSD enrollment is 2,394, which includes 667 students from schools not listed on the PUSD website, such as Achieve Charter School of Paradise, Children’s Community Charter, Home Tech Charter, Paradise Charter Middle, and Paradise Unified Special Education.
Almost all that rebound has occurred in elementary schools, with middle and high school enrollment numbers remaining below pre-fire levels (Figures 6-8). 19 The
extent to which PUSD can accommodate these K-5 students, especially as they advance to higher grades, will determine if families with school-age children will continue to move here. Measure G, which was intended to improve school capability and capacity, failed to gain approval on Nov. 5, 2024; however, previous measures,
18 https://dq.cde.ca.gov/dataquest/
19 https://www.cde.ca.gov/ds/ad/fileshistenr8122.asp
0 500
1000
1500
2000
2500
3000
2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Figure 5: Total PUSD Enrollment (K-12)
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such as Measure Y in 2018, passed before the fire, which has enabled some construction.
20 20 https://ballotpedia.org/Paradise_Unified_School_District 0 50
100
150
200
250
2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Figure 6: Elementary School Enrollment
KN 1st 2nd 3rd 4th 5th
0 50
100
150
200
250
300
350
2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Figure 7: Middle School Enrollment
6th 7th 8th
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Income and Economics
When adjusted for inflation, the resident per-capita median income was relatively stable before and after the fire (Figure 9). Given the steep drop in employment following the fire and the closure of the hospital (see below), this data suggests that for those who remain employed, income has been sustained most likely through employment outside of Paradise.
21 21 https://datacommons.org
0 50
100
150
200
250
300
2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Figure 8: High School Enrollment
9th 10th 11th 12th
0 10,000
20,000
30,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Figure 9: Median Per Capita Income In
Paradise (Dollars)
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Strategic Healthcare Recovery Plan Town of Paradise
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Of the eight major places
in Butte County,
Paradise ranks third by
household median
income at $74,654
(Figure 10).22
A significant impact of
the fire on the local
economy can be seen by the
employment drop and fluctuating
unemployment rate (Figures
11,12).
23 The unemployment
rate steadily declined for eight
years before the fire but spiked
shortly thereafter, with large
fluctuations since 2020. The
pandemic was a contributing factor during this period. Unemployment rates are currently about 2% higher than in the fall of 2018.24
Despite the steady per
capita income shown in
Figure 10, Paradise has
one of the highest
poverty levels in Butte
County (Figure 13).25
22 https://datacommons.org
23 https://www.bls.gov/lau/
24 https://www.bls.gov/lau/
25 https://datacommons.org
0 50,000
100,000
150,000
Figure 10: Ranking By Median
Household Income, Butte
County
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
1990-011991-091993-051995-011996-091998-052000-012001-092003-052005-012006-092008-052010-012011-092013-052015-012016-092018-052020-012021-092023-05 Figure 11: Employed
Persons in Paradise
0 5
10 15
20 25
1990-011991-061992-111994-041995-091997-021998-071999-122001-052002-102004-032005-082007-012008-062009-112011-042012-092014-022015-072016-122018-052019-102021-032022-082024-01 %
Figure 12: Unemployment Rate
in Paradise
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By another indicator, approximately 65% of Paradise Unified School District students qualify for free or reduced meals as opposed to 59.7% for Butte County overall. 26 27
Low income is a required criterion to qualify for free or reduced meals. This is higher than the overall Butte County rate of 59.7%. The apparent disconnect between relatively high income shown in Figure 10 and the high poverty rate shown in Figure 13 may be explained by a division of wealth among current residents. Given the relatively small population currently on the ridge, a minority of high-income individuals could push up the median income, despite a substantial proportion who meet the criteria for the poverty level. For example, the proportion of individuals classified in higher-earning management occupations since 2017 rose from 11.3% to nearly 14% in 2022.
28 26 https://www.ed-data.org/district/Butte/Paradise-Unified 27 https://www.buttecaa.com/north-state-food-bank.
28 https://datausa.io/profile/geo/paradise-ca/
0 5
10 15
20 25
30 Figure 13: Ranking by Population
(Poverty Level)
All Cities in Butte County, per capita
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Health Insurance
The average hospital in California has a governmental payor mix of 38.2%.29 The payor mix in Paradise (Figure 14) is 46.4% governmental payors. According to the California Department of Health Care Access and Information, third-party (commercial) payors make up a smaller proportion of the payor mix in areas designated as Primary Care Health Professional Shortage Areas.30 Typically, areas that have a higher mix of commercial payors is more likely to have greater medical resources and higher adherence to quality standards.31 a The payor mix for Paradise and Magalia is shown (Figures 14, 15). Paradise currently has an equal proportion of private/commercial insurance and Medicare/Medi-Cal, while Magalia has a higher proportion of Medicare/Medi-Cal.32
29 https://www.definitivehc.com/.
30 https://hcai.ca.gov/
31 https://journals.sagepub.com/
32 https://datausa.io/profile/geo/paradise
42 43
44 45
46 47
48 49
50 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Figure 14: Paradise Payor Mix
Private/Commercial Medicare-Medi-cal
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According to the
California Health
Care Foundation,
as of April 2024,
Butte County had
40.9% Medi-Cal
enrollees (87,279)
as opposed to
38.2% statewide.
In Paradise, the Medi-Cal rate is 21.5%.
33,34 Figure 16 shows the number of persons
in Paradise, equally divided by sex.
According to the California Health and Human Services Agency (CHHS), the number of Medi-Cal certified enrollees in Paradise and Magalia has steadily increased since January 2020, with a sharp uptick in 2022. It now totals nearly 8,000 persons. 35 33 https://www.chcf.org/
34 https://datausa.io/
35 https://data.chhs.ca.gov/dataset/
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2010-012010-062010-112011-042011-092012-022012-072012-122013-052013-102014-032014-082015-012015-062015-112016-042016-092017-022017-072017-122018-052018-102019-032019-082020-012020-062020-112021-042021-092022-022023-072023-122024-05 Figure 16: Medi-Cal Certified Enrollees in
Town of Paradise and Magalia*
Female Male * zip codes 95954, 95969, 95978
42 43
44 45
46 47
48 49
50 51
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Figure 15: Magalia Payor Mix
Private/Commercial Medicare-Medi-cal
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Births
Many in Butte County knew Feather River Hospital (FRH) for its excellent labor and delivery program. We have learned that it was common for parents to choose this hospital for their birth even if they lived outside of Paradise. In addition to the reputation for excellent care, some were interested in their child’s birth certificate documenting that they were born in “Paradise.”
As Figure 17 shows, the
birth rate for residents of
the Town of Paradise had a
baseline of 7.8 births per
100 residents in 2017. It
dropped sharply between
2019 and 2021 before
rebounding to 11.9 in 2023,
the fastest growth rate in
Butte County.
With the closure of FRH, most births that otherwise would have occurred there were taken up by Enloe Health. Oroville Hospital saw a mild increase in births following the fire, but this has declined
since 2022. (Figure 18)
The payor mix (Figure 19)
shows the bulk of births
covered by Medi-Cal,
followed closely by private
insurance. A small number
0 500
1,000
2017 2018 2019 2020 2021 2022 2023
Figure 18: Birth Rate
(per 1,000 Births)
Enloe Health
Oroville Hospital
Feather River Hospital
Other**
0 20
2017 2018 2019 2020 2021 2022 2023
Figure 17: Birth Rate by
Town/City (per 1,000
Residents)
Biggs Chico
Gridley Magalia
Butte Valley Oroville
Palermo Paradise
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of births are to those with self-pay and other government programs.
Population Health
One of the best sources for assessing the health status of a county's population is the local Health Department. According to the 2023 Butte County Community Health Assessment, access to care, behavioral health, and community safety remain significant issues for Butte County residents.36
As detailed in the report, difficulty finding primary care, the rate of primary care physicians per capita, and preventable hospitalizations (an indirect measure of access to primary preventive care), Butte County ranks more than 20% worse than California. By most measures of behavioral health, which includes alcohol related fatalities, overdose deaths, suicide rates, and many others, Butte County also ranks more than 20% worse than California as a whole. In terms of community safety, Butte County has high rates of injury deaths, domestic violence reporting, motor vehicle crashes, and pedestrian accident deaths.
37 36 https://www.buttecounty.net/CivicAlerts.aspx?AID=60&ARC=84 37 https://www.buttecounty.net/CivicAlerts.aspx?AID=60&ARC=84 0 100
200
300
400
500
600
2018 2019 2020 2021 2022 2023
Figure 19: Birth Rate by Expected
Payor Source for Delivery (per 1,000
Births)
Medi-Cal Other Gov't Program
Private Insurance Self-Pay
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California statewide data paints a similar picture for Butte County, with higher-thanaverage deaths from all cancers, respiratory disease, liver disease, accidental injuries, motor vehicle accidents, suicide, and drug overdoses. 38 The Healthy Persons Index (HPI) is a recognized method for objectively evaluating the social and environmental conditions that directly affect the health outcomes of a population in geographic areas.
39 Communities are ranked in quartiles, with a lower
score indicating less healthy conditions. The HPI maps data from the 2020 U.S.
Census. This includes clean air and water, job opportunities, and many other factors directly linked to life expectancy.
As illustrated by the
HPI map (Figure 20)
the census tracts
encompassing
Paradise, Magalia
and the Upper
Ridge scored
between the less
healthy first and
second quartiles in
terms of healthy
living conditions.
Areas noted in the
index that
contributed to these lower scores were: economic (per capita income and employment rates), social (census response rates), transportation (active commuting, automobile access) and housing (housing habitability, low-income homeowner housing cost burden). On the other hand, Paradise scored well in the
38 https://www.cdph.ca.gov/Programs/CHSI/CDPH%20Document%20Library/CHSP_Profiles/CHSP-2024.pdf 39 https://www.healthyplacesindex.org
Figure 20: Health Places Index
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areas of clean environment, neighborhood conditions, and notably healthcare access (based on rate of insured adults).
Finally, it should be reiterated that the HPI is based in part on the data gathered during the 2020 census and may have significant limitations in assessing today’s conditions. This census was conducted during a challenging period; not only was it just a little over a year after the Camp Fire, it was also the first year of the devasting COVID-19 pandemic. It is reasonable to posit that current conditions are significantly different than those measured in 2020. Nevertheless, it may serve as a useful comparison to other census tracts in Butte County, including those not directly affected by the Camp Fire.
Figure 21 summarizes select 2022 health behaviors characteristics for Paradise, Butte County, California and the United States showing higher rates of smoking, obesity, and binge drinking in Paradise, but better than average physical activity and sleep duration.40
40 https://www.cdc.gov/places/index.html
0 5
10 15
20 25
30 35
40 Butte County California Paradise United States of
America
Percentage
Figure 21: Health Behaviors (2022)
Binge Drinking Obesity Physical Inactivity
Sleep Less Than 7 Hours Smoking
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Section 2: HealthCare Services and Findings
Hospitals and Emergency Departments
With the closure of the FRH, there is no longer a functioning hospital or Emergency Department (ED) in the Town of Paradise. Fortunately, there are three remaining hospitals in Butte County. Around a 20-minute drive from downtown Paradise, Enloe Medical Center in Chico is the closest hospital for most areas of Paradise and the Upper Ridge. Oroville Medical Center in Oroville is about a 30-minute drive from Paradise. Finally, Orchard Hospital in Gridley is about 40 minutes away. All three hospitals are significantly farther away for those living in the Upper Ridge areas.
Enloe Medical Center is a full-service hospital with 298 staffed beds. It provides trauma, stroke, cardiac, obstetric, pediatric, and cancer care, among other services.
It has a large ED with 50 treatment stations and treated 51,963 patients in 2021. In terms of patients seen per treatment station, Enloe's ED averaged 1,039 patients, placing it in the middle of the pack amongst the three Butte County hospitals.41 Oroville Medical Center has 279 licensed beds and provides similar services but is not a designated trauma center. Its ED has 14 treatment stations and saw 7,811 patients in 2021, an average of 558 patients per treatment station.42 Orchard Hospital is a Critical Access Hospital with 24 beds. It provides essential services and only has an ED with five beds. This small ED treated 9,092 patients in 2021, with 1,818 patients per treatment station, making it the most productive ED in Butte County relative to size.43
The closure of FRH likely has redirected demand for services from residents of the Town of Paradise, Magalia, and the entire Paradise Ridge Service Area primarily to Enloe Medical Center, representing between 4-10% of all inpatient and emergency
41 https://hcai.ca.gov/visualizations/emergency-department-volume-and-capacity-by-facility/ 42 https://hcai.ca.gov/visualizations/emergency-department-volume-and-capacity-by-facility/ 43 https://hcai.ca.gov/visualizations/emergency-department-volume-and-capacity-by-facility/ 191
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services provided at this center. While those figures might seem modest, this may represent a significant increase in demand for services that may have already been at saturation (Table 1).
Table 1: Paradise and Magalia Residents Seen at Enloe Medical Center44
Paradise Patients 2024 Visits Percentage of visits Unique Patients Primary Care 365 2.7% 140
OBGYN Outpatient 1,394 6.6% 171
OBGYN Inpatient 267 6.1% 126
ED Encounters 4,434 5.1% 2,489
Inpatient Encounters 1,558 5.6% 1,008
Magalia Patients 2024 Visits Percentage of visits Unique Patients Primary Care 158 1.2% 56
OBGYN Outpatient 705 3.3% 88
OBGYN Inpatient 166 3.8% 25
ED Encounters 3,988 4.6% 2,163
Inpatient Encounters 1,323 4.8% 823
Magalia & Paradise Patients 2024 Visits Percentage of visits Unique Patients Primary Care 523 3.9% 196
OBGYN Outpatient 2,099 9.9% 259
OBGYN Inpatient 433 9.8% 196
ED Encounters 8,426 9.7% 4,652
Inpatient Encounters 2,884 10.4% 1,831
Emergency Department Utilization
44 Source: Enloe Medical Center
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Emergency care is typically one of the highest-demand services for any hospital and a primary entry point for eventual admission. Figure 22 represents the ED utilization and admission rates for each of the Butte County hospitals from 2013 to 2023.45 Pre-fire, Butte County hospitals showed a modest increase in ED utilization from 2012-2018. However, this increase was not evenly distributed between the hospitals, and some hospitals saw a decrease in volume during this period. Enloe Medical Center experienced the highest increase in volume, while Oroville Hospital showed the most decrease. Orchard Hospital volume was low but stable, and most notably, FRH’s growth stopped in 2015 through 2017. Had the hospital been open for the entire year of 2018, it likely would have remained flat.
Following the fire, Butte County ED volume experienced a substantial decrease in 2019, reached a record low in 2020, and has grown steadily since. Post-fire volume
45 https://data.chhs.ca.gov/dataset/hospital-emergency-department-encounters-by-facility 0 20,000
40,000
60,000
80,000
100,000
120,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Figure 22: Butte County Emergency
Department Visits
ADVENTIST HEALTH FEATHER RIVER ORCHARD HOSPITAL
OROVILLE HOSPITAL ENLOE MEDICAL CENTER
6,728
413
74 64 37
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
ENLOE HEALTH OROVILLE
HOSPITAL
UNIVERSITY OF
CALIFORNIA DAVIS
MEDICAL CENTER
ADVENTIST HEALTH
AND RIDEOUT
ORCHARD HOSPITAL
Figure 23: Top 5 ED locations for Paradise
and Magalia Residents (2023)
Zip Codes: 95954, 95969, 95978
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remains below that seen pre-fire. The drop in volume seen in 2019-2020 is likely due to multiple factors, including the drop in overall countywide ED capacity due to the loss of the FRH ED, the relocation of many residents out of the county, and, most significantly, the COVID-19 pandemic, when people were much less likely to go to the ED.46 As shown in Figure 23, Paradise and Magalia residents use Enloe Health most frequently.47
Hospital admissions from the ED are another measure of healthcare capacity. Since most hospital admissions originate in the ED, this data provides some insight into current inpatient demand and capacity both pre- and post-fire. Hospital admissions, such as labor and delivery and cancer care, often without an ED stay, are not reflected in this data.
ED admissions show a similar trend to EMS volume with notable differences (Figure 24). Like ED volume, admissions steadily increased from 2012-2018 and gradually declined since then. Several factors could be in play, including population shifts and changing demographics, which could result in fewer ED patients meeting the admission criteria. Additionally, the criterion for admission continues to become
46 https://www.sciencedirect.com/science/article/abs/pii/S0736467923005012 47 https://data.chhs.ca.gov/dataset/
0 5,000
10,000
15,000
20,000
25,000
30,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Figure 24: Emergency Department Hospital
Admissions in Butte County (2012-2023)
ADVENTIST HEALTH FEATHER RIVER ORCHARD HOSPITAL
OROVILLE HOSPITAL ENLOE MEDICAL CENTER
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stricter nationally, and patients who may have been admitted 10 years ago are now redirected to home care or short observation stays.
48 Concerning FRH, in the years preceding the Camp Fire, the hospital admission rate from the ED showed a small but steady decline between 2012 and 2018 (Figure 24).
In conversations with Adventist leadership, they expressed concern, even before the fire, about long-term viability due to low inpatient volumes.49 We have been unable to locate data that supports or refutes this assertion.
Understanding where Paradise and Magalia residents are ultimately admitted can help determine usage patterns. Most of these residents are admitted to Enloe Health (Figure 25).50
48 JAMA: Trends by Acuity for Emergency Department Visits and Hospital Admissions in California, 2012 to 2022 49 Interview, Adventist Leadership 11/18/2024
50 https://data.chhs.ca.gov/dataset/patient-origin-market-share-pivot-profile-inpatient-emergency-departmentand-ambulatory-surgery 1,990
218
71 33 27 20 18
0 500
1,000
1,500
2,000
2,500
ENLOE
HEALTH
OROVILLE
HOSPITAL
UNIVERSITY
OF
CALIFORNIA
DAVIS
MEDICAL
CENTER
SUTTER
MEDICAL
CENTER,
SACRAMENTO
UCSF
MEDICAL
CENTER
ADVENTIST
HEALTH AND
RIDEOUT
BUTTE
COUNTY
MENTAL
HEALTH
SERVICES
Figure 25: Hospital Admissions for Paradise
and Magalia Residents (2023)
Zip Codes: 95954, 95969, 95978
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One impact of the heavy reliance of Enloe Medical Center Emergency Department as a primary source of emergency care is ED wait times. ED wait times, defined here as the time between arrival and being seen by a midlevel provider or physician (“door to doc”), can vary widely between emergency departments and is dependent on multiple factors, including triage and registration processes, the patient’s condition, demand and capacity of the ED, boarding of admitted or psychiatric patients in the ED, and workforce challenges. The median length of stay in a California ED is 3 hours, as compared to 2 hours 40 minutes in the US.51 ED wait times at individual hospitals are not published publicly, but several indirect indicators can provide an estimate. The first is ED volume (Figure 22). Typically, increased volumes lead to higher wait times. Secondly, the Left Without Being Seen (LWBS) rate, defined as a patient who has been registered in the ED but left before receiving evaluation or treatment from a physician. Finally, the third factor is the acuity level of patients, with higher acuity patients receiving quicker care and lower acuity patients waiting longer.
ED volume in Butte County is well below the peak in 2018 but steadily increasing. As discussed previously, Enloe Medical Center has seen the largest increase following the closure of Feather River Hospital. (Figure 22).
Hospital and Emergency Department Findings
A key question asked of this report pertains to the viability of a rural hospital in the Paradise Ridge Service Area. We believe that a new hospital is possible in the long term, and we provide specific actions in Section 3 that can be taken to prepare for one.
In the short term, however, one must consider the current fiscal environment of such hospitals in the United States to address this issue. There continues to be a nationwide crisis of financial vulnerability of rural hospitals. More than 30% of all 700
51 https://data.cms.gov/provider-data/dataset/apyc-v239#data-table 196
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rural hospitals in the United States are at risk of closure. Over the past decade, 139 rural hospitals (20%) have closed, and others have eliminated inpatient services.
Many of those that remain open have eliminated their labor and delivery programs.52,53,54
It was not always this way. From 1950 to 1980, patient care revenue was quite good overall, with the number of inpatient days per 1,000 population increasing by more than a third. This was driven by Medicare and Medicaid (including Medi-Cal), the spread of employer-based insurance, and few utilization controls by private and public payors.55 Between 1980 and 2009, however, the number of inpatient days per 1,000 population fell by half, with both admissions and length of stay declining. For some conditions, the decline in length of stay was even more dramatic; for uncomplicated vaginal delivery, the stay dropped from one week to one day.56 As a busy birthing center, this is a notable statistic for FRH. Under current payment models, care provided to patients beyond set limits for each condition is uncompensated to the hospital.
Over the last 60 years, the financial challenges faced by rural hospitals have continued to worsen.57 Once self-sustaining and independent from the financial system, the healthcare system today, including not-for-profit entities, is tied to the financial sector through investments, venture capital, private equity, and consolidation.58 Due to their relatively low volume and modest real estate valuations, rural hospitals are often not attractive candidates for investment from the financial sector and are entirely reliant on patient care revenue to cover their operating costs.
Due to the population they serve, rural hospitals are heavily dependent on patient revenue from the Centers for Medicare and Medicaid Services (CMS). Nevertheless,
52 https://www.healthcaredive.com/news
53 https://www.healthcaredive.com/news/
54 https://www.kqed.org/news/
55 https://www.nejm.org/doi/full/10.1056/NEJMp1200478
56 https://www.nejm.org/doi/full/10.1056/NEJMp1200478
57 https://www.healthcarevaluehub.org/
58 https://cepr.net/wp-content/
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up to 49% of rural hospitals currently operate under negative operating margins in the United States. In the summer of 2025, HR1 was passed into law, which involved significant cuts to hospital reimbursement. While $50B has been allocated through the Rural Health Transformation Program (RHTP) to offset those losses, this represents only 37% of the projected losses.59 Most predict that rural hospital closures will accelerate without additional intervention.
States are required to apply for this funding by November 5th, 2025. Since air ambulances are critical for transporting the sickest patients to specialty centers, particularly from rural areas, a proposal from members of the California State Senate to the California Department of Health Care Access and Information (HCAI) requests that air ambulance funding be included as a portion of the request.
The problem of rural hospital closures is manifesting itself locally. The Glenn County Medical Center is due to close on October 21, 2025, following the loss of its designation as a Critical Access Hospital (CAH), creating a 40% loss of revenue.60 CAHs are discussed in detail in the next section. This will likely increase demand on neighboring counties and hospitals such as Colusa Medical Center, Orchard Hospital and Enloe Medical Center.
Furthermore, On November 14, 2025, Oroville Hospital reported financial challenges that are causing it to seek a sale of the hospital, or partnership with a larger entity.
Another fundamental change in healthcare delivery occurred in the 1990s with the development of managed care. Before then, most insured patients could freely choose their physicians, care was paid as a fee-for-service, and physicians’ medical decisions were not subject to frequent questions by insurers. Since the 1990s, insurers began selectively contracting with providers and hospitals, and patients began to face financial penalties for obtaining out-of-plan or out-of-network care.61
59 https://www.kff.org/medicaid/a-closer-look-at-the-50-billion-rural-health-fund-in-the-newreconciliation-law/ 60 https://calmatters.org/health/2025/09/glenn-county-hospital-medicaid-lamalfa-oz-closure/ 61 https://www.nejm.org/doi/full/10.1056/NEJMp1200478
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This had significant implications for small rural hospitals. The 2022 American Hospital Association Report Rural Hospital Closures Threaten Access summarizes several trends affecting rural hospital financial sustainability: patient volume and health, low reimbursement, staffing shortages, rising input costs, and regulatory barriers.62
Due to low population density, rural hospitals in the United States have much lower patient volumes than their urban counterparts. These lower volumes challenge these hospitals to maintain fixed operating costs (which constitute about 60% of total expenses), impede participation in performance measurement and quality improvement activities, and often treat older, sicker, and poorer patients compared to the national average. Many of these patients are uninsured and more likely to delay seeking care due to cost, geographic isolation, and limited access to transportation.63,64 These delays contribute to sicker patients requiring more costly care.
Most rural hospital revenue today comes from government payors (Medicare and Medicaid). Unfortunately, both programs reimburse less than the cost of providing these services, and rural hospitals cannot offset low public program reimbursement rates with revenue from patients with commercial coverage. In the commercial insurance market, many rural hospitals have limited bargaining power and are forced to accept below-average commercial rates or are left out of networks entirely.65 Staffing is another major challenge faced by rural hospitals. Despite around 20% nationwide rural populations, only 10% of physicians in the United States practice in rural areas. The COVID-19 pandemic worsened this situation, with nearly one-third of hospitals anticipating critical staffing shortages. Many hospitals were forced to employ contract nurses that almost doubled staffing costs.66
62 https://www.aha.org/system/files/media/file/2022/09/rural-hospital-closures-threaten-access-report.pdf 63 https://ruralhospitals.chqpr.org/Costs.html
64 https://www.aspe.hhs.gov/
65 https://www.kff.org/health-costs/i
66 https://www.aha.org/system/files/media/file/2022/09/rural-hospital-closures-threaten-access-report.pdf 199
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The pandemic also dramatically increased hospital input costs. In addition to labor costs as described above, drug costs are up 36.9%, and costs of other supplies increased by 15.9%.67 Finally, regulatory costs for rural hospitals, which are the same as for large urban hospitals, constitute a much higher burden on rural hospitals with lower patient volume in terms of cost per patient.68 In California, one in five hospitals is at risk of closure due to the financial strain of the pandemic, high inflation, staff shortages, and systemic insurer underpayment.69 For reasons discussed here, Adventist Health leadership has told us in interviews that FRH's financial sustainability was in question even before the fire. FRH was a tremendous resource on the Ridge and is increasingly unusual for a community of this size. In today’s healthcare marketplace, Feather River Hospital likely would not have been built, and if the remaining facility was fully functional, the operating costs would exceed projected revenue.
When rural hospitals shut down, patients must travel further for emergency care and routine medical services. Patients who lack transportation may forego care altogether. Several categories of hospitals have emerged to serve rural populations.
Building hospitals today is also a challenge. There are significant barriers to constructing a new hospital in California, where construction costs due to land, labor, materials, equipment, and seismic standards drive the price to more than twice that of other states.70 Current estimates range from $8-10 million per hospital bed.
Critical Access Hospitals
Some residents have noted that other rural communities, such as Biggs and Greenville (Plumas County), continue to have sustainable hospitals despite lowdensity populations like the Paradise Ridge Service Area. As relevant examples, these two hospitals serve very remote areas and qualify as Critical Access Hospitals
67 https://www.aha.org/system/files/media/file/2022/04/2022-Hospital-Expenses-Increase-Report-Final-Final.pdf 68 https://www.aha.org/system/files/media/file/2022/09/rural-hospital-closures-threaten-access-report.pdf 69 https://calhospital.org
70 https://www.scripps.org/news_items/7609-the-high-cost-of-building-california-hospitals 200
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(CAHs), a designation given to eligible rural hospitals by the Centers for Medicare & Medicaid Services (CMS).71 The benefits of CAH status include improved reimbursement rates and capital improvement costs from Medicare, flexible staffing and services, and Flex Program educational resources, technical assistance, and grants.
To qualify as a CAH, a hospital must meet specific conditions:
1. Have 25 or fewer acute care inpatient beds
2. Be located more than 35 miles from another hospital
3. Maintain an annual average length of stay of 96 hours or less for acute care patients
4. Provide 24/7 emergency care services
These conditions exclude many hospitals in California. Only one Butte County Hospital (Orchard Hospital) is designated as a CAH. Based primarily on location, a hospital in Paradise would not qualify as a CAH, with Enloe Hospital 14 miles from Paradise. A map of California CAHs (Figure 41) is attached.72 Micro-Hospitals
The micro-hospital is an industry designated concept that began in 2017 and has become popular in some areas. So far, they have opened in at least 19 states and are attractive because they can provide short-term care on a more cost-effective basis than large regional medical centers. Typically affiliated with larger regional hospital systems, most are suburban or rural areas and, in some cases, have been constructed in communities with large elderly populations or in areas attracting young people for economic reasons. They are intended to partner with and augment capacity at large urban medical centers.
73 71 https://www.cms.gov/medicare/health-safety-standards/certification-compliance/critical-access-hospitals 72 https://calhospital.org/issues/rural-health-care/the-critical-access-hospital-network-ccahn/ 73 https://www.bottomlineinc.com/health/aging/micro-hospitals-a-growing-trend 201
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There is no licensing category or legal designation for micro-hospitals in California.
Nevertheless, a micro-hospital is broadly defined as a fully licensed, semi-acute inpatient facility with anywhere from 15,000 to 50,000 square feet and five to 15 inpatient beds that provides typical “core services,” including an ED, inpatient pharmacy, lab, and imaging. Other additional services may include women’s, dietary, primary, and surgical services. Micro-hospitals seek to provide services at a lower cost to patients than similar services performed at a larger hospital facility.
Additionally, these services are provided 24 hours a day, seven days a week.
Micro-hospitals have the advantage of providing care closer to home, can treat various conditions, with lower costs than traditional hospitals, and are attractive to investors because of lower costs and higher reimbursement. On the other hand, there is concern about the safety and experience of doctors working in these small facilities, infection control challenges associated with high patient turnover, and regulatory barriers. Fundamentally, these hospitals seem to be driven by market forces rather than where medical services are needed, and they require a wealthy population that can support them. Lower income areas such as the Ridge and Upper Ridge, who would benefit from such a facility, may not have the financial means to support it.
74 Again, while no legal designation or definition for a “micro-hospital” exists in California, Table 2 lists all small California Hospitals with 15 or fewer beds that might be considered similar to micro-hospitals as described earlier. Thirteen of these 21 hospitals are designated as CAHs. The remainder are either in urban areas or serve a select population or health plan. Since a CAH is not an option for Paradise, it is useful to look more closely at the small hospitals that are not CAH and determine if they represent viable options for the Paradise Ridge Service Area.
74 What are micro-hospitals?
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Most of the small non-CAH small hospitals are either affiliated with a nearby fullsized hospital, are located in large urban or provide limited specialized surgical, psychiatric, pediatric care, sub-acute, or rehabilitation services. (Appendix) AHMC Seton Medical Center Coastside is an example of a non-CAH hospital serving a population similar to the Paradise Ridge Service Area. Unfortunately, the prognosis for this facility is not positive. This is a small hospital that serves the coastal communities of the City of Half Moon Bay, and the surrounding communities of Moss Beach, Montara, and El Granada for a combined population of about 22,000. It is primarily a skilled nursing facility that has a small emergency department and inpatient capacity with very limited capability. It is a satellite facility for AHMC Seton Medical Center, 14 miles away, in Daly City.
Due to its limited capability, the San Mateo EMS agency reports that ambulances are not authorized to transport high acuity patients there, in particular trauma, stroke and chest pain patients. Unfortunately, within the last 10 years, Seton Hospital and Seton Coastside have been struggling financially75 and at times have not been able to accept ambulance patients. They are currently being sued76 by the California Attorney General.
75 https://www.smdailyjournal.com/
76 https://oag.ca.gov/news/press-releases/attorney-general-bonta-ahmc-must-maintain-healthcare-services 203
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Table 2: California Licensed Hospitals with ≤ 15 Inpatient Beds77 Hospital City County
Licensed
Beds CAH
Surprise Valley Community Hospital Cedarville Modoc 4 X Southern Inyo Hospital Lone Pine Inyo 4 X
AHMC Seton Medical Center Coastside Moss Beach San Mateo 5 Healthbridge Children's Hospital-Orange Orange Orange 6 Laguna Honda Hospital And Rehabilitation Center San Francisco San Francisco 6 Anaheim Community Hospital, LLC Anaheim Orange 6
Modoc Medical Center Alturas Modoc 8 X
Catalina Island Medical Center Avalon Los Angeles 8 X
Jerold Phelps Community Hospital Garberville Humboldt 9 X Bear Valley Community Hospital Big Bear Lake San Bernardino 9 X Eastern Plumas Hospital-Portola Campus Portola Plumas 9 X Patients' Hospital of Redding Redding Shasta 10
Seneca District Hospital Chester Plumas 10 X
Santa Ynez Valley Cottage Hospital Solvang Santa Barbara 11 X Adventist Health Sonora - Fairview Sonora Tuolumne 12
West Covina Medical Center West Covina Los Angeles 13
Mammoth Hospital Mammoth Lakes Mono 13 X
George L. Mee Memorial Hospital King City Monterey 13 X Sutter Surgical Hospital-North Valley Yuba City Sutter 14 Providence Santa Rosa Memorial Hospital-Sotoyome Santa Rosa Sonoma 15 Hazel Hawkins Memorial Hospital Hollister San Benito 15 X Healthcare Districts
Some communities that might otherwise not have a private or not-for-profit hospital have formed Healthcare Districts to provide a mechanism for public subsidization, typically through a parcel tax.
What is a Healthcare District?
A Healthcare District, like a fire, water, or sewer district, is a legal subdivision of the State of California, an independent public agency, created to address the healthcare needs of a specific geographic area. They exist to fill healthcare gaps, especially in communities with limited access to providers, underserved populations, and high
77 https://data.chhs.ca.gov/dataset/hospital-annual-utilization-report 204
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numbers of uninsured or low-income residents. They maintain a close connection to their communities by offering services tailored to local needs with a purpose to enhance public health outcomes with accountability, transparency, and local control.
Unlike a private corporation, these districts, as governmental entities, must comply with all financial reporting and obey state laws governing public records, record keeping, elections, and public access to documents.78
Governance of Healthcare Districts
Health Care Districts are governed by an elected Board of Directors, generally consisting of five members. These directors must be registered voters residing within the district and are elected at large to represent specific geographic zones within the district. These zones are drawn to reflect population distribution and regional diversity, ensuring balanced representation across the district. Under the governance and authority of the Board, the Health Care District can impose property tax, enter contracts, purchase property, exercise the power of imminent domain, issue debt, hire staff, etc.
Services Offered by Healthcare Districts
HealthCare Districts are empowered to provide a wide array of services aimed at maintaining and improving public health. These include:
Construct and operate hospitals and other health facilities In medically underserved areas, recruit physicians and support their practices Managing ambulance services
Running wellness and prevention programs
Supporting rehabilitation and aftercare services
Offering free clinics and diagnostic centers
Promoting health education and mental health initiatives
78 https://www.achd.org/about-healthcare-districts/
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Districts can also collaborate with community groups and healthcare providers to ensure holistic and inclusive care tailored to the needs of their residents.
Steps Toward Formation of Healthcare Districts
The formation of a new Health Care District is initiated by the community itself; residents sponsor the proposal and guide it through a structured legal and administrative process. Initial steps include consulting with the Local Agency Formation Commission (LAFCO) to define appropriate service boundaries and develop a sustainable financial plan.
Sponsors must:
Determine the logical, financially viable boundaries for the district Identify the services the district will offer based on community need Prepare and submit a feasibility study, preliminary budget, and service plan Fundraise to cover application and legal costs
The Petition Process
Forming a district begins with a petition signed by at least 12% of registered voters within the proposed boundaries. This petition must include:
A formal statement under the Local Health Care District Law and the CorteseKnox Local Government Reorganization Act The proposed district's name, boundaries, services, estimated budget, and capital costs
Designation of up to three chief petitioners with contact information Affirmation that the plan is consistent with the service area of existing districts or cities
The Role of the Local Agency Formation Commission (LAFCO) 206
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LAFCO is a state-mandated local agency that oversees the creation, reorganization, or dissolution of special districts like HealthCare Districts. 79 Once the petition is verified by the County Registrar of Voters, LAFCO reviews it in collaboration with the State Office of Health Planning and local health planning agencies. A 60-day comment period follows; agencies that do not respond are considered to have "no comment."
LAFCO assesses:
Proposed boundaries and financial feasibility
Potential effects on existing agencies
Environmental impacts and required assessments
Projected tax revenues and service costs
Following public hearings, LAFCO may approve, amend, or deny the proposal. If approved, a resolution is forwarded to the County Board of Supervisors, who serve as the conducting authority. An election is then called within the proposed district:
Without a new tax, a simple majority vote is required With a new tax or special assessment, approval must come from two-thirds of voters
Upon voter approval, the district is formally established, governed by a publicly elected board, and accountable to the community it serves. These districts must comply with California laws on public meetings, financial reporting, and transparency, ensuring residents maintain oversight of their local healthcare system.
Election Cost
Usually there is an estimated cost based on a dollar amount per registered voter which will increase or decrease as a result of factors such as a special election solely for the purpose of forming the health care district (highest cost), district
79 https://www.buttelafco.org
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boundaries that cross county lines (two ballots), or ballot(s) that include other elections (lowers cost).
Legal and Administrative Fees: Preparing necessary documentation, such as feasibility studies and financial analyses, and navigating the approval process with the Local Agency Formation Commission (LAFCO) can incur significant costs.
Public Outreach: Engaging the community through meetings, informational materials, and campaigns to garner support for the district's formation. Operational Planning: Developing strategic business plans and long-term objectives to ensure the district meets community health needs effectively.
Potential Revenue
Healthcare Districts are often allocated 1% of the Real Property Tax collected by the county and may impose a property tax. A measure to impose a property tax must be approved by 2/3 of the registered voters in the district. The tax rate is based on the assessed value from county tax rolls, not the market value of the taxable property.
PAJARO VALLEY HEALTH CARE DISTRICT EXAMPLE
This information is drawn from public sources and should be considered approximate and unverified.
Formation of the District
Pajaro Valley Health Care District (PVHCD) was formed through legislation (Senate Bill 418), passed unanimously and signed into law on February 4, 2022. It was created by a non-profit formed for this purpose: a partnership between the County, the City, the local FQHC, and the local health trust. The nonprofit purchased the hospital out of bankruptcy and established the district, then transferred the hospital to it to provide public oversight. The district boundaries span two counties and approximate the local school district boundaries. The Board of Supervisors made 208
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initial appointments to the PVCHD board, then board members were elected by the public.
Hospital Purchase 2022
The cost of the hospital purchase, PVHCD formation and transitioning hospital ownership to PVHCD was approximately $67M.
Top donors with approximate commitments:
State of California $ 25,000,00
County of Santa Cruz $ 5,500,000
County of Monterey $ 3,000,000
City of Watsonville $ 400,000
Central California Alliance for Health $ 3,000,000
Institutional
Community Trust of Pajaro Valley $ 6,000,000
Kaiser Foundation Health Plan Driscolls $ 7,500,000 $ 1,750,000 Blue Shield of California $ 1,000,000
Private Donations $ 7,000,000
Pledges $ 2,000,000
Gifts $ 200,000
Working Capital
Cash at Closing $ 4,200,000
Total $ 66,500,00
0 Bond Measure (Measure N) 2024
Bond Measure N passed with 2/3 vote authorizing the sale of up to $116 million in general obligation bonds to fund the acquisition and improvement of property (to acquire the hospital’s land back) to be repaid through property tax levies on taxable property in the district for 30 years. If all bonds are issued and sold, the total 209
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estimated repayment (principal + interest) is $230.1 million. Assessment rate per parcel is an average estimated annual rate of $24 per $100,000. The approximate population is 94,349 with 40,000 household units and 43,000 registered voters in Santa Cruz County and 4,500 registered voters in Monterey County. The number of parcels in the district was not available.
SONOMA VALLEY HEALTHCARE DISTRICT EXAMPLE
The Sonoma Valley Healthcare District is another relevant example. Created in 1946, it funded the opening of their 24-bed hospital (Sonoma Valley Hospital) in 1957, which also includes a 27-bed skilled nursing facility. Measure F, recently passed, renewed and extended the parcel tax for the district at $250 per parcel for 10 years, generating about $4 million per year. The district covers a population of 42,000 persons.
SAN BENITO HEALTHCARE DISTRICT EXAMPLE
The presence of a Healthcare District, however, does not guarantee that a hospital will not experience financial difficulties. In 2023, the San Benito Healthcare District, which operates Hazel Hawkins Hospital in Hollister, filed for bankruptcy, which was ultimately denied. Unfortunately, this hospital, which serves a population of around 67,000 people, remains in financial difficulty.80 District tax revenues for 2024 were just under $5 million, net patient service revenue was $150 million and total operating expenses were $145 million.
81 In 2017, the hospital was designated as a
CAH, increasing revenue from Medicare patients by more than $6 million annually.82
PALM DRIVE HEALTHCARE DISTRICT EXAMPLE
Palm Drive Hospital in Sebastopol, despite creating a Healthcare District in the 1990s, continued to struggle financially and finally closed in 2020. This district
80 https://www.beckershospitalreview.com/finance/california-hospital-ineligible-for-bankruptcy-court-rules.html 81 https://www.hazelhawkins.com
82 https://www.hazelhawkins.com/images/FYE-06-30-2020-Audited-Financial-Statements.pdf 210
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served a population of 50,000 persons, and residents are still paying off $25 million in debt with an annual parcel tax of $155.83
Due to the current and medium-term population projections for the Paradise Ridge Service Area and the industry trend of small rural hospital closures, a full-service hospital is not likely to be financially sustainable for at least the next 10 years.
However, as the population continues to rebound, a micro-hospital that could provide emergency and short stay inpatient capacity or a Healthcare District may be a viable option for the Paradise Ridge Service Area, provided it is seen as an attractive investment by a health system or private equity firm. A more attractive option is the formation of a Healthcare District that provides the significant advantage of enabling public oversight and a steady revenue stream, but this requires intensive study and voter approval as described above.
In summary, it may be best to focus on developing and leveraging existing resources to match residents' current and medium-term needs rather than rebuilding or reopening a general acute hospital in the short term. When the services of a general acute hospital are needed, there needs to be robust methods to ensure safe and timely transportation to other local hospitals and alternate means of care when appropriate.
83 https://www.northbaybusinessjournal.com/article/article/palm-drive-health-care-district-moves-forward-withdissolution/ 211
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Emergency Medical
Services
Emergency Medical Services are
similar to what existed before the fire,
but as pointed out later in this report,
ambulance availability may not be as
robust around the clock as it once
was. In Section 3, we provide
recommendations for specific actions
that can be taken to optimize
ambulance coverage in the Paradise
Ridge Service Area.
Paradise and Magalia is served by
four CalFire Stations: 33, 35, 81, and
82 (Figure 26). Station 33 serves Magalia and the upper ridge, while stations 35, 81, and 82 serve the areas in and around the Town of Paradise. Stations 33, 35, and 82 each staff one engine company year-round with a captain, engineer, and firefighter per shift. They each respond to approximately 1,500-1600calls per year.84 During the fire season, this staffing is augmented with additional personnel. CalFire does not provide transportation services from either station.
The second response layer is from paramedic ambulances provided by Butte County EMS and operated by Enloe Health.
85 It is a high-quality service with Commission on
Accreditation of Ambulance Services (CAAS) accreditation. 86 Advanced Life Support
(ALS) providers are trained for more advanced medical interventions that are less frequently utilized, such as IV medications and fluids, limited surgical procedures, and most importantly, expertise in patient evaluation and appropriate destination.
84 https://www.buttecounty.net/Facilities/Facility/Details/Station-35-Paradise-12 85 https://www.bcems.org
86 https://www.caas.org
Figure 26: CalFire Fire
Stations
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Most transport services in California are at the ALS level. Typically, each ambulance covers a much broader geographic area than a fire station. Since they respond over longer distances and transport patients to the EDs, their time on task for any typical incident is much longer than that of first responders.
Butte County EMS also operates medical helicopters with Visual Flight Rules (VFR) capabilities and may be limited under adverse weather conditions. Medical helicopters provide rapid transport over long distances and, since these are staffed with specially trained nurses, bring additional medical capabilities to the scene and during transport. They are most valuable for critical patients when transport destinations are a substantial distance (e.g., > 30 minutes by ground), the patient requires specialty care (e.g., pediatrics, burn treatment), or when local ambulance resources are stretched due to a multiple casualty incident, for example.
In some situations, helicopters are not the most appropriate resource and can lead to delays in definitive care. There are multiple steps involved in transporting a patient by helicopter:
Ground unit arrival on scene to determine need
Request for air transport
Identification of a landing zone
Weather checks and liftoff time
Loading of patient to meet at landing zone
Travel time to the landing zone
Transfer of patient from ground unit to helicopter
Flight time to destination hospital helipad
Offload of helicopter and transfer to the ED
Methods to minimize the time involved in some of these steps include autolaunching aircraft based on dispatch information, geographic location, and preidentification of multiple suitable landing zone options that may be closer to the incident. The patient is usually best served by immediate ground transport to the 213
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appropriate hospital,
provided ground
travel times are 30
minutes or less.
Therefore, predesignated landing
zones are most
important when
ground transport
times are expected to
be very long or when
ground access is difficult. These conditions will most likely apply in the upper Paradise Ridge Service Area rather than in Paradise proper, and CalFire reports they routinely use helicopters above the dam. Enloe EMS reports that there are seven predesignated landing zones in Paradise. Their most frequently used landing zones are the Holiday Market parking lot, the old Feather River Hospital helipad and many times, directly on the Skyway roadway.
EMS Volume
The Sierra-Sacramento Valley EMS Agency reports that the 911 EMS call volume in Paradise, Magalia, and the Paradise Ridge Service Area in 2017 was 5,472 (an average of 15 per day).
87 The volume dropped to about 1,300 calls per year in 2019 and is slightly less than half of pre-fire volumes in 2024 at 2,295. The rate of 911 calls that result in transportation to a hospital has remained steady at approximately 78% (Figure 27). Before the fire, 93% of ambulance transports were taken to FRH; since the closure of FRH, most transports are now taken to Enloe Health Center. 88 Figure 28 shows the number of EMS transports to Butte County EDs from 2013 to 2017. This data comes from the State of California and only covers these years;
87 https://www.ssvems.com
88 SSVEMS data, John Poland, Administrator
0 1,000
2,000
3,000
4,000
5,000
6,000
Responses Transports
Figure 27: Paradise/Magalia
911 Responses and Transports
2017 2018 2019 2020 2021 2022 2023 2024
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unfortunately, it is unavailable after 2017.89 Nevertheless, it does provide a picture of how ambulance transports were allocated between hospitals in the county. Enloe Medical Center received the most ambulance transports and had about double the EMS volume of either FRH or Oroville Hospital (Figure 24). 90 The volume of EMS traffic provides only part of the picture. Transported EMS patients can vary widely in terms of severity, and a significant proportion have nonurgent conditions, and travel time to the hospital is not clinically significant. The acuity level of patients brought to FRH was high as compared to other Butte County Hospitals (Figure 29).
91 While FRH received about half the number of EMS patients as compared to Enloe Medical Center, those patients who were much more likely to have conditions deemed severe requiring time-dependent interventions in the ED (Figure 30).
89 https://data.chhs.ca.gov/dataset/emergency-department-services-trends 90 https://data.chhs.ca.gov/dataset/emergency-department-services-trends 91 https://data.chhs.ca.gov/dataset/emergency-department-services-trends 0 50,000
100,000
150,000
200,000
250,000
300,000
350,000
ORCHARD
HOSPITAL
ENLOE MEDICAL
CENTER
FEATHER RIVER
HOSPITAL
OROVILLE
HOSPITAL
Figure 28: EMS Visits 2013-2017
EMS No Admit EMS Admit
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Some factors may
account for the
relatively high acuity
taken to Feather River
Hospital. While this
local hospital did not
have the depth and
capability of Enloe
Medical Center,
especially with respect
to trauma, cardiac,
and stroke cases, EMS may have chosen FRH for their sickest patients because of patient preference and proximity. Additionally, with the pre-fire demographics of the Paradise Ridge Service Area trending to older residents, there may have been a higher prevalence of persons deemed as severe, as opposed to younger populations elsewhere in the county.
Sometimes, the closest hospital is not the most appropriate EMS destination.
Standard practice in most California counties is to bypass the nearest hospital in favor of one that could provide time-dependent specialty care such as trauma, stroke, and cardiac cases. These protocols existed before the fire in the Paradise 0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
ORCHARD
HOSPITAL
ENLOE
MEDICAL
CENTER
FEATHER
RIVER
HOSPITAL
OROVILLE
HOSPITAL
Figure 29: EMS Transports with
Time Dependent Emergencies
(2013-2017)
0%
5%
10%
15%
20%
25%
30%
ORCHARD HOSPITAL ENLOE MEDICAL
CENTER
FEATHER RIVER
HOSPITAL
OROVILLE HOSPITAL
Figure 30: Allocation of EMS Time Dependent
Emergencies (2013-2017)
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Ridge Service Area; and cardiac and trauma cases would not be brought to FRH today, even if it were open. FRH was designated as a primary stroke center.
EMS Response Times
Ambulance deployment models are tied closely to demand for services and geographic considerations. The overall objective is to meet response time standards. Before the Camp Fire, a full-time 24/7 paramedic ambulance was staffed in both the Town of Paradise and the Upper Ridge in Magalia. The smaller post-fire population in Paradise led to lower demand, and deployment was adjusted to 12 hours of daily coverage in Paradise, with a 24-hour ambulance continuing in Magalia.
Fortunately, 2025 ambulance coverage has been restored to one 24-hour unit and two 12-hour units. Unit 11, stationed at 14182 Skyway, is staffed 24 hours, 7 days a week. Units 12 and 14 are stationed in Paradise at 1295 Billie Road, from 8am-8pm and 12pm-12am respectively, 7 days per week. Due to lower call volume between the hours of midnight and 8am, there is single ambulance coverage provided by Unit
11. Ambulance deployment is dynamic, and any unit may be out of the area on a transport or covering another call, but Enloe EMS has a policy to backfill the gap with another unit from elsewhere in the county until the regularly assigned ambulance is able to return to its service area.
In 2017, the fractile response time standard (i.e., 90%) was 10 minutes for an ALS ambulance; this was adjusted to 15 minutes following the Camp Fire due to the change in population density. It is standard practice to have different response time zones within a county, as less densely populated areas are more difficult and expensive to serve, making short response times difficult to achieve consistently.
Under the existing EOA contract with Butte County EMS, the Sierra Sacramento Valley EMS Agency (SSVEMS) reports that no specific population threshold or other criteria determines when response time standards are modified. Instead, the system is continually evaluated in partnership with BCEMS and EMS system participants to 217
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ensure appropriate and equitable coverage. SSVEMS stated they are committed to do so periodically as the area recovers.
Dispatch and arrival times are recorded in the dispatch record directly in the Butte County EMS MEDCOM dispatch center and form the basis for determining response time compliance. Adjusted 2024 response times in Paradise remain within compliance, with an ambulance response meeting the 15-minute standard an average of 93% of the time between January and December 2024 (Table 3). 92 After
adjustments excluding exemptions in accordance with the EMS contract, compliance ranged from 91.9% to 99.8% countywide. According to this contract, exemptions from the response time standard are granted when call volume exceeds 150% of baseline volume as calculated by SSVEMS. Unadjusted raw data was provided to us by SSVEMS for independent analysis.93 SSVEMS reports that the 2024 ambulance average response times fluctuate monthly but are between seven and 10 minutes for any given month.
Table 3: Butte EMS Response Time Compliance
92 https://www.ssvems.com/wp-content/uploads/2024/11/Ambulance-Response-Times-11-2024.pdf 93 Meeting at SSVEMS offices, June 5, 2025
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Compared to pre-fire response times, the 2019-2024 response times average 1.5 to
2.0 minutes longer. Most notably, due to the closure of FRH, transport times have tripled (Figure 31).
94 In January 2025, Butte County EMS added 36 additional daily hours of ALS ambulance coverage to Butte County. Twelve of these hours were added to the Paradise/Magalia area to address additional call volume, restoring coverage to prefire levels of two 24-hour ambulances serving Paradise and Magalia. Response time compliance numbers shown in Table 3 were recorded before staffing hours were increased.
Ambulance coverage is expensive and reliant on patient volume and insurance reimbursement for operating revenue. In its first-year financial report under the new SSVEMS agreement of October 2023, Butte County EMS reports an operating loss of $538,526.
It is possible to supplement EMS through other mechanisms. For example, to address the need for supplemental ambulance coverage, a Butte County Service Area (CSA 037) was established in 1969 that includes the cities of Gridley and Biggs and the unincorporated community of Richvale; it contains approximately 5,800 parcels. The CSA provides financing to augment the provision of ambulance
94 SSVEMS data, John Poland, Administrator
0 5
10 15
20 25
30 35
2017 2018 2019 2020 2021 2022 2023 2024
Minutes
Figure 31: Paradise Ridge Service Area
Response and Transport Times
Average Code 3 Response Time Average Patient Transport Time 219
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services within the CSA boundaries, allowing an ambulance to be stationed in Gridley to reduce response times and offer enhanced services. Property taxes, intergovernmental revenues, and interest earnings are the sources of revenue for the CSA. 95 Estimated annual operating cost for a 24/7 ambulance staffed with a paramedic and Emergency Medical Technician (EMT) is $1 million.
Another nearby example of supplemental EMS funding is in nearby Glenn County.
Westside Ambulance operates the equivalent of 1.5 ALS units. Its 24-hour ambulance is subsidized by the City of Orland at $17,000 per month, or $204,000 annually. The additional 12-hour ambulance is jointly subsidized by the City of Orland and the County of Glenn at approximately $35,000 per month, or $420,000 annually. In total, Westside receives an estimated $624,000 per year in subsidy.
EMS Findings
Emergency Medical Services (EMS) in Paradise and the Paradise Ridge Service Area consist of two layers of response: Basic Life Support (BLS) and Advanced Life Support (ALS). Twenty years ago, the capability gap between ALS and BLS was significant. Emergency Medical Technicians (EMTs) (i.e., BLS) were limited to basic emergency care and could not provide emergency medications, cardiac defibrillation, or advanced airways. Over the past few decades, this distinction has narrowed, as EMTs are now capable of using advanced airways, providing immediate defibrillation for cardiac arrest, giving epinephrine for severe allergic reactions, and administering naloxone for overdoses. Indeed, several of the most time-critical field interventions that used to be reserved for the paramedic (i.e., ALS) level are now provided at the BLS level in the State of California. Fire-based BLS can stabilize and initiate treatment in most situations, and ALS transport personnel can provide additional treatment as needed.
Most first responders provide BLS care, especially in suburban and rural communities. In almost every EMS system, the local fire agency provides this
95 https://www.buttecounty.net/DocumentCenter/
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service and is typically the first on the scene due to the well-positioned fire stations.
In Paradise and Magalia, CalFire provides this.
Before the fire, Butte County EMS staffed two full-time (24/7) ambulances in Paradise and Magalia. With the drop in call volume following the fire, staffing had been modified to 12 hours daily in Paradise and 24 hours daily in Magalia. Many community members said they would be more comfortable if 24/7 ambulance service was dedicated to Paradise around the clock. As of January 2025, 48-hours of coverage has been restored in Paradise and continues in Magalia through a combination of a 24-hour ambulance stationed in Magalia, two 12-hour ambulances stationed in Paradise between 8am and 8pm hours and 12 pm – 12 am respectively.
Between the hours of 12 noon and 8 pm, a total of three ambulances are dedicated to the Paradise and Magalia area. From midnight to 8am, the Paradise Ridge Service Area is served by a single ambulance stationed in Magalia, but additional coverage is available from other Butte County units as needed.
The response time standard (formerly at 10 minutes pre-fire) remains at 15 minutes, like other rural, low-density population areas in Butte County. The Sierra Sacramento Valley EMS Agency does not stipulate a population density threshold that would trigger a change in the response time standard but rather evaluates the response time compliance and call volume on a continual basis to determine the appropriate response time.
The closure of the FRH ED has a direct impact on ambulance availability. Though it is helpful that ambulance coverage hours have been restored, due to the need to transport to further away hospitals, the additional time that an ambulance is committed for each patient and the return to the Upper Ridge can result in less immediate ambulance coverage than was experienced pre-fire. If both units are committed to a call (or the single unit between midnight and 8am), additional units are reassigned from elsewhere in Butte County to backfill until these usual units are back in service. As is often the case, call volume is unpredictable, and multiple 221
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simultaneous calls for service can result in delays for available units to respond from greater distances.
Unlike fire and police services, which are supported through public funding, EMS is typically funded exclusively through patient billing and reimbursement, which is true for Butte County EMS. This financial model continues to strain the EMS industry significantly and likely needs national reform.
96 Nevertheless, to be financially
sustainable, any EMS service needs patient transports.
97 Due to low overnight call
volume, and concerns about response time, subsidization of ambulance coverage may be necessary to augment ambulance availability. There are various mechanisms that have been used to fund EMS services. In November 2022, Colusa County voters approved Measure A that authorized 0.5% sales tax specifically allocated to emergency ground transport services up to $2.4 million annually.
Some rural areas have chosen to subsidize ambulance services through CSAs to partially fund enhanced coverage. The Gold Ridge Fire Protection District (GRFPD) in Sonoma County wanted to increase how quickly paramedics reached their residents, as it only has EMTs on its fire engines and the closest ambulance station was in the neighboring city. Their residents passed a parcel tax to add ALS service.
Based on the low call volume, GRFPD decided to contract with the private ambulance provider to station a 24-hour ambulance in its fire district with a higher station priority (i.e., at what level of available units it is covered) than the EMS Agency contract dictated based on call volume. In exchange for roughly $700,000/year, the increased staffing and station priority have resulted in faster response times for the GRFPD community.
A similar arrangement in Butte County is the Gridley-Biggs ambulance service (provided by Butte EMS) through a community service agreement (CSA-037)98 enacted in 1969. The revenue generated from this CSA is approximately $100,000
96 https://www.jems.com/ems-management.
97 https://www.ems.gov/assets/NEMSAC_Final_Advisory_EMS_System_Funding_Reimbursement.pdf 98 https://www.buttecounty.net/
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per year which, in addition to revenue captured through patient billing, is not sufficient to cover the cost of ambulance services there. This CSA was enacted before Proposition 13 and is based on assessed valuation. Current average fee for 5,800 parcels is approximately $18 per year. There are current conversations about raising the assessment rate as it has not been adjusted for many years.
CSAs are generally reserved for unincorporated areas, however, after describing the Paradise Ridge Service Area, which, in addition to the incorporated Town of Paradise includes the unincorporated areas of Magalia and Stirling City, Butte County LAFCO believes that a CSA would be possible.99 Limited federal grant funding100 for EMS services is available but none are currently designated specifically for funding ambulance coverage. Given the current cost-cutting activities at the federal level, the availability of these grants in the future is uncertain. In conversations with Butte County EMS101, the estimated cost to provide ALS ambulance service stationed in Paradise between the hours of midnight and 8am is $330,000 annually.
There are multiple steps for forming a County Service Area, including picking the boundaries, which would need to include the unincorporated areas of the Paradise Ridge Service Area, providing a description of the service area, conducting a service analysis, providing a cost estimate, and developing a theoretical three-to-five-year budget. LAFCO suggests that instead of a fee based on assessed valuation, a fixed fee is more appropriate. At this point, the 1996 Proposition 218 process102 applies, which entails two elections: the first is to gain voter approval to form a district, the second is to approve fees on parcel owners.
Butte County EMS is investigating the utility of adding BLS-only ambulances to the system to be used for lower acuity transports that could preserve ALS ambulance availability in the system. This is an increasingly popular model used nationwide and
99 Conversation with Steve Lucas, Butte County LAFCO, Executive Officer on April 23, 2025 100 https://www.naemt.org/resources/federal-funding
101 Conversation with Jenny Humphries, Butte County EMS, Director, on 4/14/25 102 https://www.lao.ca.gov/1996/120196_prop_218/understanding_prop218_1296.html 223
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is made possible by the high-fidelity Emergency Medical Dispatch protocols that can identify and categorize calls for service by acuity level, currently in place in Butte County. BLS units could be dispatched to the scene in addition to ALS units, dispatched for an intercept location where the ALS unit can transfer care to the BLS unit, or ideally, dispatched in lieu of an ALS ambulance when deemed appropriate.
Since transport time to Enloe hospital places a significant strain in EMS resources and alternate destination program for appropriate patients that could connect them with local sources of care would be useful, Alternate destinations are allowed under California Code of Regulations, Title 22, Division 9, Chapter 5; however, these are limited to sobering centers and authorized mental health facilities. It is possible, through triage protocols, for EMS personnel to determine that a low acuity patient no longer needs EMS care, in which case, the urgent/rapid care would be an acceptable destination. Typically, patient billing, and therefore revenue capture, is limited to patient transportation to an emergency department, but many insurers are instituting a payment model for EMS when transporting to a lower level of care.
Adventist Health would need to agree to have their rapid care or clinics available to accept low-acuity ambulance patients. Butte County EMS and SSVEMS would need to develop protocols and procedures for EMS personnel to use to appropriately triage patients. If properly implemented, this program could shorten transport times, decrease the likelihood of delayed ambulance availability, and decrease costs and inconvenience for patients who would otherwise need to go to an emergency department for low-acuity conditions.
Many EMS systems have identified a significant proportion of 911 calls that could be safely handled without transportation. With online medical expertise using nurse navigation and a robust referral process for obtaining next-day urgent care or primary care visits, ambulance resources could be preserved for higher acuity calls.
Appropriate care and follow-up could be provided at a lower cost and with higher convenience for the patient. Some Local EMS Agencies have entered contracts with Exclusive Operating Area Contractors to require the use of navigation services. The 224
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current contract with Butte County EMS does not include this provision and would need to be included in future contracts or revisions.
Urgent Care/Rapid Care Clinics
Urgent care clinics are significantly different from Emergency Departments. An urgent care clinic, also interchangeably called a rapid care or prompt care center, treats non-life-threatening medical conditions that require immediate attention, like lacerations, minor infections, and sprains. A hospital ED is designed for serious or potentially life-threatening situations, such as severe injuries, chest pain, and loss of consciousness. For severe cases beyond the urgent care’s capability, the patient will be transferred to an ED for treatment and possible hospital admission.
Typically, urgent care clinics have shorter wait times and are less expensive than EDs but may also have more limited hours of operation than the ED, which is always open. Urgent care clinics are less likely to be staffed with physicians who are specialty-trained in emergency medicine and have access to specialty care, such as cardiology, orthopedics, and many others that would be found at a hospital. The range of capabilities between urgent care clinics can vary widely, from simple medical evaluation and treatment to full-service imaging and lab services.
Paradise has a rapid care clinic, located at 5125 Skyway. While the terms “rapid” care and “urgent” care are often used interchangeably, Adventist Health is classified as a rapid care center, which typically offers same-day and walk-in primary care services. While rapid care and urgent care both address non-emergency conditions, rapid care is typically for less serious, non-immediate conditions like minor injury or illness, while urgent care typically handles a broader range of conditions, including those requiring immediate attention.
According to CDPH, if a clinic location wishes to provide urgent care services, it does not need a separate license but must file a change of service application and 225
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get approval. There are no formal standards or minimum criteria that a primary care clinic must meet to operate as an urgent care center.
Urgent care clinics exist in Chico and the surrounding area. Many of these clinics are closed during the evening or on weekends, and many Paradise patients rely on EDs (principally Enloe) for urgent care needs. Numerous residents expressed frustration that the rapid care clinic on Skyway is intermittently closed during business hours.
Adventist Health is aware and states that they have had challenges recruiting the providers necessary to keep the clinic open consistently. Nevertheless, although the rapid care clinic may be closed, they can often accommodate walk-in patients to be seen by one of their providers elsewhere in the clinic.
Urgent Care/Rapid Care Findings
Feather River Hospital not only provided labor and delivery and other inpatient care but also had a 24/7 ED. When it became clear that the hospital was unlikely to reopen after the fire, there was hope that emergency legislation that enabled FRH to function as a standalone ED would be possible. Although legislation was passed, there was never any regulation or licensing process developed, making the creation of a standalone ED impossible in California.
The option of creating a Freestanding ED was enabled by Senate Bill 156; it authorizes Adventist Health to operate an ED under specific conditions, without needing the ability to admit patients. The legislation, enacted January 1, 2020, was careful to describe this as a special permit and not to be used as a model for other freestanding EDs in California, which continue to be prohibited by state law.
Adventist Health leadership reports that while the legislation allowed the formation of a freestanding ED, no mechanism was ever created, such as state regulations or a permitting process. Nevertheless, Adventist felt that the current population on the Paradise Ridge Service Area would not support such a facility. Ultimately, from its perspective, the healthcare infrastructure on the Ridge is best supported by the 226
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ambulatory (clinic) model, under which it plans to build a full-service rapid care center that would have 24/7 services, including lab and imaging.
While severe cases (heart attacks, major trauma) are best cared for in medical centers that have the depth and breadth of hospitals like Enloe, there is local demand for lower acuity emergency care, such as minor illness, fractures, or lacerations that otherwise would need to be treated in an ED. A high-functioning urgent care or rapid care facility could handle most of these conditions, thus avoiding distant ED visits. While one does exist in Paradise, many report that the hours are limited and inconsistent. Adventist Health, which operates this facility, reports that its biggest limitation is staffing, which it has struggled to address. Adventist also reports that their usage statistics show a sharp drop in demand after 3pm each day.
Fortunately, there is a full-service hospital nearby in Chico that provides a wide spectrum of care from emergency care, labor and delivery, oncology and trauma care. Many have communicated to us that emergency room waits can be very long and were likely worsened as they absorbed additional patients due to the closure of Feather River Hospital.
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Primary and Specialty Care
Physician and Medical Professional Supply
According to the Rural Health Information Hub, Butte County, like most rural and semi-rural California counties, has a shortage of primary care providers (Figures 32- 34).103
103 https://www.ruralhealthinfo.org
Figure 32: Primary Care Shortage Areas
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The map for dental care in
Butte County is similar,
showing 8.1 providers for
every 10,000 patients.104
The behavioral health
outlook is even more
challenging. Nationwide
HRSA projections show a
rapidly diverging gap
between supply and
demand. The continuing
decline of professionals
with this expertise and the
rapidly increasing demand
will lead to a shortage of
over 100,000 providers by
2037.
105 Data shows a
similar picture in Butte
County and the upper third
of California with shortages.
Many causes of premature death are amenable to easy access to primary health and preventive care, cancer, risk behavior screenings, and follow-up care. The biggest obstacle to access to care is the lack of primary care physicians. The 2024 County Health Rankings Reports show that Butte County has only one physician for every 1,710 residents, compared to California, which has 1,210 residents per
104 https://www.ruralhealthinfo.org/data-explorer?id=199&state=CA 105 https://data.hrsa.gov/topics/health-workforce/workforce-projections Figure 33: Dental Care Shortage Areas
Figure 34: Behavioral Care Shortage Areas
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physician.106 Each person living in Paradise, Magalia, and Stirling City competes with about 1,600 others for care from a single provider (Figure 35). 107,108
To address the provider shortages in Butte County, Healthy Rural California was founded as an independent 501(c)(3) that grew from the Butte-Glenn Medical Society. After intense work, Healthy Rural California has recently become accredited for graduate medical education. This year, it launched a four-year community psychiatry program in conjunction with UC Davis and Stanford. Years Two through Four will have experiences in Chico. Starting in July 2025, it is also launching a three-year family practice residency program based at Enloe Health in Chico.
This is very promising, as residency programs have been shown to enjoy relatively high retention rates of clinicians who choose to remain in the area in which they trained. Indeed, 77.7% of all residents who train in California stay and practice medicine in California, and at least half will practice within 100 miles of their training program.109
The stakeholders
interviewed reported
that Town of
Paradise residents
currently receive
primary care from a
handful of places.
Individuals with
employer-sponsored
or private insurance
tend to get their
106 https://www.countyhealthrankings.org/healthdata/california?year=2024&measure=Primary+Care+Physicians&tab=1 107 https://datausa.io/profile/geo/paradise-ca/?provider-clinician_patient_ratio=provider1 108 https://data.chhs.ca.gov/dataset/primary-care-shortage-areas-in-california 0 500
1,000
1,500
2,000
2,500
Figure 35: Patients per
Primary Care Provider
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care from Adventist
Health Feather River,
Paradise Medical
Group, Enloe Medical
Center, and a handful
of private practices in
Chico. Individuals with
Medi-Cal tend to go to
Feather River Indian
Health, Northern
Valley Indian Health,
and Ampla.
Stakeholders report that many providers relocated to Chico and surrounding areas or left the area entirely following the fire. They state that this has caused substantial challenges in accessing care due to the inconvenience of travel or lack of transportation. In addition, individuals voiced a lack of trust in providers who do not live in the community, which results in a hesitancy to seek care.
In 2010, the federal Affordable Care Act established network adequacy standards for Health Maintenance Organizations (HMOs) to maintain. In California, these minimum standards include full-time physician to patient ratios of 1,200:1 (and a primary care physician ratio of 2,000:1), primary care network providers within 30 minutes or 15 miles of each covered person's residence or workplace, and nonurgent appointments within 10 business days of request. For specialty care, this standard is 15 days, provided additional delay will not impact the patient’s health, and geographic access to a hospital within 30 minutes or 15 miles of each person’s residence or workplace.110
110 https://www.chcf.org/
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
2017 2018 2019 2020 2021 2022 2023 2024
Figure 36: Paradise Medical
Group Appointments
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For purposes of network adequacy, the California Department of Health Care Services (DCHS) publishes travel time and travel distance standards for HMOs that provide primary care based on the population densities of each California county and zip code.111 Based on population density DCHS divides California counties into four categories; Dense, Medium, Small and Rural. Butte County, with a population density of 51-200 persons per square mile, is considered a small county. The travel time and distance standard for adult primary care, pediatric care and ob-gyn is 30 minutes and 10 miles, respectively.
Stakeholders noted it is difficult to get an appointment for primary care, whether for an acute need, monitoring of a chronic issue, or a preventive checkup. Providers interviewed also confirmed this information, citing two to three-month average wait times for an appointment for existing patients and up to six months for new patients.
These wait times substantially exceed the goal of non-urgent appointments being available within 10 business days of the request. The Northern Valley Indian Health and Ampla Health’s website offers same-day options for urgent issues for existing patients. Stakeholders indicated that the difficulty in getting appointments dissuaded them from seeking care.
Paradise Medical Group reports that due to the partial loss of its facility in the Town of Paradise, it has relocated most adult and all pediatric services to Chico. Figure 36 shows the volume of appointments since 2017. These appointments include all appointments with physicians, nurses, medical assistants, case managers, and other staff. Enloe Medical Center reports expanding outpatient adult primary care services focused on those with private insurance. The numbers for Enloe Medical Center primary care are shown in Table 1. Ampla Health has multiple locations including a small office staffed by a single provider in Magalia that provides both adult and pediatric primary care with a focus on the Medi-Cal population. It continues to expand its offerings of primary care services with a new site about to open in Chico.
Ampla Health reports that in 2024, its Chico sites saw 4,379 patients from the
111 https://gis.dhcs.ca.gov/datasets/CADHCS::mcna-t-d-standards-by-county/explore 232
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Paradise/Magalia/Sterling City/Foothills area, and the Magalia site saw 2,890 patients from that area. It could not be determined if these numbers have duplicates, i.e., if the same person sought care at multiple sites.
Feather River Tribal Health112 is an accredited health care organization that serves approximately 5,000 native and non-native persons in Butte County and includes the Paradise Ridge Service Area as their assigned service area. Eric Lyon, Executive Director, estimates that they have approximately 200 clients and about 5 staff members who live in the Paradise and Magalia area. They currently have two clinics in Oroville and Chico that provide primary care, specialty care, dental, pharmacy, physical therapy, acupuncture, diabetes education, and pediatric services.
Fortunately, Feather River Tribal Health is very interested in supporting the Paradise Ridge Service Area with medical services and pharmacy services, and last year, they were investigating a piece of property in the Town of Paradise as a potential clinic site. They ultimately decided that the cost of fire insurance and a septic system was cost-prohibitive. They also expressed concern about finding medical staff for that clinic. They are currently focused on improvements in their existing clinics in Chico and Oroville.
The Adventist Health Clinics in Paradise are a significant source of Primary and Specialty Care. Annual clinic volume was significantly impacted by the fire but is showing steady rebound. Most visit growth since 2021 has been in specialty care, rapid care, dental and behavioral health (Figures 37, 38). Radiology volumes have been steady at the clinic with between 9,000 x-rays and 3,000 ultrasounds performed annually between 2021 and 2024. Mammography and MRI services were added in the fall of 2024, and to date, nearly 600 and 800 exams have been performed, respectively. Laboratory volumes have also steadily increased from 8,000 tests performed in 2020 to nearly 14,000 in 2024.
112 https://frth.org
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Using both anonymous location data from consenting users via mobile application partners, and data provided by Adventist Health, Figures 39-40 provide insight into -
50,000
100,000
150,000
200,000
250,000
2017 2018 2019 2020 2021 2022 2023 2024
Figure 37: Adventist Health Annual Clinic
Volume
Series1
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
Figure 38: Adventist Health Annual Clinic
Volume (2021-24)
2021 2022 2023 2024
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hourly clinic activity since 2017.113 Hourly visits follow a typical pattern for outpatient clinics, with peaks in mid-morning and mid-afternoon. A tiny proportion of visits occur after 6pm. The busiest days are Tuesdays, with minimal activity on the weekends. In rapid care, one of the busiest periods is Sunday mornings but very little traffic arrives after 4pm.
Figure 39: Adventist Health Hourly Visits (2017-2024)
Figure 40: Adventist Health Rapid Care Visits (January-October 2024)
113 https://www.placer.ai/
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Most Butte County Medi-Cal patients are enrolled under Managed Medi-Cal administered by Partnership HealthPlan of California (Partnership), which covers nearly a million people in 24 Northern California Counties. A 2024 report shows that 86,393 people in Butte County are enrolled in Partnership, about 70% (60,053) of whom have been assigned to a clinic as their medical home. Table 4, provided by Partnership, shows the number of patients assigned to various Medi-Cal clinics in Butte County as of April 2024.
Table 4: Medi-Cal Provider Panel Capacity
Ampla Health has multiple locations, including a small office in Magalia staffed by a single provider. Partnership took over Medi-Cal managed care for Butte County in 2024. They report that they have been unable to get reliable data from the previous managed care entities (Anthem Blue Cross Partnership Plan and California Health and Wellness Plan), so longitudinal data is limited.
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Primary and Specialty Care Findings
Pre-fire, the Town of Paradise had a selection of specialty care providers such as oncologists, cardiologists, obstetrician/gynecologists, and gastroenterologists. These specialties, which are primarily focused on specialty diagnostic and surgical procedures that require a hospital or ambulatory surgery center, can no longer conveniently function without such facilities nearby. The hospital and specialty clinics rely on each other to create a medical ecosystem, and neither is likely to exist without the other.
As is the case for primary care, the California Department of Health Care Services (DCHS) publishes travel time and travel distance standards for HMOs that provide specialty care based on the population densities of each California county and zip code.114 For specialties such as cardiology, gastroenterology, oncology/hematology and many others, the time and distance standards are 75 minutes and 45 miles, respectively, which must be met for 90% of the county population. In some counties, such as Butte, there is a greater allowance for low density zip codes and low supply counties.
115
Health plans may choose to apply other metrics to determine level of specialty care provided to a given community. In conversations with Adventist Health Care, their goal is to provide local orthopedic care to a population base of 10,000 persons or more, and cardiology and neurology for a population of 20,000 persons or more. 116
Our nation continues to struggle with a shortage of health care professionals, which include doctors and advanced practitioners, particularly in rural areas. The Health Resources & Services Administration (HRSA) estimates a nationwide shortage of 40,000 primary care professionals, and is projected to increase to 57,000 by
114 https://gis.dhcs.ca.gov/datasets/CADHCS::mcna-t-d-standards-by-county/explore 115 DMHC Specialist Physician Geographic Access Standards and Methodology 116 Chris Champlin, President, Adventist Health Rideout 237
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2037.117 While the supply of family medicine physicians shows a modest annual increase of 3%, the demand for these services is growing 12% yearly.
Primary care is the backbone of population health. Primary care physicians not only provide acute and chronic medical care but, just as importantly, provide preventive care to avoid disease development or identify disease in early stages to mitigate progression. As the Sacramento Bee succinctly states, “Primary Care is worthy of the name–healthcare that is accessible, comprehensive, continuous and coordinated.”118 While it is not uncommon for some to exclusively seek care at an urgent care or ED, these facilities cannot provide the type of primary care continuity necessary to ensure long and healthy lives.
Unlike EMS systems and hospitals, aside from some Medi-Cal requirements, there is neither mandatory data reporting nor a centralized repository for primary care.
Therefore, it is difficult to assess changes in primary care sources over time, including details regarding the number of patients seen, or visit count, without each facility providing its data. Many providers and facilities cannot pull such data from their electronic systems or, for business reasons, are hesitant to share that information. As a result, this report primarily relies on qualitative reports from stakeholder interviews and cannot quantitatively compare the current primary care to what existed pre-fire.
Few options exist for residents to receive primary care and specialty care within the Town of Paradise. Adventist Feather River appears to be the leading pediatric and adult primary care provider. This is not necessarily unreasonable given the proximity of Primary and Specialty Care services in Chico. The distance to Chico is within the most accepted healthcare standards, such as insurance determinations of network adequacy, which state that primary care networks should have providers within 30 minutes (or 45 minutes for specialty care) of a person’s residence or workplace.119
117 https://data.hrsa.gov/topics/health-workforce/workforce-projections 118 https://www.sacbee.com/opinion/op-ed/article293836414.html 119 https://www.chcf.org/wpcontent/uploads/2021/12/NetworkAdequacyStandardsHowTheyWorkWhyTheyMatter.pdf 238
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Nonetheless, stakeholders indicated this is a concern regarding seeking care and economic benefit to the Town.
While some governmental entities, including several California counties, provide direct healthcare services, it is difficult and not financially feasible without a subsidy.
The Town could consider policies and programs that support existing providers in continuing to offer services within the Town boundaries, encourage agencies from elsewhere to relocate or expand into the town, and encourage new start-ups. An economic development specialist might have more detailed suggestions, but here are some possibilities.
There is an overall shortage of healthcare professionals within the Town of Paradise and throughout Butte County. Stakeholders unanimously stated that the main barrier to expanding primary care services is recruiting and retaining qualified medical professionals. The Town of Paradise can take actions to encourage healthcare professionals to choose it over other places to live and work.
Outpatient pharmacies are also in short supply. Post fire only one pharmacy (Walgreens) currently exists in the Paradise Ridge Service Area. Most pharmacies are connected to retail chains, and the loss of these retailers also impacted the number of pharmacies. One long time independent pharmacy, Paradise Drug, was destroyed in the fire.
Multiple stakeholders indicated that the Town needs to be further along in the recovery process and have amenities that attract healthcare professionals. As the Town sets recovery policies, solicits new business growth, and develops new community programming, it should consider and prioritize the desirable characteristics specific to the healthcare professional demographic. Stakeholders voiced that most healthcare professionals who are either starting to practice or are considering relocation have families and want to live in communities that support their lifestyle. These individuals seek quality, modern housing, solid school districts, restaurants, shopping, and other amenities.
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Long Term Care Facilities
Skilled Nursing Facilities
As of June 2018, there were three skilled nursing facilities (SNF) in the Town of Paradise: 1) Paradise Post Acute with 44 beds, 2) Cypress Meadows Post Acute with 136 beds, and 3) Pine View Center with 99 beds.120 All three facilities have been closed since the fire, and no licensed SNFs are currently located on the Paradise Ridge Service Area. Table 5 lists current SNFs in Butte County, all of which are in Chico, Oroville, and Gridley.121,122
Table 5: Current SNFs in Butte County
Facility Name City Bed Count
Arbor Post Acute Chico 144
Autumn Creek Post Acute Chico 184
California Park Rehabilitation Hospital Chico 90
Chico Terrace Care Center Chico 76
Country Crest Post-Acute Oroville 59
Feather River Care Center Oroville 50
Gridley Post Acute Gridley 82
Oakwood Healthcare Center Chico 99
Oroville Hospital Post Acute Center Oroville 126
Board and Care and Assisted Living
Butte County has 41 adult residential care facilities, none in Paradise or the Upper Ridge. Pre-fire, there were two adult daycares (Cove and Cove II) and one residential care facility (Gerhardt Care Home) in Paradise. As reported by the California Department of Social Services, they are listed as closed as of 2020. 123
120 https://data.chhs.ca.gov/dataset/licensed-healthcare-facility-listing 121 https://www.cdph.ca.gov/Programs/CHCQ/LCP/CalHealthFind/Pages/SearchResult.aspx 122 https://www.cdph.ca.gov/Programs/CHCQ/LCP/CalHealthFind/Pages/SearchResult.aspx 123 https://www.ccld.dss.ca.gov/carefacilitysearch/DownloadData 240
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Long Term Care Facility Findings
There is currently an undercapacity in the Paradise Ridge Service Area for long-term care facilities (SNF and Board and Care) but, in Section 3, we outline strategies that would be useful to encourage providers to return. Pre-fire, there was a total capacity of 279 SNF beds for a population of approximately 40,000 residents (one bed per 143 residents) and currently there are zero beds for approximately 20,000 residents.
There are several factors that influence the location of SNFs including but not limited to accessibility and convenience (proximity to family, access to healthcare infrastructure, transportation, and community resources) and regional demographics (elderly population concentration, income distribution). Pre-fire, many of these conditions were present that made SNFs viable in the Paradise Ridge Service Area.
There was a larger population with a high concentration of elderly, there was close access to FRH, and abundant community resources.
Post-fire, a smaller population with a demographic shift toward younger families, along with a lack of a local hospital currently makes the prospect of opening a SNF in the Paradise Ridge Service Area less likely.
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Section 3: Recommended Action Plan for
Recovery
This report has highlighted many of the structural challenges inherent to our healthcare system that the Paradise Ridge Service Area will face in the coming years as it recovers for this disaster. Fortunately, there are many positive steps that can be taken to facilitate and optimize the recovery. The following recommendations are ranked, in our opinion, within each time frame and population in order of priority.
We prioritized items that we believe are most achievable and yield the greatest benefit in proportion to the time and effort required. Some recommendations may be implemented in a short time frame, and others will take longer or may be dependent on changing conditions. While we have attempted to rank these in order of maximal effect, we recommend that they be adopted simultaneously whenever possible, rather than serially.
Short Term (0-5 Years, Population up to 15,000)
Hospital Care and Emergency Departments
Responsible Party: Town
a. Consider zoning, planning, and Town infrastructure improvements that could pave the way for a potential future hospital.
b. Initiate or maintain conversations with Adventist Health, Paradise Medical Group, Enloe, Indian Health and other healthcare providers focused on their present and future needs for healthcare facilities, including ideal locations for growth in the Paradise Service Area, c. Identify perceived needs for Town infrastructure, such as sewer and transportation.
d. Investigate options for fire insurance that have been reported as a barrier.
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e. Initiate the early planning process for the formation of a Healthcare District beginning with public conversation to inform the public of the purpose, risks, and benefits of a Healthcare District.
f. Eventually, some polling or surveys to gauge public interest are recommended.
Responsible Party: Partners
a. Analyze growth and demographic changes and healthcare demand to determine viability of expansion of healthcare facilities, including a future hospital.
Pre-Hospital Care (EMS)
Responsible Party: Town
o Work with Butte County EMS (Jenny Humphries) and SSVEMS (John Poland) to develop a sustainability plan that monitors the additional need for ambulance coverage beyond the 48 hours daily coverage at Paradise and Magalia, particularly additional ambulance coverage between midnight and 8 a.m.
o Partner with Adventist Health, Butte County EMS, and SSVEMS to develop alternate destination policies as allowed under state law for low-acuity patients who could be safely triaged and treated at the local rapid care facility or who can get care using other transportation options.
o Consider funding mechanisms to subsidize an ALS ambulance to cover those hours. The approximate cost is $330,000 annually.
Funding could be provided directly from the Town budget, through the eventual formation of a CSA, or a county-wide sales tax. o Alternately, as BLS ambulances become integrated in the 911 response plan, this could be covered by a BLS ambulance at a 243
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marginally lower cost while an ALS ambulance remains available at Magalia.
o Initiate the process of establishing a Community Service Area (CSA) that can provide sustainable supplemental funding for overnight ambulance service that exceeds what can be supported by patient volume.
o Develop rideshare options such as public transit, Lyft, and Uber for patients who can be safely triaged and treated at a local healthcare facility. Some jurisdictions have entered contracts with these services to lock in a set rate. This will likely require some public subsidization for individuals who cannot afford these services. The process for contracting with Uber, for example, is established on their website.124 Responsible Party: Butte County EMS, SSVEMS
o Monitor call volume during these overnight hours, response times, and the frequency of events where no ambulance was available from the Magalia unit. Any significant change in any of these values may indicate the need for additional coverage.
Urgent Care/Rapid Care
Responsible Party: Town
o Continue partnership with Adventist Health to expand capacity and hours of operation at the Skyway Adventist Health Clinic and Rapid Care by addressing barriers to expansion, such as provider recruitment and a fall-off in patient demand in the evening hours.
o Reach out to healthcare organizations beyond Adventist Feather River to solicit their interest and willingness to expand services into the Town of Paradise. Initial expansions would likely need to be sized
124 https://www.uber.com/us/en/business/
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appropriately for the current population, such as part-time satellite offices for primary care or specialty services that could expand as there is greater local need.
o Consider incentives that would minimize relocation or start-up costs, such as waivers of permit fees, tax reductions, subsidized rent or facility upgrades, co-location with governmental services, joint grant applications, and financial support.
o Consider options to support and stabilize existing providers. This could include incentives for maintaining services at a certain level. It would also mean consideration of this group when making policy decisions that could indirectly impact them. The Town could additionally require that the contractors it hires provide health coverage that includes local providers as participating providers.
o Evaluate public transportation options and make decisions on routes that maximize efficiency for residents who need to travel from Paradise to the main healthcare facilities in Chico.
Responsible Party: Adventist Health
o Amending Adventist Health’s clinic license with the California Department of Health Services would encourage it to become an urgent care center rather than a rapid care center. As an existing primary care and rapid care clinic, Adventist Health could apply to the DHS for status as an urgent care clinic.
o Optimize the hours and capability of the Skyway rapid care facility to provide predictable services throughout the day and evening.
Primary and Specialty Care
Responsible Party: Town
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o Reach out to healthcare organizations beyond Adventist Feather River to solicit their interest and willingness to expand services into the Town of Paradise. Initial expansions would likely need to be sized appropriately for the current population, such as part-time satellite offices for primary care or specialty services that could expand as there is greater local need.
o Consider incentives that would minimize relocation or start-up costs, such as waivers of permit fees, tax reductions, subsidized rent or facility upgrades, co-location with governmental services, joint grant applications, and financial support.
o Evaluate public transportation options and make decisions on routes that maximize efficiency for residents who need to travel from Paradise to the main healthcare facilities in Chico.
Responsible Party: Town and Providers
o Consider options to support and stabilize existing providers. This could include incentives for maintaining services at a certain level. It would also mean consideration of this group when making policy decisions that could indirectly impact them. The Town could additionally require that the contractors it hires provide health coverage that includes local providers as participating providers.
Long Term Care
Responsible Party: Town
o Initiate zoning, planning, and permitting incentives to encourage operators to open skilled nursing facilities, assisted living, adult day care, and respite care as local demand for these services grows. o Continue to monitor the demographics of the Paradise Ridge Service Area. Any significant growth and/or a shift toward a higher concentration of elderly residents who may need long-term care, the 246
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Town should approach operators of SNFs elsewhere in Butte County to solicit interest in local expansion.
o Initiate or optimize the planning process that would enable the zoning, permitting and construction of residential continuing care facilities that could provide the spectrum of services from assisted living to respite care for residents.
Medium Term (5-10 years, Population up to 20,000)
Hospital Care and Emergency Departments
Responsible Party: Town
o Prioritize the planning process and initiate public education and discussion related to the formation of a Healthcare District.
Pre-Hospital Care (EMS)
Responsible Party: Town
o Work with Butte County EMS and SSVEMS to establish nurse navigation for appropriately triaged 911 callers.
o Consider establishing a standby BLS ambulance service for transporting clinic patients as necessary.
Responsible Party: Butte County EMS/SSVEMS
o Consider establishing a 911 nurse navigation program with the intent of appropriately triaging patient to local sources of care.
Urgent Care/Rapid Care
Responsible Party: Adventist Health
o Continue to monitor rapid care utilization and consider expansion if demand dictates.
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o Investigate capability to care for low-acuity EMS patients in Rapid Care who would otherwise not need to go to an emergency department. o As the population expands, continue to monitor rapid care utilization, and consider expansion of hours if the demand is there. o Eventually, consider expanding services to 24/7 schedule to handle low-acuity cases around the clock, some of which may arrive by EMS if authorized by SSVEMS, relieving pressure on the Enloe ED and Butte County EMS.
Primary and Specialty Care
Responsible Party: Town and Healthcare Partners
o Provide incentives to attract and retain providers to the area, such as subsidized housing or loan repayment. Consult with local healthcare organizations to identify top barriers that providers report when considering practicing in the Paradise Ridge Service Area. For example, if providers report a lack of affordable housing, consider initiatives to attract higher density housing that would relieve pressure on the housing market.
o Continue to meet with local healthcare providers to determine other potential barriers or challenges to staff recruitment and retention. o Assist in addressing residents’ challenges in getting elsewhere for their needed care. Evaluate public transportation options and make decisions on routes that maximize efficiency for residents who need to travel from Paradise to the main healthcare facilities in Chico.
Long Term (10-15 years, Population up to and beyond 25,000) Hospital Care and Emergency Departments
Responsible Party: Town
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o Initiate the process of forming a Healthcare District by working with Butte County LAFCO and retaining the services of a specialty firm that can perform the financial analysis and feasibility review needed.
Pre-Hospital Care (EMS)
Responsible Party: Butte County EMS/SSVEMS
o Continue monitoring EMS demand volumes and appropriate coverage. o Continue 911 nurse navigation and alternate destination programs previously established.
Urgent Care/Rapid Care
Responsible Party: Adventist Health
o Consider expanding capacity to provide 24/7 coverage, with the capability to accept low acuity EMS patients.
Primary and Specialty Care
Responsible Party: Healthcare Partners
o Partner with Healthy Rural California and other academic institutions to increase training opportunities, starting with high school students through graduate education, to expand the pipeline of healthcare professionals invested in the Butte County and Town of Paradise area. 249
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Section 4: Summary and Conclusions
The devastating Camp Fire of 2018 transformed the Town of Paradise and the Upper Ridge in many ways, creating challenges and opportunities for the future. The many challenges include rapid depopulation, loss of economic activity, increased housing costs, and, of course, the gutting of the healthcare infrastructure. Rebuilding the Ridge provides the opportunity to build a fire-safe community with higher-quality housing and supporting infrastructure that more closely matches the new population.
This report aims to identify significant healthcare system changes within the Town of Paradise since the 2018 Camp Fire and recommend strategies to improve services in the short, medium, and long term.
Before the fire, Paradise and the Paradise Ridge Service Area communities of Magalia and Stirling City had higher than average access to services with a rural hospital that included unique specialties of labor and delivery, and cancer care as well as connected outpatient services. Stakeholders also report they saw healthcare providers in individual private practices. Since the fire, the hospital has closed permanently, and stakeholders report these private practices have closed.
Stakeholders feel these changes are a significant loss and are looking to the Town to help rebuild their healthcare system.
The evaluation of this loss also needs to acknowledge the changing context of the healthcare system that coincided with the fire, independent of it. In addition to the dramatic closings of small hospitals nationwide, there has been a notable shift in primary care delivery. Across the board, physicians are shifting from running independent private practices to working for hospitals, health systems, and other healthcare organizations.125 Reasons cited for this shift include addressing administrative burdens, economic pressures, and improving patient care due to easier coordination with other specialties. Moreover, insurance companies have
125 https://www.ama-assn.org/
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shifted payment methodologies to encourage the development of patient-centered medical homes and capitation, which are also more feasible in larger systems.
Consequently, even if the fire had not happened, the healthcare environment in the Town of Paradise would likely look substantially different today than in 2018.
Recovery from the fire in Paradise is ongoing, and there are encouraging signs of repopulation and rebuilding today. As recovery occurs, while many things will be rebuilt, it will inevitably need to be done differently than they were historically.
Healthcare delivery is one of them.
Previous research has shown that different community sectors, such as housing, public services, education, commerce, and healthcare, are interdependent, all of which directly impact a community's well-being.
126 In many interviews there were
consistent themes: that the hospital, along with churches and schools, was one of the three fundamental pillars of this community, and the new Paradise will need to focus on restoring these pillars in a way that meets the present and future needs of its residents and is consistent with the changes in the healthcare system that have occurred since the original founding of FRH. Rather than a hospital, at least in the short and medium term, that third pillar should be built as a robust outpatient care system that complements hospital care elsewhere in the county.
Though the quality of every home in Paradise starts with a solid foundation, the same applies to the rebuilding of an entire community. While this report focuses on healthcare delivery's present and future design, many other factors in the rebuilding process are interdependent. Ultimately, the healthcare system the Town wishes to create cannot exist without the population supporting it.
This report provides an overview of the present and projected population and specific recommendations to improve healthcare today and tomorrow. Any strategy that focuses on repairing only one pillar is unlikely to be entirely successful.
126 Feng K, Wang N, Li Q, Lin P (2017)
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Disclaimer
The content of this report is for general informational purposes only and is not intended to substitute for legal advice where necessary. The most accurate, publicly available information and data at the time of preparation was used for the analysis and is subject to change.
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Appendix
Organizations interviewed
Healthcare and Insurance
o Adventist Health
o Enloe Health
o Paradise Medical Group
o Ampla Health
o Partnership HealthPlan
o Northern Valley Indian Health
o Feather River Tribal Health
Local Government
o Butte County Public Health
o Butte County Behavioral Health
o Paradise Unified School District
o Paradise Town Council
o Paradise Town Leadership and administration
o Paradise Irrigation District
o Paradise Recreation and Park District
Emergency Services
o CalFire
o Paradise Police Department
o Enloe EMS
o Sierra Sacramento Valley EMS Agency
Community Organizations
o Paradise Ridge Chamber of Commerce
o Moms on the Ridge
o Paradise Citizens Alliance
o Upper Ridge Committee
o Camp Fire Collaborative
o Rebuild Paradise Foundation
o Healthy Rural California
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Interview Summaries
Approximately 35 hours of interviews, both in person and remote, were conducted with various community members, local leaders, healthcare systems, clinics, and business representatives. Key findings from these interviews are summarized below and include:
Healthcare
1. Emergency Care Delays
Long wait times for emergency care due to dependency on Enloe Hospital. Travel times to Chico or Oroville are excessive, especially for Upper Ridge residents.
The proposal for a freestanding ED or 24/7 rapid care facility on the Ridge has not been realized.
COVID-19 exacerbated healthcare workforce shortages.
The existing rapid care facility in Paradise is staffed intermittently.
2. Healthcare Access
Limited primary care, pediatricians, specialty care, and dental services are available.
High insurance costs and lack of local healthcare facilities deter new residents from repopulating Paradise, especially elderly residents who desire local access.
There is a need for a comprehensive medical complex offering primary care, lab services, and specialized care.
3. Mental Health and Substance Use Services
Lack of adequate private provider mental health services and substance abuse treatment.
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Integration of mental health services within primary care settings proposed. Extensive Narcan distribution and MAT services to combat opioid crisis. Butte County Behavioral Health reports sufficient services and substance use treatment resources for its clientele and currently meets State network adequacy standards.
4. Trust Issues with Healthcare Providers
Distrust toward Adventist Health due to perceived mismanagement and lack of transparency.
Many felt that the reimbursement to Adventist Health should have been directed to repairing and reopening the Feather River Hospital. Community desires reliable, professional healthcare facilities.
Infrastructure and Economic Development
1. Sewer System Limitations
High costs and land requirements impede new business development. Advocacy for sewer improvements to support growth.
2. Broadband and Connectivity
Inconsistent high-speed broadband availability.
Explore solutions like Starlink and cellular-based internet.
3. Housing and Population Changes
There was a significant population reduction post-fire and substantial ongoing rebuilding efforts.
Rezoning for higher density residential projects, including affordable housing. 255
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Challenges in attracting new residents due to inadequate healthcare and infrastructure.
Demographic changes trending toward younger families have led to explosive enrollment growth in the local school district.
4. Economic Factors
Loss of higher-income professionals post-fire affects the local economy. Efforts to rebuild and promote the Ridge through campaigns like "Welcome to the Ridge."
Fire Safety and Emergency Services
1. Wildfire Experiences and Resilience:
Importance of resilient building standards and defensive measures against future fires.
Emphasis on creating defensible space and fire-safe practices. Need for improved emergency response times and local emergency facilities. Proposal for 24/7 urgent care facility to handle emergency cases.
2. Innovative Programs
Nature and forest therapy guides to combat stress and improve health. Resiliency programs aimed at building skills within the community.
3. Community Sentiment and Collaboration
High concern over healthcare availability and infrastructure as key factors influencing population growth and economic stability.
Recognition of the interlinked nature of business, healthcare, and infrastructure in fostering a resilient community.
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Action Items and Recommendations
1. Healthcare Improvements
Develop and consistently staff an urgent care clinic or standalone emergency room within Paradise.
Integrate mental health services within primary care settings. Promote local healthcare initiatives to attract professionals, especially in primary care specialties.
2. Infrastructure Development
Address high interest rates and insurance costs to facilitate housing transactions.
Invest in sewer system upgrades to support population growth and commercial development.
3. Community Engagement
Foster trust between residents and healthcare providers through transparent communication and reliable services.
Promote community-driven solutions and partnerships to rebuild effectively and sustainably.
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Characteristics of Small Non-CAH Hospitals in California Affiliated with a nearby full-sized hospital
Sutter Surgical
Providence Santa Rosa
Adventist Health
No general Emergency Department
Healthbridge Children’s Hospital
Laguna Honda Hospital and Rehabilitation
Anaheim Community Hospital,
Sutter Surgical Hospital-North Valley,
Providence Santa Rosa Memorial Hospital-Sotoyome
Patient’s Hospital of Redding
Adventist Health Sonora-Fairview
Located in large urban areas
Healthbridge Children’s-Orange County
Laguna Honda-San Francisco,
Patients Hospital-Redding,
West Covina Medical-Los Angeles County
Providence Santa Rosa-Sonoma County
Limited specialized surgical, psychiatric, pediatric care, sub-acute, or rehabilitation services
Healthbridge Children’s
Laguna Honda
Anaheim Community
Patients’ Hospital, West Covina
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Critical Access Hospital Map
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Town of Paradise
Council Agenda Summary
Date: March 10, 2026
Agenda Item: 6(e)
ORIGINATED BY: Crystal Peters, Human Resources & Risk
Management Director
Aimee Beleu, Finance Director / Town Treasurer
REVIEWED BY: Mike O’Brien, Interim Town Manager
Scott Huber, Town Attorney
SUBJECT: Adopt Resolutions Fixing the Employer’s Contribution Under the Public Employees’ Medical and Hospital Care Act
LONG TERM
RECOVERY PLAN:
No
COUNCIL ACTION REQUESTED:
1. Resolution No. 2026-____, “A Resolution of the Town Council of the Town of Paradise, Fixing the Employer Contribution Under the Public Employees’ Medical And Hospital Care Act at an Equal Amount for Employees and Annuitants with Respect to Recognized Employee Organization 001 Paradise Firefighters Association”; or
2. Refer the matter back to staff for further analysis and development.
Background:
The Town of Paradise and its five other employee units agreed to an increased medical allocation effective through July 1, 2025, adopting an 80/20 cost-sharing model in which the Town would cover 80% of the monthly premiums for the medical plan.
As such, a benefit increase to the Paradise Firefighter Association retiree medical benefits are due in accordance with the Transitional MOU between the Town of Paradise and the Paradise Firefighters Association (PFA) approved by Town Council on September 11, 2012, consistent with other employee groups under the “Favored Nation Clause” of the Post Retirement Healthcare Coverage section of the agreement.
Analysis:
As part of this process, PERS requires that the Town of Paradise has fully complied with any and all applicable provisions of California Government Code Section 7507 for all employee units.
Section 7507 relates to the actuarial impact on future costs. To meet this requirement, a report was prepared by a qualified actuary and presented to the Town Council on February 10, 2026, and thereby the public, at the regular monthly Town Council meeting.
Financial Impact:
The Actuarial Valuation of Other Post Employment Benefits (OPEB) study presented at the regular Town Council meeting on February 10, 2026, forecasts the implementation of the increase 260
to retiree medical in accordance with the Transitional MOU between the Town of Paradise and the Paradise Firefighters Association is $514,174 for future cost.
FY25-26 budget increase due to Paradise Firefighter Association change is $35,289. 261
TOWN OF PARADISE
RESOLUTION NO. 2026-____
FIXING THE EMPLOYER CONTRIBUTION UNDER THE PUBLIC EMPLOYEES’ MEDICAL
AND HOSPITAL CARE ACT AT AN EQUAL AMOUNT FOR EMPLOYEES AND ANNUITANTS WITH RESPECT TO A RECOGNIZED EMPLOYEE ORGANIZATION: 001
PARADISE FIREFIGHTERS ASSOCIATION
WHEREAS, (1) Town of Paradise is a contracting agency under Government Code Section 22920 and subject to the Public Employees’ Medical and Hospital Care Act (the “Act”) for participation by members of 001 Paradise Firefighters Association; and WHEREAS, (2) Government Code Section 22892(a) provides that a contracting agency subject to Act shall fix the amount of the employer contribution by resolution; and WHEREAS, (3) Government Code Section 22892(b) provides that the employer contribution shall be an equal amount for both employees and annuitants, but may not be less than the amount prescribed by Section 22892(b) of the Act; now, therefore be it RESOLVED, (a) That the employer contribution for each employee or annuitant shall be the amount necessary to pay the full cost of his/her enrollment, including the enrollment of family members in a health benefits plan up to a maximum of 80% of the PERS Gold Region 1 Basic Rate per month, plus administrative fees and Contingency Reserve Fund assessments; and be it further
RESOLVED, (b) Town of Paradise has fully complied with any and all applicable provisions of Government Code Section 7507 in electing the benefits set forth above; and be it further RESOLVED, (c) That the participation of the employees and annuitants of Town of Paradise shall be subject to determination of its status as an “agency or instrumentality of the state or political subdivision of a State” that is eligible to participate in a governmental plan within the meaning of Section 414(d) of the Internal Revenue Code, upon publication of final Regulations pursuant to such Section. If it is determined that Town of Paradise would not qualify as an agency or instrumentality of the state or political subdivision of a State under such final Regulations, CalPERS may be obligated, and reserves the right to terminate the health coverage of all participants of the employer; and be it further RESOLVED, (d) That the executive body appoint and direct, and it does hereby appoint and direct, Mike O’Brien, Interim Town Manager, to file with the Board a verified copy of this resolution, and to perform on behalf of Town of Paradise all functions required of it under the Act; and be it further
RESOLVED, (e) That coverage under the Act be effective on May 1, 2026. 262
PASSED AND ADOPTED by the Town Council of the Town of Paradise at a Regular Town Council Meeting this 10th day of March 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
________________________________
Steve Crowder, Mayor
ATTEST:
________________________________
Melanie Elvis, Town Clerk
APPROVED AS TO FORM:
___________________________________
Scott E. Huber, Town Attorney
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