City Council Meeting Agenda
Monday, June 01, 2026 at 6:00 PM
33 Church Street, Sutter Creek, CA 95685
The Agenda can be found on the City’s Website: www.cityofsuttercreek.org The City of Sutter Creek City Council Meeting will be available in person and LIVE on YouTube at https://www.youtube.com/@CityofSutterCreek.
You can also watch the meeting on Zoom (please note Zoom participation is only available for viewing. https://us02web.zoom.us/j/81391466458?pwd=4jXmBm1AP5bEbiID3iDwuxk4GpreRY.1 Or Dial by phone: 301 715 8592 Webinar ID: 816 8589 0182 Passcode: 186036 Unless stated otherwise on the agenda, every item on the agenda is exempt from review under the California Environmental Quality Act (“CEQA”) per CEQA Guidelines Sections 15060(c), 15061(b)(3), 15273, 15378, 15301, 15323 and/or Public Resources Code Section 21065. -----------------------------------------------------------------------------------------------------------------------------------
1. Call to Order and Establish a Quorum for Regular Meeting
2. Pledge of Allegiance to the Flag
3. Public Forum
At this time, the public is permitted to address the City Council on items not appearing on the agenda.
Comments may not exceed 5 minutes. In accordance with State Law, however, no action or discussion may take place on any item not appearing on the posted agenda. The City Council may respond to statements made or questions asked or may request Staff to report back at a future meeting on the matter. The exceptions under which the City Council may discuss and/or take action on items not appearing on the agenda are contained in Government Code §54954.2. Public comment on any item listed below shall be limited to five minutes, unless additional time is permitted by the Mayor/Council.
4. City Manager’s Report
This section is an opportunity to provide Council members with a brief status update on staff activities. No action is expected to be taken by the Council.
5. Presentations
1 6. Approval of Minutes
A. City Council Regular Meeting Minutes of May 18, 2026 Recommendation: By motion, approve meeting minutes as presented.
7. Consent Agenda
Items listed on the consent agenda are considered routine and shall be enacted in one motion. Any item may be removed for discussion at the request of Council or the Public.
A. Waive Second (2nd) Reading and Adopt Ordinance No. 25-26-xx - Surveillance Ordinance Recommendation: Waive Second (2nd) reading and Adopt Ordinance No. 25-26-xx - An Ordinance of the City Council of the City of Sutter Creek Adding Chapter 2.55 to the Sutter Creek Municipal Code Pertaining to Surveillance Technology and Privacy Protections.
B. Consolidate of the Upcoming November 2026 Municipal Elections with the Statewide General Election Recommendations: Staff recommend the following actions to the City Council:
1. Call for an election, requesting consolidation of the City of Sutter Creek's Municipal Elections with the Statewide General Election; and
2. Authorize staff to file a Notice of Election with the Amador County Registrar of Voters (ROV); and
3. Authorize staff to complete all necessary tasks involving the consolidation of elections; and
4. Express intent to reimburse Amador County for the actual costs of the election.
C. Fair Political Practices Commission (FPPC) Biennial Review - Conflict of Interest Code Recommendation: Adopt Resolution No. 25-26-xx, thereby updating the City's Conflict of Interest Code.
D. Amador Community Wildfire Protection Plan (CWPP)
Recommendation: Review the Amador Community Wildfire Protection Plan (CWPP), approve by adopting Resolution No. 25-26-xx, and Authorize Mayor Gunselman and/or designee City staff to sign the CWPP on the City’s behalf.
8. Ordinances and Public Hearing
A. Public Hearing - Public Employee Vacant Position Report (AB 2561) Recommendation: Receive report from staff; Open the Public Hearing, receive public comment and then close the hearing, and accept the annual vacancy report from staff.
9. Administrative Agenda
A. Receive the City of Sutter Creek's Draft Budget for Fiscal Year (FY) 2026-2027 Recommendation: Discuss, provide feedback, and give directions regarding the City of Sutter Creek's Draft Budget for FY 2026-2027 as presented by staff.
LATE PACKET - THIS ITEM WILL BE DISTRIBUTED LATER THIS WEEK (Distributed 5/29/2026) 2 10. Mayor and Council Member Reports
This section is to provide Council members an opportunity to present updates on their activities and to request items be placed on future agendas.
11. City Attorney’s Report
This section provides an opportunity for the City Attorney to report on any activities or upcoming legislation of importance to the City. No action is expected to be taken by the Council.
12. Information and Correspondence
A. Correspondence from the public - Received from May 1, 2026 to May 25, 2026
13. Closed Session
14. Report from Closed Session
15. Adjournment
The next regularly scheduled meeting is June 15, 2026.
3 City Council Meeting Minutes (DRAFT)
Monday, May 18, 2026 at 6:00 PM
33 Church Street, Sutter Creek, CA 95685
The Agenda can be found on the City’s Website: www.cityofsuttercreek.org (AMENDED AGENDA)
The City Council Meeting Agenda for the May 18, 2026 regular meeting was originally posted on Monday, May 11, 2026 and amended on Thursday, May 14, 2026. Amendment made due to the addition of Item 7(B) - Accept Offers of Dedication for Valley View Way and Bowers Drive. -----------------------------------------------------------------------------------------------------------------------------------
1. Call to Order and Establish a Quorum for Regular Meeting Mayor Gunselman called the meeting to order at 6:00 PM.
Present: Mayor Claire Gunselman, Vice Mayor Sierk, Council Members Susan Feist, Dan Riordan, and Jim Swift.
Absent: None
City Treasurer: Victoria Runquist
Staff: Tom DuBois - City Manager, Derek Cole - City Attorney, Dan LaFontaine - Public Works Director, Mason Peters - Finance Supervisor, Jim O’Connell - Police Chief, and Pam Caronongan - City Clerk
2. Pledge of Allegiance to the Flag
Mayor Gunselman led the Pledge of Allegiance.
3. Public Forum
1. Ron Houck - Shared studies involving a small town in Connecticut, the consequences of cannabis use after legalization, and the rise of mental health-related cases, especially the youth and young adults under 21 years old. Spoke against cannabis in Sutter Creek.
2. Suzanne Houck - Shared testimony supporting her stance against a cannabis dispensary opening in Sutter Creek and other small communities.
4 Section 6, Item A.
3. Barbara Brusatori - Spoke against a cannabis dispensary opening in Sutter Creek, and the dangers of having the youth exposed to cannabis.
4. Theresa Mulvey - Spoke against a cannabis dispensary opening in Sutter Creek, and shared testimony as well as data from studies demonstrating the effects of cannabis use.
5. Steven - Mentioned the upcoming Ragtime Festival. Also spoke against a cannabis dispensary opening in Sutter Creek, exposing youth to cannabis, and increasing awareness that cannabis is a gateway drug towards using other drugs.
6. Diane Nelson - Urged the City Council to keep cannabis out of Sutter Creek. Also shared the consequences of allowing a cannabis dispensary to open in Sutter Creek, which includes exposing the youth to cannabis.
7. Justin Howard - Spoke in support of having speed tables installed in the Gopher Flats area.
8. Michelle - Spoke against having a cannabis dispensary open in Sutter Creek, especially since this will expose the youth.
4. City Manager’s Report
City Manager DuBois presented his report before the City Council. City Manager DuBois and PublicWorks Director Dan Lafontaine responded to inquiries and requests for clarification from the City Council.
The City Council requested clarification / asked questions regarding the following items:
1. Rotostrainers.
2. In-house paving of streets via the County’s pilot project.
3. Embarc update.
4. More details regarding the Police Foundation Dinner on May 22, 2026.
City Manager DuBois’ presentation can be accessed via this link:
https://www.cityofsuttercreek.org/media/10436
5. Presentations
A. Sutter Creek Visitor Center Presentation
Recommendation: Receive 2025 Annual Review presentation and Fiscal Year (FY) 2026-2027 sponsorship proposal given by Lisa Klosowski, Director - Sutter Creek Visitor Center.
Ms. Lisa Klosowski, Sutter Creek Visitor Center Director, presented before the City Council and responded to inquiries and requests for clarification from the City Council. Director Klosowski shared the following information regarding the Visitor’s Center:
1. Activities for the fiscal year.
2. Tourist / visitor activity.
3. Team / volunteer efforts.
4. Revenues and expenses.
5. Partnership with the City of Sutter Creek.
Director Klosowski requested that the City Council consider sponsoring the Sutter Creek Visitor Center for the upcoming fiscal year (FY 2026-2027).
The City Council expressed their compliments and thanks to Director Klosowski and the Visitor’s Center.
5 Section 6, Item A.
B. University of Southern California (USC) 2026 Sunstone Economic Development Challenge - Building an Entrepreneurship Ecosystem in the City of Sutter Creek Recommendation: Receive informational report and presentation material provided by the USC Team regarding economic development possibilities for the City of Sutter Creek.
City Manager DuBois introduced the Sunstone Team from USC: Mr. Abraham Tuchman, Mr. Dalton Abrams, and Ms. Marilyn Yuan.
Before the City Council, the USC Team (who were virtually in attendance) presented their research, findings, and recommendations regarding the City of Sutter Creek and its opportunities for community and economic development and growth.
The USC Team’s recommendation were the following:
1. Develop a “Why Sutter Creek” Business Attraction Plan
2. Establish an Entrepreneurship Development Center (EDC)
3. Develop an Innovation Campus and Business Incubator
4. Launch a Sutter Creek Agricultural Innovation Pilot Program.
The City Council inquired / requested clarification from the USC Team and City Manager DuBois regarding the following:
1. Implementation phase
2. Next steps for the City.
The City Council thanks the USC Team for their work.
The USC Team’s slide presentation can be accessed via this link:
https://www.cityofsuttercreek.org/media/10441
Mayor Gunselman announced a five-minute break at 7:18 PM. The City Council reconvened and resumed the meeting at 7:22 PM
6. Approval of Minutes
A. City Council Minutes of May 4, 2026
Recommendation: By motion approve minutes as presented.
Motion made by Council Member Riordan, seconded by Vice Mayor Sierk to approve the City Council Meeting Minutes of May 4, 2026 as presented by staff.
AYES: Vice Mayor Sierk, and Council Members Feist, Riordan, and Swift ABSENT: None
ABSTAIN: Mayor Gunselman
NOES: None
MOTION CARRIED 4-0
6 Section 6, Item A.
7. Consent Agenda
A. Public Hearing: Safety Element Update with LHMP
Staff recommends that the City Council:
1. Review the amended Safety Element and hold a public hearing to solicit public comment on the Draft Amendment to the Safety Element; and
2. Find the Project is exempt from CEQA per Section 15061(b)(3); and
3. Approve, based on the Planning Commission’s recommendation, the proposed General Plan Amendment to incorporate the Local Hazard Mitigation Plan into the Safety Element as presented.
4. Adopt Resolution No. 25-26-xx, thereby memorializing the approval of amendment to the Safety Element as presented by staff.
B. Accept Offers of Dedication for Valley View Way and Bowers Drive Recommendation: Adopt Resolution No. 25-26-xx, thereby memorializing the City of Sutter Creek's acceptance of Offers of Dedication for Valley View Way and Bowers Drive.
Motion made by Council Member Swift, seconded by Council Member Riordan to approve all items listed in the Consent Agenda.
AYES: Mayor Gunselman, Vice Mayor Sierk, and Council Members Feist, Riordan, and Swift ABSENT: None
ABSTAIN: None
NOES: None
MOTION CARRIED 5-0
8. Ordinances and Public Hearing
A. Public Hearing: Delinquent Sewer Charges
Recommendation:
1. Open the Public Hearing and receive public comment.
2. Close the Public Hearing.
3. Adopt Resolution No. 25-26-xx, thereby approving the order to place delinquent sewer charges on the tax rolls pursuant to Health and Safety Code Section 5470 et seq.
3. Direct the City Clerk to record delinquencies with the County Recorder's Office.
Mayor Gunselman opened and then closed the Public Hearing at 7:24 PM. Zero (0) public comments were received.
The City Council received and accepted the Delinquent Sewer Charges List as presented by staff. 7 Section 6, Item A.
Motion made by Vice Mayor Sierk, seconded by Council Member Riordan to accept the Delinquent Sewer Charges List as presented by staff; adopt Resolution No. 25-26-xx, thereby approving the order to place delinquent sewer charges on the tax rolls pursuant to Health and Safety Code Section 5470 et. seq; and direct the City Clerk to record delinquencies with the County Recorder’s Office.
AYES: Mayor Gunselman, Vice Mayor Sierk, and Council Members Feist, Riordan, and Swift ABSENT: None
ABSTAIN: None
NOES: None
MOTION CARRIED 5-0
B. Surveillance Ordinance - Introduction (1st Reading) of Ordinance No. 25-26-xx Recommendation: Introduce and waive First (1st) Reading of Ordinance No. 25-26-xx - An Ordinance of the City Council of the City of Sutter Creek Adding Chapter 2.55 to the Sutter Creek Municipal Code Pertaining to Surveillance Technology and Privacy Protections.
City Attorney Derek Cole presented before the City Council regarding the agenda item. City Attorney Cole and City Manager DuBois responded to inquiries and requests for clarification from the City Council.
The City Council inquired / requested for clarification regarding the following topics under this agenda item:
1. This agenda item is to “establish a policy within the policy.” This draft ordinance is not the policy in itself.
2. The policy in itself will be done via a Resolution, which would be presented to the City Council at a later date.
3. The annual surveillance report, and the sharing of ALPR data by the City to other agencies, including state and federal agencies would be addressed at a greater length in the policy itself.
One (1) public comment was received:
1. Joe - Spoke in support of the draft Ordinance and suggested modifications. Pointed out his agreement with staff’s statement that the ordinance in itself does not have any financial impact, but the acquisition of equipment and the subscription will have a financial impact to the City.
The City Council should also consider the costs involving the deactivation of the technology and ensuring that the City has the data captured by the ALPRs after deactivation.
2. Becky - Spoke regarding the possible negative consequences of ALPRs, and for the City Council to consider saying “no” to ALPRs.
Motion made by Council Member Feist, seconded by Vice Mayor Sierk to waive the First (1st) Reading and introduce Ordinance No. 25-26-xx - an Ordinance of the City of Sutter Creek Adding Chapter 2.55 to the Sutter Creek Municipal Code Pertaining to Surveillance Technology and Privacy Protections.
AYES: Mayor Gunselman, Vice Mayor Sierk, and Council Members Feist, Riordan, and Swift ABSENT: None
ABSTAIN: None
NOES: None
MOTION CARRIED 5-0
8 Section 6, Item A.
9. Administrative Agenda
A. Sutter Creek Economic Development Strategic Plan
Recommendation: Review Materials and provide feedback on Staff recommendations on Strategic Plan for Sutter Creek and the Region developed using our California Jobs First Grant.
City Manager DuBois introduced Mr. Gary Jinks, President and Founder of GLJ Group - the City’s economic development consultant.
City Manager DuBois and Consultant Jinks presented the report before the City Council. After the presentation, City Manager DuBois and Consultant Jinks responded to inquiries and requests for clarification from the City Council.
City Manager DuBois and Consultant Jink’s slide presentation can be accessed via this link:
https://www.cityofsuttercreek.org/media/10431
No motion was made regarding this agenda item.
10. Mayor and Council Member Reports
1. Mayor Gunselman shared that the Benefit Foundation put in more money for the Entrepreneur Center and re-doing / repairing the wall and windows facing Gopher Flat (the Monteverde Store).
2. Vice Mayor Sierk shared that there would be no Air Quality Board Meeting this week
3. Council Member Riordan provided an update regarding the Amador County Transportation Commission (ACTC)’s pilot project of paving roads Countywide.
11. City Attorney’s Report
City Attorney Cole stated that he had nothing to report.
12. Information and Correspondence
A. Monthly Report - City Clerk - April 2026
B. Monthly Report - City Treasurer - April 2026
C. Monthly Report - Engineering - April 2026
D. Monthly Report - Finance - April 2026
E. Monthly Report - Marketing / Social Media - April 2026 F. Monthly Report - Planning - April 2026
G. Monthly Report - Police - April 2026
H. Monthly Report - Public Works - April 2026
I. Correspondence Received from the Public
Recommendation: Receive correspondence from public (received from April 1 to April 30, 2026) The City Council received all monthly reports and correspondence. 9 Section 6, Item A.
13. Closed Session
None.
14. Report from Closed Session
None.
15. Adjournment
Mayor Gunselman adjourned the meeting at 8:27PM.
The next regularly scheduled meeting is June 1, 2026.
Meeting Minutes approved by the City Council on June 1, 2026. ______________________________________________________
Pam Caronongan, MMC, City Clerk
10 Section 6, Item A.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-0639 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer TO: THE HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL MEETING DATE: JUNE 1, 2026
FROM: PAM CARONONGAN, CITY CLERK
SUBJECT: WAIVE THE SECOND / FINAL READING OF ORDINANCE, AND ADOPT
ORDINANCE NO. 25-26-xx - AN ORDINANCE ADDING CHAPTER 2.55
TO THE SUTTER CREEK MUNICIPAL CODE PERTAINING TO
SURVEILLANCE TECHNOLOGY AND PRIVACY PROTECTIONS
RECOMMENDATION
It is recommended that the City Council waive the second / final reading by substitution of the title and adopt Ordinance No. 25-26-xx, thereby approving the Surveillance Ordinance and thus adding Chapter
2.55 to the Sutter Creek Municipal Code.
If adopted, the temporary Ordinance No. 25-26-xx reflected above will be assigned a permanent ordinance number. Additionally, if adopted, Ordinance No. 25-26-xx will be effective 30 days after the second / final reading of the ordinance.
BACKGROUND AND DISCUSSION
At its May 18, 2026 regular meeting, the City Council waived the first reading by substitution of the title and introduced Ordinance No. 25-26-xx. To complete the ordinance process, the above recommended action must be taken.
Ordinance No. 25-26-xx, if adopted, will add Chapter 2.55 to the Sutter Creek Municipal Code.
BUDGET IMPACT
None.
ATTACHMENT
1) Draft Ordinance No. 25-26-xx
11 Section 7, Item A.
ORDINANCE NO. 25-26-xx
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SUTTER CREEK ADDING CHAPTER 2.55 TO THE SUTTER CREEK MUNICIPAL CODE
PERTAINING TO SURVEILLANCE TECHNOLOGY AND PRIVACY PROTECTIONS WHEREAS, the City has identified surveillance technology, such as intelligent cameras and automated license plate readers (“ALPRs”), as critical tools for solving criminal investigations; and
WHEREAS, the City finds surveillance technology acts as a “virtual officer” by providing realtime, objective evidence to City peace officers without having to rely on witnesses to crimes; and WHEREAS, in evaluating how to modernize its public safety infrastructure, the City finds surveillance technology has been successfully implemented in nearby jurisdictions; and WHEREAS, in seeking to incorporate surveillance technologies, the City also desires to safeguard the privacy and data security of its residents; and
WHEREAS, City staff also recommend that the City Council adopt a comprehensive “Surveillance Use Policy” prior to approval of any contract for surveillance technology; and WHEREAS, at its regular meeting on April 6, 2026, the City Council directed staff to prepare a Surveillance and Privacy Protection Ordinance that will strike the necessary balance between utilization of modern policing tools and protection of civil liberties.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SUTTER CREEK DOES ORDAIN AS FOLLOWS:
Section 1.
Chapters 2.55 is added to the Sutter Creek Municipal Code to read as follows:
CHAPTER 2.55 – SURVEILLANCE TECHNOLOGY
AND PRIVACY PROTECTIONS
2.55.010 – Council approval required for contracts, agreements, grant applications and donations involving surveillance technology.
The Council shall approve each of the following:
A. Applications for grants, acceptance of state or federal funds, or acceptance of inkind or other donations of surveillance technology; B. Notwithstanding any delegation of authority to award contracts in this code, 12 Section 7, Item A.
contracts of any type and any amount that include acquisition of new surveillance technology;
C. Use of City Council-approved surveillance technology for a purpose, in a manner, or in a location outside the scope of prior City Council approval; or D. Agreements with a non-City entity to acquire, share, or otherwise use surveillance technology or the information it provides.
2.55.020 – Council approval of surveillance use policy.
Any agreement entered into under Section 2.55.010 must conform to the City Council-approved Surveillance Use Policy. If no current Surveillance Use Policy covers an approved activity, the Council shall adopt a new policy or amend an existing policy to address the new activity before entering into a vendor agreement.
2.55.030 – Information required.
Unless it is not reasonably possible or feasible to do so, before City Council approves a new activity listed in Section 2.55.010, the City will make available to the public a surveillance evaluation and a proposed Surveillance Use Policy for the proposed activity.
2.55.040 – Determination by City Council that benefits outweigh costs and concerns.
Before approving any new activity listed in Section 2.55.010, the City Council shall assess whether the benefits of the surveillance technology outweigh its costs. The City Council shall consider all relevant factors, including financial and operational impacts; enhancements to services and programs; and impacts on privacy, civil liberties, and civil rights.
2.55.050 – Oversight following Council approval.
Beginning after the close of fiscal year 2026-27 and annually thereafter, the City shall produce and make available to the public an Annual Surveillance Report. The Annual Surveillance Report should be noticed as an informational report to the City Council. The City Council may calendar the Annual Surveillance Report or any specific technology included in the report for further discussion or action, and may direct that (a) use of the surveillance technology be modified or ended; (b) the Surveillance Use Policy be modified; or (c) other steps be taken to address Council and community concerns.
2.55.060 – Definitions.
The following definitions apply to this chapter:
A. “Annual Surveillance Report” means a written report, submitted after the close of the fiscal year and that includes the following information with respect to the prior 13 Section 7, Item A.
fiscal year:
1. A description of how each City Council-approved surveillance technology was used, including whether it captured images, sound, or information regarding members of the public who are not suspected of engaging in unlawful conduct;
2. Whether and how often data acquired through the use of the surveillance technology was shared with outside entities, the name of any recipient entity, the types of data disclosed, and the reason for the disclosure;
3. A summary of any community complaints or concerns about the surveillance technology;
4. Non-privileged and non-confidential information regarding the results of any internal audits, information about violations of the surveillance use policy, and any actions taken in response;
5. Whether the surveillance technology has been effective at achieving its identified purpose;
6. The number and nature of Public Records Act requests relating to the surveillance technology;
7. Annual costs for the surveillance technology and for compliance with this surveillance and privacy protection ordinance, including personnel and other ongoing costs, and sources of funding;
8. Other relevant information as determined by the City Manager; and
9. The Annual Surveillance Report will not include information that may compromise the integrity or limit the effectiveness of a law enforcement investigation.
B. “Surveillance evaluation” means written information, including as part of a staff report, including:
1. A description of the surveillance technology, including how it works and what information it captures;
2. Information on the proposed purpose, use and benefits of the surveillance technology;
3. The location or locations where the surveillance technology may be used; 14 Section 7, Item A.
4. Existing federal, state, and local laws and regulations applicable to the surveillance technology and the information it captures; the potential impacts on civil liberties and privacy; and proposals to mitigate and manage any impacts; and
5. The costs for the surveillance technology, including acquisition, maintenance, personnel and other costs, and current or potential sources of funding.
C. “Surveillance technology” means any device or system primarily designed and actually used or intended to be used to collect and retain audio, electronic, visual, location, or similar information constituting personally identifiable information associated with any specific individual or group of specific individuals, for the purpose of tracking, monitoring or analysis associated with that individual or group of individuals. Examples of surveillance technology include: intelligent cameras, which are video systems with software that classify objects and enable rapid footage searches; automated license plate readers (“ALPRs”), which are high-speed cameras that capture license plates and compare them against “hotlists” for stolen vehicles or warrants; drones with cameras or monitoring capabilities; biometricsidentification technology and facial-recognition technology. For the purposes of this chapter, "surveillance technology" does not include:
1. Any technology that collects information exclusively on or regarding City employees or contractors;
2. Standard word-processing software; publicly available databases; and standard message tools and equipment, such as voicemail, email, and text message tools;
3. Information security tools such as web filtering, virus detection software;
4. Audio and visual recording equipment used exclusively at open and public events, or with the consent of members of the public; and
5. Medical devices and equipment used to diagnose, treat, or prevent disease or injury.
D. “Surveillance Use Policy” means a stand-alone policy or a section in a comprehensive policy that is approved by the City Council, before entering into an agreement under Section 2.55.010, and contains:
1. The intended purpose of the surveillance technology;
2. Uses that are authorized, any conditions on uses, and uses that are prohibited;
15 Section 7, Item A.
3. The information that can be collected by the surveillance technology;
4. The safeguards that protect information from unauthorized access, including, but not limited to, encryption, access-control, and access oversight mechanisms;
5. The time period for which information collected by the surveillance technology will be routinely retained; the process by which the information is regularly deleted after that period lapses; and conditions and procedures for retaining information beyond that period;
6. If and how non-City entities can access or use the information, including conditions and rationales for sharing information, and any obligations imposed on the recipient of the information; and
7. A description of compliance procedures, including functions and roles of City officials, internal recordkeeping, measures to monitor for errors or misuse, and corrective procedures that may apply.
2.55.070 – No private right of action.
This chapter is not intended and shall not be interpreted to create a private right of action for damages or equitable relief on behalf of any person or entity against the City or any of its officers or employees.
Section 2. CEQA FINDING.
The City Council finds that the provisions of this Ordinance are exempt from the California Environmental Quality Act (“CEQA”) because the instant ordinance involves administrative activities and thus is not a project, as the Act defines, pursuant to Section 15378(b)(2) of the CEQA Guidelines. To the extent the adoption of this Ordinance constitutes a project, the City Council finds pursuant to CEQA Guideline Section 15061(b)(3) that the project is exempt from environmental review because it can be seen with certainty that the adoption of the ordinance would not have any significant impact on the environment.
Section 3. REPEAL OF INCONSISTENT ORDINANCES
Any provisions of the Sutter Creek Municipal Code inconsistent with this Ordinance are hereby repealed.
Section 4. SEVERABILITY
If any section, subsection, sentence, clause, phrase or portion of this Ordinance is for any reason deemed or held to be invalid or unconstitutional by the decision of any court of competent 16 Section 7, Item A.
jurisdiction, such decision will not affect the validity of the remaining portions of this Ordinance.
The City Council of the City of Sutter Creek hereby declares that it would have adopted this Ordinance and each section, subsection, sentence, clause, phrase or portion thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases or other portions might subsequently be declared invalid or unconstitutional.
Section 5. PUBLICATION.
The City Clerk shall certify to the passage of this Ordinance and shall cause this Ordinance or a summary thereof to be printed once within fifteen (15) days after its adoption in a newspaper of general circulation, published and circulated in the City of Sutter Creek.
PASSED, APPROVED, AND ADOPTED this ____ day of June 2026 by the following vote:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
APPROVED:
Claire Gunselman, Mayor
ATTEST:
____________________________ _________________
Pam Caronongan, City Clerk Date
17 Section 7, Item A.
STAFF REPORT
TO: THE HONORABLE MAYOR AND MEMBERS OF THE
CITY COUNCIL
MEETING DATE: JUNE 1, 2026
FROM: PAM CARONONGAN, CITY CLERK
SUBJECT: ADOPT RESOLUTIONS AS IT PERTAINS TO THE
CONSOLIDATION OF THE NOVEMBER 3, 2026 MUNICIPAL
ELECTIONS WITH THE STATEWIDE GENERAL ELECTION
RECOMMENDATION
Staff recommends that the City Council perform the following actions:
1. Adopt Resolution No. 25-26-xx, requesting consolidation of the November 3, 2026 Municipal Election for city officials with the statewide general election, and establishing policies as it pertains to the elections; and
DISCUSSION
The next Municipal Election in Sutter Creek will be on Tuesday, November 3, 2026 to elect the following city officials to four-year terms:
1. Two (2) Council Members, 4-Year Terms ending in November 2030 – seats currently filled by Council Member Susan Feist and and Council Member Jim Swift.
2. One (1) City Treasurer, 4-Year Term ending in November 2030 - seat currently filled by City Treasurer Vicky Runquist.
Those who seek to run for public office will coordinate with the Amador County Registrar of Voters (ROV), including but not limited to general inquiries up to the “taking out” and “filing” nomination papers.
Staff seeks for City Council to adopt one resolution affecting the upcoming November 3, 2026 Municipal Elections:
1. Resolution No. 25-26-xx, which would allow for the consolidation of the Municipal Election with the Statement General Election on November 2, 2026; and 18 Section 7, Item B.
The adopted resolution will be provided to the Amador County ROV.
FINANCIAL CONSIDERATIONS
During the last consolidated elections held in 2024, the City paid the County ROV $3,057.66 for election services. This election was for three open seats (City Council) and one ballot measure (Measure P).
Staff expects for the above-mentioned election services cost to be higher for the 2026 consolidated elections. The above-mentioned cost will adjust even further depending on whether the City should decide to have more than one ballot measure for the upcoming election.
ALTERNATIVES
Approve staff recommendations or provide alternative direction.
SUBMITTED BY
Pam Caronongan, MMC, City Clerk
ATTACHMENTS
1. Draft Resolution No. 25-26-xx
19 Section 7, Item B.
RESOLUTION 25-26-xx
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUTTER CREEK
CALLING FOR AN ELECTION, REQUESTING CONSOLIDATION OF ITS GENERAL
MUNICIPAL ELECTIONS WITH THE STATEWIDE PRESIDENTIAL GENERAL
ELECTION, FILING A NOTICE OF ELECTION WITH THE REGISTRAR OF
VOTERS, SUBMITTING AN INCUMBENT LIST AND TERMS OF OFFICE, REQUIRING THAT CANDIDATE’S STATEMENTS BE PAID BY THE CANDIDATE, CERTIFYING THE JURISDICTION’S BOUNDARY MAP, DETERMINING A COIN
TOSS AS THE TIE-BREAKING METHOD, AUTHORIZING AMADOR COUNTY
ELECTIONS DEPARTMENT TO CONDUCT THE ELECTION AND CANVASS THE
RETURNS, AND EXPRESSING INTENT TO REIMBURSE AMADOR COUNTY FOR
THE ACTUAL COSTS OF THE ELECTION
WHEREAS, on June 27th, 2022, the City of Sutter Creek adopted Resolution 21-22-44, Requesting the Amador County Board of Supervisors to permit the county official to render elections services to the City; and
WHEREAS, a Notice of Election must be filed with the Amador County Registrar of Voters specifying which offices are to be filled at this election; and WHEREAS, the City of Sutter Creek boundary map has not changed since the last election held in 2024; and
WHEREAS, Amador County intends to conduct a consolidated election on November 3, 2026; and
WHEREAS, the consolidation of elections may serve to reduce election expenses to taxpayers and may increase voter turnout; and
WHEREAS, a Candidate’s statement, if desired, is to be paid by the Candidate; and WHEREAS, the Amador County Elections Department must be Authorized to conduct the election and to canvass all returns; and
WHEREAS, Amador County should be reimbursed for the actual costs of the election; and WHEREAS, a pre-determined tie-breaking method should now be designated to prevent any possible dispute as to the final outcome of the election; NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Sutter creek does hereby,
(1.) Calls for an Election to be held to elect two council members and one treasurer; (2.) Requests that its General Municipal Elections to elect two Council Members and one Treasurer be Consolidated with the General Election scheduled for November 3, 2026; (3.) Files it is Notice of Election with the Registrar of Voters specifying the elective offices to be filled;
20 Section 7, Item B.
(4.) Submits a list of incumbents and terms of offices; (5.) Requires that a Candidate’s Statement, if desired, is to be paid by the Candidate; (6.) Certifies the current boundary map is without change since the last election; (7.) Sets a coin-toss as its tie-breaking method for this election. (8.) Authorizes Amador County Elections Department to conduct the election and canvass the returns; and
(9.) Intends to reimburse Amador County for the actual costs of this election.
THE FOREGOING RESOLUTION WAS DULY PASSED AND ADOPTED at a regular meeting of the City Council of the City of Sutter Creek on the 1st day of June 2026, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
THE CITY OF SUTTER CREEK
____________________________
Claire Gunselman, Mayor
ATTEST
______________________________
Pam Caronongan, MMC, City Clerk
21 Section 7, Item B.
{DPC/00041114. } 1
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-0639 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer
STAFF REPORT
TO: CITY COUNCIL
MEETING DATE: JUNE 1, 2026
FROM: PAM CARONONGAN, CITY CLERK
SUBJECT: ADOPT RESOLUTION NO. 25-26-XX, THEREBY
UPDATING THE CITY’S CONFLICT OF INTEREST CODE
SUMMARY AND RECOMMENDATION
The California Political Reform Act requires that every local governmental agency review its local Conflict of Interest Code biennially to determine if it is accurate and up-to-date or, alternatively, whether the Code must be amended. Staff has reviewed the City’s current Conflict of Interest Code and proposes no changes at this time.
BACKGROUND
The overarching purpose of the California Political Reform Act is to help ensure that a public officer or employee, in the course of his or her official duties, is not involved in making, or participating in the making of, decisions which may foreseeably have a material effect on any financial interest of the employee. To that end, Government Code Sections 87300, et seq., requires every local agency to promulgate a Conflict of Interest Code which contains (1) a specific listing of the positions within the City which involve the making, or participation in the making, of decisions which may foreseeably have a material effect on any financial interest, and (2) for each such position, the specific types of investments, business positions, interests in real property and sources of income which are reportable. All such designated employees are required to file an annual Form 700 Statement of Economic Interest.
The City previously adopted a Conflict of Interest Code in 2004 and had made an update in 2016.
Government Code Section 87306 requires an agency to amend its Conflict of Interest Code when necessitated by changed circumstances, including the creation of new positions, the elimination of positions or changes in the duties assigned to existing positions on the list. Government Code Section 87306.5 requires every agency to review its Conflict of Interest Code every two years to determine if changes are needed due to the changed circumstances listed above and, if so, to make these changes within than 90 days after such a determination has been made. 22 Section 7, Item C.
{DPC/00041114. } 2
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-0639 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer In developing a disclosure list for the conflict of interest code, a “designated employee” is an officer, employee, member or consultant of an agency whose position is designated in the code because the position entails the making, or participation in the making, of governmental decisions which may foreseeably have a material effect on any financial interest. Making a governmental decision means the person: (1) votes on a matter; (2) appoints a person; (3) obligates or commits the City to any course of action; or (4) enters into any contractual agreement on behalf of the City.
Participating in the making a decision means the person: (1) negotiates, without significant substantive review, with a governmental entity or private person regarding the decision; or (2) advises or makes recommendations to the decision-maker by conducting research or an investigation, preparing or presenting a report, analysis or opinion which requires the exercise of judgment on the part of the employee and the employee is attempting to influence the decision.
PROPOSED CHANGES
In reviewing the City’s Conflict of Interest Code, staff currently does not propose any updates to the Code.
FISCAL IMPACT
There are no fiscal impacts associated with the proposed revision to the Conflict of Interest Code.
ATTACHMENT
1. Draft Resolution No. 25-26-xx
23 Section 7, Item C.
RESOLUTION NO. 25-26-xx
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUTTER
CREEK UPDATING THE CITY'S CONFLICT OF INTEREST CODE
WHEREAS, the Sutter Creek City Council has previously adopted Resolutions adopting by reference the model Conflict of Interest Code set forth in Section 18730 of the California Code of Regulations; and
WHEREAS, the City Council is required to periodically update the positions and bodies that are subject to this Code.
NOW, THEREFORE, the City Council of the City of Sutter Creek does hereby find, determine and declare as follows:
1. All previous Resolutions adopted establishing conflict of interest standards for the City of Sutter Creek are hereby rescinded.
2. The Political Reform Act, Government Code Section 81000, et seq., requires State and local government agencies to adopt and promulgate Conflict of Interest Codes. The Fair Political Practices Commission has adopted a regulation, 2 Cal. Code of Regs. Section 18730, which contains the terms of a standard Conflict of Interest Code, which can be incorporated by reference and which may be amended by the Fair Political Practices Commission to conform to amendments in the Political Reform Act after public notice and hearings. Therefore, the terms of 2 Cal. Code of Regs. Section 18730 and any amendments to is duly adopted by the Fair Political Practices Commission are hereby incorporated by reference and, along with the attached Appendix A in which public officials and employees are designated constitute the Conflict of Interest Code of the City of Sutter Creek, which is considered the "Agency" within the purview of this code.
3. Designated employees shall file their statements with the City Clerk, who shall be and perform the duties of filing officer for the City of Sutter Creek. Statements will be available for inspections and reproduction per Government Code Section 81008.
PASSED AND ADOPTED by the City Council of the City of Sutter Creek on this 1st day of June 2026 by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
ATTEST:
____________________________________
Claire Gunselman, Mayor
______________________________________
Pam Caronongan, MMC, City Clerk 24
Section 7, Item C.
APPENDIX "A"
Schedule of Designated Employees
[Addition to previous position/categories shown in italics and underline]
POSITIONS
.
DISCLOSURE CATEGORIES
'
Community Development Director/
Building Inspector
1, 2, 3
City Clerk 1, 2
City Engineer 1, 2
City Planner 1, 2, 3
Director of Public Works 1, 2
Finance Director 1, 2, 3, 4, 6
Consultants(*) 1, 2, 3
Architectural and/or Design Review
Committee Member
1, 2, 3
The Mayor, Members of the City Council and Planning Commission, the City Manager, the City Attorney, the City Treasurer, and all Other City Officials who manage public investments as defined by 2 Cal. Code Regs. § 18701(b), are NOT subject to the City's Code but are subject to the disclosure requirements of the Act. (Government Code Section 87200 et. seq.). [Regs. § 18730(b)(3)]
*Consultants shall be included in the list of designated employees and shall disclose pursuant to the broadest disclosure category in the code subject to the following limitation:
The City Manager may determine in writing that a particular consultant or a particular employee, although occupying a “designated position," is hired to perform a range of duties that is limited in scope and thus is not required to comply fully with the disclosure requirement described in this section. Such determination shall include a description of the consultant’s duties and, based upon that description, a statement of the extent of disclosure requirements, and City Attorney review. The City Manager's determination is a public record and shall be retained for public inspection in the same manner and location as this conflict of interest code.
25 Section 7, Item C.
APPENDIX "B"
DISCLOSURE CATEGORIES
The disclosure categories listed below identify the types of investments, business entities, sources of income or real property which the Designated Employee must disclose for each disclosure category to which he or she is assigned.
Category 1: All investments and business positions in, and sources of income from business entities that do business or own real property within the jurisdiction of the City, plan to do business or own real property within the jurisdiction of the City within the next year, or have done business or owned real property within the jurisdiction of the City within the past two (2) years.
Category 2: All interests in real property which is located in whole or in part within the jurisdiction of the City.
Category 3: All investments and business positions in, and sources of income from, business entities that are engaged in land development, construction or the acquisition or sale of real property within the jurisdiction of the City, plan to engage in such activities within the jurisdiction of the City within the next year, or have engaged in such activities within the jurisdiction of the City within the past two (2) years.
Category 4: All investments and business positions in, and sources of income from, business entities that are banking, savings and loan, or other financial institutions.
Category 5: All investments and business positions in, and sources of income from business entities that provide services, supplies, materials, machinery, vehicles or equipment of a type purchased or leased by the City and when the authorization to purchase, lease, acquire or make recommendations on such goods or services is within the scope of responsibilities of the reporter.
Category 6: All investments and business positions in, and sources of income from, business entities that provide services, supplies, materials, machinery, vehicles or equipment of a type purchased or leased by the Designated Employee's Department.
Category 7: All investments and business positions in, and sources of income from, business entities subject to the regulatory, permit, or licensing authority of the Commission, will be subject to such authority within the next year, or have been subject to such authority within the past two (2) years.
26 Section 7, Item C.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-0639 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer TO: THE HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL MEETING DATE: JUNE 1, 2026
FROM: PAM CARONONGAN, CITY CLERK
SUBJECT: ADOPT RESOLUTION NO. 25-26-XX, THEREBY MEMORIALIZING THE
CITY OF SUTTER CREEK’S APPROVAL OF THE AMADOR
COMMUNITY WILDFIRE PROTECTION PLAN (CWPP) AND
AUTHORIZING THE MAYOR TO SIGN THE CWPP ON THE CITY’S
BEHALF
RECOMMENDATION
It is recommended that the City Council:
1. Receive report from City staff; and
2. Adopt Resolution No. 25-26-xx, thereby memorializing the City’s approval of the CWPP; and
3. Authorize Mayor Gunselman and/or designee City staff to sign the CWPP on the City’s behalf.
BACKGROUND AND DISCUSSION
The Amador County Fire Safety Council spearheaded a regional effort to develop the County’s Community Wildfire Protection Plan (CWPP). The CWPP working group, consisting of staff from Amador municipal, district, and county agencies collaborated for more than seven months to develop the draft CWPP. During these seven months, a series of town hall meetings were also held to gather public input. City Manager DuBois and Will Watson participated in many of the meetings, and the City Manager reviewed the draft.
At its April 28, 2026 regular meeting, the Amador County Board of Supervisors adopted the CWPP.
The next step after the April 28, 2026 adoption of the CWPP is for each municipal and district agency in the County to approve the CWPP.
What is a CWPP?
A Community Wildfire Protection Plan (CWPP) is a locally developed, collaborative roadmap designed to assess wildfire hazards, prioritize fuels reduction, and improve emergency preparedness. Authorized under the federal Healthy Forests Restoration Act of 2003 (HFRA), the CWPP is the primary tool/reference used by communities to manage local wildfire risks.
Why the CWPP is Important
● Saves Lives and Property: It identifies precise high-risk zones, map-crucial evacuation routes, and establishes actionable strategies to protect local neighborhoods. 27 Section 7, Item D.
● Influences Federal Action: It legally empowers local communities to dictate where and how federal agencies (like the U.S. Forest Service) implement fuel reduction projects on surrounding public lands.
● Coordinates Resources: It brings together residents, Fire Safe Councils, city leaders, and CAL FIRE to act as a unified front.
Why All Cities Must Sign the CWPP
Under the HFRA framework, a CWPP cannot be formally adopted or considered valid unless it is mutually agreed upon and signed by three entity groups: the local governments (individual city councils/county supervisors), the local fire departments, and the state forestry agency (CAL FIRE). If a city in Amador County fails to sign it, the plan does not legally apply to their jurisdiction, leaving a dangerous gap in regional safety planning. This not only puts the non-signing city and its residents in a dangerous position especially in times of crisis, but the region as a whole.
What Cities / District Agencies Gain From Signing the CWPP ● Priority Funding Access: Signed plans grant cities first-tier eligibility for massive federal and state grants, such as the Community Wildfire Defense Grant (CWDG) and FEMA funding. ● Expedited Environmental Reviews: The federal government uses alternative, fast-tracked environmental compliance pathways to clear out brush and build fuel breaks faster around cities with an active CWPP.
● Customized Wildland-Urban Interface (WUI) Boundaries: Cities gain the legal right to map out their own unique WUI boundaries, ensuring that building standards and vegetation management reflect local geography rather than generic state templates.
BUDGET IMPACT
None.
ATTACHMENT
1) Draft Resolution No. 25-26-xx
2) Amador County Fire Council - CWPP (Adopted)
28 Section 7, Item D.
1 RESOLUTION NO. 25-26-XX
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUTTER CREEK
MEMORIALIZING THE APPROVAL OF THE AMADOR COMMUNITY WILDFIRE
PROTECTION PLAN (CWPP)
WHEREAS, a Community Wildfire Protection Plan (CWPP) is a locally developed, collaborative roadmap designed to assess wildfire hazards, prioritize fuels reduction, and improve emergency preparedness. Authorized under the federal Healthy Forests Restoration Act of 2003 (HFRA), the CWPP is the primary tool/reference used by communities to manage local wildfire risks; and WHEREAS, under the HFRA framework, a CWPP cannot be formally adopted or considered valid unless it is mutually agreed upon and signed by three entity groups: the local governments (individual city councils/county supervisors), the local fire departments, and the state forestry agency (CAL FIRE); and
WHEREAS, the City Council acknowledges that if a city or agency in Amador County fails to sign it, the plan does not legally apply to their jurisdiction, leaving a dangerous gap in regional safety planning- [putting the non-signing city and its residents and the region as a whole in a dangerous position especially in times of crisis; and
WHEREAS, the City Council also acknowledges the importance of the CWPP since it saves lives and property, influences federal action, and coordinates resources with all agencies in the County acting as a united front; and
WHEREAS, the Amador County Fire Safety Council spearheaded a regional effort to develop the County’s CWPP, starting in September 2025; and
WHEREAS, the Amador County Fire Safety Council formed a CWPP working group, consisting of staff from Amador municipal, district, and county agencies who collaborated for more than seven months to develop the draft CWPP; and
WHEREAS, during the seven-month collaboration of the CWPP working group, a series of town hall meetings were also held to gather public input; and WHEREAS, at its April 28, 2026 regular meeting, the Amador County Board of Supervisors adopted the CWPP; and
WHEREAS, the next step after the April 28, 2026 adoption of the CWPP is for each municipal and district agency in the County to approve the CWPP.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Sutter Creek hereby:
1. Adopts the foregoing Resolution, thereby memorializing the City of Sutter Creek’s adoption of the Amador CWPP; and
2. Authorizes the Mayor and/or designee City staff to sign documentation related to the approval of the Amador CWPP.
29 Section 7, Item D.
2 THE FOREGOING RESOLUTION WAS DULY PASSED AND ADOPTED at a regular meeting of the City Council of the City of Sutter Creek on the 1st day of June 2026 by the following vote.
AYES:
NOES:
ABSTAIN:
ABSENT:
____________________________________
Claire Gunselman Mayor
ATTEST:
______________________________________
Pam Caronongan, MMC, City Clerk
30 Section 7, Item D.
Amador County
Community Wildfire Protection Plan
[Date of plan approval or adoption]
1 31
Section 7, Item D.
Signature Page
The following signatories mutually agree on and approve the final contents of this CWPP:
Amanda Watson Date
Coordinator Executive Director
Amador Fire Safe Council Amador Resource Conservation District Susan Peters Date
Board of Directors
Amador Fire Safe Council
David Wood Date
Unit Chief
Cal Fire Amador-Eldorado Unit
Jeff Hoag Date
Assistant Chief, Community Risk Reduction Program
Cal Fire Amador-Eldorado Unit
Dave Fournier Date
Forest Supervisor
El Dorado National Forest
Robert Withrow Date
Fire Chief
Amador Fire Protection District
Matthew Girton Date
Coordinator
Amador County Office of Emergency Services
Amador County CWPP [Version or Adoption Date] 32
Section 7, Item D.
Patrick Crew Date
District 1 Supervisor
Amador County Board Of Supervisors
Dan Epperson Date
District 2 Supervisor
Amador County Board Of Supervisors
Jeff Brown Date
District 3 Supervisor
Amador County Board Of Supervisors
Logan Carnell Date
District 4 Supervisor
Amador County Board Of Supervisors
Brian Oneto Date
District 5 Supervisor
Amador County Board Of Supervisors
Amador County CWPP [Version or Adoption Date] 33
Section 7, Item D.
Acknowledgments
The development of this Community Wildfire Protection Plan was made possible through the collaborative efforts of many individuals, agencies, and organizations listed in the Steering Committee and Working Group who contributed time, expertise, and resources throughout the planning process. Contributors provided guidance, technical input, data, local expertise, and feedback during meetings and engagement activities that helped shape the plan’s goals, strategies, and recommendations. Additional support was provided through data analysis, mapping, outreach coordination, and documentation efforts.
In addition, community members who participated in the public mapping survey and district meetings provided valuable insight from the community-at-large that helped inform this plan.
District meetings would not have been possible without the participation of each member of the Board of Supervisors.
This project was supported by Grant L24AC00434-00 “Rancheria Ridge Fuel Break and County-Wide Planning Project” from the Bureau of Land Management, U.S. Department of the Interior.
Plan Contact Information
Todd Bertwell
Natural Resource Project Manager
Amador Fire Safe Council, Amador Resource Conservation District [email protected]
Cover Photograph
CAL FIRE Amador-El Dorado Unit.
Prescribed burn on the Shake-Omo Vegetation Management Project.
March 2025.
Amador County CWPP [Version or Adoption Date] 34
Section 7, Item D.
Contents
Executive Summary.....................................................................................................................13 Purpose and Background...................................................................................................... 13 Planning Process...................................................................................................................13 Governance, Steering Committee, and Working Group.................................................. 13 Phased Approach............................................................................................................ 13 I.D. Community and Stakeholder Engagement................................................................13 Key Findings.......................................................................................................................... 14 Introduction..................................................................................................................................16 Goals and Objectives...................................................................................................................16 Plan Goals and Objective...................................................................................................... 16 Specific Objectives...........................................................................................................17 Roles and Responsibilities...........................................................................................................17 Table 1. Members and Organizations of the Amador County CWPP Steering Committee......................................................................................................17 Applicable Plans and Regulations............................................................................................... 18 Federal Framework................................................................................................................18 State of California Regulatory Framework.............................................................................18 State and Regional Planning Documents.............................................................................. 19 Local Plans and Ordinances..................................................................................................19 Relationship of the CWPP to Other Plans............................................................................. 19 Planning Area & Community Information.....................................................................................20 Table 2. Summary of Amador County CWPP Planning Area and Community Information..................................................................................................... 20 Fire History............................................................................................................................ 23 Fire Protection Areas...................................................................................................................25 Fire District Service Areas..................................................................................................... 25 Table 3. Fire Districts within the Amador County CWPP Planning Area........ 25 Responsibility Areas.............................................................................................................. 26 Federal Responsibility Areas........................................................................................... 26 State Responsibility Areas...............................................................................................26 Local Responsibility Areas...............................................................................................27 CAL FIRE Units................................................................................................................27 Wildland-Urban Interface Identification........................................................................................28 Interface WUI:..................................................................................................................29 Intermix WUI:................................................................................................................... 29 Influence Zone:................................................................................................................ 29 CAL FIRE Subdivision Review.................................................................................................... 30 Assessment of Wildfire Hazard and Wildfire Risk........................................................................33 Summary of Wildfire Behavior Simulations, Fire Weather and Spread Modeling..................33
Amador County CWPP [Version or Adoption Date] 35
Section 7, Item D.
Quantitative Wildfire Risk Assessment Methodology.......................................................33 Wildfire Hazard Analysis and Simulation Results............................................................ 33 Measuring Wildfire Risk Methodology................................................................................... 33 Wildfire Hazard...................................................................................................................... 35 Wildfire Model Simulations...............................................................................................35 Summary of Wildfire Behavior Simulations, Exposure and Effects Analysis......................... 36 Geographic Breakdown of Fire Behavior and Risk..........................................................36 What This Means for Amador County..............................................................................36 Wildfire Model Simulations Results..................................................................................37 Quantitative Wildfire Risk Assessment.................................................................................. 43 High Valued Resources and Assets Characterization..................................................... 43 Risk Assessment............................................................................................................. 44 Table 4. Summary of Fire Type Exposure on Amador County - West............46 Table 5. Summary of Fire Type Exposure on Amador County - Central........ 47 Table 6. Summary of Fire Type Exposure on Amador County - East.............48 Table 7. Summary of Exposure on Amador County - West............................50 Table 8. Summary of Exposure on Amador County - Central........................ 51 Table 9. Summary of Exposure on Amador County - East.............................52 Table 10. Summary of Relative Wildfire Benefit (Positive Value Change), Threat (Negative Value Change), and Overall Risk (NVC) for each sub-HVRA - Amador County - West.................................................................................54 Table 11. Summary of Relative Wildfire Benefit (Positive Value Change), Threat (Negative Value Change), and Overall Risk (NVC) for each sub-HVRA - Amador County - Central............................................................................. 55 Table 12. Summary of Relative Wildfire Benefit (Positive Value Change), Threat (Negative Value Change), and Overall Risk (NVC) for each sub-HVRA - Amador County - East..................................................................................56 Action Plan...................................................................................................................................60 Table 13. Amador County CWPP Action Plan................................................60 Landscape Management and Prioritized Hazardous Fuel Reduction Treatments...................... 68 Definitions.............................................................................................................................. 68 Forest Health projects............................................................................................................68 Purpose............................................................................................................................68 Context.............................................................................................................................68 Function........................................................................................................................... 69 Examples (implemented)................................................................................................. 69 Community-scale fuel reduction............................................................................................ 69 Examples (implemented)................................................................................................. 70 Shaded Fuel Break Network..................................................................................................70 Context.............................................................................................................................70 Function........................................................................................................................... 70 Examples (implemented)................................................................................................. 70
Amador County CWPP [Version or Adoption Date] 36
Section 7, Item D.
Process - CWPP development.............................................................................................. 71 Table 14. Amador County CWPP Fuel Treatment Project Priorities, Locations, Size and Methods of Treatment. Treatments are not listed in any particular order...............................................................................................................72 Ignitability Measures for Structures....................................................................................... 76 New And Existing Development Requirements............................................................... 76 Table 15. Common WUI construction and mitigation standards by building component..................................................................................................... 78 Ignitability Measures for Critical Infrastructure.......................................................................84 Water Infrastructure......................................................................................................... 84 Communications Infrastructure........................................................................................84 Electrical Infrastructure.................................................................................................... 84 Road Infrastructure.......................................................................................................... 84 Table 17. Critical Infrastructure Types and Wildfire Mitigation Actions...........85 Roles and Responsibilities for Critical Infrastructure Protection............................................ 86 Infrastructure Owners and Operators.............................................................................. 86 Fire Agencies and Emergency Responders.................................................................... 86 County and Local Governments...................................................................................... 86 State and Federal Agencies.............................................................................................86 Utilities and Private Service Providers.............................................................................86 Community Organizations and Fire Safe Councils.......................................................... 87 Amador County Wildfire Collaborators - coordination and CWPP implementation..........87 Wildfire Response and Suppression Capabilities.................................................................. 89 Emergency Water Supply and Infrastructure................................................................... 89 GIS, Mapping, and Decision Support...............................................................................89 Communications Systems Hardening..............................................................................89 Strategic Fuel Breaks and Landscape Treatments..........................................................89 Ingress/Egress Improvements......................................................................................... 89 Fiscal Resources................................................................................................................... 90 Potential Grant Funding Sources.....................................................................................91 References.................................................................................................................................. 95 GIS Data Sources..................................................................................................................96 Appendix A: CWPP Working Group Members and Stakeholders...............................................A1 Table A1. Amador CWPP Working Group members..................................... A1 Appendix B: Applicable Plans and Regulations.......................................................................... B1 Table B1. Applicable Plans and Regulations................................................. B1 Appendix C: Public Outreach and Engagement..........................................................................C1 C.1 Purpose and Approach to Outreach and Engagement...................................................C1 C.3 Public Outreach and Community Engagement Activities............................................... C2 C.3.1 County Supervisor District Community Meetings.................................................. C2 Table C1. County Supervisor District Community Meetings.......................... C3
Amador County CWPP [Version or Adoption Date] 37
Section 7, Item D.
C.3.2 Public Project Web Map........................................................................................ C5 C.3.3 Planscape Scenarios.............................................................................................C6 C.3.4 Online Survey With Map-Based Feedback............................................................C7 Appendix D: Wildfire Simulation Inputs and Summary................................................................D1 D.1 Fuels...............................................................................................................................D1 Table D1. Summary of Amador County Fuel Models, Acres, and Descriptions. 1 D.2 Landscape Profile...........................................................................................................D4 D.3 Weather Summary..........................................................................................................D6 Table D2. Amador County SIG RAWS Information........................................D6 D.4 Energy Release Component and Burning Index............................................................ D7 D.5 Winds..............................................................................................................................D9 D.5.1 Critical NFDRS Indices........................................................................................ D11 Table D3. Critical NFDRS Indices from Amador County SIG.......................D11 Appendix E: Community HVRA Prioritization and Risk Assessment Inputs and Summary........ E1 E.1 Relative Importance Values............................................................................................ E1 E.2 Response Functions....................................................................................................... E1 Table E1. Response function scoring method used by WSP in determining relative beneficial or detrimental effects on each sub-HVRA.........................E2 Table E2. Flame Length Categories Used in Defining Fire Intensity............. E2 Table E3. HVRA weighting: Amador West.....................................................E3 Table E4. HVRA weighting: Amador Central................................................. E4 Table E5. HVRA weighting: Amador East......................................................E5 E.3 Calculating Net Value Change........................................................................................ E6 Appendix F: Vibrant Planet Scenario Development, Results, and Priority Project Areas............F1 F.1 Overview..........................................................................................................................F1 F.2 Subdivision of Amador County into DiMAs...................................................................... F1 F.3 Scenario Development.................................................................................................... F3 Table F1: Relative importance scores by DiMA............................................. F5 F.3.1 Recommended Management..................................................................................F5 F.4 Scenario Outputs............................................................................................................. F7 Table F2. West DiMA ownership categories within the proposed treatment areas............................................................................................................ F11 Table F3. West DiMA recommended treatment approaches, proportion of acreage and acreage assigned to each treatment approach.......................F11 Table F4. West DiMA estimated treatment costs associated with the proposed project portfolio............................................................................................ F12 Table F5. Central DiMA ownership categories within the proposed treatment areas............................................................................................................ F14 Table F6. Central DiMA recommended treatment approaches, proportion of acreage and acreage assigned to each treatment approach.......................F15 Table F7. Central DiMA estimated treatment costs associated with the
Amador County CWPP [Version or Adoption Date] 38
Section 7, Item D.
proposed project portfolio............................................................................ F15 Table F8. East DiMA ownership categories within the proposed treatment areas............................................................................................................ F17 Table F9. East DiMA recommended treatment approaches, proportion of acreage and acreage assigned to each treatment approach.......................F18 Table F10. East DiMA estimated treatment costs associated with the proposed project portfolio............................................................................ F18 F.5 Countywide Proposal Outcomes................................................................................... F18 Table F11. Wildfire Hazard Metric by Action, No Action, and Change......... F19 Table F12. Ecosystem Service Metrics by Action, No Action, and Change. F20 Table F13. Hazard Class Acres by Action, No Action, and Change............ F21 F.6 Conclusion..................................................................................................................... F22 F.7 Project-Scale Scenario Development Example............................................................. F23 Appendix G. Planscape Scenario Development, Results, and Priority Project Areas................ G1 Overview......................................................................................................................... G1 Interpreting Planscape Relative to Vibrant Planet...........................................................G1 Scenario Maps and Priority Project Areas...................................................................... G1 Appendix H. Field Tour Summary……………………………………………………………………. H1
Amador County CWPP [Version or Adoption Date] 39
Section 7, Item D.
Amador County CWPP [Version or Adoption Date] 40
Section 7, Item D.
Acronyms
ACBS Amador County Board of Supervisors
ACEH Amador County Environmental Health
ACITD Amador County Information Technology Department
ACTC Amador County Transportation Commission
ACTPW Amador County Transportation and Public Works
ACPD Amador County Planning Department
AEU Amador-El Dorado Unit
AFPD Amador County Fire Protection District
AFSC Amador Fire Safe Council
ARCD Amador Resource Conservation District
AWA Amador Water Agency
BIA Bureau of Indian Affairs
BLM Bureau of Land Management
BLM FMO Bureau of Land Management, Motherload Field Office CA FSC California Fire Safe Council
CAL FIRE California Department of Forestry and Fire Protection CALTRANS California Department of Transportation
CIFD City of Ione Fire Department
CWPM Community Wildfire Preparedness and Mitigation (CAL FIRE – OSFM) CWPP Community Wildfire Protection Plan
EAPBA El Dorado Amador Prescribed Burn Association
EBMUD East Bay Municipal Utility District
ENF Eldorado National Forest
FAC Fire Adapted Community
FHSZ Fire Hazard Severity Zone
FRA Federal Responsibility Area
FRAP Fire and Resource Assessment Program
FSR Fire Safe Regulations
GIS Geographic Information System
HFRA Healthy Forests Restoration Act
HVRA Highly Valued Resource and Asset
IH Integrated Hazard
ITTS Interagency Treatment Tracking System
Amador County CWPP [Version or Adoption Date] 41
Section 7, Item D.
JVFPD Jackson Valley Fire Protection District
JVID Jackson Valley Irrigation District
LRA Local Responsibility Area
OES Office of Emergency Services
OSFM Office of the State Fire Marshal
PGE Pacific Gas & Electric
QWRA Quantitative Wildfire Risk Assessment
SCFPD Sutter Creek Fire Protection District
SEDD Sierra Economic Development District
SIZ Structure Ignition Zone
SNC Sierra Nevada Conservancy
SRA State Responsibility Area
UCCE University of California Cooperative Extension
USFS United States Forest Service
VHFHSZ Very High Fire Hazard Severity Zone
WUI Wildland-Urban Interface
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Executive Summary
Purpose and Background
The 2026 Amador County Community Wildfire Protection Plan (CWPP) is a countywide update to Amador’s wildfire risk reduction and resilience framework. This plan consolidates earlier planning efforts, including the 2004 Countywide CWPP, the 2012 Pioneer–Volcano CWPP, and the 2016 High Country CWPP, into a single, data-driven, and collaboratively maintained document.
The plan is sponsored by the Amador Fire Safe Council (AFSC) and the Bureau of Land Management (BLM) in coordination with the Amador County Office of Emergency Services (OES), Amador Fire Protection District (AFPD), CAL FIRE Amador–El Dorado Unit (AEU), Amador Water Agency (AWA), the Eldorado National Forest (USFS), municipal and tribal governments, and local community organizations. Technical services are provided by the Spatial Informatics Group (SIG).
Planning Process
Governance, Steering Committee, and Working Group
The CWPP is guided by a Steering Committee consisting of representatives from AFSC, ARCD, CAL FIRE (AEU), AFPD, OES, AWA, the U.S. Forest Service (Eldorado National Forest, Amador Ranger District), and other local partners. This committee ensures compliance with federal CWPP standards and alignment with local and regional wildfire planning efforts.
In addition, the Working Group, consisting of representatives from a variety of stakeholders and groups within the county (Appendix A), provided consistent input and review of the data, analysis, planned approach, and document development for the CWPP.
Phased Approach
Initiation and Data Collection. Assemble and review spatial datasets, fire history records, and existing fuel reduction and emergency response plans.
Risk Assessment and Modeling. Apply probabilistic fire behavior models to evaluate exposure under moderate and extreme conditions.
Community Engagement and HVRA Identification. Conduct workshops, online surveys, and participatory mapping to identify locally important values and concerns.
Project Prioritization and Strategy Development. Use risk assessment results to identify cross-jurisdictional projects that achieve multiple benefits.
Implementation and Monitoring Framework. Develop measurable performance indicators, data management systems, and procedures for adaptive management.
I.D. Community and Stakeholder Engagement
Community engagement is a central element of the CWPP. Building on the public outreach methods used in earlier planning efforts, the 2025-6 process emphasizes broad participation through:
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● Public Workshops in both up country and low country communities. ● Online Interactive Mapping Tools such as Planscape, Vibrant Planet - Land Tender, and Survey 123 that allow participants to view data and submit feedback. ● Countywide Surveys for HVRA Prioritization to identify local assets and protection needs.
● Agency Coordination Meetings that align CWPP objectives with CAL FIRE, U.S.
Forest Service, and Amador OES planning cycles.
● Targeted Outreach to rural, vulnerable, and underrepresented populations.
Key Findings
Based on the Quantitative Wildfire Risk Assessment (QWRA), stakeholder input, and operational evaluations, the following key findings drive the strategies and priorities of the 2026 Amador County CWPP:
● Countywide Collaboration and Coordination: Coordination among state and local fire protection districts and departments, land management agencies, utilities, local government and public service organizations is essential to making meaningful progress toward wildfire resiliency. The Steering Committee, Working Group and Stakeholder Group that guided the development of this 2026 Amador County CWPP will be drawn on to expand and strengthen the Amador County Wildfire Collaborators (ACWC) group, led by the AFSC County Coordinator.
● Cross-jurisdictional Geographic Information System (GIS) Management: Amador County requires personnel to manage a centralized GIS database essential to planning and monitoring treatments, emergency access and response resources across public and private jurisdictions.
● Distinct Regional Hazard Profiles: Amador County exhibits distinct wildfire fire behavior across its geography. The western portion of the county is dominated by flashy fuels (grass and brush), resulting in high burn probabilities and rapid rates of spread, though generally producing flame lengths under 8 feet. In contrast, the central and eastern zones are characterized by dense timber and heavy understory. While burn probabilities are lower in these areas, they present a severe risk of extreme flame lengths (exceeding 25 feet) and active crown fires under 97th percentile weather conditions. Across the entire county, 83% of the area could experience flame lengths greater than 4 feet under severe weather scenarios, requiring mechanized suppression resources.
● Vulnerability of Critical Assets: The effects analysis indicates that agricultural lands, watersheds, forest vegetation, and the built environment (structures and utilities) face the highest potential for negative impacts from high-intensity wildfires. ● Primary Community Concerns: Public engagement revealed that the accumulation of hazardous fuels is the top concern among residents. Furthermore, rising homeowner’s insurance premiums and policy non-renewals have become primary drivers motivating residents to engage in mitigation efforts. The community is also highly concerned with
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the cascading impacts of wildfires, including prolonged smoke exposure, degraded air quality, and the disruption of local recreation and economic activity. ● Strategic Fuel Reduction is Essential: Addressing the county's hazard requires a multi-scale vegetation management approach. This includes large-scale Forest Health projects to improve ecosystem resilience, strategically placed Shaded Fuel Break Networks to aid suppression operations, and Community-Scale Fuel Reduction treatments directly adjacent to WUI neighborhoods.
● Home Hardening and Defensible Space: Because structures are most vulnerable to ember intrusion and radiant heat during a wildfire, widespread implementation of defensible space (Zones 0, 1, and 2) and structural hardening (e.g., upgrading vents, roofs, and siding to Chapter 7A WUI Building Code standards) are critical priorities for reducing property loss.
● Critical Infrastructure and Response Gaps: Effective wildfire response and safe evacuation are currently constrained by infrastructure limitations. Critical needs identified include expanding emergency water supply and storage, establishing comprehensive GIS hydrant mapping, hardening communications and radio systems, and improving narrow, one-way ingress/egress routes to support both civilian evacuation and emergency responder access.
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Introduction
Community Wildfire Protection Plans (CWPPs) are collaboratively developed plans focused on reducing wildfire risk to identified community values within a defined planning area. They serve as an important vehicle for assessing local wildfire hazard and risk, coordinating wildfire risk reduction activities, and providing a mechanism for project funding and implementation.
A CWPP must meet three minimum requirements to be recognized under the Healthy Forests Restoration Act. First, it must be collaboratively developed, meaning that local government, local fire authorities, and the relevant state or federal land management agencies all participate in its creation. Second, the CWPP must identify and map the community’s Wildland–Urban Interface (WUI), which defines the areas where homes, infrastructure, and other community assets are most at risk from wildfire. Finally, the plan must outline prioritized fuel-reduction projects and recommendations for reducing structural ignitability, providing a clear, locally supported roadmap for mitigating wildfire hazards. These minimum elements ensure that the CWPP reflects community priorities, strengthens cross-jurisdictional coordination, and guides effective wildfire-resilience actions. This plan meets the minimum requirements for a CWPP.
The CWPP fulfills the intent of the Healthy Forests Restoration Act (2003) by establishing locally supported priorities for hazardous fuel reduction, community preparedness, and landscape restoration. It renews Amador County’s eligibility for state and federal funding through programs such as CAL FIRE’s Wildfire Prevention and Forest Health Grants, FEMA Building Resilient Infrastructure and Communities (BRIC), and the USDA Community Wildfire Defense Grant Program.
Goals and Objectives
Plan Goals and Objective
1. Protect Life and Property through targeted fuel treatments, defensible space, and home hardening.
2. Safeguard Critical Infrastructure and Natural Resources including transportation corridors, utilities, watersheds, and cultural assets.
3. Promote Cross-Jurisdictional Collaboration across public, private, and tribal lands to achieve landscape-scale resilience.
4. Advance Data-Driven Decision Making by using quantitative wildfire risk modeling to prioritize treatments and funding investments.
5. Strengthen Community Preparedness and Recovery through public education, evacuation planning, and coordination with emergency management.
6. Ensure Long-Term Sustainability by aligning projects with maintenance, monitoring, and adaptive management frameworks.
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Specific Objectives
1. Conduct a Quantified Wildfire Risk Assessment (QWRA) that integrates burn probability, flame length, and exposure of Highly Valued Assets (HVRAs).
2. Identify and map HVRAs such as homes, infrastructure, ecosystems, and cultural sites using community-defined priorities collected through surveys and meetings.
3. Define and maintain Wildland–Urban Interface (WUI) boundaries and fuel management zones consistent with CAL FIRE Fire Hazard Severity Zones and local plans.
4. Develop an Implementation Framework that outlines responsibilities, funding sources, and timelines for high-priority projects.
Roles and Responsibilities
The following CWPP Steering Committee holds primary responsibility for the plan development.
Table 1. Members and Organizations of the Amador County CWPP Steering Committee Amador CWPP Steering Committee
Name Organization/Agency Title CWPP Role
Matthew Girton
Amador County Office of
Emergency Services Coordinator
Committee Member
Kayla Dale
Amador Fire Protection
District Public Information Officer
Committee Member
Rob Withrow
Amador Fire Protection
District Amador Fire Chief
Committee Member
Susan Peters AFSC/AWA
Board Member - AFSC
Representative
Committee Member
Todd Bertwell AFSC/ARCD
Natural Resources
Project Manager
Committee Member
Amanda Watson AFSC/ARCD Executive Director Committee Member Susan Peters AFSC/AWA
Board Member - AFSC
Representative
Committee Member
Jeff Hoag CalFIRE AEU Assistant Chief Committee Member
David Wood CALFIRE AEU
Unit Chief (as of
December 2025)
Committee Member
Mike Blankenheim CalFIRE AEU
Unit Chief (until
December 2025)
Committee Member
James Thornock US Forest Service
District Fire Management
- Division Chief-1
Committee Member
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Applicable Plans and Regulations
Wildfire resilience planning in Amador County is guided by a complex and interconnected framework of federal, state, regional, and local plans, policies, and regulations. The Community Wildfire Protection Plan (CWPP) is designed to function within this framework by aligning recommended actions with applicable regulatory requirements while remaining a non-regulatory, community-driven planning document. This alignment ensures consistency across agencies, maintains eligibility for funding, and supports coordinated implementation of wildfire mitigation strategies. See Appendix B for a list of plans and links to the documents.
Federal Framework
At the federal level, the Healthy Forests Restoration Act of 2003 (HFRA) provides the statutory foundation for CWPP development. HFRA authorizes communities to collaborate with federal, state, and local partners to identify and prioritize hazardous fuel reduction, address structural ignitability, and improve wildfire preparedness. Compliance with HFRA enables prioritization of fuel treatments on federal lands adjacent to communities and supports eligibility for certain federal funding programs.
Federal land management agencies, including the U.S. Forest Service and Bureau of Land Management, implement wildfire management through agency-specific land and resource management plans and fire management plans. These documents establish objectives for fuels management, suppression response, ecosystem restoration, and protection of communities and infrastructure. The CWPP complements these plans by identifying local priorities, values at risk, and opportunities for cross-boundary coordination, particularly in areas where federal lands interface with private and local jurisdictions.
State of California Regulatory Framework
California’s wildfire regulatory framework is extensive and directly influences CWPP implementation. Public Resources Code (PRC) Section 4291 establishes defensible space requirements, mandating vegetation clearance and fuel modification within 100 feet of structures in areas with flammable vegetation. These requirements form the basis for private property defensible space strategies identified in the CWPP and are enforced by local fire authorities.
Government Code Sections 51175–51189 define and regulate Very High Fire Hazard Severity Zones (VHFHSZs). These statutes require local jurisdictions to adopt fire hazard maps and apply wildfire-specific standards to development within designated areas. Government Code Section 51189 directs the Office of the State Fire Marshal to establish Wildland–Urban Interface (WUI) building standards, which are implemented through the California Building Code (Title 24, Chapter 7A). These standards address structural ignitability by requiring ignition-resistant construction materials and design features for new construction and qualifying remodels in WUI areas.
Additional state regulations address wildfire ignition prevention and infrastructure safety. PRC Sections 4292–4296 and related California Code of Regulations provisions establish vegetation management and clearance standards for electrical utilities and railroads. These regulations are critical for reducing wildfire ignitions associated with infrastructure corridors and inform CWPP recommendations related to utility coordination and corridor fuel management.
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The California Emergency Services Act (CESA) provides the legal framework for emergency preparedness, response, and mutual aid. It establishes coordination responsibilities among state and local agencies and supports integration of wildfire evacuation planning, public notification, and emergency operations—key components addressed throughout the CWPP.
State and Regional Planning Documents
Several statewide and regional planning documents guide wildfire mitigation and resilience efforts in Amador County. CAL FIRE’s 2025 Strategic Fire Plan for the Amador-El Dorado Unit establishes priorities for fuels reduction, fire prevention, and community protection at the unit and statewide levels. These plans emphasize landscape-scale treatments, protection of communities at risk, and collaborative implementation across ownership boundaries, all of which are reflected in the CWPP’s fuels mitigation and community protection strategies.
Utility Wildfire Mitigation Plans, including those prepared by electric utilities serving the region, identify infrastructure hardening, vegetation management, and operational strategies to reduce ignition risk and enhance system reliability. The CWPP aligns with these plans by identifying priority corridors, critical infrastructure, and opportunities for coordinated mitigation.
Regional transportation and evacuation planning efforts, including evacuation studies and transportation plans prepared by regional agencies, provide important context for CWPP actions related to evacuation capacity, roadway resilience, and emergency access. Coordination with these plans ensures that wildfire evacuation and access improvements are integrated into broader transportation planning processes.
Local Plans and Ordinances
At the local level, the CWPP aligns with Amador County’s General Plan, including the Fire Safety Element, which addresses wildfire hazards, emergency access, infrastructure resilience, and land use considerations in fire-prone areas. State law requires periodic review of General Plan fire safety elements, and the CWPP provides supporting analysis and recommendations that can inform future updates.
Local fire codes, ordinances, and standards adopted by cities, fire districts, and the county establish requirements for defensible space, access, water supply, and building safety. These regulations are enforced by local Authorities Having Jurisdiction and form the regulatory backbone for many of the mitigation actions promoted in the CWPP. While the CWPP does not create new regulatory requirements, it reinforces existing standards and encourages consistent application across jurisdictions.
Community-level wildfire safety plans, Fire Safe Council plans, and fire district strategic plans further refine wildfire mitigation priorities at local scales. The CWPP builds upon these efforts by providing a countywide framework that connects local actions to regional and landscape-scale strategies.
Relationship of the CWPP to Other Plans
The CWPP is intentionally designed to complement—not replace—existing plans and regulations. It serves as a coordinating document that bridges regulatory requirements, agency mandates, and community priorities. By aligning with applicable plans and policies, the CWPP
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helps reduce duplication of effort, identify implementation gaps, and support collaborative project development.
Importantly, the CWPP maintains flexibility to adapt to changing conditions, emerging science, and evolving regulatory frameworks. Through periodic review and updates, the CWPP can continue to align with new legislation, updated hazard maps, and revised agency plans, ensuring its ongoing relevance and effectiveness.
See Appendix B listing Applicable Plans and Policies
Planning Area & Community Information
The following table (Table 2) provides a summary of the Amador County CWPP planning area and key community information. A map of the planning area boundary is provided in Figure 1.
Figure 2 displays the land ownership within the county. Figure 3 displays land use and Figure 4 shows the locations of low income and disadvantaged communities in the planning area (California Energy Commission 2022).
Table 2. Summary of Amador County CWPP Planning Area and Community Information CWPP Planning Area and Community Information
Topic Summary Data Source
Planning Area
Boundaries
Size: 606 sq mi (595 sq mi land,
11.4 sq mi water)
Neighboring Counties: El Dorado,
Alpine, Calaveras, San Joaquin,
Sacramento
Amador County GIS
Population Total: 40,474
30.8% urban, 69.2% rural
US Census Bureau, 2020 Census
Land Ownership Majority: Private
Secondary: Federal
CA State Geoportal - CALFIRE
US Census Bureau, 2020 Census
Fire Environment Fire environment varies
considerably across the county
due to changes in elevation, fuels,
slope, and proximity to
development. See Assessment of
Wildfire Hazard and Wildfire Risk
Landfire
Historical Fire Perimeters - CALFIRE
Assessment of Wildfire Hazard and
Wildfire Risk [SIG]
Land Use and
Development Patterns
18,805 housing units
● 83.4% occupied
● 75.7% owner-occupied
● 24.3% renter-occupied
35.5% of land zoned for
single-family residential use
34.1% of land is farmland
US Census Bureau, 2020 Census
Amador County General Plan
Socioeconomic
Characteristics
Per Capita Income: $53,900 (44th,
2023)
Unemployment Rate: 5.5% (2024)
California Department of
Transportation
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Figure 1. Amador County, CWPP Planning Area Boundary
Figure 2. Land Ownership
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Figure 3. Land Use Categories
Figure 4. Low income or disadvantaged communities
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Fire History
Amador County, like many areas in the central Sierra Nevada, has a long history of wildfire due to its Mediterranean climate, often varied topography, and fuel types that support frequent fire.
Prior to Euro-American settlement, Native American communities actively influenced the fire regime through intentional burning practices. These fires were used to manage vegetation, improve plant materials used for construction and agriculture. Many of these cultural burns spread widely throughout the foothill environment and helped maintain open and productive landscapes. Following the discovery of gold in the late 1840s, rapid settlement introduced new land uses such as livestock grazing and the spread of non-native plant species, which significantly altered the landscape and the region’s fire dynamics. Forest management, including timber harvesting and active fire suppression, further altered the region’s vegetation structure, generally leading to more dense forests with greater fuel loads and greater continuity between surface fuels and the tree canopies. Fires in the past 100 years have been influenced by a combination of human activity and land-use changes associated with settlement, logging, and agriculture. Over time, fire suppression policies reduced the frequency of smaller, low-intensity fires, allowing vegetation and forest fuels to accumulate, which has contributed to more intense wildfires in modern decades.
Significant wildfires did occur in Amador County during the 1960s, though the decade saw relatively few major incidents compared with other parts of California. The most significant event was the Rancheria Creek Fire of 1961, which burned more than 34,000 acres and remains one of the largest historical wildfires recorded in the county. The fire occurred during a period when large wildfire events were relatively infrequent in Amador County and were typically associated with periods of hot, dry weather and strong winds. Aside from this event, most fires during the 1960s were smaller and more localized, reflecting both lower development in the wildland–urban interface and different forest and vegetation conditions than those seen today.
Later decades demonstrated that the potential for large wildfires in Amador County still exists.
More recent events such as the Power Fire in 2004, which burned roughly 17,000 acres, and the Butte Fire in 2015 highlight the region’s vulnerability under extreme weather and fuel conditions. The 2015 Butte Fire, which ignited east of Jackson when a tree contacted a power line, spread rapidly through dry fuels and steep terrain, ultimately burning about 70,868 acres across Amador and neighboring Calaveras counties. The incident destroyed hundreds of structures, caused two fatalities, and led to a state of emergency declaration by the governor.
The Butte Fire demonstrated how quickly wildfires can grow in the Sierra foothills under hot, dry, and windy conditions and remains one of the most destructive events in the region’s fire history.
More recent wildfire events continue to highlight the county’s ongoing fire risk. Large regional fires such as the Caldor Fire (2021) and incidents like the Electra Fire (2022) and other local ignitions have affected or threatened parts of Amador County. These events reflect broader trends across California, where longer fire seasons, drought, and climate-driven changes in vegetation have increased wildfire frequency and intensity. Fires like Electra highlight that certain areas are prone to frequent wildfire. Not only are areas that burn likely to burn again, but previous fires may increase the chances that the same area may burn again due to changes in post-fire vegetation growth.
However, compared with many neighboring Sierra Nevada counties, Amador County has historically experienced fewer large and destructive wildfires. While nearby counties such as El Dorado, Calaveras, and Alpine have faced several major fires in recent decades—including events that burned tens of thousands of acres—Amador County has generally avoided incidents
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of similar scale. Many of the largest regional fires have occurred just outside the county’s boundaries. Although smaller fires and localized incidents have occurred within Amador County, the county has not experienced the same concentration of large wildfires that have affected surrounding regions. This relative absence of major fires does not eliminate risk, however, and recent large fires in adjacent counties highlight the potential for wildfire to impact Amador County under the right weather and fuel conditions.
Figure 5. Fire perimeters, by decade, since 1960
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Fire Protection Areas
Fire protection areas are defined geographic zones in which a specific agency, fire district, or jurisdiction is assigned primary responsibility for providing fire prevention, mitigation, and emergency response services. These areas establish clear boundaries for who responds to wildfire and structural fire incidents, who conducts inspections and code enforcement, and who leads local preparedness and public safety efforts. Fire protection areas help organize resources and personnel efficiently, reduce confusion during emergencies, and ensure that all lands—whether public or private—have an identified entity responsible for fire-related duties.
They also support coordinated planning across jurisdictions by clarifying roles, improving communication, and enabling consistent implementation of fire prevention and hazard-reduction practices.
Fire District Service Areas
Fire districts listed in Table 3 (shown in Figure 6) are responsible for providing fire protection within the Amador County CWPP planning area.
Table 3. Fire Districts within the Amador County CWPP Planning Area Fire Districts in CWPP Planning Area
Fire District Description of Geographic Area
Amador Fire Protection District Most of Amador County, includes contract with Plymouth Ione Fire Department City of Ione
Jackson Fire Department City of Jackson
Jackson Valley FPD Southwest Amador County
Kirkwood Volunteer FD City of Kirkwood
Plymouth - Contract with Amador FPD Community of Plymouth Sutter Creek FPD Communities of Sutter Creek and Amador City
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Figure 6. Fire District Service Areas within Amador County Responsibility Areas
The following wildland fire responsibility areas are within the Amador County CWPP planning area which determines the legal and financial responsibility for wildland fire prevention and protection within each of these areas.
Federal Responsibility Areas
Federal Responsibility Areas (FRAs) are lands where the federal government has primary authority and responsibility for wildfire management, including prevention, preparedness, suppression, and fuels reduction activities. These areas typically include National Forests managed by the U.S. Forest Service, rangelands and public lands managed by the Bureau of Land Management, National Parks under the National Park Service, and wildlife refuges managed by the U.S. Fish and Wildlife Service. Within FRAs, federal agencies are responsible for developing and implementing fire management plans, conducting fuels treatments, maintaining access and infrastructure for wildfire response, and coordinating with state, local, and tribal partners. Their role also includes protecting federal resources and values at risk, supporting cross-boundary mitigation efforts, and ensuring wildfire policies align with national land management objectives.
State Responsibility Areas
State Responsibility Areas (SRAs) are lands where the state government holds primary responsibility for wildfire prevention, preparedness, and suppression, typically outside incorporated cities and beyond federal land boundaries. These areas often include privately owned land, rangelands, and watershed lands where fire risk is significant and coordinated
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management is essential. In SRAs, the state—often through agencies such as CAL FIRE or RCDs —develops fire management policies, conducts fuels reduction and vegetation management projects, enforces defensible space regulations, and oversees wildfire response operations. State agencies also work closely with local governments, fire districts, and landowners to reduce wildfire risk, protect communities and natural resources, and ensure consistent, statewide standards for fire resilience and mitigation.
Local Responsibility Areas
Local Responsibility Areas (LRAs) are lands where cities, counties, or local fire protection districts hold primary responsibility for wildfire prevention, mitigation, and emergency response.
These areas typically include incorporated communities, residential neighborhoods, commercial zones, and other developed lands where local governments have land-use authority and provide essential public safety services. Within LRAs, local agencies are responsible for enforcing building and fire codes, implementing defensible space and vegetation management standards, conducting public education and outreach, and coordinating local evacuation planning. They also manage initial wildfire response within their jurisdictions and collaborate with state and federal partners when incidents cross boundaries. Through these responsibilities, LRAs play a crucial role in protecting life, property, and critical infrastructure from wildfire risks.
Figure 7. Wildland fire responsibility areas within the Amador County CAL FIRE Units
CAL FIRE Units are regional administrative divisions of the California Department of Forestry and Fire Protection, each responsible for managing the state’s fire prevention, preparedness, and wildfire response operations within a defined geographic area. These units oversee State
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Responsibility Areas (SRAs) and often provide contract services to local governments for structural fire protection and emergency medical response. Their responsibilities include conducting vegetation management and fuel-reduction projects, USFSorcing defensible space and fire-safe construction standards, operating fire stations and emergency dispatch centers, and coordinating incident response across local, state, and federal agencies. CAL FIRE Units also support community education, fire planning, and recovery efforts, ensuring consistent and effective wildfire resilience strategies throughout California.
Figure 8. Map of the CAL FIRE units and facilities related to the Amador County CWPP planning area
Wildland-Urban Interface Identification
The Wildland–Urban Interface (WUI) is the zone where human development meets or intermingles with wildland vegetation. This area includes neighborhoods, businesses, infrastructure, and other community assets located near forests, shrublands, or grasslands that can carry wildfire. Because natural vegetation, steep terrain, and weather all influence fire behavior, the WUI represents the place where wildfire hazards and human exposure overlap most directly. As communities continue to expand into formerly undeveloped landscapes, the extent of the WUI increases, bringing additional challenges for fire management and public safety.
Recognizing the WUI is critically important because it highlights where the risk to life, property, and essential infrastructure is likely the greatest. Homes and development in the WUI are often more vulnerable to wildfire due to flammable building materials, inadequate defensible space, limited access routes, and the potential for ember ignition. Identifying WUI areas helps agencies, planners, and residents understand where to focus mitigation efforts, improve
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evacuation planning, and strengthen building and vegetation standards. It also supports more effective wildfire response by clarifying where firefighting resources may be most needed during an emergency.
Within a CWPP, the WUI serves as a foundational element that guides all other components of the plan. Mapping and defining the WUI establishes a key planning area where fuels reduction, defensible space programs, infrastructure improvements, and community outreach should be prioritized. It ensures that recommended projects reflect local values and address the highest-risk zones. By clearly identifying the WUI, a CWPP strengthens collaboration among local, state, and federal partners, aligns mitigation strategies with community needs, and supports access to funding for wildfire-resilience projects.
The WUI is composed of three distinctions based on the level of development, intermixing with wildland fuels, and exposure to wildland fire.
Interface WUI:
The Interface Wildland–Urban Interface (WUI) zone is where structures and human development directly border large, contiguous areas of wildland vegetation. In this zone, residential neighborhoods or commercial areas sit adjacent to forests, shrublands, or grasslands without significant natural or manmade buffers. Because structures are concentrated along the wildland edge, fires approaching from nearby vegetation can quickly threaten homes and infrastructure. The clear boundary between development and wildland fuels makes the Interface WUI highly vulnerable to radiant heat, flame contact, and ember intrusion during a wildfire.
Intermix WUI:
The Intermix WUI zone describes areas where homes, buildings, and wildland vegetation are intermingled with one another, with no distinct separation between development and natural fuels. In this environment, vegetation is present throughout the community, often surrounding individual homes and parcels. This creates complex fire behavior conditions and challenges for firefighting, as fires can move simultaneously through wildland fuels and structures. The dispersed pattern of development in the Intermix WUI often results in limited access routes, longer response times, and a heightened need for defensible space and fire-resistant construction.
Influence Zone:
The Influence Zone represents the broader area beyond the immediate WUI where wildfire behavior can still significantly affect a community. These zones may be located several miles away from homes or infrastructure but can generate embers, smoke, or fast-moving fire fronts that impact Interface or Intermix areas. Recognizing the Influence Zone is important because conditions such as fuel buildup, topography, and prevailing winds in these areas can strongly influence the intensity and direction of fires that ultimately threaten communities. Managing fuels and fire behavior in the Influence Zone helps reduce the likelihood of severe wildfire impacts on nearby developed areas.
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CAL FIRE Subdivision Review
Subdivisions—defined here as developments containing more than thirty residential units—are identified in coordination with local jurisdictions. If a subdivision meets the criteria outlined in Section 4290.5 of the California Public Resources Code, it is evaluated for access and evacuation routes, as well as other fire safety considerations. The findings from these evaluations, along with any related recommendations, are published by the Board of Forestry and Fire Protection and are publicly accessible.
This initiative is intended to share the results of subdivision surveys conducted under Assembly Bill 2911, which established Section 4290.5 of the Public Resources Code. Under Section 4290.5, the Board of Forestry and Fire Protection is responsible for surveying subdivisions located within State Responsibility Areas (SRA) or within Local Responsibility Area (LRA) Very High Fire Hazard Severity Zones of more than 30 dwelling units that lack a secondary evacuation route and face significant wildfire risk. Based on these surveys, the Board provides recommendations.
The recommendations included in each Subdivision Survey Report are advisory only and are provided solely for the purposes described in Section 4290.5. Local jurisdictions may choose to offer additional recommendations if they wish.
The process of identifying and surveying subdivisions is ongoing. Because updated SRA Fire Hazard Severity Zone (FHSZ) maps took effect on April 1, 2024, the hazard zone listed in reports for subdivisions surveyed before that date may differ from the current map. These subdivisions will be reassessed during the next review cycle.
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Figure 9. CAL FIRE subdivisions within State Responsibility Areas (SRA) or within Local Responsibility Area (LRA) Very High Fire Hazard Severity Zones that lack a secondary evacuation route
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Figure 10. Wildland Urban Interface (WUI) boundaries within Amador County Figure 11. Fire Hazard Severity Zones by Responsibility Areas in Amador County
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Assessment of Wildfire Hazard and Wildfire Risk
Summary of Wildfire Behavior Simulations, Fire Weather and Spread Modeling Quantitative Wildfire Risk Assessment Methodology
The Amador County CWPP employs a rigorous Quantitative Wildfire Risk Assessment (QWRA) framework based on the Scott et al. (2013) methodology, which systematically integrates wildfire simulation, asset identification, and impact analysis. The process begins with Wildfire Simulations using FlamMap to model burn probabilities and fire intensities across the landscape using LANDFIRE data and Scott and Burgan 40 fuel models. This is followed by an Exposure Analysis that intersects these hazards with Highly Valued Resources and Assets (HVRAs)—the ecological and social elements prioritized by stakeholders. Finally, an Effects Analysis utilizes response functions to calculate Net Value Change (NVC), providing a weighted metric of potential beneficial or detrimental outcomes that allows planners to prioritize mitigation efforts based on integrated risk.
Wildfire Hazard Analysis and Simulation Results
The assessment characterizes wildfire hazard through high-resolution simulations of the 97th percentile weather conditions, revealing distinct spatial patterns across Amador County. Burn Probability is most elevated in the western portion of the county, particularly along the Highway 49 corridor, while the highest Flame Lengths and potential for Active Crown Fire are concentrated in the central timber and shrub-dominated zones. To synthesize these findings, the plan utilizes an Integrated Hazard (IH) index, which bins and cross-references burn probability with conditional flame length into a single classification matrix. This spatial data informs the county's strategic planning by identifying where fire intensity exceeds "direct attack" capabilities (flame lengths $>8$ feet) and where high rates of spread (>20 feet per minute) in flashy fuels pose the greatest threat to evacuation and suppression.
Measuring Wildfire Risk Methodology
To build a plan that protects Amador County, we need to understand exactly how and where wildfires threaten the things we care about most. To do this, we used a rigorous, science-based process known as a Quantitative Wildfire Risk Assessment (QWRA).
This framework breaks down the complex problem of wildfire risk into four logical, data-driven steps:
Step 1: Simulating the Fire (Wildfire Hazard)
First, we have to understand how a fire might behave on our specific landscape. We use advanced computer modeling software (called FlamMap) combined with local data on topography, weather, and vegetation (fuels). We ran these simulations under "97th percentile" weather conditions—meaning we modeled the fires based on the hottest, driest, and windiest days of the year. This step tells us two critical things:
● Burn Probability: How likely a specific area is to burn. ● Flame Length (Intensity): How hot and high the flames will be.
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Step 2: Identifying What Matters Most (Community Assets) Wildfire hazard only becomes a risk when it threatens something of value. We worked with local stakeholders and community members to identify and map our Highly Valued Resources and Assets (HVRAs). These are the ecological, social, and economic elements the community wants to protect, ranging from residential homes and critical water infrastructure to important wildlife habitats and cultural sites.
Step 3: Finding the Overlap (Exposure Analysis)
Next, we overlay our wildfire simulation maps directly onto our community asset maps. This "exposure analysis" evaluates the spatial interactions between fire hazards and our physical assets. By combining the likelihood of fire and the expected intensity, we generate an Integrated Hazard map, which visually highlights the neighborhoods and resources most exposed to severe fire behavior.
Step 4: Calculating the Impact (Effects Analysis)
Finally, we calculate the expected outcome if a fire were to reach these exposed assets. We measure this using a metric called Net Value Change (NVC). Because not all fire is bad—low-intensity fires can actually benefit certain natural habitats—this step weighs both the detrimental damages and the beneficial outcomes to HVRAs.
By integrating these metrics, we generate a comprehensive risk score. This allows us to prioritize our mitigation efforts and funding exactly where they will do the most good for Amador County.
Figure 12. Quantitative wildfire risk assessment process.
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Wildfire Hazard
The Amador County CWPP working group used the following process to incorporate a wildfire hazard assessment and associated map into the CWPP planning process.
Wildfire Model Simulations
Wildfire simulations are a central component of QWRA and wildfire hazard characterization, providing a scientific basis for understanding where and how fires are likely to burn under a range of environmental conditions (Scott et al. 2013, NWCG 2025a). These simulations integrate data on fuels, topography, historical weather patterns, and ignition sources (previously presented) to model potential fire behavior across the landscape (Scott 2012). Outputs such as burn probability, flame length, and rate of spread help quantify wildfire hazard and inform subsequent exposure and effects analyses. By simulating fire behavior under defined scenarios - such as percentile-based weather conditions completed for Amador County - QWRA enables planners and decision-makers to identify areas of elevated hazard and risk, prioritize mitigation efforts, and allocate resources more effectively to protect highly valued resources and assets (HVRAs).
FlamMap, used for simulating wildfire behavior for Amador County, is a fire behavior modeling tool developed by the U.S. Forest Service to simulate potential wildfire activity on landscapes using fuel, topography, and weather data (Finney 2006). Unlike dynamic models, FlamMap calculates fire behavior at each point under constant conditions, providing outputs like burn probability, flame length, rate of spread, and fire type. This makes it useful for strategic planning and risk assessment, as it evaluates fire hazards across different weather scenarios. In QWRA, FlamMap helps analyze landscape-level fire behavior and supports decisions on mitigation and fuel reduction priorities.
A fuel model is a standardized set of fuel bed characteristics that can be used for a variety of wildfire modeling applications. Fuel models and their characteristics, including fuel moisture content, fuel loading, and arrangement, are required for FlamMap to generate fire behavior outputs (USFS 2025b). Inputs for Amador County vegetation and fuel models were obtained from LANDFIRE (LANDFIRE 2025). The Scott and Burgan 40 Fire Behavior Fuel Models (Scott and Burgan 2005) were used for this analysis.
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Summary of Wildfire Behavior Simulations, Exposure and Effects Analysis Geographic Breakdown of Fire Behavior and Risk
When we look at these overall risk scores across the county, distinct hazard profiles emerge based on the local geography and vegetation :
● The Western Zone (Grass-Dominated): The highest burn probabilities occur here—mostly around areas like Camanche Village, south of Jackson, and the junction of Highways 16 and 49. In these flashy fuels, the rate of spread is predicted to be high (20-80 feet per minute). Fortunately, flame lengths in extreme weather generally won't exceed 8 feet. However, due to the high burn probability, the risk to Woodland Plant Species and Safety Protection infrastructure remains high. ● The Central Zone (Timber-Dominated): While burn probabilities are slightly lower here, the dense timber creates extreme intensity. Flame lengths are expected to exceed 25 feet in most areas, with passive and active crown fires likely. The Integrated Hazard (IH) is highly variable, but large areas fall into the "Highest" classification, posing severe risks to Woodland Plant Species and Safety Protection infrastructure. ● The Eastern Zone (Shrub and Forest): There is a massive area of high burn probability just west of Salt Springs Reservoir. This area combines heavy understory fuels with steep topography. Flame lengths can be expected to exceed 25 feet, resulting in a high risk to Watersheds, Agriculture, and Forest Vegetation.
What This Means for Amador County
Across the entire county, under 97th percentile extreme weather conditions, flame lengths greater than 4 feet may occur across 83% of the area. The areas with the most negative "Overall Risk" scores dictate our top priorities for action (Figures 19-21). To protect areas surrounding structures that would be severely impacted by these fast-moving or high-intensity wildfires, we must implement wildland mitigation measures, including mechanical fuel reduction (like shaded fuel breaks) and follow-up prescribed burning. Closer to home, reducing our overall risk relies heavily on property owners maintaining defensible space guidelines and utilizing fire-resistant building materials to harden their homes against embers and radiant heat.
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Wildfire Model Simulations Results
Burn Probability
Figure 13. Amador County CWPP 97th Percentile Burn Probability FlamMap calculates BP by running numerous fire simulations from random ignitions and dividing the number of times each pixel burned by the total number of simulations. The resulting map shows a value between 0 and 1 for each pixel, representing the probability of that pixel burning under the specified conditions (e.g., 8 hour burn duration, 97th percentile weather and fuel moisture conditions) (Figure 13). This output does not provide an indication of the probability of a fire starting but instead provides the probability of whether a pixel burns if a fire were to occur.
The FlamMap landscape burn probability analysis indicated the areas that are most likely to burn in Amador County under 97th percentile weather conditions. There are significant areas with high burn probabilities in the western portion of the county with the highest burn probabilities falling along the western side of the Highway 49 corridor.
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Flame Length
Figure 14. Amador County CWPP 97th Percentile Flame Length Wildfire behavior modeling at Amador County indicated that flame lengths are varied under 97th percentile weather conditions (Figure 14). Flame lengths of or greater than 8 feet are too intense for direct attack at the head of a fire with hand tools. Handline cannot be relied upon to hold the fire. Equipment such as dozers, engines, and retardant aircraft can be effective.
Flame lengths may exceed 4 feet over approximately 73% of Amador County under 97th percentile conditions. Significant flame lengths are not predicted in the same areas where burn probability was elevated (western zone). Significant flame lengths are predicted in the central zone where timber and shrub fuels predominate.
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Rate of Spread
Figure 15. Amador County CWPP 97th Percentile Rate of Spread (Feet per Minute) Generally, higher wind speeds combined with dry fuels drive higher rates of spread, particularly if the fuels are grass or grass-shrub types. Higher rates of spread (> 20 feet per minute) are observed in the western portion of the county where higher wind speeds and flashy fuel types combine (Figure 15). High rates of spread can be seen throughout the rest of the county where topography aligns with the prevailing wind under 97th percentile weather conditions.
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Fire Type
Figure 16. Amador County CWPP 97th Percentile Fire Type (Crown Fire Activity) Fire type is a wildfire simulation output that is divided into four categories: unburned, surface fire, passive crown fire, and active crown fire. Surface fires are considered those burning in surface fuels such as litter, downed woody debris, and low-level living plants (NWCG 2005).
Passive crown fires occur when surface fire intensity is sufficient to ignite tree crowns, individually or in groups, but wind speeds are not high enough to propagate fire between trees.
Active Crown Fire takes place when surface fire intensity ignites tree crowns and fire spread and intensity in the tree crowns reciprocates, advancing surface fire spread and intensity and being the most difficult type to suppress.
Surface fire and passive crown fire is expected for most areas of the county under 97th percentile weather conditions (Figure 16). Active crown is expected throughout many areas in the central part of the county where heavy fuel loading in dense timber predominates. [1] Handline definition: A fire prevention barrier (fireline) constructed by removing burnable organic materials down to mineral soil with hand tools such as shovels, hoes, and rakes.
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Integrated Hazard
Integrated Hazard (IH) combines burn probability and conditional flame length into a single characteristic that can be mapped (IFTDSS 2025). Values of both metrics are binned and classified to create the Integrated Hazard index. Because IH is based on the maximum Burn Probability of an analysis area, results are dynamic and dependent on the specific extent of the wildfire simulation. IH cannot be compared between analysis areas because it is dependent on the maximum results within an analysis area.
Burn Probability at Amador County was binned and classified as a percentage of the maximum value at 20% intervals. CFL was binned and classified in 2 feet flame length increments up to 12 feet. The resulting matrix of classified values (Figure 17) and the resulting Integrated Hazard map for Amador County are shown in Figure 18.
Figure 17. Integrated Hazard determination using Conditional Flame Length and Burn Probability (IFTDSS 2025).
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Figure 18. Amador County CWPP Integrated Hazard
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Quantitative Wildfire Risk Assessment
To perform the Quantitative Wildfire Risk Assessment (QWRA), Highly Valued Resources and Assets (HVRAs) were identified and assigned Relative Importance (RI) weights and Response Functions (RF). These response functions characterize the sensitivity of each asset to various levels of fire intensity (flame length). By integrating these socio-ecological values with geospatial wildfire simulation outputs—specifically Burn Probability (BP) and Conditional Flame Length (CFL)—we calculated the Expected Net Value Change (eNVC) across the landscape. This comprehensive metric represents the primary measure of wildfire risk, accounting for both the likelihood of a fire event and the magnitude of its potential impact on community assets.
High Valued Resources and Assets Characterization
HVRA Identification
To understand our wildfire risk, we first have to define exactly what is at risk. In wildfire planning, the physical, ecological, and social elements we want to protect are called Highly Valued Resources and Assets (HVRAs). These encompass everything from residential neighborhoods and critical water infrastructure to vital wildlife habitats and sacred cultural sites.
Identifying Amador County's Assets
To build a complete picture of what matters in Amador County, our technical team (Spatial Informatics Group) utilized advanced mapping data from Vibrant Planet and combined it with extensive input from local stakeholders and residents (Appendix E). We organized these community assets into eight broad categories:
● Community Assets: Residential homes, commercial buildings, electrical utilities, and water/wastewater facilities.
● Safety & Protection: Communications towers, emergency services, and designated safety zones.
● Water Resources: Surface water, broader watersheds, and hydrological features. ● Biodiversity & Wildlands Health: Important aquatic and woodland species, forest vegetation, and riparian (riverside) habitats.
● Ecological Commodities: Agricultural lands, grazing areas, and commercial forestry. ● Recreation, Science & Culture: Parks, recreational infrastructure, cultural resources, and ecological monitoring sites.
Relative Importance and Response Functions
Ranking
Because we cannot immediately apply fuel reduction treatments to every single acre of the county, we must prioritize our efforts. To accomplish this, the project team developed a survey asking CWPP Working Group members to assign Relative Importance (RI) rankings by evaluating how critical each HVRA group is to protect from wildfire. Recognizing that priorities
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change across a heterogeneous landscape, survey responses were grouped by zone to ensure the unique needs of Amador County's diverse communities were accurately captured.
Calculating Weighted Importance
To translate these community priorities into our spatial models, we applied a specific mathematical weighting process. Each HVRA’s Relative Importance (RI) value was divided by its corresponding relative extent. Relative extent values were calculated as the area burned in acres of each sub-HVRA relative to the total extent of that sub-HVRA.
This calculation creates a weighting variable used when combining multiple sub-HVRAs into an estimated weighted Net Value Change (NVC). This critical step allocates importance evenly across an HVRA’s area, which helps avoid overestimating the impact of highly widespread sub-HVRAs when summarizing our final risk results. Furthermore, the scores generated from the RI survey can also be used in Vibrant Planet’s ‘Emphasize Objectives’ weighting sliders for future scenario planning.
Determining Asset Vulnerability
Beyond simply ranking importance, we must also evaluate how these assets react to fire. The assignment of sub-HVRA response functions (RF)—which dictate an asset's vulnerability to different wildfire intensity classes—was provided by Vibrant Planet alongside expert opinion. As recommended by the foundational QWRA methodology (Scott et al., 2013), flame length was utilized as a proxy for wildfire intensity to determine these response functions.
By combining these Relative Importance weights and Response Functions, our final risk assessment doesn't just show where fires will burn, but mathematically highlights the specific areas where fire threatens the assets our community values most.
Risk Assessment
Exposure Analysis
Knowing where a fire might burn is only part of the assessment. To truly measure our risk, we need to understand exactly what happens when those flames interact with our homes, infrastructure, and natural resources. This final phase of our risk assessment is broken into two parts: Exposure (what gets hit) and Effects (how bad the damage is).
When we overlay our simulated wildfire maps onto our community asset maps, we look at the types of fire our assets will likely face (Tables 4-6). Not all fires are created equal:
● Surface Fires: These burn through grass, fallen leaves, and low shrubs. They are generally easier to fight and are common in the western, grass-dominated areas of the county.
● Crown Fires: These occur when fire climbs into the tree canopy and spreads from treetop to treetop . These fires are extremely difficult to suppress, produce dangerous
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flame lengths, and are a significant threat in the heavily forested Central and Eastern zones.
Fire suppression for passive and active crown fires is considered the most difficult. A considerable (>50%) amount of passive and active crown fire is possible in Amador County.
However, significantly less potential for active crown fire was identified under the modeled weather conditions
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Table 4. Summary of Fire Type Exposure on Amador County - West HVRA Sub-HVRA Acres
Burned % Unburned % Surface % Passive % Active
Assets
Structures 4,660 43 49 7 0
Utilities 4,185 25 60 15 0
Biodiversity
Aquatic/
Riparian
Animal
Species
4,947 11 83 6 0
Woodland
Plant Species
3,019 3 25 72 0.5
Ecological Commodity
Agriculture 132,249 7 70 23 0
Foresty NA - - - -
Recreation
Recreation
Areas
1,846 30 65 5 0
Recreation
Infrastructure
NA - - - -
Safety
Communicati
ons
39 23 62 15 0
Protection 89,985 15 65 20 0
Safety Zones 10,942 28 60 12 0
Services 65 40 51 9 0
Science & Culture
Cultural
Resources
1,158 7 27 65 0.1
Monitoring 6 10 67 23 0
Water
Hydro-geomo
rphology
3,125 3 42 55 0.5
Surface
Water
5,378 53 37 10 0
Watershed 17,909 24 53 23 0
Wildlands Health
Forest
Vegetation
16,097 6 47 47 0.1
Riparian
Vegetation
83 26 66 8 0
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Table 5. Summary of Fire Type Exposure on Amador County - Central HVRA Sub-HVRA
Acres
Burned % Unburned % Surface % Passive % Active
Assets
Structures 8,498 27 43 29 1
Utilities 4,537 19 38 40 3
Biodiversity
Aquatic/
Riparian
Animal
Species
869 13 72 15 0
Woodland
Plant Species
16,519 4 20 67 9
Ecological Commodity
Agriculture 72,325 4 37 53 6
Foresty 2,448 7 39 48 6
Recreation
Recreation
Areas
0.2 83 0 17 0
Recreation
Infrastructure
48 7 91 2 0
Safety
Communicati
ons
47 26 41 32 1
Protection 103,924 8 36 51 5
Safety Zones 10,285 22 37 38 3
Services 63 27 37 36 1
Science & Culture
Cultural
Resources
8,432 7 22 65 6
Monitoring 1 38 62 0 0
Water
Hydro-geomo
rphology
23,692 1 24 59 16
Surface
Water
5,649 14 26 50 10
Watershed 40,511 4 27 59 10
Wildlands Health
Forest
Vegetation
77,632 7 25 59 9
Riparian
Vegetation
12 26 33 40 1
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Table 6. Summary of Fire Type Exposure on Amador County - East HVRA Sub-HVRA
Acres
Burned % Unburned % Surface % Passive % Active
Assets
Structures 230 29 52 19 0
Utilities 799 13 58 29 0.2
Biodiversity
Aquatic/
Riparian
Animal
Species
737 12 68 20 0
Woodland
Plant Species
2,885 0 30 68 2
Ecological Commodity
Agriculture 49,779 15 43 41 1
Foresty 10,739 5 48 47 0.5
Recreation
Recreation
Areas
474 11 50 39 0
Recreation
Infrastructure
2,448 17 47 36 0.3
Safety
Communicati
ons
11 36 43 21 0
Protection 14,534 17 59 23 1
Safety Zones 2,399 17 59 23 1
Services NA - - - -
Science & Culture
Cultural
Resources
284 0 46 54 1
Monitoring 4 51 28 21 0
Water
Hydro-geomo
rphology
7,438 4 41 54 1
Surface
Water
4,687 35 37 28 1
Watershed 60,098 15 44 41 1
Wildlands Health
Forest
Vegetation
56,555 8 46 45 1
Riparian
Vegetation
167 22 49 29 0
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To understand our exposure, we look at three specific metrics generated by our fire modeling (Tables 7-9):
● Mean Flame Length (FL): This represents the near-maximum, worst-case fire intensity.
In wildland settings, flame lengths above 4 feet indicate that effective fire suppression may require mechanized resources (like dozers) instead of hand crews. Modeled results show many sub-HVRAs in Amador County are expected to experience mean flame lengths above this 4-foot threshold.
● Conditional Flame Length (CFL): This is the estimated mean flame length for all modeled fires that burn a given point. CFL values are typically lower than Mean FL because CFL accounts for the most likely fire spread direction (e.g., flanking or backing fires, rather than just worst-case head fires). Within the county, seven sub-HVRAs are expected to experience a mean CFL above 4 feet. Note: CFL is a primary input for generating our Integrated Hazard maps.
● Conditional Burn Probability (CBP): This represents the relative probability of any point burning if a fire starts somewhere on the landscape under our modeled weather conditions. Unsurprisingly, the highest mean CBP values in Amador County are found within our Biodiversity, Ecological Commodity, and Wildlands Health assets due to their dense forested composition.
Our analysis shows that under extreme weather conditions, the majority of the county could experience flame lengths over 4 feet, which is generally the limit for firefighters to safely attack a fire directly with hand tools.
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Table 7. Summary of Exposure on Amador County - West
HVRA Sub-HVRA Mean FL Mean CFL Mean CBP
Assets
Structures 4 3 0.83%
Utilities 8 4 1.06%
Biodiversity
Aquatic/Riparian
Animal Species
7 5 1.51%
Woodland Plant
Species
26 10 1.50%
Ecological Commodity
Agriculture 10 6 1.65%
Foresty - - -
Recreation
Recreation Areas 5 4 1.23
Recreation
Infrastructure
- - -
Safety
Communications 7 5 1.15%
Protection 9 5 1.14%
Safety Zones 7 4 1.18%
Services 5 3 0.77%
Science & Culture
Cultural Resources 24 9 1.26%
Monitoring 11 5 1.39%
Water
Hydro-geomorphol
ogy
22 10 1.82%
Surface Water 5 3 0.73%
Watershed 9 5 1.47%
Wildlands Health
Forest Vegetation 16 7 1.60%
Riparian
Vegetation
5 3 0.63%
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Table 8. Summary of Exposure on Amador County - Central HVRA Sub-HVRA Mean FL Mean CFL Mean CBP
Assets
Structures 12 5 0.40%
Utilities 19 6 0.40%
Biodiversity
Aquatic/Riparian
Animal Species
8 5 0.81%
Woodland Plant
Species
38 12 0.84%
Ecological Commodity
Agriculture 28 10 0.88%
Foresty 22 9 0.82%
Recreation
Recreation Areas 4 1 0.02%
Recreation
Infrastructure
2 2 0.09%
Safety
Communications 13 5 0.47%
Protection 26 8 0.78%
Safety Zones 19 6 0.61%
Services 14 6 0.49%
Science & Culture
Cultural
Resources
33 11 0.75%
Monitoring 5 3 0.35%
Water
Hydro-geomorpho
logy
43 13 0.88%
Surface Water 34 10 0.69%
Watershed 33 11 0.71%
Wildlands Health
Forest Vegetation 35 11 0.73%
Riparian
Vegetation
15 7 0.63%
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Table 9. Summary of Exposure on Amador County - East
HVRA Sub-HVRA Mean FL Mean CFL Mean CBP
Assets
Structures 5 3 0.20%
Utilities 11 6 1.14%
Biodiversity
Aquatic/Riparian
Animal Species
8 4 0.16%
Woodland Plant
Species
24 11 1.41%
Ecological Commodity
Agriculture 14 6 0.54%
Foresty 15 8 0.74%
Recreation
Recreation Areas 10 5 0.20%
Recreation
Infrastructure
11 5 0.30%
Safety
Communications 6 3 0.34%
Protection 12 5 0.27%
Safety Zones 9 4 0.27%
Services - - -
Science & Culture
Cultural
Resources
19 8 1.63%
Monitoring 5 3 0.89%
Water
Hydro-geomorpho
logy
18 9 1.24%
Surface Water 11 5 0.48%
Watershed 14 6 0.59%
Wildlands Health
Forest Vegetation 15 8 0.55%
Riparian
Vegetation
10 4 0.11%
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Effects Analysis
Once we determine that an asset is exposed to fire, the final step in our risk assessment is to calculate the expected outcome. We measure this using a metric called Net Value Change (NVC).
To calculate NVC, we must acknowledge a complex truth: wildfire is not always a bad thing. For certain fire-adapted landscapes in Amador County, low-intensity fire can actually be healthy, clearing out dead brush and promoting new ecological growth. Therefore, our NVC score evaluates the overall response by weighing both the Benefits (positive value change) and the Threats (negative value change).
By combining the likelihood of a fire, the intensity of the flames, and the specific vulnerability of the asset, we generate an "Overall Risk" score for every acre of the landscape (Tables 10-12).
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Table 10. Summary of Relative Wildfire Benefit (Positive Value Change), Threat (Negative Value Change), and Overall Risk (NVC) for each sub-HVRA - Amador County - West HVRA Sub-HVRA
Rel. Benefit Rel. Threat Risk
Assets
Structures 0.1 -8 -8
Utilities 0.1 -12 -12
Biodiversity
Aquatic/Riparian
Animal Species
10 -4 6
Woodland Plant
Species
3 -36 -33
Ecological Commodity
Agriculture 13 -100 -87
Foresty - - -
Recreation
Recreation Areas 0.1 -3 -2
Recreation
Infrastructure
- - -
Safety
Communications 0 -4 -4
Protection 8 -86 -78
Safety Zones 1 -12 -11
Services 0 -7 -7
Science & Culture
Cultural
Resources
1 -19 -18
Monitoring 0 -9 -9
Water
Hydro-geomorpho
logy
0.2 -21 -21
Surface Water 1 -8 -7
Watershed 2 -26 -24
Wildlands Health
Forest Vegetation 2 -26 -24
Riparian
Vegetation
0 -4 -4
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Table 11. Summary of Relative Wildfire Benefit (Positive Value Change), Threat (Negative Value Change), and Overall Risk (NVC) for each sub-HVRA - Amador County - Central HVRA Sub-HVRA Rel. Benefit Rel. Threat Risk
Assets
Structures 0.2 -10 -9
Utilities 0.1 -9 -9
Biodiversity
Aquatic/Riparian
Animal Species
5 -10 -6
Woodland Plant
Species
1 -38 -37
Ecological Commodity
Agriculture 5 -78 -73
Foresty 0 -10 -10
Recreation
Recreation Areas 0 0 0
Recreation
Infrastructure
0 0 0
Safety
Communications 0 -5 -5
Protection 5 -99 -94
Safety Zones 1 -17 -16
Services 0 -11 -11
Science & Culture
Cultural
Resources
1 -23 -22
Monitoring 0 -2 -2
Water
Hydro-geomorpho
logy
0.3 -41 -41
Surface Water 0.3 -16 -16
Watershed 1 -57 -57
Wildlands Health
Forest Vegetation 2 -100 -98
Riparian
Vegetation
0 -10 -10
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Table 12. Summary of Relative Wildfire Benefit (Positive Value Change), Threat (Negative Value Change), and Overall Risk (NVC) for each sub-HVRA - Amador County - East HVRA Sub-HVRA Rel. Benefit Rel. Threat Risk
Assets
Structures 0 -2 -2
Utilities 0 -20 -20
Biodiversity
Aquatic/Riparian
Animal Species
1 -1 -0.4
Woodland Plant
Species
2 -41 -39
Ecological Commodity
Agriculture 3 -77 -74
Foresty 1 -28 -27
Recreation
Recreation Areas 0 -0.4 -0.4
Recreation
Infrastructure
0.1 -2 -2
Safety
Communications 0 -2 -2
Protection 0.2 -12 -11
Safety Zones 0.4 -21 -20
Services - - -
Science & Culture
Cultural Resources 0.5 -21 -21
Monitoring 0 -8 -8
Water
Hydro-geomorpholo
gy
0.5 -33 -33
Surface Water 0.3 -16 -15
Watershed 3 -100 -97
Wildlands Health
Forest Vegetation 3 -76 -73
Riparian Vegetation 0 -1 -1
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Figure 19. Amador County CWPP Expected Weighted Net Value Change for High Value Resources and Assets - West Zone
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Figure 20. Amador County CWPP Expected Weighted Net Value Change for High Value Resources and Assets - Central Zone
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Figure 21. Amador County CWPP Expected Weighted Net Value Change for High Value Resources and Assets - East Zone
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Action Plan
The Action Plan is a set of concrete and measurable activities that agencies, organizations, and individuals can take—often collaboratively—to meet the Goals and Objectives of the CWPP. These activities are designed to be consistent with other local and regional plans while addressing the needs identified during the CWPP process to improve wildfire protection within Amador County.
The following Amador County CWPP Action Plan summarizes and integrates the information and findings from the CWPP process to identify specific projects, programs, and other implementation mechanisms that can help achieve the CWPP goals and objectives.
The Action Plan includes actions related to landscape management and prioritized fuel reduction treatments, reducing structural ignitability, and other hazard- and risk-reduction measures within the planning area.
Table 13 is organized using two complementary frameworks. Its overall structure follows the CAL FIRE CWPP Toolkit action-planning format, which groups actions under broader implementation headings and related objectives. The Plan Goal column separately identifies which of the six overarching Amador County CWPP plan goals described above in this report (p.17) each action most directly supports. Because many actions support more than one of the six overarching CWPP plan goals, the Plan Goal column lists up to three goals for each action in descending order from most to less directly applicable. The Action Plan also identifies lead agencies responsible for each action, implementation timeframes, resource needs, and metrics for tracking progress and outcomes.
Table 13. Amador County CWPP Action Plan
CWPP Action Plan
Action Lead(s) Timeframe Resources Required Metric for Success Plan Goal GOAL 1: Reduce the potential for catastrophic wildfires Objective 1.1: Develop interagency collaboration for pre-fire planning and fire response Coordinate on
cross-boundary
wildfire mitigation
and resilience
projects AFSC
2026 and
ongoing
County coordinator facilitates
collaborative planning among
local, state and federal agencies.
CAFSC County Coordinator
Grant. SNC RFFCP grant.
Participating stakeholder agency
staff time to prepare for, attend
and follow up with meetings.
Number of agencies represented at quarterly
(2026-2027) then annual (2028 and beyond)
Amador County Wildfire Collaborators 3, 6, 4
Emergency Water
Storage &
OES, AWA,
ACEH and
2031 FEMA Hazard Mitigation Grant
Program (HMPG), FEMA Building
See LHMP 2025, Amador County Planning
Area Mitigation Actions, Action 7.
2, 5, 1
Amador County CWPP [Version or Adoption Date] 90
Section 7, Item D.
CWPP Action Plan
Action Lead(s) Timeframe Resources Required Metric for Success Plan Goal Hauling
Infrastructure
Project
others Resilient Infrastructure &
Communities (BRIC), California
Department of Water Resources
Grants, California Climate
Resilience Program, State Water
Resources Control Board
Emergency Drinking Water
Funds, USDA Rural Development
Programs
Ensure accurate
fire hydrant
mapping
All local fire
agencies,
ACTPW
2028 GIS capacity through staff and/or
consultant. Fire department staff
time to compile and verify data.
Complete and accurate fire hydrant map for
the County, for each City and select
additional unincorporated population centers 2, 4, 5
Establish and
Fund a
Full-Time
Geographic
Information
Systems (GIS)
position for
Hazard
Mitigation and
Emergency
Planning
ACPD,
ACITD
2029 FEMA Hazard Mitigation Grant
Program (HMPG), Building
Resilient Infrastructure &
Communities Grant (BRIC), State
Homeland Security Program
(SHSP), County General Fund
See LHMP 2025, Amador County Planning
Area Mitigation Actions, Action 4; aligns with
2025 Strategic Fire Plan Amador- El Dorado
Unit, p. 95.
4, 3, 6
Countywide
wildfire resiliency
coordination GIS
mapping project
to support fuels
reduction efforts
AFSC,
ACPD,
ACITD
2028 SNC RFFCP. CAFSC County
Coordinator Grant. County
General Fund.
Wildfire resiliency project information
consolidated, verified and made publicly
viewable.
4, 3, 6
Enhance and
Harden Cellular
and Repeater
Communications
OES, All
local fire
agencies,
2031 and
beyond
FEMA Hazard Mitigation Grant
Program (HMGP), FEMA Building
Resilient Infrastructure and
See Amador County LHMP 2025, Amador
County Planning Area Mitigation Actions,
Action 5.
2, 5, 1
Amador County CWPP [Version or Adoption Date] 91
Section 7, Item D.
CWPP Action Plan
Action Lead(s) Timeframe Resources Required Metric for Success Plan Goal Infrastructure
Countywide
police
departments,
American
Legion
Ambulance,
and Cell
Providers
Communities (BRIC), California
Public Utilities Commission
(CPUC) PSPS Mitigation Funds,
California Office of Emergency
Services (Cal OES) Infrastructure
Grants, or State Homeland
Security Program (SHSP)
Upgrade and
Replace
Countywide
Emergency Radio
Communications
Infrastructure
CAL FIRE,
Amador
County
Sheriff's
Office, All
local fire
agencies and
police
departments,
American
Legion
Ambulance,
ACTPW
2031 FEMA Hazard Mitigation Grant
Program (HMGP), FEMA
Homeland Security Grant
Program (HSGP), Cal-OES
Grants, Partner Agencies, County
General Fund
See Amador County LHMP 2025, Amador
County Planning Area Mitigation Actions,
Action 6.
2, 5, 1
Regularly update
Amador County
CWPP
AFSC, OES,
CAL FIRE,
AFPD, USFS
2036 Numerous grant sources
available including BLM Federal
Financial Assistance, CALFIRE
Wildfire Prevention Grant and
others.
CWPP updated by 2036 and at least every
10 years thereafter.
6, 4, 3
Fire Risk
Reduction
Community List
OES, AFSC,
ARCD
Apply July
2027 for
inclusion in
2028 list.
CAFSC County Coordinator
Grant. SNC RFFCP grant.
Amador County qualified and registered in
the Fire Risk Reduction Community List.
2025 Strategic Fire Plan Amador- El Dorado
Unit, pp. 34, 95.
5, 3, 1
Objective 1.2: Reduce fuel loads strategically
Amador County CWPP [Version or Adoption Date] 92
Section 7, Item D.
CWPP Action Plan
Action Lead(s) Timeframe Resources Required Metric for Success Plan Goal Shaded Fuel
Break Network
AFSC, CAL
FIRE AEU,
SPI, USFS,
UMRWA,
PG&E
Ongoing CAL FIRE Wildfire Prevention
Grants, SNC Wildfire and Forest
Resilience Grants, BLM Federal
Financial Assistance.
CALFIRE Fuels Treatment Effectiveness
Reporting. Number of new fuel breaks
implemented. Number of acres treated to
create new fuel breaks. 2025 Strategic Fire
Plan Amador- El Dorado Unit, pp. 82–84,
117.
1, 2, 3
Community Scale
Fuel Reduction
AFSC, CAL
FIRE
Ongoing CAL FIRE Wildfire Prevention
Grants, SNC Wildfire and Forest
Resilience Grants, BLM Federal
Financial Assistance, PG&E.
Number of new projects implemented.
Number of acres treated. 2025 Strategic Fire
Plan Amador- El Dorado Unit, pp. 34, 117.
1, 5, 3
Monitoring and
maintenance of
strategic fuels
reduction
AFSC, ARCD 2027, then
ongoing
SNC Regional Forest and Fire
Capacity Program, CAL FIRE
Wildfire Prevention Grants, SNC
Wildfire and Forest Resilience
Grants, BLM Federal Financial
Assistance.
Monitoring protocol and database
established. Maintenance treatment
effectiveness evaluation. 2025 Strategic Fire
Plan Amador- El Dorado Unit, pp. 95, 117.
6, 1, 4
GOAL 2: Reduce risk to life and property from wildfires Objective 2.1: Improve compliance with Defensible Space and Home Hardening standards Home Hardening
Assistance
AFSC, CAL
FIRE AEU 2031
Grant funding. Agency staff
capacity to administer home
improvement reimbursement
program. Coordinate with
enhanced education and
outreach.
Number of homes engaged in program.
Percent of homes in High, Very High FHSV
retrofitted. 2025 Strategic Fire Plan AmadorEl Dorado Unit, pp. 34, 114. 1, 5, 6 Defensible Space
Assistance
ARCD, CAL
FIRE, All
local fire
agencies
2026 and
ongoing
CAL FIRE Wildfire Prevention
Grants, explore additional funding
sources to sustain programs.
Number of households engaged in
programs. 2025 Strategic Fire Plan AmadorEl Dorado Unit, pp. 34, 113–114. 1, 5, 6
Defensible Space
Inspections/
CALFIRE Ongoing CAL FIRE staff and cooperating
agencies.
Number of inspections and assessments
performed. Number of structures brought into
1, 5, 6
Amador County CWPP [Version or Adoption Date] 93
Section 7, Item D.
CWPP Action Plan
Action Lead(s) Timeframe Resources Required Metric for Success Plan Goal Qualified Entity
Program/ Real
Estate
Transaction
Inspections
compliance. 2025 Strategic Fire Plan
Amador- El Dorado Unit, pp. 34, 113–114.
Enforcement:
State level
CAL FIRE Ongoing CAL FIRE staff/ Amador District
Attorney.
Number of inspections and assessments
performed. Number of structures brought into
compliance. 2025 Strategic Fire Plan
Amador- El Dorado Unit, pp. 34, 113–114.
1, 5, 6
Good Neighbor
Packet
AFPD 2026 AFPD staff time to promote and
monitor the use of the policy.
Number of residents who utilize the Good
Neighbor Packet to conduct fuels reduction
work on adjacent properties.
1, 3, 5
Objective 2.2: Improve Ingress/ Egress Awareness
Identify and map
all single
Ingress-Egress
communities
OES, AFSC,
AFPD 2028
Multiple department staff time.
GIS capacity through staff and/or
consultant.
Complete and accurate county-wide map(s)
GIS polygons included in County-wide web
map, maintained and updated annually. 5, 2, 4
Identify and plan
road construction
and improvement
opportunities that
restore the
roadway
infrastructure and
improve ingress
and egress routes
where needed. ACTC
This plan is
updated every
four (4) years
and has a
20-year
planning
horizon. ACTC Staff and Resources
ACTC has held two (2) 'Call for Projects' to
date programming funding to 11 roadway
projects, of which one was completed in
early 2025, six are anticipated to go to
construction in 2026, and three are
estimated for completion by 2028. 2, 5, 1
Ingress/Egress
Roadside
Vegetation
Monitoring and
Maintenance
AFSC,
ACTPW,
CALTRANS
Ongoing CAL FIRE Wildfire Prevention
Grants, explore additional funding
sources to sustain programs.
CALTRANS general funds.
Upcoming monitoring program will track
maintenance needs on Private and County
maintained roads.
2, 6, 1
Amador County CWPP [Version or Adoption Date] 94
Section 7, Item D.
CWPP Action Plan
Action Lead(s) Timeframe Resources Required Metric for Success Plan Goal Tree Mortality
Program
ACTPW,
ARCD
2017-ongoing USFS match funding. Additional
funding sources will be required
to sustain the ACTPW program.
CAL FIRE Wildfire Prevention
Grants. Seek additional funding
mechanisms to fill the gap in
need.
Number of trees treated. 2, 1, 6
Objective 2.3: Public Education and Outreach
Collaborative
planning with
local community
associations
All local fire
agencies,
AFSC,
ARCD, CAL
FIRE
ongoing County general fund. SNC
RFFCP, CAL FIRE Wildfire
Prevention Grants, SNC Wildfire
and Forest Resilience Grants.
Proportion of WUI covered by local wildfire
preparedness and resiliency plans.
5, 3, 6
Enhance Public
Education and
Awareness of
Natural Hazards
and Public
Understanding of
Disaster
Preparedness
AFSC ongoing CAFSC County Coordinator
Grant. SNC RFFCP, CAL FIRE
Wildfire Prevention Grants, SNC
Wildfire and Forest Resilience
Grants. Multi-agency staff time.
Number of outreach events offered. Number
of participants attended. Number of outreach
materials produced. 2025 Strategic Fire Plan
Amador- El Dorado Unit, pp. 34, 117.
5, 3, 1
Development and
support of
Firewise
Communities in
Amador County
FWC, AFPD,
AFSC, all
local fire
districts
Ongoing CAFSC County Coordinator
Grant. SNC Regional Forest and
Fire Capacity Program, CAL
FIRE Wildfire Prevention Grants,
SNC Wildfire and Forest
Resilience Grants. County staff
resources. Multi-agency staff
time.
Number of Firewise Communities in good
standing. 2025 Strategic Fire Plan AmadorEl Dorado Unit, pp. 34, 95. 5, 3, 1
GOAL 3: Improve Landscape Resilience
Objective 3.1: Implement landscape-scale fuels reduction projects
Amador County CWPP [Version or Adoption Date] 95
Section 7, Item D.
CWPP Action Plan
Action Lead(s) Timeframe Resources Required Metric for Success Plan Goal Forest Health
Projects
AFSC,
ARCD, BLM
MLFO,
USFS,
UMRWA
Ongoing CAL FIRE Forest Health Grants,
SNC Wildfire and Forest
Resilience Grants, BLM Federal
Financial Assistance, USFS
Federal Financial Assistance,
and more.
Number of acres treated by type of
treatment. 2025 Strategic Fire Plan AmadorEl Dorado Unit, pp. 82–84, 117. 6, 1, 2
Objective 3.2: Sustainability maintain fire-safe landscapes Vegetation
Management
Program (VMP)
CAL FIRE,
SPI, AFSC
Ongoing CAL FIRE resources.
Cooperating agency/landowner
staff resources.
Number of acres treated by type of
treatment. 2025 Strategic Fire Plan AmadorEl Dorado Unit, pp. 82–84 1, 6, 3
Rangeland
Conservation and
Prescribed
Grazing
UCCE,
NRCS,
ARCD
2028 - strategy
development
UCCE, ARCD staff and
resources, potentially
supplemented by grant funding
from California Department of
Conservation, SNC, CAL FIRE
and others.
Acres of prescribed grazing implemented
and tracked by the California Wildfire and
Forest Resilience Task Force. Strategy
document finalized.
6, 1, 2
Facilitate
prescribed fire
Cooperating
fire agencies,
ACEH,
EAPBA,
ARCD
Ongoing EAPBA resources, coordinator.
CAL FIRE Business and
Workforce Development Grant.
State and local fire agency staff
and resources.
Acres of prescribed fire implemented.
Number of burn plans developed. 2025
Strategic Fire Plan Amador- El Dorado Unit,
pp. 35, 37-39, 56–57, 63-64, 70–72.
1, 6, 3
Workforce
Development
Amador Fire
Mitigation
Collaborators
Group,
UCCE
Ongoing Sierra Business Council grants.
CAL FIRE Business and
Workforce Development Grant.
Number of professionals trained by
practice/skill.
6, 3, 1
Facilitate
diversified
biomass markets
SEDD Ongoing Sierra Business Council grants.
CAL FIRE Business and
Workforce Development Grant.
Number of businesses with improved
capacity for biomass processing. Tons of
biomass processed per year.
6, 3, 1
Amador County CWPP [Version or Adoption Date] 96
Section 7, Item D.
CWPP Action Plan
Action Lead(s) Timeframe Resources Required Metric for Success Plan Goal GOAL 4: Improve Governance and Legislation
Objective 4.1: Advocate to enhance support for wildfire mitigation and resiliency Advocate for
improved policy
AFSC,
ACBS
Ongoing CAFSC Coordinator Grant.
County staff resources.
Number of interactions with state legislators. 3, 6, 5
Amador County CWPP [Version or Adoption Date] 97
Section 7, Item D.
Landscape Management and Prioritized Hazardous Fuel
Reduction Treatments
Definitions
By establishing shared definitions and descriptions for fuel reduction treatments, partners can better communicate intent, evaluate effectiveness, and design treatments that align with broader countywide goals.
Figure 22. Venn diagram of fuel reduction treatment types Forest Health projects
Purpose
Enhance ecosystem resilience: capacity to recover after wildfire Context
Forests of the Sierra Nevada foothills evolved through cycles of disturbance. Native Americans set frequent, low-severity cultural fire which improved the landscape to meet human needs; especially for foraging and hunting. After European settlement and especially after the California Gold Rush, between 1850-1950 timber harvest replaced fire as the primary mechanism of forest disturbance which led to higher tree density, understory and ladder fuels. With the introduction
Amador County CWPP [Version or Adoption Date] 98
Section 7, Item D.
of the Z'berg-Nejedly Forest Practice Act of 1973, responsible forest management became mandated. Vegetation and stand density management expanded especially on industrial timberlands. In modern times, with the expansion of residential areas into the forest, fire exclusion and dramatically reduced forest management in the Wildland Urban Interface/Intermix have again increased the risk of high-intensity wildfire.
Function
Forest health projects are designed primarily to restore and maintain ecosystem resilience and forests’ capacity to withstand and recover after wildfire. These treatments typically emphasize ecological objectives such as reducing overly dense stands, favoring fire-adapted and drought-tolerant species, improving age and structural diversity, and reintroducing more natural fire regimes. Methods often include selective thinning from below, removal of ladder fuels, prescribed burning, and in some cases managed wildfire.
Healthy forests resemble a mosaic of stand structure and composition, experience frequent low-intensity fires and other types of disturbance, and provide numerous benefits, including:
➔ Emergency response can more successfully protect human lives and assets from wildfire.
➔ Forest pathogens such as bark beetles are less likely to cause epidemics that result in widespread tree mortality.
➔ Soils increase their capacity to absorb, store and slowly release water, reducing the likelihood of floods and regulating delivery to reservoirs. ➔ Water, light, and nutrients are made available to early successional plant communities, increasing forage quality and quantity for wildlife and livestock. ➔ Diverse habitats improve wildlife diversity, balance predator-prey relationships and may reduce the likelihood of human-wildlife conflict.
In this approach, fuel reduction is a co-benefit of ecological restoration. By lowering surface and canopy fuel loads and increasing crown spacing, these treatments aim to moderate potential fire behavior—reducing flame lengths, crown fire potential, and ember production—while supporting long-term ecosystem function.Projects can range in scale from a few acres to several thousand.
Examples (implemented)
● Jackson Creek Forest Health (ARCD/CAL FIRE)
● Buckhorn Ridge (AFSC/BLM)
● Crestview (AFSC/BLM)
● Private non-industrial landowners participate in CAL FIRE's CFIP program and NRCS's EQIP program to support forest health and rangeland conservation on their own properties.
Community-scale fuel reduction
Community-Scale Fuel Reduction projects focus on reducing fuels accumulation and potential wildfire intensity in areas closest to neighborhoods in the Wildland Urban Interface/Intermix zones. They range between approximately 10 and 100 acres. They provide similar benefits to Shaded Fuel Breaks and Forest Health projects at a smaller scale.
Amador County CWPP [Version or Adoption Date] 99
Section 7, Item D.
Treatments prioritize defensible space principles: reducing surface fuels, pruning lower branches, spacing trees to limit crown fire spread, and removing flammable vegetation near structures.The primary objective is to modify fire behavior to improve the effectiveness of structure protection and evacuation, rather than to restore broader ecological conditions. By decreasing flame lengths and ember production near communities, these fuel reduction zones can provide safer conditions for firefighters and reduce the likelihood of home ignition from direct flame contact or radiant heat.
AFSC, with support of CAL FIRE, SNC, PG&E and other funding partners, plans and implements Community Fuel Break projects proposed by Firewise Communities, organized neighborhood groups, and City governments.
Examples (implemented)
● River Pines Community Fuel Break (AFSC/CAL FIRE)
● Butte Mountain Community Fuel Reduction project (AFSC/CAL FIRE) ● Jackson Gate Fuel Break (AFSC/PG&E)
NRCS, ARCD and AFSC are partnering to implement fuel reduction projects with groups of private non-industrial forest landowners through the mEQIP program.
Shaded Fuel Break Network
Context
Large-scale, high-intensity wildfires became more frequent and damaging since the turn of the century, especially in California's Sierra Nevada. Fuel reduction treatments are too costly to apply across all landscapes that need it. Shaded fuel breaks are a common approach to achieve the greatest benefit to wildfire mitigation given limited resources.
Function
Shaded fuel breaks are strips of forested areas typically ranging between 100 and 400 feet wide and covering tens to hundreds of acres. They are placed and designed to influence wildfire spread and support suppression operations at larger spatial scales. They are commonly located along ridgelines, roads, or other control features where firefighters can safely anchor and hold a line. Treatments may involve mechanical thinning, mastication, prescribed fire, or in some cases more intensive vegetation removal to create a clearly defined zone of reduced fuels. The goal is not to stop fire under all conditions, but to alter fire intensity and rate of spread so that suppression resources can engage more safely and effectively.
These fuel breaks are planned with operational strategy in mind, often using fire behavior modeling and historical fire data to identify high-leverage locations. When integrated into a network across a landscape, shaded fuel breaks can compartmentalize fuels, limit large fire growth, and create opportunities for burnout or backfiring operations. Their effectiveness depends on maintenance, alignment with topography and prevailing winds, and coordination across ownership boundaries, since fire does not respect jurisdictional lines.
Examples (implemented)
● Shake-Omo & Shake Fiddle Vegetation Management Plans (CAL FIRE/SPI)
Amador County CWPP [Version or Adoption Date] 100
Section 7, Item D.
● Pine Acres Fuel Break (CAL FIRE/AFSC)
● Mitchell Mine Fuel Break (AFSC/CAL FIRE/ARCD)
● Tiger Creek Fuel Break (AFSC/BLM/SNC)
Process - CWPP development
The following describes the process of identifying priority projects for hazardous fuel reduction treatments. The process of identifying priority projects involved utilization of prioritization software, consolidation of treatment datasets, review of the QWRA results, and input from local stakeholders.
Priority project areas were identified and prioritized using Vibrant Planet and Planscape prioritization software. Priority project areas were identified for each zone. Vibrant Planet prioritized project areas based on the emphasized objectives (results of the relative importance survey). Planscape prioritized project areas based on three selected priority objectives. Outputs are delivered for each objective (Prioritize Areas with High Probability of High-Intensity Fire, Prioritize Areas w/ High Wildfire Risk around Built Environment, Prioritize Areas with High-Intensity Fire Probability and Wildlife Species Richness) (Appendix F).
Past, current, and planned fuel treatment project boundaries were consolidated into a database for the CWPP. Datasets included those from consolidated treatment trackers such as CalMapper and Interagency Treatment Tracking System (ITTS), as well datasets provided from stakeholders including AFSC, ARCD, PG&E, EBMUD, and CalTrans.
Priority project areas, treatment datasets, QWRA and wildfire modeling results, as well as several other layers relevant to the CWPP planning were displayed on a public online map to help stakeholders explore the various datasets.
Amador County CWPP [Version or Adoption Date] 101
Section 7, Item D.
Table 14. Amador County CWPP Fuel Treatment Project Priorities, Locations, Size and Methods of Treatment. Treatments are not listed in any particular order
Fuel Treatment Projects and Priorities
Name Location Size Method(s) Status in 2026 Lead
Forest Projects Plan -
Phase 1
El Dorado National
Forest - Amador
District
11,023 ac in-progress
+ 8,508 ac planned
Mechanical
mastication, lop &
scatter, pile & chip, ... Active implementation
El Dorado National
Forest, UMRWA
Mokelumne - Amador -
Calaveras (MAC)
El Dorado National
Forest - Amador
District
Prioritized treatment
areas within 225,000
ac planning area
Prescribed fire,
mechanical
mastication, lop &
scatter, pile & chip, ...
Proposed, seeking
funding mechanism(s)
El Dorado National
Forest, UMRWA
Mokelumne Rim Fuel
Break
First ridge above
Mokelumne River from
HWY 49, south of
Jackson to Tiger Creek
Fuel Break in
Buckhorn. Bisected by
existing Pine Acres
Fuel Break. 500-750 ac
Mechanical
mastication, hand
treatment + chipping
Proposed, seeking
funding mechanism(s) AFSC, BLM
Amador Pines Forest
Health
Amador Pines:
between HWY 88 and
Shake Ridge Road,
Lockwood & Barton Up to 1000 ac
Mechanical
mastication, hand
treatment + chipping,
riparian restoration
Proposed, seeking
funding mechanism(s) ARCD, CAL FIRE
Mt. Crossman
Community Fuel Break Buckhorn / Barton 85 ac
Mechanical
mastication, hand
treatment + chipping
Planned, funding
approved AFSC, SNC
Thompson Ridge Fuel
Break
Between North Fork
Rancheria Creek and
South Fork Dry Creek 147 ac
Mechanical
mastication, hand
treatment + chipping
Planned, funding
approved AFSC, BLM
La Mel Community
Fuel Break
Mella Drive, above
headwaters of North 15 ac Mechanical mastication
Proposed, seeking
funding mechanism(s) AFSC, CAL FIRE
Amador County CWPP [Version or Adoption Date] 102
Section 7, Item D.
Fuel Treatment Projects and Priorities
Name Location Size Method(s) Status in 2026 Lead
Fork Rancheria Creek
Upper Dry Creek Fuel
Break
North of Volcano, East
of Lockwood between
Fiddletown Rd and
Shakeridge Rd Up to 206 ac
Mechanical
mastication, hand
treatment + chipping
Proposed, seeking
funding mechanism(s) AFSC, BLM
Rendic Fuel Break
East of Amador City,
between Amador
Creek and Shakeridge
Rd Up to 178 ac
Mechanical
mastication, hand
treatment + chipping
Planned, seeking
funding mechanism(s) AFSC
Sutter Highlands
Community Fuel Break
Northeast of Sutter
Creek, between Sutter
Creek Rd and
Shakeridge Rd,
connecting to Upper
Rancheria Community
Fuel Break Up to 134 ac
Mechanical
mastication, hand
treatment + chipping
Proposed, seeking
funding mechanism(s) AFSC
Amador Foothill Rural
Resiliency
Targeted forest, oak
woodland and
rangelands
surrounding the lower
elevation towns of
Ione, Plymouth,
Drytown, Amador City,
Sutter Creek and
Jackson.
To be determined, up
to thousands of acres
implemented in
multiple phases
Mechanical
mastication, hand
treatment + chipping,
prescribed fire,
targeted grazing,
herbicide
Proposed, seeking
funding mechanism(s) ARCD
Ione Wildfire Resiliency
Phase 1: Mule Creek
Northeast of Ione
among Mule Creek,
Preston Castle
properties and HWY
124 corridor.
To be determined, up
to several hundred ac
Mechanical
mastication, hand
treatment + chipping,
prescribed fire,
targeted grazing,
Proposed, seeking
funding mechanism(s) ARCD or AFSC
Amador County CWPP [Version or Adoption Date] 103
Section 7, Item D.
Fuel Treatment Projects and Priorities
Name Location Size Method(s) Status in 2026 Lead
herbicide
Ione Wildfire Resiliency
Phase 2: Firebrick
Between Ione and
Buena Vista
surrounding mine
To be determined, up
to several hundred ac
Mechanical
mastication, hand
treatment + chipping,
prescribed fire,
targeted grazing,
herbicide
Proposed, seeking
funding mechanism(s) ARCD
Ione Wildfire Resiliency
Phase 3: Sunnybrook
Between Ione and
Sutter Creek, North of
HWY 88
To be determined, up
to several hundred ac
Mechanical
mastication, hand
treatment + chipping,
prescribed fire,
targeted grazing,
herbicide
Proposed, seeking
funding mechanism(s) ARCD
Camanche Wildfire
Resiliency
Pastured land
surrounding Camanche
Village and Camanche
North Shore
subdivisions
To be determined, up
to several hundred ac
Targeted grazing,
rangeland conservation
technical assistance
Proposed, seeking
funding mechanism(s) ARCD
Doaks VMP
East of the community
of Pioneer on Tiger
Creek Road. 2,190-acres
Mechanical work, hand
crew work, and
broadcast burning Active CAL FIRE
Shake Fiddletown VMP
Shakeridge Road and
Fiddletown Road east
of the Community of
Volcano. 2,526-acres
Mechanical work, hand
crew work, and
broadcast burning
Active CAL FIRE
Shake Omo VMP
N. Amador Co. and
adjacent S. El Dorado
Co., along Omo Ranch
Rd.
4,748-acres
Mechanical work, hand
crew work, and
broadcast burning Active (retreatment ) CAL FIRE
Amador County CWPP [Version or Adoption Date] 104
Section 7, Item D.
Fuel Treatment Projects and Priorities
Name Location Size Method(s) Status in 2026 Lead
Pine Acres VMP
Butte Fire perimeter,
proceeding north to
Highway 88
along the Mokelumne
River Canyon edge to
protect the community
of Pine Acres.
2,190-acre
Mechanical treatment,
prescribed fire, and
pile burning Active PG&E and CAL FIRE
Tiger Creek/Doaks
Fuel Break
West from the
Antelope Fuel
Break to the Tiger
Creek Power Plant on
the Mokelumne River.
TBD TBD Proposed CAL FIRE
Amador County CWPP [Version or Adoption Date] 105
Section 7, Item D.
Figure 23. Amador County active and completed fuel treatment projects.
Treatments can be explored further using the live webmap at:
https://gsal.sig-gis.com/portal/apps/experiencebuilder/experience/?id=4d8a2179d6874e618fa8de8e504a8 a30&draft=true
Amador County CWPP [Version or Adoption Date] 106
Section 7, Item D.
Ignitability Measures for Structures
Reducing the ignitability of structures is a critical component of private property protection and overall community wildfire resilience. During wildfire events, structures most commonly ignite as a result of ember intrusion, radiant heat, or direct flame contact rather than from the wildfire front itself. California’s Wildland–Urban Interface building and defensible space standards, established under Title 24 of the California Code of Regulations (Chapter 7A) as well as Public Resources Code 4291, and Chapter 49 of the California Fire Code, are specifically designed to address these ignition pathways by requiring the use of ignition-resistant materials, construction methods, and design features for buildings and parcels located in designated WUI areas.
Structural ignitability measures outlined in this plan build upon the intent of Chapter 7A by promoting both compliance for new construction and voluntary retrofits of existing structures.
When integrated with defensible space measures under Public Resources Code 4291 and broader community-scale mitigation efforts, these measures substantially increase structure survivability, reduce structure-to-structure fire spread, and lessen demands on emergency response resources, thereby strengthening community-wide wildfire resilience.
New And Existing Development Requirements
Adopted in 2008, Chapter 7A applies primarily to new construction and certain remodels within designated WUI areas; however, these standards provide best-practice guidance for retrofitting existing structures. Items not regulated by Chapter 7A are still critical ignition pathways and are addressed through defensible space laws, fire codes, and local ordinances.
California Fire Safe Regulations
California’s Fire Safe Regulations (FSR) establish minimum wildfire-safety standards for new subdivisions and other development in State Responsibility Areas (SRA) and Fire Hazard Severity Zones (FHSZ). These standards are adopted under Public Resources Code (PRC) §4290 and are intended to ensure that new development provides adequate emergency access, addressing, water supplies, and perimeter fuel modification so firefighters can safely reach and defend communities during wildfire.
In practice, FSR requirements are typically implemented through the tentative/parcel map process and development review (and enforced by the local Authority Having Jurisdiction in coordination with CAL FIRE where applicable). The regulations focus on four core areas: (1) road and driveway standards for fire apparatus access; (2) street and address signage; (3) emergency water supply standards; and (4) fuel modification/defensible space provisions tied to development layout and siting. Local jurisdictions may adopt standards that equal or exceed the state minimums.
Key Fire Safe Regulation elements include:
● Emergency access (roads/driveways): Minimum design features that support engine access and evacuation, including road geometry, turnouts, signage for limitations, and maintaining access during construction and long-term use. ● Addressing and road naming/signs: Requirements to ensure visible, legible, and standardized road and address identification to speed emergency response. ● Emergency water standards: Minimum provisions for available, accessible, and maintained water for wildfire response/structure defense, including hydrants/fire valves
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and marking water sources.
● Fuel modification and development siting: Standards intended to reduce fire intensity and improve safety around structures and along access routes, including defensible-space-related setbacks and maintenance provisions for commonly owned areas.
Although the Fire Safe Regulations primarily apply to new development, partners frequently use them as best-practice guidance for existing communities—especially for upgrading ingress/egress constraints, improving address visibility, ensuring reliable emergency water, and establishing/maintaining strategic fuel modification along key evacuation corridors and community edges.
California WUI Building Code Requirements
California’s Wildland–Urban Interface (WUI) Building Code requirements are established in Chapter 7A and are intended to reduce structure ignition from wildfire exposure. These standards apply to new construction, additions, and significant remodels located within State Responsibility Areas (SRA) and Local Responsibility Areas (LRA) designated as Very High Fire Hazard Severity Zones (VHFHSZ). Chapter 7A focuses on improving the ability of structures to resist ignition from embers (firebrands), radiant heat, and direct flame contact—the three primary causes of structure loss during wildfire events.
The WUI Building Code is one of California’s most important wildfire mitigation policies and complements other state requirements such as defensible space (PRC §4291) and the Fire Safe Regulations (PRC §4290). While defensible space reduces fire intensity around structures, Chapter 7A reduces the likelihood that the structure itself will ignite when exposed to embers or nearby flame fronts.
Key Construction Standards
Chapter 7A includes performance and material standards for the most vulnerable components of a structure. Table 15 outlines applicable, but not all, WUI construction standards by building component. Key provisions include:
● Roofing: Roof assemblies must be Class A fire-rated. Because roofs are highly vulnerable to ember accumulation, materials and installation methods must resist flame penetration and ember intrusion.
● Vents: Attic, underfloor, and other ventilation openings must be covered with approved ember- and flame-resistant venting materials or protected by listed WUI-compliant vent products. Ember intrusion through vents has been identified as a leading cause of structure ignition during wind-driven fire events.
● Exterior Walls and Siding: Exterior wall coverings must use ignition-resistant materials or assemblies tested for wildfire exposure. This includes specific performance standards for siding, exterior wall systems, and sheathing.
● Windows and Glazing: Exterior windows and glazed doors must meet minimum performance requirements, typically including multi-pane glazing (e.g., tempered glass) to resist breakage from radiant heat exposure.
● Decking and Appendages: Decking surfaces, balconies, porches, and other attached structures must be constructed of ignition-resistant or approved materials. The underside
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of decks and projections may require enclosure or protection to prevent ember accumulation.
● Eaves and Soffits: Eave and soffit assemblies must meet ignition-resistant construction standards to reduce ember entry and flame spread into attic spaces. ● Gutters and Roof Edge Protection: Although not always regulated directly in the same way as other components, maintaining noncombustible or debris-free gutters is considered critical in conjunction with roofing standards.
WUI Building Code requirements apply at the time of building permit issuance for applicable projects. Local jurisdictions may adopt more restrictive standards based on local fire hazard conditions. Property owners undertaking substantial remodels or additions within designated hazard zones should consult with the local building department and fire authority to determine current compliance requirements.
Within the context of the CWPP, Chapter 7A compliance represents a foundational structural hardening strategy. Research following recent California wildfire disasters has consistently demonstrated that homes built to modern WUI standards perform significantly better than older structures built prior to adoption of Chapter 7A. As such, promoting awareness of WUI construction standards, encouraging retrofits of vulnerable building components (e.g., vents, windows, decking), and supporting enforcement of current code requirements are key actions to reduce community wildfire risk.
When combined with defensible space, fuel reduction treatments, and emergency access improvements, California’s WUI Building Code requirements form a critical part of a comprehensive wildfire resilience strategy.
Table 15. Common WUI construction and mitigation standards by building component Structural
Component
Mitigation Measures Relevant Chapter 7A
Reference
Chimney Install a code-compliant spark arrestor or chimney cap with noncombustible screening (maximum
5/8-inch openings) on all chimneys and stovepipes to
prevent ember intrusion or emission. Inspect and
maintain chimney components regularly to ensure
screens remain intact and functional.
Not directly addressed in
Chapter 7A; see California
Fire Code (CFC) and
Public Resources Code
§4291
Combustible
Items
Keep decks, porches, balconies, and areas
immediately adjacent to structures free of
combustible materials such as leaf litter, furniture
cushions, firewood, and stored items. Store
combustible materials at least 30 feet from structures
or within fire-resistant enclosures.
Not addressed in Chapter
7A; addressed through
defensible space
regulations (PRC §4291)
and local ordinances
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Detached
Accessory
Structures
Construct or retrofit detached structures using
noncombustible or ignition-resistant materials
whenever feasible. Apply the same ignition-resistant
construction principles used for primary structures
and maintain adequate defensible space separation.
§7A.1 (Scope and
Application)
Eaves Enclose open eaves with ignition-resistant materials such as fiber-cement board or exterior-grade
plywood to limit ember intrusion. Seal gaps, joints,
and exposed cavities where enclosure is not feasible.
§7A.3 (Vents); §7A.4
(Exterior Walls)
Exterior Siding Use noncombustible or ignition-resistant siding materials such as stucco, fiber-cement, masonry, or
metal. Maintain siding in good condition and seal
gaps or joints greater than 1/8 inch to reduce ember
entry and flame attachment.
§7A.4 (Exterior Walls)
Residential Fire
Sprinkler
Systems
Maintain existing residential fire sprinkler systems
through regular inspection and servicing to ensure
operability. Consider voluntary installation in existing homes where feasible to enhance interior fire
suppression capability.
Not addressed in Chapter
7A; see CBC §313
Roof Replace wood shake or shingle roofs with Class A
fire-rated roofing assemblies. Seal gaps at ridgelines, valleys, and roof coverings (including tile ends) to
prevent ember intrusion, and keep roofs free of
combustible debris through routine maintenance.
§7A.2 (Roofing)
Defensible Space
Defensible space refers to the managed area surrounding a structure where vegetation, combustible materials, and other fire hazards are modified or reduced to decrease wildfire intensity and improve structure survivability. Properly established and maintained defensible space reduces the likelihood that flames or embers will ignite a structure, limits fire spread between properties, and provides safer conditions for firefighters to defend homes during wildfire events. Defensible space is most effective when combined with structural hardening measures and ongoing maintenance.
In Amador County, defensible space requirements generally extend up to 100 feet from structures, measured from eaves, decks, porches, and other attachments to the property line, where applicable (Table 16, Figure 24). These requirements are established under California Public Resources Code §4291 and reinforced through county ordinances and local fire authority regulations. Consistent enforcement and maintenance of defensible space standards have been
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shown to significantly reduce wildfire impacts by interrupting fuel continuity and moderating fire behavior around homes and roadways.
Defensible space is organized into three zones based on distance from the structure, with progressively different objectives and treatment approaches. The most intensive measures are required closest to the building, where ember exposure and radiant heat pose the greatest risk.
Property owners are encouraged to work with their local CalFire unit or fire protection district, Fire Safe Council, or Firewise community to obtain parcel-level assessments and guidance tailored to site-specific conditions.
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Table 16. Defensible Space Zones and Recommended Mitigation Measures Zone Distance
from
Structure
Primary
Objectives
Recommended Mitigation Measures
Zone 0 –
Immediate
(Ember-Resista
nt Zone)
0–5 feet Eliminate
combustible
materials
immediately
adjacent to the
structure and
prevent ember
ignition.
Use noncombustible surfaces such as concrete,
pavers, or rock mulch adjacent to the structure.
Keep roofs, gutters, and downspouts clear of
leaves, needles, and debris. Remove firewood,
stored items, and combustible furniture from
this zone. Avoid woody vegetation, combustible
mulch, fences, or trellises that contact the
structure. Maintain a noncombustible clearance
between the ground and exterior siding. Use
noncombustible planters if vegetation is present
and keep plants low-growing and well-spaced.
Zone 1 –
Intermediate
(Lean, Clean,
and Green
Zone)
5–30 feet Reduce fuel
continuity and
slow fire spread
while minimizing
flame lengths near
structures.
Maintain low-growing, well-irrigated vegetation
and limit plant density. Create breaks between
vegetation groups to disrupt continuous fuels.
Remove ladder fuels by pruning lower tree
branches and separating shrubs from tree
canopies. Keep grass and herbaceous
vegetation trimmed to a low height. Remove
accumulated leaf and needle litter. Relocate
combustible structures such as sheds, trailers,
or recreational vehicles outside this zone where
feasible, or create defensible space around
them.
Zone 2 –
Extended
(Reduced Fuel
Zone)
30–100
feet
Modify fuels to
reduce fire
intensity and keep
wildfire on the
ground.
Thin trees and shrubs to reduce horizontal and
vertical fuel continuity. Remove dead or dying
vegetation and reduce concentrations of ladder
fuels. Increase spacing between tree canopies
and prune lower limbs to reduce crown fire
potential. Manage surface fuels to minimize
flame length while retaining soil stability and
ecological function. Treatments should be
tailored to slope, vegetation type, and site
conditions.
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Figure 24. Defensible space distance requirements (Image credit:
https://readyforwildfire.org/prepare-for-wildfire/defensible-space/) Parcel-Level Assessments
Parcel-level assessments provide a systematic evaluation of wildfire risk at the individual property scale. These assessments examine how site conditions, vegetation, structures, and surrounding topography interact to influence structure ignitability and fire behavior. Within the CWPP, parcel-level assessments help translate broader hazard analyses into actionable, property-specific mitigation measures.
The purpose of a parcel-level assessment is to identify vulnerabilities that increase the likelihood of structure ignition and to recommend practical, prioritized improvements.
Assessments typically evaluate three interrelated components:
1. Defensible Space Conditions – Consistent with Public Resources Code §4291 and the defensible space standards described above, assessments evaluate vegetation management within the required zones surrounding structures. This includes fuel continuity, ladder fuels, tree spacing, maintenance of grasses and shrubs, clearance from chimneys and propane tanks, and the condition of access routes. The assessment verifies whether the 0–5 foot “ember-resistant zone,” the 5–30 foot lean, clean, and green zone, and the extended reduced-fuel zone (where applicable) are properly established and maintained.
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2. Structural Vulnerability (Home Hardening) – Assessments examine exterior building components that influence ignitability, including roofing materials, vents, eaves, siding, windows, decking, fences, and attached structures. This directly relates to the WUI Building Code and ignitability section below by identifying whether structures meet modern ignition-resistant construction standards or would benefit from retrofits. Even where defensible space is adequate, structural vulnerabilities—such as ember-prone vents or combustible decking—can result in ignition.
3. Site and Access Factors – Evaluations may also include slope, driveway width and clearance, turnaround space, visible addressing, water supply access, and proximity to hazardous topographic features (e.g., chimneys, canyons, or ridge alignments). These factors influence both fire behavior and firefighter access during an emergency.
Parcel-level assessments are conducted through on-site inspections by trained personnel such as fire department staff, Fire Safe Council representatives, or qualified wildfire mitigation specialists. Findings are often documented using standardized checklists, photographs, and scoring criteria to ensure consistency across properties. Many programs classify risk into categories (e.g., low, moderate, high) to help prioritize mitigation efforts.
Parcel-level assessments provide property owners with clear, site-specific recommendations that connect directly to defensible space requirements and structural ignitability principles. By identifying both vegetation and building-related vulnerabilities, these assessments help ensure that mitigation actions address the full range of wildfire exposure—embers, radiant heat, and direct flame contact.
When implemented community-wide, parcel-level assessments support broader CWPP goals by:
● Increasing compliance with defensible space standards; ● Encouraging home hardening and retrofits;
● Identifying recurring risk patterns across neighborhoods; ● Informing fuel reduction project prioritization; and
● Enhancing overall community wildfire resilience.
In combination with defensible space compliance and ignition-resistant construction practices, parcel-level assessments serve as a critical bridge between policy and on-the-ground wildfire risk reduction at the individual property level.
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Ignitability Measures for Critical Infrastructure
Critical infrastructure plays a vital role in protecting life safety, supporting emergency response, and sustaining community function during wildfire events. Facilities and systems such as water supply, communications networks, electrical utilities, and transportation corridors are essential not only for daily operations, but also for evacuation, firefighting, public notification, and post-fire recovery (Table 17). Damage to or failure of these systems during a wildfire can significantly increase risk to residents and first responders and prolong community disruption.
Wildfire impacts to critical infrastructure can occur through direct flame contact, radiant heat, ember intrusion, falling trees, slope failure, and post-fire hazards such as erosion and flooding.
As wildfire intensity and frequency increase, protecting these systems requires proactive planning, targeted mitigation, and coordination among infrastructure owners, emergency responders, and land management agencies. Strategies identified in this plan emphasize risk reduction, redundancy, defensibility, and rapid restoration to improve overall system resilience.
Water Infrastructure
Water infrastructure is fundamental to wildfire suppression, public health, and recovery efforts.
This includes municipal water systems, community water districts, storage tanks, treatment facilities, wells, and distribution lines. Wildfires can disrupt water supply through power outages, damage to aboveground facilities, contamination, or reduced access to critical components.
Protecting water infrastructure involves maintaining defensible space around facilities, ensuring adequate fire flow capacity, protecting pump stations and storage tanks from ignition, and coordinating with fire agencies to identify priority assets. Redundant power supplies and backup water sources further enhance system reliability during wildfire incidents.
Communications Infrastructure
Reliable communications systems are essential for emergency notifications, coordination among response agencies, and public situational awareness during wildfires. Infrastructure such as radio repeaters, cell towers, dispatch centers, and fiber-optic networks are vulnerable to fire, smoke, power loss, and access constraints. Mitigation measures include vegetation management around communications sites, fire-resistant facility design, redundant power and signal pathways, and coordination among public safety agencies and private providers.
Strengthening communications resilience improves emergency response effectiveness and supports timely evacuation and public safety messaging.
Electrical Infrastructure
Electrical infrastructure is both vulnerable to wildfire damage and a potential source of ignition.
Power lines, substations, and related equipment are exposed to vegetation contact, wind, and extreme fire behavior. Wildfire-related power outages can also disrupt water systems, communications, medical services, and evacuation efforts. Protective strategies include vegetation clearance in utility corridors, hardening or undergrounding of equipment where feasible, improved access for inspection and repair, and coordination with utility wildfire mitigation plans. These actions reduce ignition risk while supporting system reliability during high fire danger conditions.
Road Infrastructure
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Roadways are critical for evacuation, emergency access, and firefighting operations. Narrow roads, limited turnarounds, steep grades, and roadside vegetation can restrict evacuation capacity and impede response during wildfire events. Road infrastructure is also susceptible to damage from fire, falling trees, and post-fire erosion or slope failure. Mitigation measures include roadside fuel reduction, maintaining clear vertical and horizontal clearance, improving signage and wayfinding, and identifying priority evacuation routes for targeted treatment.
Coordinated planning among transportation agencies, fire departments, and emergency managers is essential to ensure that road systems function effectively during emergencies.
Table 17. Critical Infrastructure Types and Wildfire Mitigation Actions Infrastructure Type Primary Wildfire
Vulnerabilities
Representative Mitigation Actions
Water Infrastructure Loss of power to pumps,
damage to storage tanks and
treatment facilities, limited fire
flow, contamination, and
restricted access during
wildfire events
Maintain defensible space around tanks, pump
stations, and treatment facilities; harden
facilities with ignition-resistant materials;
ensure adequate fire flow and hydrant spacing;
install backup power supplies; coordinate with
fire agencies to identify priority water assets for
protection
Communications
Infrastructure
Damage to towers and
repeater sites, power
outages, signal disruption
from fire and smoke, limited
site access
Conduct vegetation management around
communications sites; harden structures
against ember exposure; provide redundant
power and communication pathways; improve
site access for maintenance and emergency
response; coordinate across public safety and
private providers to enhance system
redundancy
Electrical
Infrastructure
Ignition risk from power lines,
damage from fire and falling
trees, service interruptions
affecting emergency systems
Maintain vegetation clearance in utility
corridors; implement infrastructure hardening
or undergrounding where feasible; improve
access for inspection and emergency repair;
coordinate with utility wildfire mitigation plans;
prioritize protection of assets supporting water,
communications, and medical services
Road Infrastructure Limited evacuation capacity,
restricted emergency access,
roadside vegetation hazards,
damage from fire and
post-fire erosion
Reduce roadside fuels along evacuation
routes; maintain vertical and horizontal
clearance; improve signage and wayfinding;
identify and prioritize critical evacuation
corridors for treatment; coordinate
transportation, fire, and emergency
management agencies to address access and
safety constraints
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Roles and Responsibilities for Critical Infrastructure Protection Effective protection of critical infrastructure from wildfire requires coordinated action among infrastructure owners, public agencies, emergency responders, and land management partners.
While specific responsibilities vary by infrastructure type and jurisdiction, wildfire resilience is most successfully achieved when roles are clearly defined and complementary.
Infrastructure Owners and Operators
Owners and operators of critical infrastructure—including water districts, utilities, communications providers, and transportation agencies—are primarily responsible for maintaining, hardening, and operating their facilities in a manner that reduces wildfire vulnerability. This includes conducting routine maintenance, managing vegetation within established rights-of-way or facility boundaries, ensuring compliance with applicable regulations, and implementing system-specific wildfire mitigation measures such as backup power, fire-resistant materials, and redundancy. Infrastructure owners are also responsible for participating in pre-fire planning, sharing asset information with emergency responders, and supporting post-fire damage assessment and restoration.
Fire Agencies and Emergency Responders
Fire departments, fire agencies, and emergency response agencies play a central role in identifying infrastructure assets critical to wildfire suppression, evacuation, and life safety. Their responsibilities include providing input on priority assets for protection, advising on defensible space and access requirements, and integrating infrastructure considerations into response planning and evacuation strategies. During wildfire incidents, fire agencies coordinate tactical protection efforts where feasible and support infrastructure operators with situational awareness and access coordination.
County and Local Governments
County departments, cities, and special districts support infrastructure protection through land use planning, ordinance development, emergency management, and interagency coordination.
Local governments facilitate collaboration among infrastructure owners, fire agencies, and land managers; support evacuation planning and public notification; and pursue funding opportunities that enhance infrastructure resilience. Counties also play a key role in integrating infrastructure protection priorities into broader wildfire preparedness, hazard mitigation, and recovery planning efforts.
State and Federal Agencies
State and federal agencies—including CAL FIRE, Cal OES, Caltrans, the U.S. Forest Service, Bureau of Land Management, and other land management entities—provide regulatory oversight, technical guidance, funding, and implementation support in addition to wildfire response. These agencies assist with fuels management on public lands adjacent to infrastructure, support regional planning and coordination, and administer grant programs that fund mitigation projects. State and federal partners also support post-fire recovery and infrastructure repair through disaster assistance programs.
Utilities and Private Service Providers
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Electric, gas, telecommunications, and broadband providers have specialized responsibilities related to wildfire ignition prevention and system reliability. These entities develop and implement wildfire mitigation plans, manage vegetation along corridors, harden equipment, and coordinate with emergency managers on power shutoffs, restoration timelines, and public communications. Close coordination with local governments and fire agencies is essential to balance wildfire risk reduction with community needs during high fire danger conditions.
Community Organizations and Fire Safe Councils
Fire Safe Councils, non-profit organizations, and community groups play a supporting role by facilitating coordination, education, and project development. These organizations often serve as connectors between infrastructure owners, agencies, and residents, helping to identify vulnerabilities, pursue grant funding, and implement complementary mitigation projects such as roadside fuel reduction or defensible space near infrastructure assets.
Amador County Wildfire Collaborators - coordination and CWPP implementation The Amador County Wildfire Collaborators (ACWC) is a partnership network made up of agencies, organizations, departments, and community groups working on wildfire resilience across Amador County.
ACWC composition
Amador County and city elected officials and government departments especially local Fire Protection Districts and Fire Departments, the Office of Emergency Management, Transportation and Public Works, Code Enforcement and Air Resources Board represent the interests of public safety, infrastructure and regulatory compliance. Land management agencies and private forest and rangeland owners, especially Eldorado National Forest, Bureau of Land Management, Sierra Pacific Industries, Pacific Gas and Electric and East Bay Municipal Utility District manage for wildfire risk reduction and resiliency within their properties. Amador Fire Safe Council, Amador Resource Conservation District, CAL FIRE, Natural Resource Conservation Service, University of California Cooperative Extension and other partners support management of non-industrial private lands which surround and contain the populated areas of the county.
Together through the Amador County Wildfire Collaborators (ACWC), groups including those mentioned above collaborate to plan, maintain and expand wildfire mitigation efforts.
Primary Goals of the ACWC
● Coordinate and support implementation of the Community Wildfire Protection Plan (CWPP).
● Share project updates, funding opportunities, successes, and challenges. ● Foster collaborative development of multi partner wildfire resilience projects. ● Develop Project Pipeline and shared monitoring and maintenance vision/goals. ● Provide a mechanism for consistent communication.
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● Strengthen relationships between fire personnel, local jurisdictions, and community partners
● Annual Review of CWPP progress through providing annual metrics for success and information on individual organizations’ progress towards goals.
Authority
ACWC will not have authority or governance power over any partner group. Participation is collaborative, voluntary, and focused on information sharing and coordination.
Facilitation
Currently the AFSC has funding to serve as the role of coordinator, convener, and facilitator for the ACWC. AFSC will provide assistance in the facilitation of the annual CWPP review.
Meeting Structure
Collaboration Meetings: Meetings are held three times per year, strategically scheduled around fire season to ensure local, state, and federal fire personnel can participate.
Proposed Role of Subcommittees
As the Amador County Wildfire Collaborators (ACWC) begin coordinating implementation of the Community Wildfire Protection Plan (CWPP), there may be opportunities to form voluntary, topic focused subcommittees to enhance collaboration on specific action areas. These subcommittees would be informal working groups, created only when partners identify a shared need or benefit. Their purpose is to support deeper coordination, reduce duplication of effort, and strengthen alignment across agencies, organizations, and community partners. ● Leadership / Administration Committee
● Outreach & Education Committee
● Fuels Reduction Project Committee
● Mapping/GIS Committee
● Defensible Space & Home Hardening Committee
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Wildfire Response and Suppression Capabilities
An assessment of the wildfire response and suppression capabilities within the Amador County CWPP was undertaken to evaluate whether the current resources, organization, and strategies are appropriate for expected wildfire, and if not, what requires improvement. Effective wildfire response in Amador County depends on coordinated interagency planning, reliable infrastructure, and accurate situational awareness that improve firefighter access and operational success. The following categories were identified as requiring improvement to strengthen the County’s wildfire response and suppression capabilities across multiple levels—parcel, community, and landscape.
Emergency Water Supply and Infrastructure
Reliable water access is critical for structural defense and extended attack operations.
Expanding emergency water storage and hauling infrastructure, which aligns with the Local Hazard Mitigation Plan (LHMP), was identified as a strategic improvement to water availability .
Additionally, ensuring accurate, up-to-date, and collaboratively shared fire hydrant mapping countywide improves dispatch accuracy and on-the-ground response effectiveness . Maintaining a complete, GIS-based hydrant inventory supports pre-incident planning, tactical water sourcing, and mutual aid response.
GIS, Mapping, and Decision Support
Modern wildfire response relies heavily on accurate geospatial information. Key improvements include establishing and funding a full-time GIS position dedicated to hazard mitigation and emergency planning. Efforts like this enhance pre-fire planning, evacuation modeling, project prioritization, and operational decision-making. Consolidated, publicly accessible mapping tools also support transparency and coordination across agencies and landowners.
Communications Systems Hardening
Resilient communications infrastructure is essential during wildfire incidents, particularly under Public Safety Power Shutoff (PSPS) conditions or during extended emergency operations.
Hardening and enhancing cellular and repeater communications infrastructure countywide, as well as upgrading and replacing countywide emergency radio communications systems will improve firefighter safety, ensure continuity of command, and support coordination among fire, law enforcement, EMS, and public works agencies.
Strategic Fuel Breaks and Landscape Treatments
Fuel reduction is a foundational suppression support strategy. The Plan identifies fuel break networks designed to facilitate safe and effective wildfire suppression. Landscape-scale fuel breaks—often located along ridgelines, major access routes, or strategic containment features—provide anchor points for suppression operations and help moderate fire behavior.
Community-scale fuel reduction projects reduce fire intensity at the wildland-urban interface, improving structure defense conditions. In addition, improved monitoring and maintenance will ensure treatment effectiveness over time. Without sustained maintenance, fuel breaks lose operational value; consistent tracking supports long-term suppression readiness.
Ingress/Egress Improvements
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Safe evacuation and responder access are critical life-safety components of wildfire response.
Key improvements include identification and mapping of single ingress/egress communities; road construction and rehabilitation planning through the Regional Transportation Plan (RTP), prioritizing projects based on evacuation designation and safety criteria; roadside vegetation monitoring and maintenance along private roads, county-maintained roads, and state highways; and continued implementation of the Tree Mortality Program to address hazard trees along roadways. These efforts would collectively improve emergency vehicle access, reduce evacuation bottlenecks, and minimize roadway ignition hazards during wildfire events.
Fiscal Resources
Funding to support CWPP implementation may be obtained from a variety of federal, state, and local grant programs. Larger-scale projects are most commonly supported through competitive grant opportunities, while smaller or more targeted actions may be funded through local or utility-based programs. The funding sources listed below represent commonly used programs for wildfire preparedness, mitigation, response capacity, and recovery activities; however, this list is not exhaustive.
Federal Emergency Management Agency (FEMA) programs provide several key funding opportunities for fire protection and hazard mitigation. The Assistance to Firefighters Grant Program (AFG) offers competitive funding to career and volunteer fire departments and eligible organizations to improve their capacity to protect public safety and firefighter health. Related programs under AFG include the Staffing for Adequate Fire and Emergency Response (SAFER) grants, which support the hiring, retention, and training of frontline firefighters, and Fire Prevention and Safety (FP&S) grants, which fund community risk reduction, fire prevention education, and firefighter safety research. FEMA also administers the Building Resilient Infrastructure and Communities (BRIC) program, a pre-disaster hazard mitigation program that supports proactive investments in resilience-focused infrastructure and planning. In addition, the Hazard Mitigation Grant Program (HMGP), administered in California by Cal OES, provides funding for projects and plans that reduce the long-term impacts of natural hazards following disaster declarations.
At the state level, CAL FIRE administers multiple grant programs that directly support wildfire mitigation, forest health, and community resilience initiatives aligned with CWPP goals. These include California Climate Investments (CCI) programs such as the Forest Health Program, Urban and Community Forestry grants, and Fire Prevention grants, as well as the California Forest Improvement Program (CFIP) and Volunteer Fire Assistance funding. The California Fire Safe Council, in partnership with the U.S. Forest Service, administers State Fire Assistance (SFA) funding through its Grants Clearinghouse program. These funds support hazardous fuels reduction on non-federal lands, CWPP development and updates, and community education and outreach activities in at-risk areas.
Additional funding opportunities are available through infrastructure and transportation-related programs. The California Department of Transportation (Caltrans) offers Sustainable Communities Planning Grants and Strategic Partnerships Grants, which may be used to support wildfire evacuation studies, evacuation planning, and multimodal transportation improvements that enhance emergency response and community safety.
Utility-sponsored programs may also provide important implementation support. Pacific Gas & Electric (PG&E) administers vegetation management and fuel reduction grant programs that assist Fire Safe Councils, public agencies, and partner organizations with wildfire prevention
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and fuels management projects, including Wildfire Safety and Preparedness grants and Fire Safe Council Fuel Reduction Program funding.
Collectively, these funding sources provide a diverse toolkit to support CWPP implementation across planning, prevention, mitigation, preparedness, and response activities. Leveraging multiple funding streams, coordinating grant applications among partners, and aligning projects with funder priorities will be critical to sustaining long-term wildfire resilience efforts throughout the planning area.
Potential Grant Funding Sources
Assistance to Firefighters Grant Program (AFG)
The Assistance to Firefighters Grant Program, administered by the Federal Emergency Management Agency (FEMA), provides competitive funding to career and volunteer fire departments and eligible organizations. The program is designed to improve the health and safety of both the public and firefighting personnel by supporting the purchase of firefighting equipment, personal protective equipment, vehicles, training, and operational enhancements.
AFG funds may also be used to strengthen departmental capabilities related to wildfire response, emergency communications, and interagency coordination.
Staffing for Adequate Fire and Emergency Response (SAFER) Grant The SAFER Grant Program, also administered by FEMA, focuses on increasing or maintaining the number of trained, frontline firefighters available in local communities. Funding may be used to support the hiring and retention of firefighters, including volunteer recruitment and retention initiatives. SAFER grants help fire departments meet national staffing, response, and operational standards, thereby improving response effectiveness during wildfire and other emergency incidents.
Fire Prevention and Safety (FP&S) Grants
Fire Prevention and Safety Grants are a component of FEMA’s Assistance to Firefighters Grant Program and are intended to reduce injuries and fatalities related to fire and fire-related hazards. These grants support community-based fire prevention programs, wildfire risk reduction education, smoke alarm initiatives, and firefighter safety research and development.
FP&S funding is particularly well suited for public outreach, education, and prevention-focused actions identified in the CWPP.
Building Resilient Infrastructure and Communities (BRIC) The Building Resilient Infrastructure and Communities program is FEMA’s pre-disaster hazard mitigation grant program, authorized under the Stafford Act. BRIC supports states, tribes, and local governments in undertaking hazard mitigation projects that reduce risk from natural hazards, including wildfire. Eligible activities include planning, infrastructure improvements, and innovative mitigation projects that emphasize long-term resilience, multi-benefit outcomes, and partnerships. BRIC prioritizes proactive investment to reduce future disaster losses and enhance community resilience.
Hazard Mitigation Grant Program (HMGP)
The Hazard Mitigation Grant Program provides funding to support hazard mitigation projects and planning efforts following a federally declared disaster. In California, HMGP is administered
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by the California Governor’s Office of Emergency Services (Cal OES). Eligible applicants include state agencies, local governments, special districts, and certain private non-profit organizations. HMGP funds may be used for wildfire mitigation planning, defensible space projects, fuel reduction, and other measures that reduce the long-term risk to people, property, and infrastructure.
CAL FIRE Fire Prevention Grant Program
The CAL FIRE Fire Prevention Grant Program provides funding for wildfire prevention activities that reduce the risk of wildfire to communities. Eligible activities include hazardous fuels reduction, wildfire prevention planning, education and outreach, and defensible space projects.
This program is a primary funding source for CWPP implementation in California and supports projects on both public and private lands, with an emphasis on protecting communities in high and very high fire hazard severity zones.
California Climate Investments (CCI) – Forest Health Program The CCI Forest Health Program, administered by CAL FIRE, funds projects that improve forest health and resilience while reducing wildfire risk and supporting climate adaptation goals.
Eligible activities include fuels reduction, forest restoration, reforestation, and landscape-scale forest management projects. Funding prioritizes projects that deliver multiple benefits, such as greenhouse gas reductions, watershed protection, habitat enhancement, and community wildfire resilience.
California Climate Investments (CCI) – Urban and Community Forestry Grant Program This CAL FIRE-administered program supports tree planting, maintenance, and urban forestry planning efforts that improve community resilience, public safety, and environmental conditions.
In wildfire-prone areas, these grants may be used to support vegetation management planning, community education, and strategic tree management that reduces fire risk while maintaining ecological and social benefits.
California Climate Investments (CCI) – Fire Prevention Program The CCI Fire Prevention Program provides funding for wildfire prevention activities that reduce the likelihood and severity of wildfires while supporting climate resilience objectives. Eligible activities include fuel reduction, defensible space, wildfire prevention planning, and public education. The program places emphasis on projects that protect vulnerable communities and reduce greenhouse gas emissions associated with catastrophic wildfire events.
California Forest Improvement Program (CFIP)
The California Forest Improvement Program provides financial assistance to private forest landowners for forest management practices that improve forest health and productivity. Eligible activities include fuels reduction, reforestation, forest stand improvement, and resource protection. CFIP supports long-term stewardship that reduces wildfire risk while maintaining ecological and economic values on private lands.
Volunteer Fire Assistance (VFA) Program
The Volunteer Fire Assistance Program provides funding to support volunteer and rural fire departments that protect communities in the wildland-urban interface. Administered through
Amador County CWPP [Version or Adoption Date] 123
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CAL FIRE in partnership with the U.S. Forest Service, VFA funding may be used for training, equipment purchases, and wildfire preparedness activities that enhance local response capacity.
California Fire Safe Council – U.S. Forest Service State Fire Assistance (SFA) Grants Through a master agreement with the U.S. Forest Service, the California Fire Safe Council administers State Fire Assistance funding via its Grants Clearinghouse program. These grants support hazardous fuels reduction on non-federal lands, CWPP development and updates, and community wildfire education and outreach. The program emphasizes creating fire-adapted communities and restoring resilient landscapes through local, community-driven projects.
PG&E Vegetation Management and Fuel Reduction Grant Programs Pacific Gas & Electric offers grant programs that support wildfire prevention and fuels reduction efforts in high-risk areas. These programs provide funding to Fire Safe Councils, public agencies, and non-profit organizations for vegetation management, fuel reduction, and community wildfire preparedness projects. PG&E funding is intended to complement utility wildfire mitigation efforts while supporting local risk reduction initiatives.
Caltrans Sustainable Communities Planning Grants
The Sustainable Communities Planning Grant Program, administered by the California Department of Transportation, supports local and regional planning efforts that advance state transportation and sustainability goals. These grants may be used to fund wildfire evacuation studies, evacuation route planning, and transportation system improvements that enhance emergency preparedness and community resilience.
Caltrans Strategic Partnerships Grants
The Strategic Partnerships Grant Program funds collaborative planning efforts that address transportation deficiencies on the state highway system. A subcategory of this program supports transit- and multimodal-focused planning projects, including those related to wildfire evacuation, emergency access, and interregional coordination. These grants can support CWPP actions related to evacuation planning and critical transportation infrastructure resilience.
Sierra Nevada Conservancy Wildfire and Forest Resilience Grant The Sierra Nevada Conservancy (SNC) Wildfire and Forest Resilience Grant Program funds projects that reduce wildfire risk and strengthen forest and watershed resilience across the Sierra-Cascade region. The program supports activities such as fuel reduction, forest restoration, and prescribed fire that protect communities while improving ecosystem health.
Funded in part through California’s Proposition 4 climate bond, the program provides millions of dollars for multi-benefit projects that enhance landscape resilience and advance statewide wildfire and climate goals.
Sierra Nevada Conservancy Community Resilience Grant
The Sierra Nevada Conservancy (SNC) Community Resilience Grant Program supports planning and implementation projects that strengthen the long-term environmental, economic, and social resilience of communities in the Sierra-Cascade region. It provides funding for capacity building, technical assistance, and collaborative efforts that help local governments, tribes, and nonprofit organizations prepare for and recover from challenges such as wildfire,
Amador County CWPP [Version or Adoption Date] 124
Section 7, Item D.
climate change, and economic transitions. The program emphasizes community-driven solutions that build local capacity, workforce development, and partnerships to support sustainable and resilient rural communities.
Sierra Nevada Conservancy Landscape Grant Program (Pilot) The Sierra Nevada Conservancy (SNC) Landscape Grant Program (Pilot) funds large, collaborative projects that restore forest health and reduce wildfire risk across entire landscapes in the Sierra-Cascade region. The pilot program aligns funding from multiple partners—such as state and federal agencies—into large grants that support coordinated portfolios of restoration projects implemented over 5–10 years. By investing at a landscape scale, the program aims to accelerate forest restoration, protect communities and critical resources, and increase resilience to climate-driven wildfire across multi-jurisdictional areas.
Amador County CWPP [Version or Adoption Date] 125
Section 7, Item D.
References
CalFire. 2026. Defensible Space Zones.
https://readyforwildfire.org/prepare-for-wildfire/defensible-space Finney, M. A. (2006). An overview of FlamMap fire modeling capabilities. In In: Andrews, Patricia L.; Butler, Bret W., comps. 2006. Fuels Management-How to Measure Success:
Conference Proceedings. 28-30 March 2006; Portland, OR. Proceedings RMRS-P-41. Fort Collins, CO: US Department of Agriculture, Forest Service, Rocky Mountain Research Station. p. 213-220 (Vol. 41).
IFTDSS (Interagency Fuels Treatment Decision Support System) Help Center. 2025. Integrated Hazard. Accessed March 11, 2025.
https://iftdss.firenet.gov/firenetHelp/help/pageHelp/content/20-models/lbp/out/inthazard.htm LANDFIRE (Landscape Fire and Resource Management Planning Tools). 2025. LANDFIRE 2024 Update (LF 2.5.0), Various Datasets. US Department of Agriculture, US Department of the Interior, and US Geological Survey. https://www.landfire.gov/index.php NWS. 2025. Fire Weather. National Weather Service. Accessed May 1, 2025. https://www.weather.gov/wrh/fire?wfo=vef&LAT=34.8957&LON=-116.9968 NRCS. 2025. Wind Rose Data. US Department of Agriculture, Natural Resources Conservation Service. Accessed February 12, 2025. Website.
https://www.nrcs.usda.gov/programs-initiatives/sswsf-snow-survey-and-water-supply-forecasting -program/wind-rose-data
NWCG. 2025a. Fire and Aviation Management (FAM) Production (PROD) website, Accessed February 12, 2025.
https://famprod.nwcg.gov/cognos11/bi/?perspective=content&tab=myContent&folder=i25415288 B31F4418B9C141C91647038A
NWCG (National Wildfire Coordinating Group). 2005b. Glossary of wildland fire terminology [Online]. Available:
https://www.nwcg.gov/publications/pms205/nwcg-glossary-of-wildland-fire-pms-205 Scott, J.H., and R.E. Burgan. 2005. Standard Fire Behavior Fuel Models: A Comprehensive Set for Use with Rothermel’s Surface Fire Spread Model. In United States Department of Agriculture, Forest Service, Rocky Mountain Research Station, General Technical Report RMRS-GTR-153. https://www.fs.usda.gov/rm/pubs series/rmrs/gtr/rmrs gtr153.pdf Scott, J., Helmbrecht, D., Thompson, M. P., Calkin, D. E., & Marcille, K. (2012). Probabilistic assessment of wildfire hazard and municipal watershed exposure. Natural Hazards, 64(1), 707-728.
Scott, J.H., M.P. Thompson, and D.E. Calkin. 2013. A Wildfire Risk Assessment Framework for Land and Resource Management. US Department of Agriculture Forest Service, Rocky Mountain Research Station, General Technical Report RMRS-GTR-315. https://www.fs.usda.gov/rm/pubs/rmrs gtr315.pdf
Amador County CWPP [Version or Adoption Date] 126
Section 7, Item D.
University of Utah. 2025. MesoWest. Weather Conditions for KNKX (MIRAMAR EAST).
Accessed June 1, 2025.
https://mesowest.utah.edu/cgi-bin/droman/meso_base_dyn.cgi?stn=KNKX USFS 2025a. FireFamilyPlus. Accessed May 28, 2025.
https://research.fs.usda.gov/firelab/products/dataandtools/firefamilyplus USFS 2025b. FlamMap. Fire Analysis Desktop Application. Accessed May 1, 2025. https://research.fs.usda.gov/firelab/projects/flammap
GIS Data Sources
Amador County GIS. 2026a. Fire Protection Districts. Accessed January 10, 2026. https://services9.arcgis.com/Z65sx307Hunxj6eq/ArcGIS/rest/services/LAFCO/FeatureServer/3 Amador County GIS. 2026b. Fire Hazard Severity Zones in State Responsibility Areas.
Accessed January 10, 2026.
https://services9.arcgis.com/Z65sx307Hunxj6eq/arcgis/rest/services/Fire/FeatureServer/3 Amador County GIS. 2026c. Land Use. Accessed January 10, 2026. https://services9.arcgis.com/Z65sx307Hunxj6eq/arcgis/rest/services/General_Plan_2025/Featur eServer
Amador County GIS. 2026d. State Responsibility Areas (SRA23_1). Accessed January 10, 2026. https://services9.arcgis.com/Z65sx307Hunxj6eq/arcgis/rest/services/Fire/FeatureServer/2 CALFIRE. 2026a. Land Ownership. Accessed January 10, 2026. https://egis.fire.ca.gov/arcgis/rest/services/FRAP/ownership/FeatureServer/0 CALFIRE. 2026b. CALFIRE Administrative Units. Accessed January 10, 2026. https://gis-california.opendata.arcgis.com/datasets/CALFIRE-Forestry::cal-fire-administrative-uni ts-1/about
CALFIRE. 2026c. CALFIRE Facilities. Accessed January 10, 2026. https://egis.fire.ca.gov/arcgis/rest/services/FRAP/Facilities/FeatureServer CALFIRE. 2026d. Wildland Urban Interface (WUI25_1). Accessed January 10, 2026. https://gis-california.opendata.arcgis.com/maps/ab3148666b084efcbe3bec0bf6af7441/about California Energy Commission. 2022. Low-Income or Disadvantaged Communities Designated by California. Accessed January 10, 2026.
https://cecgis-caenergy.opendata.arcgis.com/datasets/CAEnergy::low-income-or-disadvantaged -communities-designated-by-california-1
Amador County CWPP [Version or Adoption Date] 127
Section 7, Item D.
Appendix A: CWPP Working Group Members and
Stakeholders
Table A1. Amador CWPP Working Group members
CWPP Working Group Members and Stakeholders
Agency / Organization Primary Contact Title
Federal Government
U.S. Forest Service - Eldorado National Forest
James Thornock District Fire Management - Division Chief-1 Ryan Waggoner Forest Fire Planner
Ronnie Martinez Public Information Officer
Bureau of Land Management
Beth Brenneman Project Manager Fire/Fuels
Burns Brimhall Assistant District FMO
Jorge Pacheco
Fire Prevention/ Mitigation/ Education
Specialist
State / Tribal Governments
California Department of Forestry and Fire Protection
Mike Blankenheim Unit Chief (through December 2025)
David Wood Unit Chief (as of December 2025)
Jeff Hoag Assistant Chief
Mike Boyce Assistant Chief
Megan Sheeline Unit Forester
California State Parks
Lee Eal
Central Valley District’s Cultural Resources
Manager and Chaw’se Park Manager
Richard Rappaport District Forester, Forester I
Heather Reith
Natural Resources Manager - Central Valley
District
James Suero District Forester, Forester II
University of California Cooperative Extension
Dan Macon Livestock and Natural Resources Advisor
Scott Oneto Farm Advisor
Tribal Nations
Buena Vista Band of Mi-Wuk
Indians Michael DeSpain COO
Buena Vista Band of Mi-Wuk
Indians Jeff Cutri CEO
Ione Band of Mi-Wuk Indians Jereme Dutschke Cultural Resources Coordinator Amador County CWPP [Version or Adoption Date] [Appendix A] Page A1 128 Section 7, Item D.
CWPP Working Group Members and Stakeholders
Agency / Organization Primary Contact Title
Jackson Rancheria Crystal Myers CEO
Local Jurisdiction Departments
Planning / Building Department
Amador County Transportation
Commission John Gedney Executive Director
Kirkwood Meadows Public Utility
District Rick Ansel General Manager
Fire Department / Fire Protection Districts
Amador FPD Kayla Dale Public Information Officer
Amador FPD Rob Ebling Battalion Chief
Amador FPD Aaron Watkins Battalion Chief
Amador FPD Robert Withrow Fire Chief
City of Ione Ken Mackey Fire Chief
City of Ione James Bennet Engineer
City of Jackson Ryan Pidgeon Fire Chief
City of Jackson Robert Greathouse Fire Captain
Sutter Creek FPD Dominic Moreno Fire Chief
Jackson Valley FPD Randy Makemson Fire Chief
Kirkwood Volunteer Fire
Department (KVFD) Rick Ansel Fire Chief
Public Works Department
Amador County Public Works Jeff Christman Director
Amador Air District
Herminia Perry Air Pollution Control Officer
Local Elected Officials - Amador County Board of Supervisors District 1 Patrick Crew Supervisor
District 2 Dan Epperson Supervisor
District 3 Jeff Brown Supervisor
District 4 Logan Carnell Supervisor
District 5 Brian Oneto Supervisor
Amador County Office of Emergency Services
Matthew Girton Sheriff, Coordinator
Elected Officials / other Local Leadership
Amador City Dave Groth City Manager
City of Ione George Lee City Manager
Amador County CWPP [Version or Adoption Date] [Appendix A] Page A2 129 Section 7, Item D.
CWPP Working Group Members and Stakeholders
Agency / Organization Primary Contact Title
City of Jackson Carl Simpson City Manager
City of Plymouth Victoria McHenry City Manager
City of Sutter Creek Tom Dubois City Manager
City of Sutter Creek William Watson Project Manager
Local Fire / Forestry and Natural Resource Groups or Organizations Agriculture
Amador County Eric Mayberry Agricultural Commissioner
Amador County Barry Clark Deputy Agricultural Commissioner Amador Fire Safe Council
Todd Bertwell Natural Resources Project Manager
Amanda Watson Executive Director
Forest Management Groups
Sierra Pacific Industries Christopher Dow
South Sierra Vegetation Management
Specialist
Sierra Pacific Industries Jay Francis South Sierra Area Manager Mother Lode Land Trust Ellie Routt Executive Director
Amador Resource Conservation District (ARCD)
Steve Cannon Board President
Todd Bertwell Natural Resources Project Manager
Amanda Watson Executive Director
Upper Mokelumne River Watershed Authority (UMRWA)
Richard Skykes Executive Officer
Megan Layhee Environmental Consultant
Prescribed Burn Associations (PBA)
El Dorado Amador PBA Morgan Galleano Coordinator
Critical Infrastructure Companies or Districts
Electric / Power Utilities
Pacific Gas & Electric Todd Crawford Public Safety Specialist Pacific Gas & Electric Ty McCartney Wildfire Strategy & Engagement Pacific Gas & Electric Sashi Sabaratnam Wildfire & Climate Resiliency Pacific Gas & Electric Matt Waverly Natural Resource Management Pacific Gas & Electric Wes Whited Natural Resource Management Water Utility Districts
Amador Water Agency Rick Ferriera Operations and Engineering Manager Amador Water Agency Susan Peters Board of Directors
Amador County CWPP [Version or Adoption Date] [Appendix A] Page A3 130 Section 7, Item D.
CWPP Working Group Members and Stakeholders
Agency / Organization Primary Contact Title
East Bay Municipal Utility District Charles Beckman Manager of Watershed and Recreation Kirkwood Meadows Public Utility
District Rick Ansel General Manager
Amador County CWPP [Version or Adoption Date] [Appendix A] Page A4 131 Section 7, Item D.
Appendix B: Applicable Plans and Regulations
Plans and Regulations reviewed to inform the CWPP planning process and content development. The updated list reflects applicable local plans and regulations. State legislation should also be monitored for any additional impacts on CWPP planning and regulatory considerations.
Table B1. Applicable Plans and Regulations
Applicable Plans and Regulations
Resource Title (and applicable sections) Additional Notes or Links Federal Plans
Healthy Forests Restoration Act https://www.govinfo.gov/content/pkg/CO MPS-1123/pdf/COMPS-1123.pdf
Disaster Mitigation Act (Stafford Act) https://www.fema.gov/sites/default/files/ 2020-03/stafford-act_2019.pdf
National Fire Plan https://www.fs.usda.gov/database/budg etoffice/NFP_final32601.pdf
National Cohesive Wildland Fire Management Strategy https://www.forestsandrangelands.gov/d ocuments/strategy/strategy/CSPhaseIII
NationalStrategyApr2014.pdf
Wildland Fire Mitigation and Management Commission
Report
https://www.usda.gov/sites/default/files/
documents/wfmmc-final-report-09-2023.
pdf
State Plans
2018 Strategic Fire Plan for California (Board of Forestry and Fire Protection)
https://34c031f8-c9fd-4018-8c5a-4159c
dff6b0d-cdn-endpoint.azureedge.net/-/m
edia/bof-website/regulations/documents
-associated-with-regulations/2018-strate
gic-fire-plan-approved-08_22_18.pdf?re
v=8a738f11cadc4ff2800f61a6cee18af5
&hash=F3CCC9D2FC2BCEA238EDA4
C80CD04727
California’s Wildfire and Forest Resilience Action Plan (2021)
https://wildfiretaskforce.org/wp-content/
uploads/2022/12/californiawildfireandfor
estresilienceactionplan.pdf
California State Hazard Mitigation Plan (2023) (This was already linked) https://www.caloes.ca.gov/wp-content/u
ploads/Hazard-Mitigation/Documents/20
23-California-SHMP_Volume-1_11.10.2
023.pdf
Public Resources Code
Division 4. Forests, Forestry and Range and Forage
Lands
https://leginfo.legislature.ca.gov/faces/c
odes_displayexpandedbranch.xhtml?toc
Code=PRC&division=4.&title=&part=&c
hapter=&article=&nodetreepath=7
California Code of Regulations
Title 14. Natural Resources
Division 1.5 Department of Forestry and Fire Protection Title 24. Building Standards Code
Title 14, Division 1.5
Title 24 Part 2
Title 24 Part 2.5
Title 24 Part 9
Amador County CWPP [ Version or Adoption Date] [Appendix B] Page B1 132 Section 7, Item D.
Part 2 – California Building Code (Chapter 7A)
Part 2.5 – California Residential Code
Part 9 – California Fire Code
Part 12 – California Referenced Standards Code
Title 24 Part 12
California Government Code
Title 5. Local Agencies
Title 7. Planning and Land Use
Title 5
Title 7
California Health and Safety Code
Division 12. Fires and Fire Protection
HSC Division 12
California Environmental Quality Act https://www.califaep.org/docs/CEQA_H andbook_2021.pdf
Local Plans
General Plan https://www.amadorcounty.gov/departm
ents/planning/general-plan-update-draftenvironmental-impact-report-and-draft-g eneral-plan
Municipal Code Amador County Code
Multi-Jurisdictional or Local Hazard Mitigation Plan Amador County Local Hazard Mitigation Plan Update (May 2020)
Utility Wildfire Mitigation Plan CA Office of Energy Infrastructure - 2025 Wildfire Mitigation Plan Updates
Website
Emergency Management Plan Amador County Office of Emergency Services Plans and Documents Website
CAL FIRE Unit Fire Plan 2025 Strategic Fire Plan - Amador-El Dorado Unit
Community / Urban Forestry Plan The Mokelumne Amador Calaveras Forest Health and Resilience Project
(formerly The Forest Projects Plan)
Local CWPPs High Country CWPP - 2016
Pine Grove CWPP - 2013
Pioneer/Volcano CWPP - 2011
Amador County CWPP Part 1 - 2004
Amador County CWPP Part 2 - 2004
Evacuation Plan Amador County Evacuation Procedures
Website
Amador Fire Safe Council Evacuation
Preparedness Website
Amador County CWPP [ Version or Adoption Date] [Appendix B] Page B2 133 Section 7, Item D.
Appendix C: Public Outreach and Engagement
C.1 Purpose and Approach to Outreach and Engagement
Public outreach and engagement were central to the development of the Amador County Community Wildfire Protection Plan (CWPP). As a community-based planning effort, the CWPP’s effectiveness depends on meaningful opportunities for residents to learn about the planning process, provide local knowledge and input, and review how technical analyses and recommendations align with community values and priorities. Engagement was therefore designed not as a single event, but as a sustained, countywide effort to support transparency, participation, and shared ownership of the plan.
Figure C1.
Direct public outreach was conducted through multiple complementary methods, with an emphasis on geographic equity, accessibility, and varied engagement formats. Public meetings were held across all five County Supervisor Districts to ensure countywide coverage and to provide residents with locally relevant opportunities to participate. In addition, field trips are planned to support on-the-ground discussion of wildfire hazards, fuel conditions, access constraints, and suggested mitigation strategies. These in-person engagement efforts were supported by a publicly accessible project website
[https://www.amadorfiresafe.org/amador-county-cwpp] that served as a centralized hub for CWPP information, updates, meeting announcements, and supporting materials. The Amador County Fire Safe Council (AFSC) played a critical role in outreach by promoting engagement opportunities through its website, email distribution lists, local newspaper notices, and radio communications, helping to reach residents who may not otherwise engage through formal planning channels.
An important component of public engagement was an online survey that allowed participants to identify community concerns using map-based input, written comments, and photographs. This tool enabled residents to provide location-specific information and observations that are difficult to capture through meetings alone. The survey received 69 submissions distributed across Amador County CWPP [Version or Adoption Date] [Appendix C] Page C1 134 Section 7, Item D.
Amador County, reflecting participation from both upcountry and lower elevation communities and demonstrating broad geographic engagement. Together, these outreach methods provided multiple, accessible pathways for community members to contribute to the CWPP and ensured that public input informed both the analytical work (i.e. mappable data from the community) and the resulting recommendations.
Figure C2.
The CWPP Steering Committee and Working Group provided an essential layer of engagement through structured collaboration and stakeholder coordination. These In addition to the abovementioned groups include representatives from agencies and organizations involved in land management, fire protection, utilities, water supply, transportation, and economic activity, offering perspectives that complement public input and support implementation feasibility. While not a substitute for community outreach, the Steering Committee and Working Group functioned as conduits for information exchange through their professional roles and everyday interactions within the community, reinforcing and extending the reach of formal engagement efforts.
Together, these direct and indirect engagement pathways supported a CWPP that is both technically grounded and informed by the lived experience of Amador County residents.
C.3 Public Outreach and Community Engagement Activities C.3.1 County Supervisor District Community Meetings
To ensure broad geographic representation and locally relevant engagement, public community meetings were held in each of Amador County’s five County Supervisor Districts. These meetings provided in-person opportunities for residents to learn about the CWPP process, review preliminary findings, and share local knowledge, concerns, and priorities related to wildfire risk, preparedness, and mitigation. Meetings were scheduled at accessible community venues and coordinated with the respective County Supervisor to reinforce the connection between community input and county-level decision-making.
The Supervisor District meetings served as the first opportunity for direct, face-to-face public outreach in the CWPP development process, and were intentionally distributed across western Amador County CWPP [Version or Adoption Date] [Appendix C] Page C2 135 Section 7, Item D.
Amador County and upcountry communities. A total of fifty-seven residents participated in the meetings. In addition to residents, many meetings were attended by local fire officials and representatives from the Amador County Fire Safe Council and Amador County Resource Conservation District, creating opportunities for dialogue between community members, emergency responders, and implementing organizations.
Table C1. County Supervisor District Community Meetings District Supervisor Date Time Location City
District 1 Patrick Crew November
10, 2025
6:00–8:00
p.m.
Amador County
Administrative Building
Jackson
District 2 Logan
Carnell
November
5, 2025
6:00–8:00
p.m.
Volcano Communications
Center
Pine
Grove
District 3 Jeff Brown November
1, 2025
11:00
a.m.–1:00
p.m.
Pioneer Community
Veterans Hall
Pioneer
District 4 Dan
Epperson
November
4, 2025
6:00–8:00
p.m.
Tackle Box Café Lake
Amador
District 5 Brian Oneto November
6, 2025
6:00–8:00
p.m.
Plymouth City Hall Plymouth
C.3.1.1 Key Themes and Observations from Supervisor District Meetings Several themes emerged across the Supervisor District community meetings, reflecting both shared countywide concerns and district-specific perspectives.
Concerns related to homeowner’s insurance availability and rising premiums were raised at nearly every meeting. Many participants expressed that increasing insurance costs, policy non-renewals, or coverage limitations have become a primary motivator for engaging with wildfire mitigation and preparedness efforts. Related to this, community members frequently referenced media coverage of major wildfires over the past decade, both within Amador County and in neighboring counties, noting that these events have heightened awareness of wildfire risk and contributed to a sustained sense of urgency. In addition to concerns about direct fire impacts, participants emphasized the cumulative effects of wildfire on air quality and smoke exposure, including prolonged periods of degraded air, public health impacts, and disruptions to daily life.
Amador County CWPP [Version or Adoption Date] [Appendix C] Page C3 136 Section 7, Item D.
Figure C3.
Community members also cited impacts to travel and recreation, such as road closures, reduced access to outdoor areas, and lost economic activity tied to tourism and seasonal use, as well as broader effects on quality of life and overall well-being. Together, these experiences reinforced the perception that wildfire risk extends beyond immediate fire footprints and includes longer-term social, economic, and health consequences that influence community preparedness and support for mitigation efforts.
Participants also raised questions and concerns about how fuel treatments are implemented, particularly regarding residual material left on site, disturbance of forest soils, and perceived impacts to forest floor conditions. In some cases, soil disruption and post-treatment aesthetics were cited as sources of dissatisfaction or skepticism, underscoring the importance of clear communication about treatment objectives, methods, and expected outcomes.
Overall, community members demonstrated a high level of local knowledge and engagement, with many participants expressing interest in taking action and understanding how to participate in or support mitigation efforts. At the same time, some residents conveyed feelings of being overwhelmed by the scale of the wildfire problem or frustrated with perceived gaps in response, funding, or follow-through.
Local fire chiefs and fire district representatives attended several meetings and shared concerns related to the distribution of resources across the county, particularly in western Amador County where wildfire risk is often driven by grass and brush fuels rather than forested conditions.
These discussions highlighted perceived disparities in attention and funding relative to more heavily forested areas and created space for candid dialogue about operational challenges and priorities.
While some interactions were strongly worded or complaint-oriented, the meetings ultimately served as productive forums for relationship-building and information exchange. Participants were able to connect directly with representatives from the Amador County Fire Safe Council and Amador County Resource Conservation District, including Todd Bertwell, Natural Resources Project Manager, and Amanda Watson, Executive Director. These interactions helped clarify roles and responsibilities, identify appropriate points of contact, and create pathways for Amador County CWPP [Version or Adoption Date] [Appendix C] Page C4 137 Section 7, Item D.
continued involvement by community members who expressed concerns or dissatisfaction.
Collectively, the Supervisor District meetings supported greater mutual understanding and helped ground the CWPP in both technical considerations and lived community experience.
C.3.2 Public Project Web Map
A public-facing project web map was developed to provide transparency into the CWPP planning process and to allow community members to follow how wildfire hazard, risk, and mitigation priorities were assessed across Amador County. The web map presents the key spatial datasets used in the CWPP, including wildfire hazard indicators, mitigation opportunity layers, and Highly Valued Resources and Assets (HVRAs), organized in a clear and intuitive structure that mirrors the step-by-step analytical approach used to develop the plan.
The web map is structured to guide users through the process of identifying areas of greatest concern by integrating fire likelihood, fire behavior, and community-defined values. By displaying how these layers interact spatially, the map helps illustrate how priority areas for mitigation were identified—focusing on locations where targeted treatments can provide the greatest benefit for protecting community assets in a cost-effective and timely manner. This geospatial approach supports an understanding of how limited resources can be strategically applied to reduce wildfire risk in a heavily forested, rural county.
The project web map is hosted as a publicly accessible resource on the AFSC website and serves as a central engagement tool throughout CWPP development. Map layers and outputs have been used consistently in public meetings, presentations, and briefings to support discussion and interpretation of technical analyses. By making the underlying data and analytical framework visible and accessible, the web map supports informed community participation and helps bridge the gap between technical wildfire modeling and community understanding.
Amador County CWPP [Version or Adoption Date] [Appendix C] Page C5 138 Section 7, Item D.
Figure C4. Public Webmap:
https://gsal.sig-gis.com/portal/apps/experiencebuilder/experience/?id=4d8a2179d6874e618fa8de8 e504a8a30&draft=true
In addition to the core datasets displayed in the project web map, the CWPP planning process also incorporated outputs from advanced treatment planning platforms to explore and refine mitigation strategies. Results from these platforms were integrated into the public web map to allow community members to view proposed treatment scenarios alongside other key metrics.
While some analytical outputs were developed using Vibrant Planet, a proprietary software platform that requires licensing to access directly, publicly accessible treatment scenarios developed using Planscape are available for public exploration.
C.3.3 Planscape Scenarios
Planscape was used in parallel with Vibrant Planet as part of the CWPP treatment planning and evaluation process. The primary purpose of incorporating Planscape was to provide Amador County with a free, publicly accessible, and continuously available platform for exploring and refining wildfire mitigation strategies beyond the formal CWPP development timeline. While Vibrant Planet served as the primary treatment planning platform for the project, Planscape was intentionally included to ensure that the county and community retain long-term access to treatment planning tools should licensed software become unavailable in the future.
Amador County CWPP [Version or Adoption Date] [Appendix C] Page C6 139 Section 7, Item D.
Figure C5.
For Amador County, Planscape provides unlimited public access and regular (biannual) updates, allowing community members, local partners, and county staff to continue engaging in treatment planning, scenario exploration, and priority refinement over time. Making this platform available supports continued community participation and transparency by enabling users to view, iterate on, and compare treatment strategies at no cost. In addition, running Planscape alongside Vibrant Planet allowed for a comparative analysis between two similar planning frameworks, strengthening confidence in identified priority areas and providing an opportunity to compare assumptions, outputs, and treatment patterns across platforms. Planscape scenarios were shared with the community through public meetings and the project web map, reinforcing its role as both a planning resource and a public outreach tool.
C.3.4 Online Survey With Map-Based Feedback
An online survey was implemented to provide a flexible, accessible way for community members to share wildfire-related concerns and priorities throughout Amador County. The survey was designed to complement in-person meetings by allowing participants to contribute input asynchronously and to provide location-specific information that may not emerge during public forums.
Amador County CWPP [Version or Adoption Date] [Appendix C] Page C7 140 Section 7, Item D.
Figure C6.
The survey enabled respondents to identify areas of concern using a map-based interface, submit written comments, and upload photographs. This approach allowed participants to document site-specific conditions, propose potential mitigation actions, and share local knowledge in a format that could be directly integrated into the CWPP planning process. Survey submissions included mapped locations of concern, annotated treatment ideas, photographs, and narrative descriptions.
The survey was distributed through multiple outreach channels, including announcements at public meetings, links on the CWPP project website, and outreach conducted by the Amador County Fire Safe Council through its website, email distribution lists, and other media. The Amador County CWPP [Version or Adoption Date] [Appendix C] Page C8 141 Section 7, Item D.
survey was open from September 20, 2025, through [insert close date] and remained available throughout much of the CWPP development process to allow continued public participation.
As of this writing, the survey has received approximately 65 submissions distributed across Amador County, spanning western communities and upcountry areas. The majority of submissions (approximately 60%) identified accumulation of fuels as the primary concern. Other commonly cited categories included unburned piles, ingress and egress constraints, opportunities for community fuel breaks, and proposed fuel mitigation projects. Collectively, these submissions provided geographically diverse, site-specific input that informed the identification of priority areas and supported alignment between technical analyses and community-identified needs.
Figure C7.
Amador County CWPP [Version or Adoption Date] [Appendix C] Page C9 142 Section 7, Item D.
Appendix D: Wildfire Simulation Inputs and Summary
D.1 Fuels
Descriptions of the fuel models and the acreage represented by each are provided in Table D1 and illustrated in Figure D1. Approximately 46,000 acres (3%) of Amador County is classified as non-burnable. Of the flammable vegetation and fuels, approximately 102,000 acres (26%) are Very High Load, Dry Climate Timber-Shrub. The next most prevalent fuel model is Low Load, Dry Climate Grass (GR2) (85,000 acres; 2%) and Moderate Load, Dry Climate Grass-Shrub (GS2) (51,000; 13%). Note that LANDFIRE fuel model descriptors shown in Table 7 are representative of 2024 conditions, subject to climatic changes, and can vary within and across years.
Table D1. Summary of Amador County Fuel Models, Acres, and Descriptions.
Fuel Type FBFM40 Acres Percent Description
Non-Burnable
NB1 19,542 5.0% Urban/Developed
NB3 5,857 1.5% Agricultural
NB8 7,958 2.1% Open Water
NB9 12,545 3.2% Bare Ground
Grass
GR1 2,934 0.8% Short, Sparse Dry Climate Grass
GR2 84,957 21.9% Low Load, Dry Climate Grass
GR3 1,897 0.5% Low Load, Very Coarse, Humid Climate Grass Grass-Shrub
GS1 3,288 0.8% Low Load, Dry Climate Grass-Shrub
GS2 51,445 13.3% Moderate Load, Dry Climate Grass-Shrub Shrub
SH1 97 0.03% Low Load Dry Climate Shrub
SH2 905 0.2% Moderate Load Dry Climate Shrub
SH3 4 0.001% Moderate Load, Humid Climate Shrub
SH4 25,584 6.6% Low Load, Humid Climate Timber-Shrub
Amador County CWPP [Version or Adoption Date] [Appendix D] Page D1 143 Section 7, Item D.
SH5 8,207 2.1% High Load, Dry Climate Shrub
SH7 13 0.003% Very High Load, Dry Climate Shrub
Timber
Understory TU1 5,379 1.4% Low Load Dry Climate Timber-Grass-Shrub TU2 1,235 0.3% Moderate Load, Humid Climate Timber-Shrub TU3 11,007 2.8% Moderate Load, Humid Climate Timber-Grass-Shrub TU5 102,561 26.4% Very High Load, Dry Climate Timber-Shrub Timber Litter
TL1 151 0.04% Low Load Compact Conifer Litter
TL2 1,823 0.5% Low Load Broadleaf Litter
TL3 9,572 2.5% Moderate Load Conifer Litter
TL4 11,015 2.8% Small downed logs
TL5 2,264 0.6% High Load Conifer Litter
TL6 9,768 2.5% Moderate Load Broadleaf Litter
TL7 3,297 0.8% Large Downed Logs
TL8 2,901 0.7% Long-Needle Litter
TL9 1,686 0.4% Very High Load Broadleaf Litter
Slash
Blowdown SB2 40 0.01% Moderate Load Activity Fuel or Low Load Blowdown Total Acres
387,933 100%
Key: FBFM40 = Scott and Burgan 40 Fire Behavior fuel models.
Amador County CWPP [Version or Adoption Date] [Appendix D] Page D2 144 Section 7, Item D.
Figure D1. Scott and Burgan 40 Fire Behavior Fuel Models Amador County CWPP [Version or Adoption Date] [Appendix D] Page D3 145 Section 7, Item D.
D.2 Landscape Profile
The Amador County topographic analysis was conducted using the LANDFIRE topographic rasters for elevation, slope, and aspect (LANDFIRE 2025). The majority of Amador County terrain is rough with higher elevations in the Sierra Nevada mountains that occupy a significant portion of the county(Figure D2). The terrain in Amador County is predominantly between South and West (circular mean aspect 220°, R-value 0.163, circular variance 0.837) which should result in lower mean fuel moisture than if the slopes were predominantly North and East facing (Figure D4). It should be noted that in Figure D5. no color signifies flat terrain.
Figure D2. Elevation
Amador County CWPP [Version or Adoption Date] [Appendix D] Page D4 146 Section 7, Item D.
Figure D3. Slope
Figure D4. Aspect
Amador County CWPP [Version or Adoption Date] [Appendix D] Page D5 147 Section 7, Item D.
D.3 Weather Summary
Amador County is within Fire Weather Zones 217, 219, 267 and 269 (National Weather Service Western Region 2025). Wildfire-related weather in the area centers around hot, dry, windy conditions typically in the late summer and early fall. The combination of wind, heat, and dryness turns all vegetation types into explosive fuel for large wildfires.
The nearest weather data sources were considered for this analysis, namely CFA, Mount Zion, Beaver, and Campo SECO Remote Automated Weather Stations (RAWS). All four RAWS are located in or near Amador County were selected for analysis because they had a complete period of record to use in computing National Fire Danger Rating System (NFDRS) fire danger indices (Figure D5). These stations are part of an established network of RAWS owned and maintained by counties, and both federal and state agencies. The four stations were combined into a “Special Interest Group” (Amador County SIG) for analysis in FF+ which allows a more rigorous analysis of the entire area. The Amador County SIG has recorded weather observations since 1999 with data recorded hourly each day. Weather observations from 2016 to 2024 (8-year period) were used for this analysis. Table D2 shows detailed site parameters for the four RAWS that compose the Amador County SIG.
Table D2. Amador County SIG RAWS Information.
May 15th-Nov 1st
2012-2024
Weather Stations
Campo Seco CFA RAWS Mt Zion Beaver Mean
Wx Percentile 90 97 90 97 90 97 90 97 90 97
Fuel
Moisture
1hr 3 3 3 2 3 3 3 2 3 3
10hr 4 3 4 3 3 3 3 3 4 3
100hr 7 6 6 5 5 4 5 5 6 5
1000hr 8 8 7 7 6 5 6 6 7 7
Herb 3 3 3 2 3 3 3 2 3 3
Woody 60 60 60 60 60 60 70 70 63 63
Wind
Wind
Speed 10 12 9 12 5 6 4 4 7 9
Gust
Speed 26 31 17 21 11 13 13 14 17 20
Wind
Direction 299 320 298 315 269 280 256 269 281 296
Key: ft = feet; ID = unique identification number; NESDIS = National Environmental Satellite, Data, and Information Service; NFDRS = National Fire Danger Rating System; NWS = National Weather Service; RAWS = Remote Automated Weather Station.
Amador County CWPP [Version or Adoption Date] [Appendix D] Page D6 148 Section 7, Item D.
Figure D5. Amador County SIG RAWS Locations.
D.4 Energy Release Component and Burning Index
The National Wildfire Coordinating Group (NWCG) classifies the RAWS in Amador County SIG as representative of Fuel Model B – California Chaparral (NWCG 2025a). Weather data from Amador County SIG were input into FireFamily Plus (FF+) software to determine NFDRS fire danger indices. FF+ is a software package used to calculate fuel moistures and fire danger indices, like Energy Release Component (ERC) and Burning Index (BI), using hourly or daily fire weather observations from RAWS.
ERC is a measure of potential heat or energy released from wildfires occurring during active burning portions of the year. ERC changes gradually as live and dead fuel conditions dry out and is a good indicator of overall wildfire potential, danger, and staffing needs. Burning Index is a measure of fire intensity which combines Spread Component (how fast a fire will spread) and ERC to relate how fire behavior impacts fire containment efforts. The BI is generally 10 times the flame length of a fire. Both ERC and BI are critical in determining potential fire danger and resistance to suppression efforts should an ignition occur under elevated conditions.
Figure D6 and Figure D7 show FF+ results for ERC and BI using Amador County SIG data for the period 2016 to 2024. ERC and BI are shown on the Y-axis (0 to approximately 120 and 220, respectively). The analysis period was set at 1-day intervals. Statistical analysis of the data is plotted with averages represented by the gray line. The red and blue lines represent the maximum and minimum values, respectively, recorded for a given day within the 8-year analysis period.
Amador County CWPP [Version or Adoption Date] [Appendix D] Page D7 149 Section 7, Item D.
The graph also shows an approximate green-up period around mid-January. Green-up is defined as the beginning of a new cycle of plant growth. Shortly after green-up occurs, live and dead fuels slowly start to dry out and become available to burn as the summer progresses. This analysis indicates that fire season generally lasts from mid-April through September when ERC and BI values are elevated. Rainfall, or lack thereof, can alter the duration of fire season.
Figure D6. Energy Release Component
Amador County CWPP [Version or Adoption Date] [Appendix D] Page D8 150 Section 7, Item D.
Figure D7. Burning Index
D.5 Winds
Of the three primary drivers of wildfire behavior (wind, fuels, and topography), wind typically has the greatest impact on rates of wildfire spread and spread direction. Historical wind data for the Amador County area were collected from Amador County SIG for daytime hours (0800 to 1900) during the same 8-year period as the ERC and BI analysis. FF+ used this data to generate a wind rose (Figure D8). Wind roses show the frequency with which winds blow from a particular direction at a particular speed. The length of each spoke is proportional to the amount of time that the wind blows from that direction (NRCS 2025).
The Amador County SIG wind rose shows that daytime winds are typically from the west-southwest and southwest about 36% of the time. Wildfires that ignite in the county and that escape initial attack under these conditions would likely spread up-slope in a northeasterly direction.
Amador County CWPP [Version or Adoption Date] [Appendix D] Page D9 151 Section 7, Item D.
Figure D8. Wind Rose for Amador County SIG.
Amador County CWPP [Version or Adoption Date] [Appendix D] Page D10 152 Section 7, Item D.
D.5.1 Critical NFDRS Indices
Fire modeling and analysis were completed using the 50th and 97th percentile weather conditions and NFDRS indices calculated from Amador County SIG data. These percentiles represent very high to extreme fire danger conditions (Table D3). The results from FF+ were used as inputs in FlamMap (USFS 2025) for wildfire behavior simulation and subsequent output analysis.
Table D3. Critical NFDRS Indices from Amador County SIG.
NFDRS Index 90th Percentile 97th Percentile
Max Temp (°Fahrenheit) 99 105
Min RH (%) 12 9
Windspeed (mph) 6 6
Wind Gust Speed (mph) 13 15
1-Hr. Fuel Moisture (%) 3 3
10-Hr. Fuel Moisture (%) 4 3
100-Hr. Fuel Moisture (%) 6 5
1000-Hr. Fuel Moisture (%) 7 6
Woody Fuel Moisture (%) 63 63
Herbaceous Fuel Moisture (%) 4 3
Ignition Component2 (%) 51 59
Burning Index3 91 98
Energy Release Component 108 115
Notes:
1) Ignition Component is a rating of the probability that a firebrand will cause an actionable fire. The Ignition Component can range from 0, when conditions are cool and damp, to 100 on days when the weather is dry and windy. When the Ignitions Component value is 0, a single firebrand will not start a wildland fire requiring suppression action. For a value of 50, there is a 50% probability that a single firebrand could start a wildfire requiring suppression action.
2) Key: Hr = hour; ID = identifier; mph = miles per hour; NFDRS = National Fire Danger Rating System; RAWS = Remote Automated Weather Station; RH = relative humidity.
Amador County CWPP [Version or Adoption Date] [Appendix D] Page D11 153 Section 7, Item D.
Amador County CWPP [Version or Adoption Date] [Appendix D] Page D12 154 Section 7, Item D.
Appendix E: Community HVRA Prioritization and Risk
Assessment Inputs and Summary
E.1 Relative Importance Values
Relative importance refers to the assigned weight or priority given to each HVRA, reflecting its perceived value or sensitivity in the landscape. According to Scott et al. (2013), relative importance values are critical for scaling and comparing the potential effects of wildfire across a diverse set of HVRAs. For Amador County, for each zone, each HVRA category was assigned a score between 1 (low) - 5 (high) importance by Amador County stakeholders and averaged across respondents. Weights were assigned for each sub-HVRA based on data from Vibrant Planet and to be consistent with their methodology. This allowed for a final ranking from highest to lowest relative importance.
Tables E3-E5 include the HVRA Relative Importance values.
Relative importance values are used in conjunction with fire exposure metrics (notably burn probability and flame length outputs derived from wildfire simulations) and response functions to compute the NVC caused by wildfire. The result of the NVC analysis is helpful in prioritizing risk mitigation actions.
E.2 Response Functions
In the context of QWRA, a response function is a means to generally estimate the impact of wildland fire – beneficial or detrimental - on sub-HVRAs, based on the intensity of the fire exposure. Response functions link modeled fire behavior outputs (such as flame length) to the expected change in value of a sub-HVRA, typically expressed as a relative percentage of gain (benefit) or loss (Scott et al. 2013). For instance, a response function for residential structures may show increasing levels of damage with increasing flame length, while a response function for a fire-adapted habitat may show ecological benefits at low intensities and losses or damage at higher fire intensities. A foundational question asked when identifying a response function related to a specific sub-HVRA is – “if this sub-HVRA were exposed to this fire intensity (say flame length of 2 to 4 feet), what are the likely fire effects on that sub-HVRA?” For Amador, response functions were identified by Vibrant Planet and for additional sub-HVRAs by SIG for each sub-HVRA and reflect how that group of resources or assets (i.e., sub-HVRA) generally respond to different levels of fire intensity. For each combination of sub-HVRA and flame length, Table E1 and Tables E2 were used to help decide whether a flame length category would be relatively “beneficial” (+1 [slightly] to +3 [extremely]), “neutral” (0), or “detrimental” (-1 [slightly] to -3 [extremely]) to a sub-HVRA. Table E2 aided in interpreting expected fire behavior/effects on a sub-HVRA where low severity was defined as generally less than 25% mortality, moderate severity covered from 25-90% mortality, and high severity was greater than 90% mortality. Examples of fire behavior are given for forested vegetation, but the intensity gradient represented in Tables E3-E5 was applied to other vegetation types as well as buildings and infrastructure related sub-HVRAs.
Amador County CWPP [Version or Adoption Date] [Appendix E] Page E1 155 Section 7, Item D.
Table E1. Response function scoring method used by WSP in determining relative beneficial or detrimental effects on each sub-HVRA.
Response Function Score
Response Function Description
-3
Highly detrimental to sub-HVRA
-2
Moderately detrimental to sub-HVRA
-1
Slightly detrimental to sub- HVRA
0 No beneficial or detrimental effect on sub-HVRA (neutral) 1 Slightly beneficial to sub-HVRA
2 Moderately beneficial to sub-HVRA
3 Highly beneficial to sub-HVRA
Table E2. Flame Length Categories Used in Defining Fire Intensity Intensity Flame
Length (ft)
Description of General Fire Behavior and Effects
Low 0–2
Scorch height 5–20 ft; typically low severity; surface fire in low fuel load and/or mild conditions. Fire consumes or kills surface fuels, small shrubs, or seedlings.
2–4
Scorch height 10–40 ft; typically low-to-moderate severity; surface fire in moderate fuel load and/or moderate weather conditions. Fire consumes or kills surface fuels, shrubs, and smaller trees.
Moderate/
Elevated
4–6
Scorch height 20–60 ft; typically moderate severity; surface fire in moderate fuel load and moderate-to-severe conditions. Fire consumes or kills surface fuels, shrubs, and smaller trees, as well as individual mature trees.
6–8
Scorch height 30–80 ft; typically moderate-to-high severity; some surface fire transitioning to canopy fire in moderate-to-heavy fuel load and moderate-to-severe conditions. Fire consumes or kills surface fuels, shrubs, and smaller trees, and some smaller clumps of mature trees.
Extreme 8–12
Scorch height 50–100 ft; typically high severity; some surface fire transitioning to canopy fire in moderate-to-heavy fuel load and moderate-to-severe conditions. Fire burns hot, killing larger clumps of mature trees as well as consuming understory and surface fuels. >12
Scorch height exceeds tree height; high severity; crown fire in heavy fuel load in moderate-to-severe conditions. Fire burns hot, killing nearly all mature trees in a wider area, as well as consuming understory and surface fuels.
Amador County CWPP [Version or Adoption Date] [Appendix E] Page E2 156 Section 7, Item D.
Table E3. HVRA weighting: Amador West
CWPP HVRA Priorities Risk Weighting - West
HVRA Sub-HVRA Weight Sub-Categor
y Weight
Combine
d Weight
Wildfire Threat
Impact
Wildfire Threat Impact:
Beneficial impact: (1 least beneficial to 100 most
beneficial)
No impact: 0
Negative impact: (-1 least negative impact to -100 most negative impact)
Extr
eme
Very
High
High Mod
erat
e
Low Very
Low
Assets
Structures 4.9 3 54.5 -90 -80 -60 -40 -20 -10
Utilities 4.9 3.9 71.4 -82.
9 -71.
9 -52.
9 -31.
4 -18.
1 -10.
4 Biodiversity
Aquatic/Rip
arian
Animal
Species
4.9 5.5 100 24.1 26.5 23.9 24.4 24.1 21.8
Woodland
Plant
Species
4.9 5.5 100 -90 -90 -40 20 60 40
Ecological Commodity
Agriculture 3.5 3.5 45.7 -30 -30 -10 -10 10 10
Foresty 3.5 3.5 45.7 -100 -67.
2 -26.
6 -21.
9 -8 -4.2
Recreation
Recreation
Areas
1.9 4 62 -30 -20 -10 -5 0 0
Recreation
Infrastructu
re
1.9 1.5 10.5 -30 -20 -10 -5 0 0
Safety
Communic
ations
4.8 3.5 62 -50 -40 -30 -10 0 0
Protection 4.8 4 70.9 -100 -90 -80 -60 -30 -10
Safety
Zones
4.8 4.5 79.7 -30 -20 -15 -10 -5 0
Services 4.8 4 70.9 -92.
5 -80 -60 -40 -22.
5 -12.
5 Science & Culture
Cultural
Resources
2.6 5.6 55.1 -95 -95 -70 -25 5 2.5
Amador County CWPP [Version or Adoption Date] [Appendix E] Page E3 157 Section 7, Item D.
Monitoring 2.6 6.3 6.2 -77.
5 -65 -45 -30 -12.
5 -7.5
Water
Hydro-geo
morphology
3.6 5.5 74.4 -70 -70 -30 -10 -10 -10
Surface
Water
3.6 1.5 20.3 -88.
8 -68 -41.
3 -13.
8 8 13
Watershed 3.6 4.5 60.8 -60 -30 -10 5 10 10
Wildlands Health
Forest
Vegetation
2.9 5 53.6 -90 -50 0 0 10 10
Riparian
Vegetation
2.9 3 32.2 -100 -89.
5 -67.
9 -64.
4 -65.
7 -65.
7 Table E4. HVRA weighting: Amador Central
CWPP HVRA Priorities Risk Weighting - Central
HVRA Sub-HVR
A
Weight Sub-Cate
gory
Weight
Combine
d Weight
Wildfire Threat
Impact
Wildfire Threat Impact:
Beneficial impact: (-1 least beneficial to 100-5 most
beneficial)
No impact: 0
Negative impact: (-1 least negative impact to -1005
most negative impact)
Extre
me
Very
High
High Mod
erate
Low Very
Low
Assets
Structures 4.3 3 47.6 -90 -80 -60 -40 -20 -10
Utilities 4.3 3.9 62.3 -82.9 -71.9 -52.9 -31.4 -18.1 -10. 4 Biodiversity
Aquatic/Ri
parian
Animal
Species
2.5 5.5 51.3 24.1 26.5 23.9 24.4 24.1 21.8
Woodland
Plant
Species
2.5 5.5 51.3 -90 -90 -40 20 60 40
Ecological Commodity
Agricultur
e
3.3 3.5 42.4 -30 -30 -10 -10 10 10
Foresty 3.3 3.5 42.4 -100 -67.2 -26.6 -21.9 -8 -4.2
Recreation
Recreatio
n Areas
1.8 4 26.1 -30 -20 -10 -5 0 0
Amador County CWPP [Version or Adoption Date] [Appendix E] Page E4 158 Section 7, Item D.
Recreatio
n
Infrastruct
ure
1.8 1.5 -30 -20 -10 -5 0 0
Safety
Communi
cations
5 3.5 65.3 -50 -40 -30 -10 0 0
Protection 5 4 74.6 -100 -90 -80 -60 -30 -10
Safety
Zones
5 4.5 83.9 -30 -20 -15 -10 -5 0
Services 5 4 74.6 -92.5 -80 -60 -40 -22.5 -12.
5 Science & Culture
Cultural
Resource
s
2 5.6 42 -95 -95 -70 -25 5 2.5
Monitorin
g
2 6.3 46.6 -77.5 -65 -45 -30 -12.5 -7.5
Water
Hydro-ge
omorphol
ogy
3.8 5.5 76.9 -70 -70 -30 -10 -10 -10
Surface
Water
3.8 1.5 21 -88.8 -68 -41.3 -13.8 8 13
Watershe
d
3.8 4.5 62.9 -60 -30 -10 5 10 10
Wildlands Health
Forest
Vegetatio
n
3.8 5 69.9 -90 -50 0 0 10 10
Riparian
Vegetatio
n
3.8 3 42 -100 -89.5 -67.9 -64.4 -65.7 -65.
7 Table E5. HVRA weighting: Amador East
CWPP HVRA Priorities Risk Weighting - East
HVRA Sub-HVR
A
Weigh
t
Sub-Ca
tegory
Weight
Combine
d Weight
Wildfire Threat
Impact
Wildfire Threat Impact:
Beneficial impact: (-1 least beneficial to 100-5
most beneficial)
No impact: 0
Negative impact: (-1 least negative impact to
-1005 most negative impact)
Extre
me
Very
High
High Moder
ate
Low Very
Low
Assets
Structures 4.4 3 49.2 -90 -80 -60 -40 -20 -10
Amador County CWPP [Version or Adoption Date] [Appendix E] Page E5 159 Section 7, Item D.
Utilities 4.4 3.9 64.5 -82.9 -71.9 -52.9 -31.4 -18.1 -10.4 Biodiversity
Aquatic/Ri
parian
Animal
Species
2.6 5.5 53.3 24.1 26.5 23.9 24.4 24.1 21.8
Woodland
Plant
Species
2.6 5.5 53.3 -90 -90 -40 20 60 40
Ecological Commodity
Agriculture 3.2 3.5 41.8 -30 -30 -10 -10 10 10
Foresty 3.2 3.5 41.8 -100 -67.2 -26.6 -21.9 -8 -4.2
Recreation
Recreatio
n Areas
3 4 44.8 -30 -20 -10 -5 0 0
Recreatio
n
Infrastruct
ure
3 1.5 16.8 -30 -20 -10 -5 0 0
Safety
Communic
ations
4.4 3.5 57.4 -50 -40 -30 -10 0 0
Protection 4.4 4 65.6 -100 -90 -80 -60 -30 -10
Safety
Zones
4.4 4.5 73.8 -30 -20 -15 -10 -5 0
Services 4.4 4 65.6 -92.5 -80 -60 -40 -22.5 -12.5
Science & Culture
Cultural
Resources
2.6 5.6 54.5 -95 -95 -70 -25 5 2.5
Monitoring 2.6 6.3 60.6 -77.5 -65 -45 -30 -12.5 -7.5
Water
Hydro-geo
morpholog
y
3.6 5.5 73.8 -70 -70 -30 -10 -10 -10
Surface
Water
3.6 1.5 20.1 -88.8 -68 -41.3 -13.8 8 13
Watershed 3.6 4.5 60.4 -60 -30 -10 5 10 10
Wildlands Health
Forest
Vegetation
3.2 5 59.7 -90 -50 0 0 10 10
Riparian
Vegetation
3.2 3 35.8 -100 -89.5 -67.9 -64.4 -65.7 -65.7
E.3 Calculating Net Value Change
Amador County CWPP [Version or Adoption Date] [Appendix E] Page E6 160 Section 7, Item D.
Conditional weighted net value change C(wNVC) assumes fire occurrence somewhere on the landscape and incorporates the previously discussed modeled flame lengths, response functions, and weighted relative importance values to produce mappable wildfire risk information for each sub-HVRA. In contrast, E(wNVC) is based on annual burn probability and therefore represents expected weighted NVC. C(wNVC) eliminates the additional challenge of needing to calibrate fire behavior models to produce annual burn probability by assuming that a wildfire occurs somewhere on the landscape during the period of interest (such as 1 year).
Amador County CWPP [Version or Adoption Date] [Appendix E] Page E7 161 Section 7, Item D.
Appendix F: Vibrant Planet Scenario Development, Results, and Priority Project Areas
F.1 Overview
This analysis aligns wildfire mitigation planning in Amador County with community-identified values, with a focus on improving safety outcomes and protecting life, property, and critical community assets. The Vibrant Planet platform was used to integrate community priorities with quantitative wildfire hazard and risk information to support consistent, defensible planning.
The analysis begins at the countywide scale, providing a unified view of wildfire hazard, risk, and valued resources across Amador County. From this perspective, results are refined into Distinct Management Areas (DiMAs) that reflect differences in vegetation, fire behavior, development patterns, access, and community priorities. These DiMAs support prioritization and strategy development while maintaining alignment with CWPP recommendations.
An example project is included to demonstrate how DiMA-level priorities and CWPP guidance can be translated into project-scale planning using Vibrant Planet.
F.2 Subdivision of Amador County into DiMAs
Amador County was divided into three Distinct Management Areas (DiMAs)—West, Central, and East—based on differences in vegetation, fuels, population distribution, working lands, safety constraints, and water-resource patterns. Refinements of the DiMA boundaries were guided by input from the CWPP Steering Committee.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F1 162 Section 7, Item D.
Figure F1: Amador County showing West, Central, and East DiMA CWPP Planning Divisions.
Key characteristics distinguishing the DiMAs include:
West DiMA
● Least forested DiMA in the county, dominated by herbaceous cover, hardwood woodlands, shrublands, and agricultural lands, with only small, isolated pockets of coniferous forest.
● Most populated portion of the county, containing all incorporated cities, including Jackson, Sutter Creek, Ione, Amador City, and Plymouth. ● DiMA boundary was drawn to keep incorporated city boundaries intact. ● Land ownership is almost entirely private, with the lowest proportion of government-owned land compared to the Central and East DiMAs. ● Contains two major reservoirs that supply water to the eastern Bay Area: Pardee Reservoir and Camanche Reservoir.
● Includes multiple fire stations and local fire departments supporting structural and wildland response.
● Evacuation routes are present but more dispersed than in the Central DiMA, reflecting lower fuel continuity and generally less hazardous vegetation conditions.
Central DiMA
● Transitional landscape moving upslope from west to east, shifting from hardwood woodland, shrub, and herbaceous vegetation into dense conifer forest.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F2 163 Section 7, Item D.
● Elevated fire hazard and fire risk driven by continuous fuels, increasing forest density, and extensive wildland–urban interface conditions.
● Predominantly privately owned land, including significant private industrial timberlands, with smaller areas of BLM, Forest Service, Tribal lands, and State Parks. ● High concentration of structures, particularly west of the Highway 88 corridor, resulting in widespread WUI exposure across much of the DiMA.
● Numerous unincorporated communities, including Buckhorn, Volcano, Red Corral, Pine Grove, Clinton, Amador Pines, Lockwood, and Fiddletown. ● Complex evacuation route network in the western portion of the DiMA reflecting WUI complexity.
● Multiple fire stations and response facilities distributed throughout the area. ● Major infrastructure along the southern county boundary, including dam, hydroelectric facilities, and transmission lines associated with the Mokelumne River drainage, and canals.
● Recreation opportunities, including State Parks, trail networks, fishing, boating, and historic/educational points of interest.
East DiMA
● High-elevation, alpine landscape with extensive exposed granite, and areas classified as barren or other.
● Vegetation dominated by conifer forest, with limited hardwood and herbaceous vegetation confined to canyon bottoms.
● Almost entirely federally owned land, including a wilderness area; limited private ownership, mostly concentrated on the western end of the DiMA, and small pockets of State land.
● Headwaters of the Mokelumne River, containing major water supply and hydropower infrastructure, including Salt Springs Reservoir and associated transmission lines. ● Concentrated recreation, including skiing, hiking, mountain biking, fishing, boating, and camping; includes a portion of Kirkwood Ski Resort and community. ● Low population and structural density, with small clusters of development in Kirkwood Meadows, Silver Lake, and a few reservoir areas.
● One fire station serves the DiMA, resulting in limited emergency services, long response times, and seasonal access constraints due to snow.
● Contains a significant concentration of designated critical habitat for threatened and endangered species, a condition not present elsewhere in the county.
F.3 Scenario Development
Scenario development was conducted through multiple iterations using the Vibrant Planet platform. Final scenarios were structured to reflect different priorities across the West, Central, and East DiMAs, while maintaining a consistent analytical framework.
Across the three DiMA scenarios, core priorities and constraints were standardized. These included an emphasis on risk reduction, use of planning-area-scale normalization, inclusion of the full DiMA extent in each scenario, and a consistent project configuration of ten projects per Amador County CWPP [Version or Adoption Date] [Appendix F] Page F3 164 Section 7, Item D.
DiMA, each approximately 3,000 acres in size. This standardized structure ensures that differences among scenarios reflect value-based prioritization rather than changes in scale or methodology.
Within this framework, emphasized objectives were adjusted by DiMA based on direction from the CWPP Steering Committee. These adjustments reflect documented regional differences in values, hazards, and resources and are summarized in the emphasized objectives table below (Table F1).
Set Priorities:
● Opportunity Emphasis: Risk Reduction
● Normalization: Planning Area Scale Normalization
○ Planning-Area-Scale Normalization justification: this setting allows each DiMA’s internal priorities (e.g., population density, water infrastructure, fuel conditions) to rise to the surface without being suppressed by conditions in the other regions) ● Include area in scenario: Yes
Emphasize Objectives:
● Each scenario (West, Central, East) received a distinct Emphasis Objective weighting based directly on Relative Importance Questionnaire results (see Table F1) Amador County CWPP [Version or Adoption Date] [Appendix F] Page F4 165 Section 7, Item D.
Table F1: Relative importance scores by DiMA.
West
Amador
Central
Amador
East
Amador
Grand
Total NOTES
Assets 5 4 4 5
AVERAGE of ASSETS (e.g. homes, businesses,
energy and water infrastructure, other features of
the built environment)
Safety 5 5 4 5
AVERAGE of SAFETY (e.g. ingress/ egress
routes, cell towers, emergency service stations,
other health and safety areas)
Recreation 2 2 3 2
AVERAGE of RECREATION (e.g. trails,
recreation areas such as campgrounds and ski
resorts)
Biodiversity 2 3 3 2
AVERAGE of BIODIVERSITY (e.g. important
habitat, nesting and denning sites, rare plant
areas)
Ecological
Commodity 4 3 3 3
AVERAGE of ECOLOGICAL COMMODITY (e.g.
managed timberlands, ranching and grazing
areas)
Wildlands
Health 3 4 3 3
AVERAGE of WILDLANDS HEALTH (e.g. forest
vegetation, riparian vegetation, or other areas
representing function and resilience)
Water 4 4 4 4
AVERAGE of WATER (e.g. lakes, rivers,
streams)
Science &
Culture 3 2 3 2
AVERAGE of SCIENCE & CULTURE (e.g.
monitoring stations, historic structures,
archaeological sites)
Relative importance scores were assigned by DiMA based on survey respondents’ demonstrated area of knowledge, professional involvement, and geographic focus within Amador County. The survey included a question asking respondents to self-identify the area(s) of the county in which they have direct expertise or professional involvement. Responses were weighted accordingly (e.g., respondents whose work primarily focuses on the West DiMA informed that DiMA’s scores, while respondents with direct responsibility or experience in the East DiMA, such as Kirkwood-area fire leadership, informed that DiMA’s scores). This approach ensures that emphasized objectives reflect place-based knowledge of local values, landscape conditions, hazards, and community-defined priorities specific to each DiMA, consistent with CWPP requirements.
F.3.1 Recommended Management
Vibrant Planet provides eight distinct management recommendations:
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F5 166 Section 7, Item D.
Complex Mechanical Removal
Mechanical treatments that remove vegetation using multiple methods or equipment types, often combining thinning, biomass removal, mastication, or piling to address complex fuel conditions.
Herbicides
The application of chemical treatments to control or suppress targeted vegetation, typically used to manage invasive species or limit competing regrowth following disturbance or mechanical treatment.
Herbivory
The use of managed grazing (e.g., livestock) to reduce fine fuels and vegetation biomass. This treatment primarily affects surface and ladder fuels and is highly dependent on access, timing, and operational feasibility.
Manual
Vegetation treatment conducted using hand crews and hand tools, such as chainsaws or brush tools. Manual treatments are typically applied in areas with access constraints, sensitive resources, or where mechanized equipment is not feasible.
Mechanical Rearrangement
Mechanical treatment that alters the spatial arrangement of fuels without removing biomass from the site, such as mastication or chipping where material is redistributed on the ground surface.
Mechanical Removal
Mechanical treatment that removes vegetation from the site entirely, including thinning, biomass extraction, or hauling of treated material. This category reduces fuel loads by reducing total biomass.
Revegetation
Active establishment or reestablishment of vegetation following disturbance or treatment, including planting or seeding, intended to support desired ecological conditions or reduce future hazard.
Rx Fire (Prescribed Fire)
The intentional application of fire under controlled conditions to reduce fuel loads, modify fire behavior potential, and support ecological processes consistent with land management objectives.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F6 167 Section 7, Item D.
Set Constraints
● Size per project - Acres: 3,000 acres
● Budget per project - $: 9,000,000
● Number of projects: 10
Rationalization: We selected a 3,000-acre project size as a practical intermediate scale to simplify subsequent planning beyond the scope of the CWPP, with the understanding that each area could be subdivided into smaller implementable projects as needed. The $9 million budget reflects an assumed $3,000 per acre cost, which is consistent with the higher end of treatment costs observed in comparable landscapes. Finally, we limited scenarios to 10 projects—rather than VP’s default 25—to reduce fragmentation and create fewer, larger planning units that are more manageable for refined planning in later stages.
A note on iterative development
Initial scenario runs followed Vibrant Planet’s recommended management options across all DiMAs. Upon review of treatment acreage by method, iterative runs were conducted in the West DiMA after approximately 70,202 acres were assigned to herbivory treatments. Current research and operational experience do not support the feasibility of implementing herbivory at this scale.
Additional scenarios were therefore developed excluding herbivory to evaluate alternative, more realistic treatment options. Comparative analysis showed strong agreement (83%) in prioritized treatment locations between herbivory and non-herbivory scenarios, with limited spatial variation (Figure. F2). Based on these results, herbivory was retained as a viable treatment option but excluded from the final West DiMA scenario used for CWPP recommendations. The original herbivory-inclusive scenario remains available within the platform for reference.
Figure F2. Close-up of the southeastern portion of the West DiMA consensus area of treatments with and without herbivory. Consensus areas are dark green, Non-consensus areas are light green.
F.4 Scenario Outputs
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F7 168 Section 7, Item D.
This section summarizes the treatment scenarios developed for the West, Central, and East DiMAs using the emphasized objectives described in Table F1. For each scenario, the primary outputs reported here include Resilience Opportunity Efficiency, a Land Ownership Distribution table (Table F2, Table F5, Table F8), a Distribution of Management Methods table (Table F3, Table F6, Table F9), and Financial Estimates associated with the selected treatment portfolio (Table F4, Table F7, Table F10). These outputs are intended to show how proposed treatments align with locally prioritized values within each planning area. Additional scenario details and supporting breakdowns are available within the Vibrant Planet platform, but are not reproduced here because they are more useful for iterative planning and implementation than for summary reporting.
Note the report format used for West DiMA outputs will be used in the subsequent sections and should be referred to for explanations on output details.
West DiMA
The map below shows the West DiMA planning area and the 10 projects identified within it during scenario development. These projects represent the priority treatment areas selected based on the emphasized objectives used in Vibrant Planet.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F8 169 Section 7, Item D.
Figure F3. West DiMA project areas identified through the scenario planning process.
Resilience Opportunity Efficiency
The graph below illustrates how individual projects contribute to overall Emphasized Resilience Opportunity (RO) in the West DiMA scenario. It shows the share of total acres treated relative to the share of maximum RO achieved, along with the cumulative distribution of RO gains across Amador County CWPP [Version or Adoption Date] [Appendix F] Page F9 170 Section 7, Item D.
the treatment portfolio. These results help show how effectively the scenario concentrates treatment in areas most closely aligned with prioritized objectives.
Figure F4. West DiMA project Resiliency Opportunity Efficiency Amador County CWPP [Version or Adoption Date] [Appendix F] Page F10 171 Section 7, Item D.
Land Ownership Distribution
Table F2. West DiMA ownership categories within the proposed treatment areas.
Distribution of Management Methods
Table F3. West DiMA recommended treatment approaches, proportion of acreage and acreage assigned to each treatment approach.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F11 172 Section 7, Item D.
Financial Estimates
Table F4. West DiMA estimated treatment costs associated with the proposed project portfolio.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F12 173 Section 7, Item D.
Central DiMA
Figure F5. Central DiMA project areas identified through the scenario planning process.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F13 174 Section 7, Item D.
Figure F6. Central DiMA project Resiliency Opportunity Efficiency Land Ownership Distribution
Table F5. Central DiMA ownership categories within the proposed treatment areas.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F14 175 Section 7, Item D.
Distribution of Management Methods
Table F6. Central DiMA recommended treatment approaches, proportion of acreage and acreage assigned to each treatment approach.
Financial Estimates
Table F7. Central DiMA estimated treatment costs associated with the proposed project portfolio.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F15 176 Section 7, Item D.
East DiMA
Figure F7. East DiMA project areas identified through the scenario planning process.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F16 177 Section 7, Item D.
Figure F8. East DiMA project Resiliency Opportunity Efficiency Land Ownership Distribution
Table F8. East DiMA ownership categories within the proposed treatment areas.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F17 178 Section 7, Item D.
Distribution of Management Methods
Table F9. East DiMA recommended treatment approaches, proportion of acreage and acreage assigned to each treatment approach.
Financial Estimates
Table F10. East DiMA estimated treatment costs associated with the proposed project portfolio.
F.5 Countywide Proposal Outcomes
In this section, all projects from the three DiMA scenarios are combined into a single proposal representing the full treatment portfolio across Amador County. This step allows the platform to evaluate landscape-scale outcomes of the proposed treatments, including wildfire hazard reduction, ecosystem service impacts, changes in acres by hazard class, and cumulative Amador County CWPP [Version or Adoption Date] [Appendix F] Page F18 179 Section 7, Item D.
Resilience Opportunity Efficiency. These metrics provide a countywide view of how the proposed treatments influence wildfire behavior and risk across the entire planning area.
Figure F9. CAPTION HERE
Wildfire Hazard Metrics
The table below summarizes modeled wildfire behavior metrics before and after implementation of the combined treatment portfolio. These metrics describe how the proposed treatments influence wildfire intensity, spread potential, and expected area burned across the county (Table F11).
Table F11. Wildfire Hazard Metric by Action, No Action, and Change Wildfire Hazard
Metric Description No Action
Post
Action Change Percent Change
Total Wildfire
Hazard
Hazard is a combination of how likely an area is
to burn and the intensity at which it burns. High
hazard may reflect either frequent fire or high
flame lengths. A reduction in hazard is
beneficial for many SARAs, but not necessarily
all SARAs.
0.885 0.511 -0.374 -42%
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F19 180 Section 7, Item D.
Characteristic
Flame Length
(Feet)
Flame lengths represent fire intensity. A
reduction in flame length will also result in a
reduction in wildfire hazard. Many resources,
but not all, respond poorly to high-intensity fires.
7.4 5.7 -1.7 -23%
Estimated
10-year Burn
Probability
Burn probability (BP) shows how likely an area
is to burn sometime in the next 10 years. A
higher BP means fire is more likely in an area.
9.36% 7.89% -1.47% -16%
Expected
Annual Acres
Burned
Using BP, this metric indicates how many acres
are expected to burn in a single year. Note that
this metric does not reflect intensity.
3,807 3,151 -656 -17%
Expected Acres
Burned within
10 Years
Similar to the metric above, this indicates how
many acres are expected to burn within 10
years.
35,495 29,925 -5,570 -16%
Rate of Spread
(Chains per
Hour)
Spread rate indicates how quickly a fire will
grow. A reduction in spread rate often increases
fire management opportunities and corresponds
to lower intensities.
13.9 11.8 -2.1 -15%
Rate of Spread
(MPH)
Similar to the metric above, but spread rate is
expressed in miles per hour (MPH) rather than
chains per hour.
0.174 0.148 -0.026 -15%
Wildfire Impact for Ecosystem Services
This table summarizes the modeled change in ecosystem service values associated with wildfire under existing and treated conditions. The metrics estimate how wildfire is expected to affect the combined value of resources represented in the emphasized objectives and how those outcomes change following treatment (Table F12).
Table F12. Ecosystem Service Metrics by Action, No Action, and Change Ecosystem Services
Value Change Metric Description No Action
Post
Action Change
Predicted Value
Change if Wildfire
Occurs
Every SARA in an Objective can respond
differently to wildfire, but this metric shows
how the combined value of all SARAs in an
Objective (or combined Objectives if
applicable) changes if a wildfire happens.
-17.40% -2.00% 15.40%
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F20 181 Section 7, Item D.
Wildfire Impact
(Expected Value
Change)
Similar to the metric above, but burn
probability is also incorporated to estimate
how likely value change is across the
management area, estimating the likely
impact of wildfire on an Objective.
-3.00% -0.30% 2.70%
Acres by Hazard Class
This table summarizes how treatment shifts the distribution of wildfire hazard across the landscape. Reductions in higher hazard classes correspond to increases in lower hazard classes, reflecting a modeled redistribution of wildfire hazard following treatment (Table F13).
Table F13. Hazard Class Acres by Action, No Action, and Change Hazard Class No Action Post Action Change Percent Change Highest 10 5 -5 -50%
High 103,717 50,246 -53,471 -52%
Moderate 242,462 268,633 26,171 11%
Low 26,134 53,175 27,041 103%
Very Low 4,118 4,296 178 4%
Little to None 2,920 3,006 86 3%
Cumulative Resilience Opportunity Efficiency
The graph below summarizes the cumulative Resilience Opportunity Efficiency for the combined countywide proposal (Figure F10). While the graphs presented earlier showed project performance within individual DiMA scenarios, this graph reflects the aggregated performance of all projects across the three DiMAs. By evaluating the full treatment portfolio together, this output illustrates how effectively the combined set of projects captures resilience and opportunity benefits across the broader landscape.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F21 182 Section 7, Item D.
Figure F10. Cumulative Resilience Opportunity Efficiency F.6 Conclusion
The scenario analysis presented in this report demonstrates how the Vibrant Planet platform can support CWPP-level planning by integrating community priorities with spatial wildfire hazard information. By subdividing Amador County into three Distinct Management Areas (DiMAs), the analysis allowed treatment priorities to reflect regional differences in vegetation, development patterns, wildfire risk, and community values.
Within each DiMA, scenario development identified priority treatment areas that align with emphasized objectives derived from stakeholder input. These scenarios produced a structured set of candidate projects that balance risk reduction with other community priorities such as water resources, biodiversity, recreation, and infrastructure protection.
When these projects are evaluated together as a single countywide proposal, the modeled results indicate meaningful reductions in wildfire hazard, flame length, burn probability, and expected acres burned. These outcomes illustrate how coordinated treatment implementation across multiple planning areas can influence wildfire behavior and risk at the landscape scale.
The scenarios presented here are not intended to represent final implementation plans. Rather, they provide a defensible, data-informed starting point for identifying priority treatment areas and organizing projects for future planning, funding, and implementation. These treatment areas can also be used as a basis for comparison with other planning efforts. For example, the CAL FIRE Amador–El Dorado Unit (AEU) consensus treatment polygon dataset was overlaid on the Vibrant Planet treatment areas (Fig. X) for comparison.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F22 183 Section 7, Item D.
This comparison shows areas of agreement between the two datasets, particularly within portions of the Central DiMA and parts of the West DiMA. While the spatial overlap is not exact, this is expected because the emphasized objectives, planning assumptions, and spatial scope differ between the two planning efforts. Despite these differences, the observed overlap suggests meaningful opportunities for coordination and collaborative implementation.
Figure F11. Comparison of CWPP proposed treatment areas (colored) with CAL FIRE AEU consensus treatment areas (cross-hatched) in Amador County.
F.7 Project-Scale Scenario Development Example
The DiMA scenarios presented above identify priority treatment areas at the landscape scale.
These areas can also be used as starting points for more detailed project-level planning within the Vibrant Planet platform. To illustrate this process, Project 1 from the Central DiMA scenario—located near Amador Pines northwest of Highway 88—was extracted and defined as its own planning area. The boundary of this treatment area was used to create a new scenario, allowing the project to be analyzed independently from the broader countywide prioritization process.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F23 184 Section 7, Item D.
Figure F12. Project 1 from the Central DiMA scenario, located near Amador Pines northwest of Highway 88.
Once defined as its own planning area, the project can be evaluated using the same scenario-development workflow applied at the county scale. Multiple scenarios can be tested by adjusting emphasized objectives, opportunity emphasis (e.g., risk reduction, resilience, or restoration), and treatment assumptions. This allows planners to explore how different priorities influence treatment placement and management recommendations within the project area.
When the same emphasized objectives and opportunity emphasis used in the original Central DiMA scenario are applied to this smaller planning area, the model tends to recommend treatment across most of the project footprint. This outcome is expected because the area was originally selected based on its strong alignment with those priorities. In other words, the prioritization step has already occurred, and the model confirms that treating much of the area would capture the targeted resilience and opportunity benefits.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F24 185 Section 7, Item D.
Figure F13: Project-scale scenario results for Project 1 in the Central DiMA.
At the project scale, planners can therefore use the platform to test alternative priorities or refine treatment strategies. For example, scenarios could emphasize protection of nearby residential areas, water resources, or specific ecological objectives. Iterating through these alternative scenarios allows project designers to evaluate tradeoffs among treatment approaches and better align project design with specific implementation goals. From there, the project can be advanced through the same proposal-level workflow described in the previous section to evaluate treatment outcomes, compare alternatives, and support more detailed implementation planning.
Amador County CWPP [Version or Adoption Date] [Appendix F] Page F25 186 Section 7, Item D.
Appendix G. Planscape Scenario Development, Results, and Priority Project Areas
Overview
As a companion to the Vibrant Planet analysis, Planscape was used to generate simplified treatment-prioritization scenarios for the three Amador County DiMAs: West, Central, and East.
Planscape was included because it is publicly available and can be used by partners after project completion without a software license. The intent was not to replicate the full multi-objective workflow used in Vibrant Planet, but to provide an accessible secondary tool for exploring treatment priorities under single-purpose scenario settings.
Scenario Setup and Shared Parameters
For each DiMAs, three Planscape scenarios were developed using the treatment goals that most closely aligned with the broader CWPP prioritization framework: high probability of high-intensity fire, wildlife species richness, and WUI / built environment fire risk. Planscape allows only one treatment goal per scenario, so each objective was run separately. This produced nine total scenario runs across the three demonstration areas.
To maintain consistency across runs, the same core settings were applied in each demonstration area. Final scenarios used the large stand size option, equivalent to 500-acre stands, excluded Protection Status 1 lands (i.e.: wilderness areas), applied a maximum slope of 45 percent, and used a maximum road distance of 440 yards. Each run targeted 10 project areas at 3,000 acres each using the default treatment cost setting. Planscape’s guidance notes that project areas are generated from the selected treatment goal together with the scenario constraints and exclusions.
Interpreting Planscape Relative to Vibrant Planet
Planscape and Vibrant Planet serve different planning functions. Vibrant Planet is better suited to integrated prioritization in which multiple community values and resource concerns are considered at the same time. Planscape, by contrast, is useful for isolating a single planning objective and identifying where that objective is most strongly expressed under a fixed set of constraints. The Planscape guide notes that different treatment goals can produce very different project areas within the same planning area, which is why multiple scenario types are worth running side by side.
This distinction is useful in practice. Single-priority scenario planning can provide added clarity around one objective at a time, while multi-priority planning is better for balancing competing values across the landscape. In the Amador County runs, the Planscape scenarios were most useful as a screening tool to highlight places that become more apparent when one objective is isolated, particularly in the East demonstration area.
Scenario Maps and Priority Project Areas
The figures in this appendix show the treatment polygons and associated hex-grid outputs generated for each Planscape scenario. Because Planscape ranks project areas independently Amador County CWPP [Version or Adoption Date] [Appendix G] Page G1 187
Section 7, Item D.
for each treatment goal, the mapped outputs should be read as objective-specific priority areas within each demonstration area rather than as a single countywide treatment recommendation.
Project Area 1 represents the highest-ranked area for the selected objective in that scenario, with lower-ranked project areas descending to Project Area 10.
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G2 188
Section 7, Item D.
Figure G1: Planscape priority project areas for the built environment scenario in the East DiMA.
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G3 189
Section 7, Item D.
Figure G2: Planscape priority project areas for the built environment scenario in the Central DiMA.
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G4 190
Section 7, Item D.
Figure G3: Planscape priority project areas for the built environment scenario in the West DiMA.
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G5 191
Section 7, Item D.
Figure G4: Planscape priority project areas for the probability of high intensity fire scenario in the East DiMA.
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G6 192
Section 7, Item D.
Figure G5: Planscape priority project areas for the probability of high intensity fire scenario in the Central DiMA.
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G7 193
Section 7, Item D.
Figure G6: Planscape priority project areas for the probability of high intensity fire scenario in the West DiMA.
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G8 194
Section 7, Item D.
Figure G7: Planscape priority project areas for wildlife scenario in the east DiMA.
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G9 195
Section 7, Item D.
Figure G8: Planscape priority project areas for wildlife scenario in the Central DiMA.
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G10 196
Section 7, Item D.
Figure G9: Planscape priority project areas for wildlife scenario in the West DiMA.
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G11 197
Section 7, Item D.
Additional Planscape Functionality
Planscape includes substantial additional functionality beyond the scenario-based priority area mapping presented in this appendix. In addition to identifying candidate treatment locations, the platform provides analytic outputs, supporting datasets, and treatment-planning tools that can help users further evaluate why particular areas are being surfaced and how those areas might be developed into future treatment concepts.
Those capabilities were not explored in detail here, as this appendix is limited to the identification and comparison of objective-specific priority project areas across the West, Central, and East DiMAs. However, this work provides a starting point. Amador County and partner organizations can return to the platform as needed to build from these initial scenarios and continue into more applied treatment planning.
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G12 198
Section 7, Item D.
Appendix H. Amador County CWPP Field Tour Summary
April 29 & 30, 2026
Contact for follow-up:
Todd Bertwell
Amador Fire Safe Council & Amador Resource Conservation District [email protected]
209-217-1147
At the conclusion of the CWPP development process, a field tour was held with stakeholders to further inform the Amador County Wildfire Collaborators in working towards the goals identified in the CWPP. The tour was an educational experience for the 35 participants. Some key takeaways from each tour stop were as follows:
Defensible Space & Home Hardening @ Amador Pines
Hosts & Facilitators: Rebecca Pollon, Robin Bell, Jennifer Gobershock, Steve Ogburn, Robert Withrow, Kayla Dale, Jeff Hoag
· Challenge: Ability to implement the best Defensible Space and Home Hardening practices remains a challenge even for informed residents. One common element of homes, wooden decks, are too expensive to replace with fire resistant material, and fire-resistant paint or other treatments to apply to existing wooden decks are lacking. · Solution: Beyond replacing the deck, consider more attainable ways to reduce risk, for example by installing fire-resistant composite siding, enclosing the bottom of the deck to prevent embers from lighting flammable material that accumulates underneath it, and pruning vegetation in proximity to the house.
· Challenge: A homeowner may maintain their property well but has no control over their neighboring parcel which may remain unmaintained. · Solution: Amador County has approved the Good Neighbor policy within County codes addressing Defensible Space requirements which facilitates cooperation between neighbors to maintain vegetation. However, policy at the County level still has a ways to go to before being an effective enforcement tool. Questions remain to be answered about how much and what portion of a property beyond the currently regulated 100 feet around structures would be required to be maintained.
· Solution: CAL FIRE performs Defensible Space inspections to enforce current state-wide requirements 100 feet around structures in the State Responsibility Area. By performing follow-up inspections on properties initially not in compliance, they achieve between 80 and 90 percent compliance by the third inspection. Citations are rarely necessary.
· Solution: Amador Resource Conservation District is preparing to open a pilot Defensible Space Assistance Program for eligible residents in need. This would include optional treatment on a neighbor’s property within 100 feet of the applicant’s house, if the neighbor agrees.
Post-storm recovery @ Amador Pines
Hosts & Facilitators: Rebecca Pollon, Robin Bell, Steve Ogburn, Robert Withrow, Kayla Dale, Jeff Hoag, Todd Bertwell
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G13 199
Section 7, Item D.
· Challenge: The February 2026 storm caused enormous damage through falling trees and broken tops in the upcountry neighborhoods of Amador County. This large fuel accumulation is compounded by downed wood remaining from the bark beetle infestations of the last decade. Property owners find it difficult if not impossible to remove the large logs, especially where a creek divides the property and cuts off access to the road.
· Solution: Forest operations can be expensive. Cost-share programs such as the CAL FIRE CFIP program of the NRCS EQIP program can help reduce the financial burden, but the application and approval processes are lengthy. · Challenge: Forest Practice Rules present a barrier to small landowners to properly manage their property.
· Solution: Small private forest landowners may file an exemption with CAL FIRE to reduce the regulatory burden of performing forestry activities on their land. The forms are only a few pages long and in most cases are approved within five working days. Certain types of exemptions require a Registered Professional Forester to oversee, while others don’t.
· Solution: Exemptions may not cover everything that a landowner wishes to accomplish on their land and a full Timber Harvest Plan may be prohibitively expensive.
Advocacy at the State level may allow for reduced regulatory burden in the long term.
CAL FIRE Vegetation Management Program (VMP) @ Shake-Omo VMP Hosts & Facilitators: Patrick McDaniel, Eric Bither, Jeff Hoag · Challenge: CAL FIRE maintains strategically located fuel breaks using prescribed fire to protect communities and natural resources. CAL FIRE has limited capacity to establish and manage these VMP’s everywhere they would be beneficial. Information about specific VMP’s and related projects in Amador County (South Division) are included in the CAL FIRE AEU Unit Fire Plan 2025, pages 89-92. · Solution: CAL FIRE, Amador Fire Safe Council and Amador Resource Conservation District are open to collaborating to expand the VMP program in closer proximity to neighborhoods in Amador County.
· Challenge: What are the professional opportunities in fire and fuels reduction? · Solution: CAL FIRE actively recruits firefighters on an annual hiring cycle. There are certain basic qualifications. Local fire departments recruit volunteer firefighters who can access training and certifications to qualify for entry positions with CAL FIRE. After gaining experience as a firefighter or other positions with CAL FIRE such Defensible Space Inspector or Public Information Officer, individuals who are interested in other aspects of fire or pre-fire can advance to other opportunities within the agency.
Community Fuel Break planning & maintenance @ Upper Rancheria Hosts & Facilitators: Ralph Meier, Melody Meier, Julie Harris · Challenge: Private non-industrial lands dominate the Wildland-Urban Interface/Intermix (WUI) where people’s homes are most vulnerable to wildfire. Planning community fuel breaks to reduce that risk is extremely challenging since a strategic design crosses many private parcels. For example, the Upper Rancheria Community Fuel Break was planned and implemented with over sixty landowners. Community Amador County CWPP [Version or Adoption Date] [Appendix G] Page G14 200
Section 7, Item D.
leaders spent months following up with their neighbors to obtain Rights of Entry for the project.
· Solution: Community organization and dedicated leaders are essential to achieving buy-in from landowners to agree to work being done on their property.
Firewise Communities are effective organizations to bring neighbors together around the goal of wildfire mitigation through which landscape-scale fuel reduction can be achieved.
Outreach and education by institutions such as CAL FIRE, local fire departments, UC Cooperative Extension, Amador Fire Safe Council, Amador Resource Conservation District and others aim to improve landowners' willingness and ability to manage vegetation and fuels.
· Challenge: Maintenance of reduced fuel conditions is essential to extend the longevity of Community Fuel Breaks. The right tools should be used according to site conditions and landowner capacity and budget among mechanical treatment, herbicide, grazing and prescribed fire. In practice, maintenance treatments are inconsistent across landowners; some community leaders involved in such projects estimate that about one in five landowners implement maintenance treatments following grant-funded initial treatments.
· Solution: Maintenance of fuel breaks within fragmented ownerships will continue to be a challenge. First, outreach and education as mentioned above should be prioritized to reduce the knowledge barriers that landowners face to manage their properties. Second, future grant funded projects can assist with maintenance as has occurred on the earliest treated fuel breaks: Mitchell Mine and Pine Acres. Third, Amador Fire Safe Council and Amador Resource Conservation District are working to develop a project monitoring protocol to inform future maintenance interventions; this capacity-building effort is funded through Sierra Nevada Conservancy. Finally, future CAL FIRE VMP’s may develop to allow for CAL FIRE crews to maintain Community Fuel Breaks where feasible.
Forest Stand Improvement and Prescribed Fire @ Volcano
Hosts & Facilitators: Laura Moser, Mike Hampshire, Susie Kocher · Challenge: Beneficial fire has been excluded from much of the forested landscape for a century, leading to dangerous fuel loads and crowded conditions. · Solution: Mechanical treatments are necessary on most properties before safely introducing fire. While these treatments are often expensive, cost-share programs through CAL FIRE and NRCS exist to help private nonindustrial landowners. · Challenge: Prescribed fire via pile burning and broadcast burning is one of the most effective tools to attain safe levels of forest fuels and maintain healthy forests, woodlands and grasslands. Currently, few private nonindustrial landowners feel comfortable enough to put it into practice safely.
· Solution: Prescribed Burn Associations (PBA) such as the El Dorado – Amador PBA and UC Cooperative Extension promote peer-to-peer learning by facilitating burns on private property that anyone interested my volunteer to join. The need for such opportunities is much greater than a single PBA which services two counties can directly provide. Instead, PBA’s seek to educate individuals who will then start to use prescribed fire themselves on their properties and associate with their own networks to expand the practice. PBA’s seek to promote learning and practice within low-complexity burns under Amador County CWPP [Version or Adoption Date] [Appendix G] Page G15 201
Section 7, Item D.
safe conditions; professional organizations such as CAL FIRE have the capacity to handle high-complexity burns.
· Challenge: Even after landowners treat fuels on their properties and fire-harden their structures, they still face high wildfire insurance premiums which seem to be based more on regional conditions than conditions specific to a home and its surroundings. · Solution: Continued advocacy and research are necessary. Detailed, localized assessments may contribute to encouraging private insurers into the WUI again in the future.
Targeted Grazing @ Sutter Creek
Hosts & Facilitators: John Allen, Bill Allen, Brian Allen, Dan Macon · Challenge: The historic towns of the Sierra foothills are often surrounded by pasture or grazed woodlands, which in summer and fall may be highly likely to ignite from sources such as Highway 49. Vegetation along highway rights-of-way is managed by CALTRANS, though they are also sources of invasive weeds. · Solution: Targeted grazing utilizes livestock to maintain vegetative fuels at safe levels and shift vegetative composition. It sometimes comes at a cost to production, but ranchers are applying the practice successfully, for example by utilizing adult livestock and excluding calves at the appropriate times. At the example 60-foot wide fuel break between Highway 49 and Sutter Creek, targeted grazing with cattle reduces residual dry matter from 3,500-4,000 lbs/ac before grazing to closer to 500 lbs/ac, which has shown to produce more manageable 3.5-foot flame lengths when ignited. UC Cooperative Extension is actively engaging with ranchers to promote and expand the use targeted and prescribed grazing to meet their multiple goals, including wildfire protection. · Recommendations for livestock management when applying targeted grazing:
Grazing livestock should be concentrated in paddocks so that they have to eat everything, but moved frequently to new areas so that they are always coming on to new feed. This allows intensive grazing in the control area while maintaining the livestock in good shape. It has been used successfully with horses and with Weiner calves but with the calves not to the same extent as with adult cattle. With critical timing it provides nutrition while leaving seed to replenish the feed for the following year and to reduce summer weeds.
Electric fences are used with continuous ground wires and a short training period with the livestock under observation. Besides electric fencing that is moved as required, it requires a good water supply to large troughs.
Permanent fencing is very costly and cannot be removed when the job is done. Virtual fencing has been used with some success, but requires greater location precision and lower cost before it can replace the electric fencing.
· Challenge: To more intensively and precisely manage livestock for targeted and prescribed grazing, more fencing and watering accommodations are required. · Solution: Virtual fencing is a relatively new option to manage livestock while reducing the need for physical fences. The technology continues to improve, which will make the option more effective and affordable for ranchers in the future. UC Cooperative Extension is trialing the technology and pairing it with innovative grazing practices, preparing to educate and support ranchers when they’re ready to adopt it.
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G16 202
Section 7, Item D.
Participants Affiliation
Dan Epperson Amador County District 2 Supervisor
Brian Oneto Amador County District 5 Supervisor
Robert Withrow Amador Fire Protection District
Kayla Dale Amador Fire Protection District
Amanda Watson Amador Fire Safe Council, Amador RCD
Gordon Long Amador Fire Safe Council, Amador RCD
Cailin McLaughlin Amador Fire Safe Council, Amador RCD
Todd Bertwell Amador Fire Safe Council, Amador RCD
Steve Ogburn Amador Pines Firewise Community
Rebecca Pollon Amador Pines Firewise Community
Robin Bell Amador Pines Firewise Community
Serena Hangs Andrews Lupe Ridge Firewise Community
Beth Brenneman Bureau of Land Management
Jeff Hoag CAL FIRE Amador-El Dorado Unit
Logan O’Daniel CAL FIRE Amador-El Dorado Unit
Patrick McDaniel CAL FIRE Amador-El Dorado Unit
Eric Bither CAL FIRE Amador-El Dorado Unit
Garrett Hesser Calaveras Public Utility District
Susan Bragstad City Council, Amador City
Joey D. Smith East Bay MUD, UMWRA
Mike Hampshire Forest landowner
Laura Moser Forest landowner, USFS (retired)
Sandy Staples Mayor, Amador City
Julie Harris Quartz Mountain Firewise Community
John Allen Rancher
Bill Allen Rancher
Eric Gardner Rolling Oaks Firewise Community
Ian Moore Spatial Informatics Group
Nick Miley Spatial Informatics Group
Dan Macon UC Cooperative Extension
Susie Kocher UC Cooperative Extension
Brian Allen UC Cooperative Extension
Ralph Meier Upper Rancheria Firewise Community
Melody Meier Upper Rancheria Firewise Community
Jennifer Gobershock Woodland Road Firewise Community
Amador County CWPP [Version or Adoption Date] [Appendix G] Page G17 203
Section 7, Item D.
{DPC/00041114. } 1
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-0639 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer
STAFF REPORT
TO: CITY COUNCIL
MEETING DATE: JUNE 1, 2026
FROM: PAM CARONONGAN, CITY CLERK
SUBJECT: HOLD A PUBLIC HEARING AND RECEIVE ANNUAL
INFORMATIONAL REPORT REGARDING CITY
WORKFORCE VACANCIES AND RECRUITMENT (AB
2561 COMPLIANCE)
RECOMMENDATION
1) Open the public hearing and take public testimony.
2) Receive and file the annual report on employee vacancies, recruitment, and retention efforts as required by AB 2561.
BACKGROUND
Effective January 1, 2025, Assembly Bill 2561 (AB 2561) requires public agencies to present an annual report on employee vacancies, recruitment, and retention efforts at a public hearing before adopting the final budget for the new fiscal year. AB 2561 amended the Meyers-Milias-Brown Act by adding Government Code Section 3502.3, which requires local public agencies to enhance transparency and accountability in public sector staffing. The full text of the bill is available at: AB 2561 Bill Text.
The purpose of AB 2561 is to address growing concerns over staffing shortages in public agencies, which can lead to increased workloads, employee burnout, lower morale, and reduced service delivery to citizens. To mitigate these impacts, the law requires agencies to:
● Report annually on vacancies, recruitment activity, and retention strategies; ● Identify any policies or practices that may hinder hiring or retention; ● Provide recognized bargaining groups an opportunity to present during the public hearing; ● If any bargaining group vacancy rate reaches or exceeds 20% of authorized positions, provide additional data upon request, including applicant volume, hiring timelines, and efforts to improve compensation, benefits, and working conditions.
DISCUSSION
Workforce Overview
As of May 1, 2026, the City of Sutter Creek has 17.92 full-time equivalent (FTE) budgeted positions. Of the FTE’s, 12.44 are represented by bargaining groups (POA or SEIU). Currently, none of the employee bargaining group meets the 20% vacancy threshold set by AB 2561 for additional review. 204
Section 8, Item A.
{DPC/00041114. } 2
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-0639 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer The City’s overall vacancy rate is currently 5.6%, which is still considered low given that the percentage was caused by one vacancy.
The following table summarizes the City’s vacancy rate by employee group as of May 1, 2025:
Employee Group FTE’s Budgeted Vacancies Vacancy Rate
Non-represented 5.48 1 18.3%
POA – Police 5 0 0%
SEIU – Public Works 7.44 0 0%
City Overall 17.92 1 5.6%
Retention and Recruitment Efforts
Vacancies within the City arise for various reasons including retirements, resignations, and terminations.
In 2025-26 so far, the City filled 2 full-time positions and currently one vacancy to date. Two jobs were posted to our website for recruitment and published in the newspaper, with two roles filled - one in November 10, 2025 (City Clerk), and another role (Police Officer) filled as of February 9, 2026. We have not started recruiting for the project manager replacement as we are reconsidering how to structure the role - we can definitely use additional help but want to make sure we use this opening in the most effective manner.
A brief synopsis of retention and recruitment can be found in the tables below:
Roles Vacated Reason Job Posted Job Filled Time to Hire City Clerk Resignation October 2025 November
2025
1 month
Project Manager Resignation January 2026 --
# of roles at start of 25/26 # of staff turnover Retention Rate
17.92 2.00 88.8%
Staff Positions Hired 25/26 Job Posted Hire Date
City Clerk October 2025 November 2025
Police Officer (POA) March 2025 February 2026
BUDGET IMPACT
The job vacancies and recruitment of new roles has had varying impacts on the budget for fiscal year 25/26:
● Administrative Project Manager: This role was budgeted for the full year, but has been vacant since early January 2026 thus resulting in salary savings for the city. ● Police Officer: The vacant Police Officer role meant more overtime hours for other officers, increasing their workload. Costs associated with this position have normalized since the position had been permanently filled in February 2026. Financially, it is generally break-even. 205
Section 8, Item A.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer ______________________________________________________________________
STAFF REPORT
TO: THE HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL MEETING DATE: JUNE 1, 2026
FROM: CITY MANAGER DUBOIS AND FINANCE SUPERVISOR PETERS SUBJECT: DRAFT BUDGET FOR FY26-27
RECOMMENDATION:
Review the proposed early draft items for the FY 2026-27 Operating and Capital Budget and provide direction to Staff on priorities, particularly regarding capital improvement projects. This is an early draft and work remains to be done on the wastewater fund and reserves. Those are not yet included in this draft.
BACKGROUND:
With the ongoing collection of Measure P (Transaction and Use Tax) funds into our baseline planning, as well as some generous donors and grants,and impact fees from Valley View Commons apartments, the City is well-positioned to address critical infrastructure needs while maintaining healthy reserves. This staff report and the attached draft budget provide a high-level overview of forecasted revenues, baseline operational expenses, and a comprehensive list of proposed capital projects for the upcoming fiscal year.
Valley View Commons Impact fees were finalized this week but are not yet full incorporated in the draft budget. They total $1.66M in all, including regional fees. The Parks budget demonstrates the benefits we will see from these fees. The next draft will fully incorporate all the incoming impact fees into the budget and reserves. Note - These are one time fees and they are being applied to capital projects, not annual obligations.
Staff is presenting this early draft to discuss potential changes to the baseline budget, gauge Council priorities on discretionary spending, and gather feedback before returning with the final balanced budget in mid-June.
DISCUSSION:
1. Economic Outlook
Based on the latest macroeconomic forecasts and local city data, here is an overview of the market outlook for Sutter Creek and Amador County through the rest of 2026 and the first half of 2027:
The U.S. economic outlook for the remainder of 2026 and the first half of 2027 points toward moderate economic growth, with real GDP projected to expand by roughly 2.2% 206
Section 9, Item A.
2 [Type text]
in 2026 and averaging between 1.9% and 2.1% in 2027. The economy is currently navigating a "low-hire, low-fire" labor market, and the national unemployment rate is expected to drift up slightly to around 4.5% to 4.7% by the end of 2026. A major nearterm headwind for municipalities is inflation, which remains sticky due to new trade policies and geopolitical conflicts in the Middle East. These global frictions have created a temporary, supply-driven oil shock that is expected to push headline inflation higher in the near term as well as increase the costs of fuel, chemicals and other supplies. Fuel cost futures are expected to remain elevated and volatile through the end of 2026 before slowly cooling in 2027 as market disruptions are absorbed.
Locally, Sutter Creek's market remains heavily reliant on its reputation as the "Jewel of the Motherlode," drawing visitors to its historic 19th-century Main Street, local wineries, and proximity to outdoor recreation. While tourism is a foundational economic driver, city leaders are recognizing the vulnerabilities of a purely tourism-dependent and commuter-influenced economy. Recent economic development discussions support a strategic push to diversify the economic base, which will help mitigate structural challenges like an aging population and local economic leakage.
The intersection of national inflation and local economic dynamics is directly impacting Sutter Creek's municipal operational costs. The city faces notable cost pressures from rising labor and benefit expenses—which are expected to grow by roughly 10%. We are in Year 2 of a three year labor agreement which helps mitigate some of the pain but letting us plan for these increases. Furthermore, regional service costs, such as a 6% increase in Amador County dispatch allocations, and elevated fuel costs directly burden public works and emergency services. While the city is planning for conservative base revenue growth in the 2% range, the recent implementation of the Measure P Transaction and Use Tax provides a crucial financial buffer. This new tax revenue is allowing the city to manage these rising operational costs and fund deferred infrastructure maintenance without severely exhausting its general reserves.
2. General Fund Revenue
The proposed FY 2026-27 General Fund revenue is projected at $3,469,638. This represents stable, modest growth compared to the previous fiscal year. Total tax revenues are forecasted at $2,726,142. The budget now includes a full year of TUT revenue, allowing us to confidently program these funds toward deferred maintenance and street repairs. ● Wastewater Enterprise Fund: Projected revenues of $5,637,624 with operating expenditures estimated at $6,002,935. This includes a use of reserves to start construction of solar and batter storage for the new wastewater plant, to lock in grants and federal tax incentives. .
● Gas Tax / Streets & Sidewalks (Fund 03): Projected revenues of $926, 641 against proposed expenditures of $842,554, use of state grant funds of $612,000 via ACTC let us maintain reserves. .
● Park Impact Fees: Projected revenues of $688,067 from impact fees will let us execute several park and community building improvements while maintaining a healthy reserve.With the dissolution of ACRA we have been attempting to offer rec programs without any additional full-time staff (utilizing part-time and volunteers). This may change in future years if we are unable to sustain programs..
207
Section 9, Item A.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer
3. Personnel & Operating Expenses
Total City staffing remains stable at 17.92 FTEs (20 total employees), with no new positions proposed in this baseline draft. Key operational adjustments include:
● CalPERS UAL: Pension Unfunded Accrued Liability (UAL) allocations have been updated based on the latest actuary reports and accurately allocated across departments (e.g., General Fund, Streets, Sewer, etc.) reflecting actual staff time distribution. ● Police Department: The proposed budget is $1,180,139. The increase is largely driven by Amador County dispatch cost increases and necessary safety equipment replacements.
● City Management & Finance: Proposed at $150,983 and $168,362 respectively. Efforts have been made to appropriately allocate administrative effort to the Wastewater Enterprise Fund to reflect the significant time spent on WWTP planning and ARSA issues.
4. Proposed Capital Improvement Projects
Staff has compiled a priority list of capital projects totaling over $2.1 million across all funds plus $3.6M for solar and battery storage for the new wastewater plant. We are proposing to budget all of these projects, and will attempt to complete them all within the fiscal year. This is a larger number of projects than normal, so we may not complete all of them, if not funds will not be spent and be available to rollover to the following year.
Highlights include:
Category Project Description Est. Cost & Funding
Streets & Sidewalks Sutter Hill Road Paving, Old
49 Pedestrian Shoulder,
Gopher Flat Traffic Calming
(Speed tables & restriping),
David Drive repair.
$800k (Sutter Hill) largely
offset by $610k ACTC grant.
$75k (Old 49).
Facilities Auditorium HVAC
replacement, Auditorium
siding and paint, Admin
Building Roof replacement,
and critical repairs to
Monteverde (HVAC, wall/floor,
electrical).
$100k (Aud. HVAC), $40k
(Aud. Siding), $20k (Admin
Roof). Monteverde funding
will increase if we are
awarded grant funding.
Wastewater Five critical WWTP projects,
Preston Forebay inlet valve
replacement, and Freshwater
diversion line repairs
completion.
$500k (WWTP 1/1 Projects),
$30k (Preston Valve), $25k
(Diversion).
Parks & Recreation Minnie Provis ADA
improvements, Bryson Pump
Track, Creek cleanup
(flood/fire mitigation), and
Pool 3-way valve
replacement.
$140k (Minnie Provis, $125K
donation), $10k (Pump Track
- $10K grant), $11k (Creek
Cleanup).
Police Equipment Smart Cameras (LPR/facial $50k (Smart Cameras), $11k 208
Section 9, Item A.
4 [Type text]
Category Project Description Est. Cost & Funding
recognition), Car Cameras
(Year 1 of 5-year plan),
Radar, and routine
firearm/radio replacements.
(Car Cameras Year 1).
Possible funding by Embarc
(not counting on that)
5. Conclusions
Comparing this year’s budget to last year, we largely accomplished our goals of creating a sustainable budget. Unlike last year where the budget bridged the gap by using some reserves, this year's budget reflects a stronger revenue story and increases reserves except for wastewater where we are starting expenditures for the new plant. Costs do continue to rise faster than our core tax revenue sources. We have proactively raised our fees, so our recovery rates are solid for paid services like building permits and planning. It is enlightening to see how much one apartment building can add to the city's coffers, though these impact fees are one-time funds and should be used for onetime expenses, such as capital projects.
BUDGET IMPACT:
The proposed FY 2026-27 baseline budget strikes a balance between maintaining healthy operating reserves and addressing critical, long-deferred infrastructure repairs. By leveraging anticipated grant revenues and appropriately allocating enterprise fund costs, the General Fund impact of these capital improvements is minimized.
Feedback received from the Council during tonight's meeting will be used to refine project priorities, finalize departmental budgets, and balance the FY 2026-27 Operating and Capital Budget. The final budget resolution will be brought back to the Council for adoption in late June.
ATTACHMENT:
1. Draft FY26-27 Budget
2. Budget - Projects - FY26-27
209
Section 9, Item A.
Organizational Chart
Citizens of Sutter Creek
City Council City Treasurer
City Manager Office Planning Commision City Attorney
Administrative Services Police Public Works: Finance Planning Engineering & Building Elected by the Citizens Elected by the Citizens
Appointed by the City Council Appointed by the City Council Contract, Appointed by the City Council City Clerk Patrol Wastewater Treatment Sewer billing & payments Implementation of General
Plan and Zoning Code. Code
enforcement
City Engineer -implementation of city
standards. Building plan reviews and
inspections, Code enforcement
Human Resources Community Service Sewer line maintenance Business Licensing Risk Management Law Enforcement Parks and Facility maint. Facility rentals Code Enforcement Investigations Street maintenance Building Permits 1 FTE City Manager
1 FTE Project Manager
1 FTE City Clerk .48 Chief 1 FTE PW Director 1 FTE Finance Supervisor Contract Contract 1 FTE Sergeant 2 FTE Supervisors 1.96 FTE Account Clerks 4 FTE Officers 3.48 FTE PW 1
1 5.48 6.48 2.96
EXISTING FTEs 17.92 EXISTING TOTAL EMPLOYEES 20
PROPOSED TOTAL FTEs: 17.92
PROPOSED TOTAL EMPLOYEES: 20
210
Section 9, Item A.
City of Sutter Creek FY 2026-27 Proposed Budget Total Revenues - City Wide General Fund (includes Monteverde, Pool, and Facilities) Total 3,469,638
Wastewater Enterprise
Total 5,637,624
Streets/Gas Tax
926,641
Crestview Lighting District
Total 2,713
AB-1600 Impact Fees
Total 8,720
Park Impact Fees
Total 688,067
Grand Total 10,733,403
% of Revenue Taxes 2,726,142
Licenses & Permits 83,381
Intergovernmental 234,516 Fees & Charges 387,608 Fines & Forfeitures 1,674 Use of Money 25,500 Other 10,817 32%
Intergovernmental - Fees & Charges 4,718,884 Use of Money 88,740 Transfers In 830,000 53%
Taxes & Assessments 310,641
Intergovernmental 616,000 Use of Money -
9%
Taxes & Assessments 2,650 Use of Money - Transfers In 63 100%
Charges for Service 7,720 Use of Money 1,000 Transfers In - Charges for Service 563,067 Use of Money - Transfers In 125,000 ( )
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2,726,142
234,516
387,608
Taxes
Licenses & Permits
Intergovernmental
Fees & Charges
Fines & Forfeitures
Use of Money
Other
General Fund, $3.27M Revenue
211
Section 9, Item A.
City of Sutter Creek
FY 2026-27 Proposed Budget
Total Expenses - City Wide
General Fund (includes Monteverde, Pool, and Facilities) Total $ 3,414,699
Wastewater Enterprise
Total $ 6,002,935
Streets/Gas Tax
Total $ 842,554
Crestview Lighting District
Total $ 2,000
AB-1600 Impact Fees
Total $ -
Park Impact Fees
Total $ 355,000
Grand Total $ 10,617,187
% Expense
Personnel Services $ 1,807,040
Services & Supplies 1,115,474
Capital 492,185
Transfers Out -
32.2% $ 682,939.70
Personnel Services $ 837,232
Services & Supplies 1,055,702
Capital 4,110,000
Transfers Out -
Debt Service -
56.5%
Personnel Services $ 140,760
Services & Supplies 89,794
Capital 612,000
Transfers Out -
7.9%
Personnel Services $ -
Services & Supplies 2,000
Capital -
Transfers Out -
0.0%
Personnel Services $ -
Services & Supplies -
Capital -
Personnel Services $ -
Services & Supplies -
Capital 355,000
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212
Section 9, Item A.
City of Sutter Creek
Department 1020 - City Clerk FTE: 1
PROPOSED FUND 01 FUND 03 FUND 04 FUND 07 FUND 10 FUND 17 FUND 29 FUND 59 FUND 80 BUDGET GEN FUND STREETS LIGHTING CEMETERY SEWER POOL FACILITIES ARSA Personnel Services FY 2026-27 60% 25% 15%
Materials & Services
MONTEVERDE
FY 2026-27 Proposed Budget
( )
( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) 16,603.70
167,480 100,488 - - - - - - - 41,870 - - - - - - - 25,122 40000 - Salaries & Wages 78,000 46,800 - 19,500 - 11,700 40015 - Vacation Payout 2,500 1,500 - 625 - 375
40050 - FICA 4,836 2,902 - 1,209 - 725
40055 - SUI 168 101 - 42 - 25
40060 - CalPERS - Normal Cost 11,965 7,179 - 2,991 - 1,795 40051 - Medicare 1,131 679 - 283 - 170
40065 - Employee Benefits 27,600 16,560 - 6,900 - 4,140 40070 - Workers Compensation 6,629 3,978 - 1,657 - 994
132,830 79,698 - - - 33,207 - - - 19,924
52010 - General Supplies 200 120 - 50 - 30
53015 - Repairs & Maintenance - - - - - - 60013 - Network Services - ADA sw 3,500 2,100 - 875 - 525 60014 - Internet Services - - - - - - 60016 - MuniCode Site and agenda sw 8,000 4,800 - 2,000 - 1,200 1,000 600 - 250 - 150
61057 - Contracts - weed abatement 20,000 12,000 - 5,000 - 3,000 65040 - Travel / Conferences / Training 1,000 600 - 250 - 150 66012 - Water Utilities 250 150 - 63 - 38
66014 - PG&E Utilities 700 420 - 175 - 105
34,650 20,790 - - - 8,663 - - - 5,198
TOTAL
61057 - Contracts - ordinace- municode, public no
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Total Personnel Services:
Total Operating:
213
Section 9, Item A.
City of Sutter Creek
Department 1040 - City Management FTE: 2
PROPOSED FUND 01 FUND 03 FUND 04 FUND 07 FUND 10 FUND 17 FUND 29 FUND 59 FUND 80 BUDGET GEN FUND STREETS LIGHTING SEWER POOL FACILITIES ARSA Personnel Services FY 2026-27 35% 5% 35% 25%
Materials & Services
Capital Projects
CEMETERY MONTEVERDE
FY 2026-27 Proposed Budget
( )
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70,329.19
40000 - Salaries & Wages 268,725 94,054 13,436 - - 94,054 - - - 67,181 40015 - Vacation Payout 9,644 3,375 482 - - 3,375 - - - 2,411 40050 - FICA 16,661 5,831 833 - - 5,831 - - - 4,165
40055 - SUI 336 118 17 - - 118 - - - 84
40060 - CalPERS - Normal Cost 17,780 6,223 889 - - 6,223 - - - 4,445 40051 - Medicare 3,897 1,364 195 - - 1,364 - - - 974
40065 - Employee Benefits 71,580 25,053 3,579 - - 25,053 - - - 17,895 40070 - Workers Compensation 13,259 4,641 663 - - 4,641 - - - 3,315 401,881 140,658 20,094 - - 140,658 - - - 100,470
52010 - General Supplies 1,000 350 50 - - 350 - - - 250 53015 - Repairs & Maintenance - - - - - - - - - - 55019 - Employee Development - - - - - - - - - - 60013 - IT Services - - - - - - - - - -
60014 - Internet Services - - - - - - - - - -
61055 - Consultants 5,000 1,750 250 - - 1,750 - - - 1,250 62010 - Communications - - - - - - - - - -
65040 - Travel / Conferences / Training 2,500 875 125 - - 875 - - - 625 66012 - Water Utilities 300 105 15 - - 105 - - - 75 66014 - PG&E Utilities 700 245 35 - - 245 - - - 175 XXXXX - City Manager Contingency Fund 10,000 3,500 500 - - 3,500 - - - 2,500 19,500 6,825 975 - - 6,825 - - - 4,875
67017 - Furniture & Fixtures -
-
421,381 147,483 21,069 - - - - - 147,483 - - - - - - - 105,345 13,814
Total Personnel Services:
Total Operating:
Total Capital Projects:
Total 1040 - City Management:
214
Section 9, Item A.
City of Sutter Creek
Department 1050 - Finance FTE: 2.96
PROPOSED FUND 01 FUND 03 FUND 04 FUND 07 FUND 10 FUND 17 FUND 29 FUND 59 FUND 80 BUDGET GEN FUND STREETS LIGHTING SEWER POOL FACILITIES ARSA Personnel Services FY 2026-27 39% 6% 0% 0% 42% 0% 0% 0% 13% Materials & Services
Capital Projects
CEMETERY MONTEVERDE
FY 2026-27 Proposed Budget
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68,238.74
40000 - Salaries & Wages 210,541 81,325 13,554 - - 88,554 - - - 27,108 40015 - Vacation Payout 2,929 1,131 189 - - 1,232 - - - 377 40050 - FICA 13,054 5,042 840 - - 5,490 - - - 1,681 40055 - SUI 672 260 43 - - 283 - - - 87
40060 - CalPERS - Normal Cost 12,516 4,834 806 - - 5,264 - - - 1,611 40051 - Medicare 3,053 1,179 197 - - 1,284 - - - 393 40065 - Employee Benefits 55,200 21,322 3,554 - - 23,217 - - - 7,107 40070 - Workers Compensation 26,518 10,243 1,707 - - 11,153 - - - 3,414 324,482 125,336 20,889 - - 136,477 - - - 41,779 52010 - General Supplies 25,000 9,657 1,609 - 10,515 - - 3,219 60010 - Computer Hardware 1,000 386 64 - 421 - - 129 60012 - Computer Equipment - - - - - - - -
60013 - Financial Software 55,000 21,245 3,541 - 23,133 - - 7,082 60020 - Online Bill Pay Transaction Fees 18,000 18,000 - - 61015 - Audit & Accounting 40,500 15,644 2,607 - 17,034 - - 5,215 61055 - Professional Services 1,000 386 64 - 421 - - 129 61057 - Contracts - Other 2,000 773 129 - 841 - - 258 64011 - Public Hearing Notices - - - - - - - - 65040 - Travel / Conferences / Training 1,500 579 97 - 631 - - 193 66012 - Water Utilities 600 232 39 - 252 - - 77
66014 - PG&E Utilities 7,000 2,704 451 - 2,944 - - 901 69070 - Banking Service Fees 3,000 1,159 193 - 1,262 - - 386 - - - - - - - -
154,600 52,764 8,794 - - 75,454 - - - 17,588
67010 -Replace ERP & Financial System - - - - - - - - - - - - - - - - - - - -
479,082 178,100 29,683 - - 211,932 - - - 59,367
Total Personnel Services:
Total Operating:
Total Capital Projects:
Total 1050 - Finance:
215
Section 9, Item A.
City of Sutter Creek
Public Works FTE: 6.48
PROPOSED FUND 01 FUND 03 FUND 04 FUND 07 DEPT 1510 DEPT 1520 FUND 17 FUND 29 FUND 59 FUND 80 BUDGET GEN FUND STREETS LIGHTING TREATMENT COLLECTIONS MONTEVERDE POOL FACILITIES ARSA FY 2026-27 25% 12% 0% 0% 22% 20% 0% 0% 0% 21%
Personnel Services
Materials & Services GENERAL FUND SECTION TOTAL 03 - 1120 - Streets 01-1130 - Parks & Rec + Facilities
01 - 1140 - Pool
ENTERPRISE FUND SECTION TOTAL
Dept 1520 - Collections
Dept 1510 - Treatment
80 - 1600 - Disposal
Capital Projects
CEMETERY
FY 2026-27 Proposed Budget
40000 - Salaries & Wages 516,603 129,939 61,038 - - 113,128 103,539 - - - 108,958 40020 - Overtime 22,000 - - - - 10,000 - - - - 10,000
40015 - Vacation Payout 17,733 4,460 2,095 - - 3,883 3,554 - - - 3,740 40050 - FICA 32,029 8,056 3,784 - - 7,014 6,419 - - - 6,755 40055 - SUI 1,176 296 139 - - 258 236 - - - 248
40060 - CalPERS - Normal Cost 57,430 14,445 6,786 - - 12,576 11,510 - - - 12,113 40051 - Medicare 7,491 1,884 885 - - 1,640 1,501 - - - 1,580 40065 - Employee Benefits 165,600 41,653 19,566 - - 36,264 33,190 - - - 34,927 40070 - Workers Compensation 46,406 11,672 5,483 - - 10,162 9,301 - - - 9,788 866,467 212,406 99,777 - - 194,926 169,250 - - - 188,109 52010 - General Supplies 2,000 2,000
52012 - Fuel 5,000 5,000
55040 - Clothing 750 750
55060 - Road Patching, thermoplastic, sidewalks 7,000 7,000 55070 - Road Signs 250 250
55075 - Flood Control - - 55085 - Weed Control 4,000 4,000 61057 - Contractual Street/Drain Repair 10,000 10,000
66025 - Street Lights 42,000 42,000
67009 - Vehicle Maintenance 2,000 2,000
67010 - O&M Equipment 1,000 1,000
52010 - General Supplies 580 580
52012 - Fuel 7,000 7,000
53015 - Repairs & Maintenance 25,000 25,000
55015 - Beautification 6,000 6,000
55040 - Clothing 750 750
55070 - Signs 250 250
55085 - Weed Control 5,000 5,000
55090 - Restrooms 500 500
55095 - Taxes / Fees / Licenses 500 500
60014 - Facility Internet Services 2,000 2,000
61057 - ACRA - JPA Contribution - - 66012 - Water Utilities 26,000 26,000 66014 - PG&E Utilities 42,000 42,000
67009 - Vehicle Maintenance 4,000 4,000
67010 - O&M Equipment 2,500 2,500
67015 - O&M Structures/Grounds 5,000 5,000
67020 - Janitorial 6,500 6,500
68012 - Violich Parking Lot 12,000 12,000
68012 - Boitano Parking Lot 35,000 35,000
61057 - Net Pool Staffing Costs 40,144 40,144
52010 - General Supplies 250 250
52015 - Chemicals 6,000 6,000
53015 - Repairs 2,500 2,500
55095 - Taxes/Fees/Licenses 1,000 1,000
67010 - O&M Equipment 1,500 1,500
67015 - O&M Structural - -
55040 - Clothing 750 750
55095 - Taxes / Fees / Licenses 4,500 4,500
60011 - MMS 8,000 8,000
61025 - Engineering 16,000 16,000
61055 - Other Expenses 2,000 2,000
67009 - Vehicle Maintenance 2,500 2,500
67010 - O&M Equipment 9,700 9,700
67015 - O&M Structural 3,000 3,000
52010 - General Supplies + Lab 11,000 11,000
52012 - Fuel 6,000 6,000
52015 - Chemicals 115,000 115,000
55040 - Clothing 750 750
55095 - SWRCB Permit + Cert Renewals 37,000 37,000
60013 -IT Services 3,500 3,500
60014 - WWTP Internet Services 1,500 1,500
61025 - Engineering 50,000 50,000
61057 - Rate Study/Contracts/Grant Expenses 35,000 35,000 62010 - Communications 500 500
65030 - Membership Dues 900 900
65040 - Travel/Conference/Training 1,000 1,000
66012 - AWA Utilities 12,000 12,000
66014 - PG&E Utilities 36,000 36,000
67009 - Vehicle Maintenance 5,500 5,500
67010 - O&M Equipment 36,000 36,000
67015 O&M Structural - - 67050 - O&M Sewer Plant 25,000 25,000 69074 - Debt Service - USDA Principal 27,000 27,000
69075 - Debt Service - USDA Interest 17,100 17,100
67060 - O&M Sludge 60,000 60,000
68020 - Rentals - Machinery & Equipment 10,000 10,000
- 52010 - General Supplies 600 600
52012 - Fuel 13,000 13,000
53015 - Repair & Maintenance 20,000 20,000
55040 - Clothing - - 55075 - Flood Control 1,500 1,500
55085 - Weed Control - 55095 - Taxes / Fees / Licenses + Tertiary 80,000 80,000 61015 - Audit 1,000 1,000
61025 - Engineering 80,000 80,000
61055 - Professional Services - - 61030 - Legal 15,000 15,000 65030 - Membership Dues - - 67009 - Vehicle Maintenance 6,000 6,000 67010 - O&M Equipment 35,000 35,000
67015 - O&M Structural 2,000 2,000
67061 - Contingency 50,000 50,000
1,147,274 231,974 74,000 - - 490,750 46,450 - - - 304,100 70030 - Improvements - Sutter Hill Road 800,000 190,000 610,000 70030 - Improvements - David Drive 10,000 10,000
70030 - Improvements - Randolph & Boston Alley 5,500 5,500 70030 - Improvements - Gopher Flat Improvements 44,000 44,000 75,000 75,000
70030 - Improvements - Bike/Ped 1,000 1,000
70030 - Improvements - Main street sidewalk 7,500 7,500 70030 - Improvements - Golden Hills Sidewalk 2,000 1,000 1,000 4,000 4,000
70030 - Improvements - Auditorium HVAC w donors 100,000 100,000 70030 - Improvements - Monteverde electrical 10,000 10,000 70030 - Improvements - Auditorium siding and paint 40,000 40,000 70030 - Improvements - Admin building - roof 20,000 20,000 70030 - Improvements - I/I Rehabilitiation 500,000 500,000 70030 - Improvements - Preston Inlet Valve 30,000 30,000 70030 - Improvements - Henderson Completion res 400,000 400,000 70030 - Improvements - Freshwater Diversion 25,000 25,000 70030 - Improvements - Creek Rootball assessment 15,000 15,000 70030 - Improvements - Bryan Pump Track 10,000 10,000
70030 - Improvements - Gateway Park Irrigation 5,000 5,000 70030 - Improvements - Parks & Rec Truck 20,000 20,000
70030 - Improvements - ADA Playground 140,000 140,000
70030 - Improvements - Bryson Playground 10,000 10,000
70030 - Improvements - Sutter Hill Beautification 1,000 1,000 70040 - Machinery & Equipment 10,000 - 10,000 Epump rehab 2,285,000 709,000 611,000 - - 10,000 500,000 - - - 455,000 2,285,000 4,298,741 784,777 - - 695,676 715,700 - - - 947,209
70030 - Improvements - Old Main Pedestrian Walkwa
70030 - Improvements - Monteverde gutter, wall, floo
1,153,380
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Total Personnel Services:
Total Operating:
Total Capital Projects:
Total 1130 - Public Works:
216
Section 9, Item A.
City of Sutter Creek
Fund 01 - General Fund
Department 6100 - Central Services
PROPOSED FUND 01 FUND 03 FUND 04 FUND 07 FUND 10 FUND 17 FUND 29 FUND 59 FUND 80 BUDGET GEN FUND STREETS LIGHTING CEMETERY SEWER MONTEVERDE POOL FACILITIES ARSA Personnel Services FY 2026-27 40% 30% 30%
-
Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
( )
( ) ( ) ( ) ( )
( ) ( )
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87,975
41040 - Closed OPEB Contributions 900 360 270 270 Comp Adjustments GF - - POA Comp Adjustments all - - - Rest 900 360 - - - 270 - - - 270
52010 - General Supplies 2,000 800 600 600
53020 - Equipment Maintenance 1,000 400 300 300
60010 - Computer Hardware 1,000 400 300 300
60013 - IT Services 30,000 12,000 9,000 9,000
60014 - Internet access 10,000 4,000 3,000 3,000
61055 - Professional Services - - - - 62010 - Communications 5,000 2,000 1,500 1,500 65010 - Insurances - General Liability 535,000 214,000 160,500 160,500 65030 - CalCities Membership 2,500 1,000 750 750
65040 - Travel / Conferences / Training - - - - 67010 - Operations & Mtc Equipment - - - - 586,500 234,600 - - - 175,950 - - - 175,950
67015 - Operations & Mtc Buildings - 70042 - IT Equipment & Infrastructure - - - - - - - - - - -
587,400 234,960 - - - 176,220 - - - 176,220
1.1725663
( )
Total Personnel Services:
Total Operating:
Total Capital Projects:
Total 6100 - Central Services:
217
Section 9, Item A.
City of Sutter Creek
Fund 01 - General Fund
Department 6130 - Legal
PROPOSED FUND 01 FUND 03 FUND 04 FUND 07 FUND 10 FUND 17 FUND 29 FUND 59 FUND 80 BUDGET GEN FUND STREETS LIGHTING CEMETERY SEWER MONTEVERDE POOL FACILITIES ARSA Personnel Services FY 2026-27 40% 10% 50%
Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
Total Personnel Services:
Total Operating:
Total Capital Projects:
Total 6130 - Legal:
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- - - - - - - - - -
61030 - Legal 60,000 24,000 6,000 30,000 Code enforcement 50,000 20,000 5,000 25,000 110,000 44,000 - - - 11,000 - - - 55,000
- - - - - - - - - -
110,000 44,000 11,000 55,000
218
Section 9, Item A.
City of Sutter Creek
General Fund Revenue and Expenditure Detail
FY 2026-27 Proposed Budget
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
REVENUES
Total Revenues $ 3,269,153 $ 3,185,746 $ 3,343,927 $ 3,469,638
EXPENDITURES
Total Expenditures $ 2,503,800 $ 3,348,414 $ 2,841,686 $ 3,414,699 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
(522,574)
Total Fund Balances / Reserves $ 2,070,120 $ 1,420,129 $ 1,478,345 $ 1,533,455 Taxes $ 2,037,636 $ 2,421,846 $ 2,672,688 $ 2,726,142
Licenses & Permits 73,174 54,264 81,746 83,381
Intergovernmental 747,190 272,102 220,114 234,516
Fees & Charges 301,340 344,154 332,133 387,608
Fines Forfeitures 6,708 3,304 1,641 1,674
Use of Money 36,878 17,226 25,000 25,500
Other Revenues 66,227 72,850 10,605 10,817
Transfers In - - - -
$ 125,711
1000 - Non-Departmental $ 208,718 $ 289,517 $ 302,744 $ 331,871 1010 - City Council 18,048 23,120 18,740 24,590
1020 - City Clerk 72,572 81,179 76,990 88,488
1030 - City Treasurer 2,216 2,551 2,423 2,483
1040 - City Management 146,771 192,843 163,775 147,483
1050 - Finance 175,338 242,293 177,927 178,100 INCREASE 1060 - Police 983,603 1,196,755 1,058,295 1,292,074 OLD total $ 1,064,036 $228,038.21 1090 - Planning 57,360 111,703 70,716 54,745
1100 - Building 64,069 67,417 36,754 42,000
1115 - Engineering 187,820 240,144 180,708 144,000
1130 - Public Works 311,163 539,031 460,330 829,880
1150 - Marketing 15,583 25,430 14,837 16,525
6100 - Central Services 225,109 298,892 229,568 234,960 6130 - Legal 35,430 37,539 47,879 27,500
$ 573,013
Excess / (Deficit) of Revenues over
Expenditures 765,353 (162,668) 502,241 54,939 Change
From Reserves (522,574) (193,068) (329,506) 60%
Net Income From Reserves
577,513 54,939
01 - General Fund $ 270,855 $ 1,094,068 1,014,150 $ 1,014,150 39 - General Fund Reserve 697,390 378,817 (187,372) (423,478) 95 - General Operating Reserve 102,421 105,322 245,432 - 96 - General Capital Reserve 49,677 50,573 50,573 50,573 516,370 Measure P reserves 566,189 1,143,702 627332
29 - Swimming Pool Reserve (57,591) (30,455) (32,431) - 48 - ARPA Reserve 575,152 - - -
60 - Bypass Mitigation Fund 88 90 90 -
81 - Visitor Center Fund (22,470) - - -
86 - General Savings Fund 72,113 73,377 73,377 -
87 - Refuse Fund 3,354 3,415 3,415 3,586
88 - City Council Fund 20,564 20,935 20,935 20,935
91 - Road CIP Fund 113,909 (483,270) (483,270) (483,270) 92 - Pension & Insurance Fund 136,389 138,849 138,849 138,849 93 - Vehicle Capital Fund 17,183 17,893 17,893 17,893
94 - Vacation Fund 91,086 50,515 50,515 50,515
-
$ 55,110
Meeting 630
Reserve Measure P
end up at
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Fund Balance / Reserve Types:
219
Section 9, Item A.
City of Sutter Creek General Fund Revenue Account Detail FY 2026-27 Proposed Budget
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Description
TOTAL TAXES 2,037,636 2,421,846 2,672,688 2,726,142
TOTAL LICENSES & PERMITS 73,174 54,264 81,746 83,381
TOTAL INTERGOVERNMENTAL 747,190 272,102 220,114 234,516 TOTAL FEES & CHARGES 301,340 344,154 332,133 387,608
TOTAL FINES & FORFEITURES 6,708 3,304 1,641 1,674
TOTAL USE OF MONEY 36,878 17,226 25,000 25,500
TOTAL OTHER REVENUES 66,227 72,850 10,605 10,817
TOTAL TRANSFERS IN - - -
TOTAL GENERAL FUND $ 3,269,153 $ 3,185,746 $ 3,343,927 $ 3,469,638 Property Tax - Secured $ 703,824 726,667 $ 751,918 766,956 Property Tax In Lieu of MVLF 297,836 311,966 321,000 327,420 Property Tax - Curr Supplemental 16,189 11,394 10,912 11,130 Property Tax - Delq Supplemental 2,190 1,203 5,277 5,383 Property Tax - Unsecured 20,054 17,545 12,860 13,117 Franchise - Garbage 64,803 77,799 71,718 73,152 Franchise - Cable 29,284 27,259 25,085 25,587 Franchise - Electric / Gas 54,371 62,681 62,485 63,735 Real Property Transfer Tax 20,178 12,908 11,018 11,238 Transient Occupancy Tax 371,280 423,801 334,438 341,127 Sales Tax 457,627 602,223 499,788 509,784 Transactions & Use Tax (Measure P) - 146,400 566,189 577,513 Business Licenses 62,801 43,387 62,080 63,322 Encroachment Permits 6,342 6,132 16,593 16,925 Garage Sale Permits 75 75 20 20 Licenses / Other Permits 2,160 2,540 2,185 2,229 Sign Permits 1,496 780 518 528 Banner Permits 300 350 350 357 Reimbursed E&P Costs - 1,000 - - Amusements - - - - Prop 172(public safety) Sales Tax 14,042 13,854 11,601 11,833 LEAP Planning Grant - 56,446 - - COPS Grant Funding 100,000 195,028 201,537 205,568 HOPTR Relief Funding 6,306 6,296 6,194 6,318 Local Grants - - 10,000 Amador Community Foundation State Grants 45,618 478 782 798 FEMA Reimbursement (replenish Fund 95) 581,224 - - - Zoning Application Fees - - - - Subdivision Fees 5,680 - - - Variance & Conditional Fees 1,013 34,180 14,756 15,051 Site Plans 58,512 21,614 13,769 14,044 Building Permit Fees 115,821 117,269 150,777 153,793 Plan Check Fees 36,967 64,293 47,450 48,399 Police Department Fees 540 423 534 545 Police Reports 740 435 480 490 Concealed Weapons Permits 500 700 250 255 City Engineer Services Fees - - - - P.D. & Legal Restitution - - - - Fees - Other - - - - Police Special Services Fees 1,355 2,300 2,104 2,146 Grammar School Fees 18,415 15,755 13,195 13,459 Cemetery Plot Fees - 1,000 - - Cribbs Field/Snack Shack Fees 420 475 230 235 Community Building Utility Fees 2,325 2,575 2,809 2,865 Community Building Fees 5,626 5,365 7,374 7,521 Auditorium Utility Fees 2,050 2,550 2,673 2,726 Auditorium Fees 6,000 6,910 7,593 7,745 Jazzercise 10,410 11,345 12,420 12,668 AT&T Lease 34,800 48,732 49,864 50,861 Rent - 6,507 4,710 4,804 Donations 166 1,726 1,145 50,000 Auditorium HVAC Vehicle Code Fines 6,708 3,304 1,641 1,674
Interest Earnings 36,878 17,226 25,000 25,500
Insurance Refunds - - - Other Revenues 66,227 72,850 10,605 10,817 Transfers In - -
-
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Transactions & Use Tax (Measure…
21.2%
Sales Tax 18.7%
Transient Occupancy Tax 12.5%
Property Tax - Secured
28.1%
Property Tax In Lieu of MVLF
12.0%
Property Tax - Unsecured
0.5%
Franchise - Garbage
2.7%
Franchise - Cable
0.9%
Franchise - Electric / Gas 2.3%
Real Property Transfer Tax 0.4%
Tax Revenue Forecast
220
Section 9, Item A.
General Fund Department Expenses Total Expense
$ 331,871
$ 24,590
$ 88,488
$ 2,483
$ 147,483
$ 178,100
$ 1,292,074
$ 54,745
$ 42,000
$ 144,000
$ 829,880
$ 16,525
$ 234,960
$ 27,500
$ 3,414,699
Pension City Council
City Clerk
City Treasurer City Mngr Office Finance Police Planning Building Inspection
Engineering Public Works Marketing Central Services Legal Total ( )
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Pension
City Council
City Clerk
City Treasurer
City Mngr Office
Finance
Police
Planning
Building Inspection
Engineering
Public Works Marketing
Central Services
Legal
221
Section 9, Item A.
City of Sutter Creek
General Fund
FY 2026-27 Proposed Budget
Departmental Expenditure Account Detail
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
1000 - Non-Departmental
Total: 208,718 289,517 302,744 331,871
1010 - City Council
Total: 18,048 23,120 18,740 24,590
1020 - City Clerk
Total: 72,572 81,179 76,990 88,488
1030 - City Treasurer
Total: 2,216 2,551 2,423 2,483
1040 - City Management
Total: 146,771 192,843 163,775 147,483
1050 - Finance
Total: 175,338 242,293 177,927 178,100
1060 - Police
Total: 983,603 1,196,755 1,058,295 1,292,074
1090 - Planning
Total: 57,360 111,703 70,716 54,745
1100 - Building Inspection and Code Enforcement
Total: 64,069 67,417 36,754 42,000
1115 - Engineering
Total: 187,820 240,144 180,708 144,000
1130 - Public Works
Total: 311,163 539,031 460,330 829,880
1150 - Marketing
Total: 15,583 25,430 14,837 16,525
6100 - Central Services
Total: 225,109 298,892 229,568 234,960
6130 - Legal
Total: 35,430 37,539 47,879 27,500
Total Appropriations - General Fund $ 2,503,800 $ 3,348,414 $ 2,841,686 $ 3,414,699 Total Personnel Services: $ 1,344,324 $ 1,814,149 $ 1,715,247 $ 1,807,040 Total Services and Supplies: 1,097,135 1,501,467 1,126,439 1,115,474 Total Capital Outlay: 62,341 32,798 - 492,185 Total Transfers Out: - - - - City Administration
Personnel Services $ 208,718 $ 289,517 $ 302,744 $ 331,871 Transfers Out - - - -
Capital Outlay - - - -
Personnel Services 15,168 17,426 16,543 16,640
Services and Supplies 2,880 5,694 2,197 7,950
Capital Outlay - - - -
Personnel Services 64,900 70,715 71,389 79,698
Services and Supplies 7,672 9,035 5,601 8,790
Capital Outlay - 1,429 - -
Personnel Services 2,216 2,551 2,423 2,483
Services and Supplies - - - -
Capital Outlay - - - -
Personnel Services 110,460 172,962 140,800 140,658
Services and Supplies 36,311 18,579 22,975 6,825
Capital Outlay - 1,302 - -
Personnel Services 110,833 146,485 134,713 125,336
Services and Supplies 64,368 67,758 43,214 52,764
Capital Outlay 137 28,050 - -
Personnel Services 712,169 824,744 801,270 887,639
Services and Supplies 216,939 369,994 257,025 295,250
Capital Outlay 54,495 2,017 - 109,185
Personnel Services 6,523 7,655 7,429 7,449
Services and Supplies 50,837 104,048 63,287 47,296
Capital Outlay - - - -
Personnel Services - - - -
Services and Supplies 64,069 67,417 36,754 42,000
Capital Outlay - - - -
Personnel Services - - - -
Services and Supplies 187,820 240,144 180,708 144,000
Capital Outlay - - - -
Personnel Services 110,322 280,001 237,486 214,906
Services and Supplies 193,745 259,030 222,844 231,974
Capital Outlay 7,096 - - 383,000
Personnel Services - - - -
Services and Supplies 14,970 25,430 14,837 16,525
Capital Outlay 613 - - -
Personnel Services 3,015 2,093 450 360
Services and Supplies 222,094 296,799 229,118 234,600
Capital Outlay - - - -
Personnel Services - - - -
Services and Supplies 35,430 37,539 47,879 27,500
Capital Outlay - - - -
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222
Section 9, Item A.
City of Sutter Creek
General Fund Department 1000 - Non-Departmental
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Section 115 Trust
Transfers Out
Capital Projects
FY 2026-27 Proposed Budget
41025 - CalPERS UAAL - Miscellaneous $ 43,666 99,299 87,609 37,090 From PERS UAL Actuary Reports, based on weighted allocation (see PW allocation) 41025 - CalPERS UAAL - Safety 165,052 190,218 215,135 244,781 From PERS UAL Actuary Reports - - 50,000
$ 208,718 289,517 302,744 331,871
49999 - Transfers Out -
$ - - - -
$ - - - -
$ 208,718 289,517 302,744 331,871
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Total Personnel Services:
Total Operating:
Total Capital Projects:
Total 1000 - Transfers Out:
223
Section 9, Item A.
City of Sutter Creek
Fund 01 - General Fund
Department 1010 - City Council
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
40015 - Salaries & Wages - Elected $ 13,860 15,926 15,120 15,120 40050 - FICA 859 987 937 937
40055 - SUI 248 282 267 363
40051 - Medicare 201 231 219 219
$ 15,168 17,426 16,543 16,640
52010 - General Supplies $ 108 248 - 300
55030 - Elections - 3,315 - 3,500
65030 - Memberships / Dues 2,072 2,131 2,197 2,150
65040 - Travel / Conferences / Training 700 - - 2,000
XXXXX - Council Contingency - - - -
$ 2,880 5,694 2,197 7,950
$ - - - -
$ 18,048 23,120 18,740 24,590
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Total Personnel Services:
Total Operating:
Total Capital Projects:
Total 1010 - City Council:
224
Section 9, Item A.
City of Sutter Creek
General Fund
Department 1020 - City Clerk
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
40000 - Salaries & Wages $ 43,434 40,235 38,743 46,800 All GF Accounts 40015 - Vacation Payout - 8,023 - 1,500
40050 - FICA 2,906 3,017 2,791 2,902
40055 - SUI 79 152 142 101
40060 - CalPERS - Normal Cost 3,338 3,265 6,103 7,179
40051 - Medicare 680 705 650 679
40065 - Employee Benefits 11,183 10,599 19,196 16,560
40070 - Workers Compensation 3,280 4,719 3,764 3,978
$ 64,900 70,715 71,389 79,698
52010 - General Supplies $ 48 189 53 120
53015 - Repairs & Maintenance - - -
60013 - Network Services/Software 184 - 2,100 Ada sw for PDF and website 60014 - Internet Services - - -
60016 - Muni Code Agenda mgmt 6,750 8,296 4,900 4,800 Whwre is website 61057 - Contracts - Other 400 - - 600 Ordinance services 65040 - Travel / Conferences / Training - 49 164 600
66012 - Water Utilities 78 73 103 150
66014 - PG&E Utilities 212 428 381 420
$ 7,672 9,035 5,601 8,790
70042 - IT Equipment & Infrastructure $ - 1,429 - -
$ - 1,429 - -
$ 72,572 81,179 76,990 88,488
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Total Operating:
Total Capital Projects:
Total 1020 - City Clerk:
225
Section 9, Item A.
City of Sutter Creek
Fund 01 - General Fund
Department 1030 - City Treasurer
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
40015 - Salaries & Wages - Elected $ 2,063 2,370 2,250 2,250 40050 - FICA 123 147 140 140
40055 - SUI - - - 61
40051 - Medicare 30 34 33 33
$ 2,216 2,551 2,423 2,483
65030 - Memberships / Dues $ - - - -
$ - - - -
$ - - - -
$ 2,216 2,551 2,423 2,483
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Total Personnel Services:
Total Operating:
Total Capital Projects:
Total 1030 - City Treasurer:
226
Section 9, Item A.
City of Sutter Creek
General Fund
Department 1040 - City Management
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
40000 - Salaries & Wages 84,254 118,689 98,645 94,054 All GF Accounts 40015 - Vacation Payout - 960 - 3,375
40050 - FICA 5,095 6,974 5,824 5,831
40055 - SUI 161 171 202 118
40060 - CalPERS - Normal Cost 4,387 8,102 7,383 6,223
40051 - Medicare 1,192 1,660 1,650 1,364
40065 - Employee Benefits 9,219 28,431 22,704 25,053
40070 - Workers Compensation 6,152 7,975 4,392 4,641
$ 110,460 172,962 140,800 140,658
52010 - General Supplies 781 602 221 350
53015 - Repairs & Maintenance 604 0 0 -
55019 - Employee Development 0 0 0 -
60013 - Network Services 332 198 0 -
60014 - Internet Services 0 0 0 -
61055 - Professional Services 32,545 14,793 18,763 1,750 62010 - Communications 902 936 29 -
65040 - Travel / Conferences / Training 847 1,716 1,513 875 66012 - Water Utilities 73 68 93 105
66014 - PG&E Utilities 227 266 286 245
XXXXX - City Manager Contingency Fund 0 0 2,070 3,500
$ 36,311 18,579 22,975 6,825
67017 - Furniture & Fixtures $ - 1,302 - -
$ - 1,302 - -
$ 146,771 192,843 163,775 147,483
281 7,854 13,814
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Total Operating:
Total Capital Projects:
Total 1040 - City Management:
227
Section 9, Item A.
City of Sutter Creek
General Fund
Department 1050 - Finance
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
40000 - Salaries & Wages 78,090 97,420 87,736 81,325 All GF Accounts 40015 - Vacation Payout - 1,120 - 1,131
40050 - FICA 5,112 6,167 4,761 5,042
40055 - SUI 345 383 484 260
40060 - CalPERS - Normal Cost 5,027 6,518 4,550 4,834
40051 - Medicare 1,196 1,418 1,463 1,179
40065 - Employee Benefits 15,603 28,100 25,431 21,322
40070 - Workers Compensation 5,460 5,359 10,288 10,243
$ 110,833 146,485 134,713 125,336
52010 - General Supplies 9,154 13,516 4,833 9,657
60010 - Computer Hardware - - - 386
60012 - Computer Equipment - - - -
60013 - Network Services/Software 5,328 5,730 20,891 21,245 60020 - Online Bill Pay Service Fees 12,448 10,392 - - 61015 - Audit & Accounting 19,596 19,814 10,741 15,644
61055 - Professional Services - 1,711 76 386
61057 - Contracts - Other 9,430 3,730 2,581 773
64011 - Public Hearing Notices - - - -
65040 - Travel / Conferences / Training 984 559 205 579 66012 - Water Utilities 232 244 266 232
66014 - PG&E Utilities 852 3,678 2,516 2,704
69070 - Paychex & Banking 6,344 8,384 1,105 1,159
$ 64,368 67,758 43,214 52,764
67010 - Operations & Mtc Equipment $ 137 28,050 - -
$ 137 28,050 - -
$ 175,338 242,293 177,927 178,100
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Total Operating:
Total Capital Projects:
Total 1050 - Finance:
228
Section 9, Item A.
City of Sutter Creek
Fund 01 - General Fund
Department 1060 - Police
FTE: 5.48
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 % Increase Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
40000 - Salaries & Wages 427,764 495,149 476,125 542,498 14% 40020 - Overtime 34,029 49,627 64,908 40,000 -38%
40015 - Vacation Payout 5,132 14,993 2,810 15,310 445%
40050 - FICA 29,903 34,706 33,496 33,635 0%
40055 - SUI 1,312 943 1,143 1,008 -12%
40060 - CalPERS - Normal Cost 69,201 82,057 76,690 87,545 14% 40051 - Medicare 6,993 8,117 7,878 7,866 0%
40065 - Employee Benefits 104,230 113,288 100,586 120,000 19% 40070 - Workers Compensation 33,605 25,864 37,634 39,776 6% $ 712,169 824,744 801,270 887,639 11%
52010 - General Supplies 4,175 2,339 2,482 2,500 1%
52012 - Fuel 30,229 32,071 24,379 27,000 11%
53015 - Repairs & Maintenance 189 73 88 -
53020 - Equipment Maintenance - - - -
55001 - Special Dept Expenses 1,244 2,037 1,948 3,000 54% Includes evidence room supplies 55040 - Clothing 3,459 924 2,231 2,000 -10% What is this given the clothing allowance in payroll? 55050 - Safety Equipment 1,047 2,183 3,673 5,000 guns, stop sticks 55070 - Signs - - -
60013 - Network Services 5,325 90 1,488 6,000 303%
61057 - Animal Control - 36,766 24,967 38,000 52% Flat - didn't hit cap 61058 - Dispatch 136,674 251,230 165,000 175,000 6%
62010 - Communications 6,483 7,940 5,366 5,000 -7%
62030 - Memberships & Dues - 525 - -
65040 - Travel / Conferences / Training 5,384 4,035 6,588 6,000 -9% 66012 - Water Utilities 557 487 647 500 -23%
66014 - PG&E Utilities 1,927 7,310 5,948 7,000 18%
67009 - Vehicle Maintenance 20,089 21,918 12,070 18,000 49% 69005 - Public Safety 32 66 - -
69050 - Misc Bookings 125 - 150 150 0%
69055 - Misc Court / Investigations - - - 100
$ 216,939 369,994 257,025 295,250 15%
67010 - Operations & Mtc Equipment $ - 517 -
67015 - Operations & Mtc Buildings - - -
70028 - Improvements - Smart Cameras - - - 50,000
70028 - Improvements - Car Cameras lease 55,185
70028 - Improvements - Radar Gun 4,000
70040 - Machinery & Equipment 54,495 1,500 -
$ 54,495 2,017 - 109,185
$ 983,603 1,196,755 1,058,295 1,292,074 22%
ALLIN 1,117,074
21.67% -11.57% 22.09% Wuthouit dispatch 10.73% 31.36%
$ 846,929 945,525 893,295 1,117,074
11.64% -5.52% 25.05% 31.90%
10.39%
Radio, PC, and printer
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Total Operating:
Total Capital Projects:
Total 1060 - Police:
229
Section 9, Item A.
City of Sutter Creek
Fund 01 - General Fund
Department 1090 - Planning
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
40015 - Planning Commission 5,963 6,998 6,750 6,750
40050 - FICA 370 434 419 419
40055 - SUI 104 122 162 182
40051 - Medicare 86 101 98 98
$ 6,523 7,655 7,429 7,449
52010 - General Supplies 507 89 43 300
55065 - E&P Reimbursement - Eng - - - -
61027 - Housing Element 160 - - -
61045 - Planner 32,923 89,121 47,398 30,000
61048 - LAFCO Expense 5,358 5,601 5,732 6,000
61050 - Computer Maintenance - - - -
61057 - ParcelQuest 7,996 7,996 7,996 7,996
64011 - Public Hearing Notices 3,893 1,241 2,118 3,000
65040 - Travel / Conferences / Training - - - -
$ 50,837 104,048 63,287 47,296
$ - - - -
$ 57,360 111,703 70,716 54,745
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Total Operating:
Total Capital Projects:
Total 1090 - Planning:
230
Section 9, Item A.
City of Sutter Creek
Fund 01 - General Fund
Department 1100 - Building & Inspections, Code Enforcement
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
40000 - Salaries & Wages $ - - - -
40050 - FICA - - - -
40055 - SUI - - - -
40051 - Medicare - - - -
40070 - Workers Compensation - - - -
$ - - - -
52010 - General Supplies $ - - - -
55065 - E&P Reimbursement - Eng - 2,584 - -
61025 - Engineering 2,077 2,024 - -
61028 - Plan Checks & Inspections 61,992 62,809 36,754 42,000 64011 - Public Hearing Notices - - - -
71120 - Zoning Update - - - -
$ 64,069 67,417 36,754 42,000
$ - - - -
$ 64,069 67,417 36,754 42,000
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Total Operating:
Total Capital Projects:
Total 1100 - Building & Inspections:
231
Section 9, Item A.
City of Sutter Creek
Fund 01 - General Fund
Department 1115 - Engineering
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
Total Personnel Services:
Total Operating:
Total Capital Projects:
Total 1115 - Engineering:
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$ - - - -
55065 - E&P Reimbursement - Eng 76,970 108,608 78,254 80,000 61025 - Engineering 107,267 123,976 94,660 60,000 Cutting back, no big captial projects 61028 - Plan Checks & Inspections 3,583 7,560 7,794 4,000 $ 187,820 240,144 180,708 144,000
$ - - - -
$ 187,820 240,144 180,708 144,000
232
Section 9, Item A.
City of Sutter Creek
General Fund
Department 1130 - Public Works
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Materials & Services
01-1130 - Parks & Rec + Facilities
01 - 1140 - Pool
Capital Projects
FY 2026-27 Proposed Budget
40000 - Salaries & Wages 69,899 178,729 154,568 129,939 40020 - Overtime - - 101 2,500
40015 - Vacation Payout - 5,882 4,699 4,460
40050 - FICA 4,244 12,705 8,921 8,056
40055 - SUI 375 434 383 296
40060 - CalPERS - Normal Cost 6,191 21,350 14,859 14,445 40051 - Medicare 1,003 2,976 2,102 1,884
40065 - Employee Benefits 24,120 45,454 38,897 41,653
40070 - Workers Compensation 4,490 12,471 12,956 11,672 $ 110,322 280,001 237,486 214,906
52010 - General Supplies 450 928 580 580
52012 - Fuel 8,589 7,516 6,101 7,000
53015 - Repairs & Maintenance 10,952 36,791 26,594 25,000 55015 - Beautification 813 3,605 2,980 6,000
55040 - Clothing 1,998 915 915 750
55070 - Signs - 26 26 250
55085 - Weed Control 7,510 4,857 4,857 5,000
55090 - Restrooms 115 115 555 500
55095 - Taxes / Fees / Licenses 4,964 4,857 477 500
60014 - Facility Internet Services 322 - 2,000
61057 - ACRA - JPA Contribution 16,835 16,835 16,512 -
66012 - Water Utilities 20,446 24,692 25,467 26,000
66014 - PG&E Utilities 2,044 32,487 45,151 42,000
67009 - Vehicle Maintenance 7,052 7,052 2,876 4,000
67010 - O&M Equipment 1,649 1,780 2,580 2,500
67015 - O&M Structures/Grounds 4,720 6,915 5,347 5,000
67020 - Janitorial 11,377 11,377 8,941 6,500
68012 - Parking Lot Leases 46,026 45,486 45,480 47,000
61057 - Contract for Pool MGMT 34,239 38,114 18,744 40,144 (see worksheet) 52010 - General Supplies 22 - 308 250
52015 - Chemicals 10,142 9,170 5,845 6,000
53015 - Repairs 3,036 3,036 - 2,500
55095 - Taxes/Fees/Licenses 444 748 439 1,000
67010 - O&M Equipment - 1,728 147 1,500
67015 - O&M Structural - - 1,922 -
193,745 259,030 222,844 231,974
70030 - Improvements - Sutter Hill Road 7,096 - - 190,000 70030 - Improvements - David Drive 10,000
70030 - Improvements - Randolph & Boston Alley 5,500
70030 - Improvements - Gopher Flat Improvements 44,000
70030 - Improvements - Old Main Pedestrian Walkway 75,000 70030 - Improvements - Bike/Ped 1,000
70030 - Improvements - Main street sidewalk 7,500
70030 - Improvements - Monteverde electrical 10,000
70030 - Improvements - Auditorium siding and paint 40,000 70040 - Machinery & Equipment - - - -
$ 7,096 - - 383,000
$ 311,163 539,031 460,330 829,880
4414 11,534 14,921 24,274
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Total Operating:
Total Capital Projects:
Total 1130 - Public Works:
233
Section 9, Item A.
City of Sutter Creek
Fund 01 - General Fund
Department 1150 - Marketing
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
40070 - Workers Compensation - - - -
$ - - - -
52010 - General Supplies $ - - -
55010 - Com Promotion/Sponsor 9,991 17,772 7,624 8,000 City events 55012 - Holiday Décor 2,781 622 -
55015 - Beautification - 1,852 - -
55016 - Community Promotion - Fair - - -
60014 - Internet Services 993 - 5,500 6,900 Social Media increase to $575 a month 64010 - Advertising 1,205 5,059 1,563 1,500
65030 - Memberships & Dues - 125 150 125
$ 14,970 25,430 14,837 16,525
67010 - Operations & Mtc Equipment $ 613 - - -
$ 613 - - -
$ 15,583 25,430 14,837 16,525
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Total Operating:
Total Capital Projects:
Total 1150 - Marketing:
234
Section 9, Item A.
City of Sutter Creek
Fund 01 - General Fund
Department 6100 - Central Services
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
40065 - Employee Benefits 3,015 2,093 450 360 OPEB
Comp Adjustments - All Comp
$ 3,015 2,093 450 360
52010 - General Supplies $ 1,673 2,427 6,661 800
53020 - Equipment Maintenance 424 460 234 400
60010 - Computer Hardware 329 3,612 - 400
60013 - IT 18,690 14,518 16,228 12,000
60014 - Internet Services 8,886 6,164 4,262 4,000
61055 - Professional Services 22,920 26,332 26,124 -
62010 - Communications 4,168 3,613 3,924 2,000
65010 - Insurances - General Liability 162,666 238,396 171,605 214,000 65030 - Memberships & Dues 855 562 80 1,000
65040 - Travel / Conferences / Training 1,088 382 - -
67010 - Operations & Mtc Equipment $ 395 333 - -
$ 222,094 296,799 229,118 234,600
67015 - Operations & Mtc Buildings - - - -
70042 - IT Equipment & Infrastructure - - - -
$ - - - -
$ 225,109 298,892 229,568 234,960
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Total Operating:
Total Capital Projects:
Total 6100 - Central Services:
235
Section 9, Item A.
City of Sutter Creek
Fund 01 - General Fund
Department 6130 - Legal
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
Personnel Services FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Materials & Services
Capital Projects
FY 2026-27 Proposed Budget
Total Personnel Services:
Total Operating:
Total Capital Projects:
Total 6130 - Legal:
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$ - - - -
61030 - Legal $ 35,430 37,539 47,879 27,500
$ 35,430 37,539 47,879 27,500
$ - - - -
$ 35,430 37,539 47,879 27,500
236
Section 9, Item A.
City of Sutter Creek
Gas Tax / Streets & Sidewalk Fund (Fund 03)
FY 2026-27 Proposed Budget
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
REVENUES
Total Revenues $ 314,293 $ 468,064 $ 164,439 $ 926,641
EXPENDITURES
Total Expenditures $ 421,250 $ 889,100 $ 230,182 $ 842,554 Taxes & Assessments $ 158,085 153,122 159,397 310,641
Intergovernmental 60,265 313,765 5,042 616,000
Use of Money 95,943 1,177 - -
1020 - City Clerk $ 12,651 842 7 -
1040 - City Management 26,642 16,578 4,862 20,094
1050 - Finance 31,472 27,582 27,287 29,683
1120 - Public Works 350,485 844,098 198,026 792,777
Excess / (Deficit) of Revenues over
Expenditures (106,957) (421,036) (65,743) 84,087
Transfers In (Fund 35 paying deficit) (84,087)
03 - Streets/Sidewalks 459,060 62,463 (15,740) (15,740) operatinbg 30 - Traffic Mitigation - Gopher Flat (77,710) (77,710) (77,710) (77,710) New Impact fee Schedule - keep old and add one new one? 31 - Traffic Mitigation - Sutter Hill 79,329 82,778 84,615 84,615 Combined Local impact fee 32 - Traffic Mitigation - Crestview (24,779) (24,779) (21,918) (21,918) 9,856 33 - Traffic Mitigation - Sutter Ione Rd (38,262) (38,262) (38,262) (38,262) 34 - Traffic Mitigation - Hwy 49/Bypass 60,666 61,670 63,131 63,131 35 - Traffic Mitigation - General 221,148 244,215 249,349 333,436 Pay for streets projects 37 - Parking in Lieu Fees 66,456 66,456 67,931 67,931
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Fund Balance / Reserve Types:
237
Section 9, Item A.
City of Sutter Creek
Crestview Lighting District Fund (Fund 04)
FY 2026-27 Proposed Budget
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
REVENUES
Total Revenues $ 2,558 $ 2,761 $ 2,864 $ 2,713
EXPENDITURES
Total Expenditures $ 1,936 $ 5,466 $ 10,669 $ 2,000
$ 3,714 $ 4,336 $ 1,631 $ (6,174)
$ 4,336 $ 1,631 $ (6,174) $ (5,461)
Charges for Services $ 2,491 2,703 2,809 2,650
Use of Money 67 58 55 -
Transfers In 63
1050 - Finance - 3,730 8,945 -
1120 - Public Works 1,292 2 - -
1450 - Crestview 644 1,734 1,724 2,000
Excess / (Deficit) of Revenues over
Expenditures 622 (2,705) (7,805) 713
Audit Variance - - - -
Beginning Fund Balance
Ending Fund Balance
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238
Section 9, Item A.
City of Sutter Creek
FY 2025-26 Proposed Budget
Park Impact Fee Fund - Fund 73
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
REVENUES
Total Revenues $ 36,982 $ 16,803 $ 174,450 $ 688,067
EXPENDITURES
Total Expenditures $ - $ 25,342 $ 106,698 $ 355,000
$ 74,564 $ 111,546 $ 103,007 $ 170,759
$ 111,546 $ 103,007 $ 170,759 $ 503,826
Charges for Service $ 35,708 13,701 174,450 563,067
Use of Money 1,274 3,102 - -
Transfers In - - - 125,000
1115 - Parks & Recreation - 25,342 106,698 355,000
Excess / (Deficit) of Revenues over
Expenditures 36,982 (8,539) 67,752 333,067
Audit Variance - - - -
Beginning Fund Balance
Ending Fund Balance
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239
Section 9, Item A.
City of Sutter Creek
FY 2025-26 Proposed Budget
Park Impact Fee Fund - (Fund 73)
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Description
TOTAL CHARGES FOR SERVICE
TOTAL USE OF MONEY 1,274 3,102 - -
TOTAL TRANSFERS IN - - - 125,000
10,000
10,000
TOTAL PARK IMPACT FEE $ 36,982 $ 16,803 $ 174,450 $ 688,067 73-36373 - Local Impact fees $ 35,708 13,701 51,950 424,242 73-75120 - Grants - 122,500 138,825
35,708 13,701 174,450 563,067
73-36100 - Interest Income 1,274 3,102 - -
- - - -
Donation for Minnie Provis
Pump Track
Monteverde Duck Race
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240
Section 9, Item A.
City of Sutter Creek
FY 2025-26 Proposed Budget
Park Impact Fee Fund -(Fund 73)
Departmental Expenditure Account Detail
PROPOSED
ACTUAL ACTUAL PROJECTED BUDGET
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
1115 - Parks & Recreation
Total: - 25,342 106,698 355,000
Total Appropriations - Park Impact Fee $ - 25,342 106,698 355,000 Total Personnel Services: $ - $ - $ - $ -
Total Services and Supplies: - 732 - -
Total Capital Outlay: - 24,610 106,698 355,000
Total Transfers Out: - - - -
Total Debt Service: - - - -
Personnel Services $ - - - -
Services and Supplies - 732 - -
Capital Outlay - 24,610 106,698 -
70030 - Improvements - Monteverde gutter, wall, floor 4,000 70030 - Improvements - Auditorium HVAC w donors 100,000 70030 - Improvements - Monteverde electrical 10,000
70030 - Improvements - Auditorium siding and paint 40,000 70030 - Improvements - Creek Rootball assessment 15,000 70030 - Improvements - Bryan Pump Track 10,000
70030 - Improvements - Gateway Park Irrigation 5,000
70030 - Improvements - Parks & Rec Truck 20,000
70030 - Improvements - ADA Playground 140,000
70030 - Improvements - Bryson Playground 10,000
70030 - Improvements - Sutter Hill Beautification 1,000 ( ) ( ) ( ) ( )
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241
Section 9, Item A.
Priority Project Estimated C Description TUT? Grants GF WW Fund Street Fund Proposed In budget Street, Sidewalks, Storm Drains
Facilities
Wastewater
Parks
1 Sutter Hill Road paving $800,000 $190,000 $610,000 $0 $800,000 Yes 2 David Drive (50 tons of asphalt) $10,000 Repave in front of driveways (4 homes) $10,000 $0 $10,000 yes 3 Randolph and Boston Alley intersection
(storm drain and repave intersection with
15 tons of asphalt)
$5,500 Monteverde project? Sep street project $5,500 $0 $5,500 yes 4 Gopher Flat Speed tables? / Cushions $12,000 $12,000 $0 $12,000 yes 5 Gopher Flat restriping (must have for next
year) $19,500 $19,500 $0 $19,500 yes
6 Old 49 Pedestrian Shoulder $75,000 $75,000 $0 $75,000 yes 7 Bike/Ped Path Signage to Amador City $1,000 Crosswalk and signs $1,000 $0 $1,000 yes 8 Gopher street / main street crosswalk $12,500 $12,500 $0 $12,500 yes 9 B&B sidewalk - limestone / asphalt Main $7,500 $7,500 $0 $7,500 yes 10 Crestview subdivision or Golden Hills
Sidewalks $2,000 Can do lifts over 1/2" only for $11,000 $0 $1,000 $0 $1,000 $2,000 yes 11 Mare Street (entire road, 80 tons of
asphalt) OR $0 $0 $0
12 Mare Street (landing, cheaper option than
above, 15 tons asphalt) $10,000 $0
$0
1 Monteverde gutter $1,000 $1,000 $0 $1,000 Y
2 Monteverde Wall/floor $3,000 $3,000 $0 $3,000 Y
3 Monteverde HVAC $15,000 Native Sons/Grant $15,000 $0 $15,000 N 4 Monteverde Electrical issues $10,000 Duck Race funds $10,000 $0 $10,000 Y 5 Auditorium HVAC $100,000 , $50,000 donation $50,000 $50,000 $100,000 Y 6 Auditorium (repair siding and repaint
entire building, last year received bid for
36K)
$40,000 $40,000 $40,000 Y
7 Admin Building - Roof $20,000 Roof past expected life need new $20,000 $20,000 Y 8 Monteverde Roof $20,000 $20,000 $0 $20,000 Y
$0
1 I/I Projects $500,000 5 of the most critical projects $0 $500,000 $500,000 Y Solarnt and Batter new pla $3,600,000 Solar and batter to get grants $0 $3,600,000 $3,600,000 Y 2 Smart Covers (purchase one for lift
station) $7,700 $0 $7,700 $7,700 Y
3 Change inlet valve at Preston Forebay $30,000 ARSA $0 $30,000 $30,000 Y 4 Freshwater diversion (50K total, 25K
already paid) $25,000 ARSA $0 $25,000 $25,000 Y
$0
1 Creek Cleanup - root ball project -
flood/fire mitigation $15,000 $15,000 $0 $15,000
2 Bryson Pump Track $10,000 ACF Grant $10,000 $0 $10,000 Yes 3 New 3-way valve for pool $2,500 Must replace $2,500 $2,500 Yes Streets, ACTC $610,000 , Measure P or O
In touch with Traffic company getting qu
Thermo (not paint) and reflectors every 1
Move two ADA crosswalk sidewalk trans
Asphalt overlay (job is difficult not confid
Can pull into collection system projects,
Can pull into collection system projects,
Native Sons/Grant, high bid was $25,000
Native Sons/Grant, high bid was $25,000
Biologists initial study surveys and const yes
242
Section 9, Item A.
4 Beautification Projects - Gateway Park $5,000 Irrigation, planting $5,000 $5,000 Yes 4 Vehicles - Truck for Parks and Rec $20,000 Need to keep up with vehicle repairs $20,000 $20,000 Yes 5 ADA Mini Provis Project $140,000 $125,000 $15,000 $140,000 Yes 6 Bryson Playground Chips $10,000 $10,000 $10,000 yes
7 Sutter Hill Road Beautification (wall of
flowers) $1,000 $1,000 $1,000 yes
9 Beautification of area by creek (sprinkler
system and grass 2,500 square feet) $0 Near Minnie Provis $0 $0 $0
1 Code enforcement w legal fund $50,000 Estimate for one major legal action $50,000 $0 $50,000 Y Weed Abatement/Fire prevention $20,000 Will be recovered as property lien $20,000 $0 $20,000 Y 3 ADA website support $5,000 Needed to comply with state law $5,000 $5,000 Y $0
1 Smart Cameras $50,000 $50,000 $0 $50,000 Y
2 Car cameras X5 $55,185 5 year plan, year 1 $11,037 $55,185 $0 $55,185 Y 3 Radar $4,000 Speed enforcement $4,000 $0 $4,000 Y
4 Evidence equipment and supplies $1,200 $1,200 $1,200 Y 5 Computer Replacement $1,200 $1,200 $1,200 Y
6 Police Radio Replacement $3,000 possibly county OES grant $3,000 $3,000 Y 7 Handgun and Rifle Replacement $3,500 $3,500 $3,500 Y
8 Stop Sticks $700 $700 $700 Y
9 Color Copier $1,000 $1,000 $1,000 Y
$5,724,985 TOTALS $527,185 $845,000 $179,100 $4,162,700 $5,713,985 Engineering costs, $125K for equipment
4 truck loads (can reduce in increments
Supports Main Street business, voluntee
License plate reader, facial recognition, 3
Code Enforcement / Administration
2 Police
243
Section 9, Item A.
Pam Caronongan <[email protected]>
Webform submission from: Contact City Council
3 messages
Sutter Creek CA <[email protected]> Thu, May 21, 2026 at 7:50 AM Reply-To:
To: [email protected]
Submitted on Thu, 05/21/2026 - 7:50 AM
Submitted by: Anonymous
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Kate
Last Name
Dougherty
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Question/Comment
I support opening a dispensary in Sutter Creek. The extra tax revenue will help all of us.
Sutter Creek CA <[email protected]> Thu, May 21, 2026 at 3:11 PM Reply-To:
To: [email protected]
Submitted on Thu, 05/21/2026 - 3:10 PM
Submitted by: Anonymous
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First Name
Suzanne
Last Name
Houck
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Question/Comment
Hello SC City Counsel members,
This is just re iteration of what I shared last Monday night and also at the Amador County Board of Supervisors last Tuesday morning. Although the board will not be voting on this issue they unanimously stated they oppose Embarc coming to town. This is also what I shared on the Nextdoor news feed. We hope to rally many people for the meeting on Monday, June 1st, who will voice their opposition to the Embarc dispensary opening up in our town. This would be a terrible decision...and one that no amount of money will be able to fix! Suzanne Houck
1h · Edited·
Sutter Creek
5/23/26, 11:29 AM City of Sutter Creek Mail - Webform submission from: Contact City Council https://mail.google.com/mail/u/0/?ik=6b415c3e38&view=pt&search=all&permthid=thread-f:1865809995051234093&simpl=msg-f:18658099950512340… 1/3 244
Section 12, Item A.
Hello to all who live in Sutter Creek and Amador County. My husband and I spoke last Monday at the SC City Counsel and Tuesday at the Amador County Board of Supervisors meeting in opposition to the proposed Cannabis shop that could open in Sutter Creek. As it stands now 3 counsel members are voting yes to open and 2 are against it. If it is voted in, our community as we know it now, will be adversely effected in so many ways. Please read what I shared with the SC Counsel and the Jackson Supervisors below. The SC City Counsel last meeting on this agenda will be on Monday, 6/1/26, at 6pm which will be the last time we can voice our concerns. We would love to see a large turnout from people in Sutter Creek and Amador County who oppose this dispensary from opening (all our surrounding cities will be impacted by it as well by a yes vote). Anyone wanting to voice their opinion will get 5 minutes. If you love Sutter Creek, our community and Amador County come out on 6/1/2026 at 6pm and voice your concerns and let the City Counsel know you absolutely do not want this cannabis shop opening.
This is what I shared with the SC City Council and Amador Board of Supervisors.
My name is Suzanne Houck and I live in Sutter Creek along with my husband Ron Houck.
In regards to the proposed cannabis dispensary being invited to set up shop here in Sutter Creek I would first like to share our own personal experience with the dangers of cannabis use. 6 years ago we invited our youngest son to come home and live with us while he worked on getting his life on a good track. One of our conditions for him live with us was that there would be no drug use of any kind in or out of our home.
During the eight long months he lived with us we endured a constant barrage of angry disrespectful verbal attacks, assaultive behavior and very combative conduct. We feared him in our own home. After living with us for eight months we discovered drug paraphernalia on our back deck and realized our son had been vaping liquid THC in a bong the entire time he had been staying with us. He did a very good job concealing his use from us. We confronted him and he denied it but we had the proof. We decided he needed to leave and a great fight ensued between him and my husband. He would not leave…he was in an unstoppable rage…he was throwing things including his computer screen...and he was taunting my husband, trying to provoke him into physically fighting him. It was horrible and very frightening. He did finally leave our property that day and thankfully without involving the police.
When we looked at the progression of his terrible behavior and how it had escalated during the 8 months he was with us, we became convinced that his heavy use of vaping THC was the reason for his violent and erratic behavior.
We love our small community…and we love how safe it is…which was at the top of our reasons for moving here 10 years ago. We have done a bit of research on what happens to small communities where cannabis dispensaries open shop.
These are just a few of the legitimate concerns that would effect our community adversely:
There are risks of increased impaired driving…especially among our youth … and especially on our two lane rural roads.
The normalizing of cannabis use among our youth will only heighten disciplinary issues in our schools and in public.
Cannabis use disorder (CUD) is a mental health condition characterized by the inability to control cannabis use despite the negative effects it has on your health, relationships, and responsibilities. It is an officially recognized substance use disorder in the medical field that can range from mild to severe (which is commonly referred to as addiction) Cannabis shops have been known to reduce property values in many areas similar to ours. People want to live here because of our safe and quiet rural climate.
Sutter Creek should not say yes to what has been proven to be a bad decision in many small towns. If you decide to move forward with this plan, the expected monetary gain for Sutter Creek will not be worth the many grave consequences that will befall our very special little town that we call…home…and…this decision will be on your watch.
Please listen carefully to all those who are in opposition to this dispensary…and for the many reasons why saying yes to this happening would be a very regrettable decision and one that we will not recover from.
I vehemently oppose this dispensary opening up in Sutter Creek. Please come out Monday, 6/1/2026 at 6pm and say NO! Thank you, Suzanne Houck
I'm also including again from an entry above on Nextdoor. "Revenue from a cannabis dispensary will not be enough to mitigate the negative impacts such a business will have on Amador County mental health resources, law enforcement, DA's Office, the jail, Sutter Amador Hospital, ER, and the students in the Amador County Unified School District, just to name a few." Sutter Creek CA <[email protected]> Thu, May 21, 2026 at 4:20 PM 5/23/26, 11:29 AM City of Sutter Creek Mail - Webform submission from: Contact City Council https://mail.google.com/mail/u/0/?ik=6b415c3e38&view=pt&search=all&permthid=thread-f:1865809995051234093&simpl=msg-f:18658099950512340… 2/3 245
Section 12, Item A.
Reply-To:
To: [email protected]
Submitted on Thu, 05/21/2026 - 4:20 PM
Submitted by: Anonymous
Submitted values are:
First Name
Cathy
Last Name
Lorenzo
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Question/Comment
Please, please vote NO!!! The financial gain is not worth ruining what makes Sutter Creek so unique and special. This would be a huge mistake.
5/23/26, 11:29 AM City of Sutter Creek Mail - Webform submission from: Contact City Council https://mail.google.com/mail/u/0/?ik=6b415c3e38&view=pt&search=all&permthid=thread-f:1865809995051234093&simpl=msg-f:18658099950512340… 3/3 246
Section 12, Item A.
Pam Caronongan <[email protected]>
Webform submission from: Contact City Council
2 messages
Sutter Creek CA <[email protected]> Sat, May 23, 2026 at 9:25 AM Reply-To:
To: [email protected]
Submitted on Sat, 05/23/2026 - 9:25 AM
Submitted by: Anonymous
Submitted values are:
First Name
Thom
Last Name
Reid
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Question/Comment
I support a dispensary in sutter creek
Sutter Creek CA <[email protected]> Sat, May 23, 2026 at 12:01 PM Reply-To:
To: [email protected]
Submitted on Sat, 05/23/2026 - 12:01 PM
Submitted by: Anonymous
Submitted values are:
First Name
Wanda
Last Name
Kramer
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Question/Comment
I have no objection to the proposed Marijuana dispensary. It will provide some jobs for those truly interested in working, and some revenue for the city/county.
5/23/26, 12:14 PM City of Sutter Creek Mail - Webform submission from: Contact City Council https://mail.google.com/mail/u/0/?ik=6b415c3e38&view=pt&search=all&permthid=thread-f:1865997169330147528&simpl=msg-f:18659971693301475… 1/1 247
Section 12, Item A.
Pam Caronongan <[email protected]>
Webform submission from: Contact City Council
2 messages
Sutter Creek CA <[email protected]> Tue, May 19, 2026 at 5:12 PM Reply-To:
To: [email protected]
Submitted on Tue, 05/19/2026 - 5:12 PM
Submitted by: Anonymous
Submitted values are:
First Name
James
Last Name
Travnikar
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Question/Comment
To the Members of the City Council,
I am writing to share my perspective regarding the proposed Sutter Hill marijuana dispensary. Having listened to the public comments at the May 18th meeting, it is clear that a vocal, highly organized group is dominating the narrative.
However, they do not speak for the entire community. Because many supporters are working residents under the age of 60, they simply lack the time to attend these evening meetings. To ensure truly representative local governance, we must find a better way to engage the broader community and gauge what the actual majority desires.
While some opponents' concerns may be valid, those same objections could easily be applied to the tasting rooms and wineries that continue to pop up throughout the county and on Main Street. Furthermore, many community members who support the dispensary for its financial benefits remain silent out of fear of public backlash from their neighbors.
The critical point being overlooked is that blocking this dispensary will not stop cannabis use in our community; rather, a regulated dispensary will ensure it is sold and consumed safely. While the economic boost to our city is a major priority, I also know many residents who genuinely rely on safe, local access for medical reasons. I urge the council to consider these silent voices in your final decision.
5/23/26, 11:31 AM City of Sutter Creek Mail - Webform submission from: Contact City Council https://mail.google.com/mail/u/0/?ik=6b415c3e38&view=pt&search=all&permthid=thread-f:1865664159764871219&simpl=msg-f:18656641597648712… 1/1 248
Section 12, Item A.
Pam Caronongan <[email protected]>
More comments on the dispensry issue.
1 message
Brian Comnes Mon, May 25, 2026 at 7:27 PM
To: Claire Gunselman <[email protected]> Cc: "[email protected]" <[email protected]>, "[email protected]" <[email protected]>, Dan Riordan <[email protected]>, "[email protected]" <[email protected]>, "[email protected]" <[email protected]> Mayor Gunselman
with cc to the City Council and Recorder:
Why is the City of Sutter Creek negotiating with Embarc about what percentage of their gross revenues they would have to pay to operate in Sutter Creek? Local cannabis taxes are imposed by city or county governments through ordinances, not negotiated individually with dispensaries. Municipalities establish tax rates, structures (e.g., gross receipts, excise, or per-square-foot canopy fees), and exemptions via local legislation. For example, Los Angeles imposes a 10% gross receipts tax on recreational sales through Proposition M, while Los Angeles County independently sets its own rates for unincorporated areas. Individual dispensaries do not normally negotiate tax agreements.
Martinez, with an EMBARC shop gets 9%. We should settle for no less if we get that far.
On a separate note it was disappointing to see City Manager DuBois’s public comments this week to the Ledger Dispatch on this issue. He is quoted saying, “We have been checking references with seven other cities [presumably where Embarc has dispensaries] and they have not reported having the types of issues discussed at the Board of Supervisors" He continued "The cities also report that they have not seen increases in crime or in usage by youth..." Mr.
DuBoi, whom presumably should be neutral as the City studies the issue, did not not bother mention or point to the multiple studies based on much larger sample sizes than the seven cities he interviewed. This studies have been submitted to Sutter Creek Council from local opponents showing quite the opposite conclusion. That omission suggests that public commentary is being ignored. As a reminder here is a link to a web page with 26 documented large studies showing THC's ill effects - https://iasic1.org/doctors-warn-cannabis-can-cause-serious-health-hazards/.
Many of those studies were previously submitted to Council so this is a reminder to review them again. He goes on to push the pro-dispensary propaganda line that it is "much better” to have it regulated than kids and anyone else getting things on the black market. That is a specious assertion. The black market will not go away because of a dispensary here. The dispensary will simply add $5mm more THC product a year to the County. It also shows the City as condoning marijuana use in order to meet its budget demands. Keeping dispensaries illegal here is by far and a away the "much better" outcome.
btw - A simple internet query shows that when City Manager DuBois was on Palo Alto’s City Council he supported the 2017 dispensary ban in Palo Alto, which is still in effect. Why does he see a dispensary as fit for our rural, mostly conservative, community, but not welcome in wealthy Palo Alto?
Please enter this email to the public record on this subject. ============>> Brian Comnes Sutter Creek, CA <<============ 5/25/26, 9:05 PM City of Sutter Creek Mail - More comments on the dispensry issue. https://mail.google.com/mail/u/0/?ik=6b415c3e38&view=pt&search=all&permthid=thread-f:1866216292729538936&simpl=msg-f:1866216292729538936 1/1 249
Section 12, Item A.