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PRIORITY
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ACTION ITEM |
LEADS |
TIME FRAME |
PROGRESS |
NEW TIME FRAME (IF APPLICABLE) |
| Strengthen Emergency Response Capabilities and Effectiveness |
Lead and facilitate the creation and maintenance of fire-adapted communities through a comprehensive update to the Western El Dorado Community Wildfire Protection Plan (CWPP) that is in alignment with the Tahoe Basic CWPP and other relevant local, state, and federal agencies plans. |
Office of Wildfire Preparedness and Resilience |
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Completed |
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| Develop and implement community disaster preparedness programs and initiatives, engaging with community partners and stakeholders |
Sheriff's Office and HHSA |
Ongoing |
Developed Continuity of Operations Plan for HHSA Department, Behavioral Health Disaster Response Plan, and engaged with EOC to facilitate improved coordination of response to impacted communities within El Dorado County. Pursuing purchase and implementation of PsySTART disaster trauma response protocol for Behavioral Health. Continue to host evacuation drills throughout the county. Full test alerts sent through the county's emergency alert system. town hall meetings to reinforce preparedness education. Strengthened collaboration with all 33 local Fire Safe Counsels to co-host preparedness presentations. Ready.edso.org continues to serve as our central hub for preparedness information. We promote awareness and registration for the counties emergency alert system (Rave) and PerimeterMap through digital outreach, community events and printed material. With collaboration through the Public Outreach Committee, we are coordinating social media messaging, developing education materials and aligning communications to ensure a unified message regarding preparedness and in times of disater. Have improved coordination between our alerting systems, evacuation perimeters and field operations to ensure better flow of information during disaters. Alert messaging has been standardized to reduce confusion and to clearly define evacuation zones. |
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| Complete Simulcast system for West Slope Radio Operations |
Sheriff's Office |
Winter 2026 |
Currently on track for the initial phases to come online by winter 2026. This will include five towers. |
There are 16 total towers. Five are scheduled to come online in 2026. The remaining eleven will continue to be prioritized while managing budget expectations. |
| Enhance disaster resilience by developing and implementing robust recovery strategies |
Sheriff’s Office, County Departments, Community Stakeholders |
Winter 2026 |
In Progress - Streamlined internal communication by expaning the AlertMedia Platform to include HHSA; developing divisional emergency response plans and working on streamlining fical disaster processes. With the addition of Veoci, a vertual emergency operations center software, we will further strengthen our recovery framework by integrating recovery into our operational structure, at the onset of an incident. Veoci embeds recovery components directly into the EOC activation workflows, ensuring documentation, damage tracking, resource coordination and cost recovery begin at the same time as the response. |
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| Enhance Information Sharing with Neighboring Law Enforcement Agencies |
Leverage current investment in records, dispatch, and custody management to share with local agencies and collaboration group |
Sheriff’s Office, Probation, District Attorney, Local Agencies, Information Technology |
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Completed - continuing to utilize other collaborate features of Records Management System. |
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| Develop a continuum of support and housing opportunities for unhoused individuals |
Complete the Navigation Center |
Facilities, Health and Human Services Agency (HHSA) |
Ongoing |
Recived direction from the BOS to develop a sustainable treatment based model using funding which align with local values. Currently exploring options to adress gap in service delivery when current site closes. |
Dependent on Jail Expansion Project |
| Develop a comprehensive plan for affordable housing opportunities |
Planning and Building, HHSA |
Fall 2025 |
El Dorado Community Foundation in progress for outreach on affordable housing/transit/mobility opportunities ($250,000 SACOG grant). Affordable Housing Task Force continues regular meetings and beginning draft recommendations for Board consideration. |
Fall 2026 - Delayed timeline due to staffing constraints. |
| Continue Engagement with County departments, the homeless community, and countywide partners to develop effective strategies including for example, transitional housing |
HHSA, Sheriff's Office, Planning and Building, Probation |
Ongoing |
Developed work groups to facilitate engagement with key stakeholders, engaged in outreach activities to 14 stakeholder groups in Fall/Winter 2025 related to upcoming changes in housing continuum. |
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| Achieve CalAIM requirements and maximize opportunities for service delivery |
Create a CalAIM workgroup (focused on PATH grant) consisting of County departments, stakeholders, and managed care plan representatives |
Sheriff's Office |
Summer 2026 |
In Progress - Develop contract for Project Manager. Continued quarterly meetings with MCP's. Probation update: Probation has been issued a NPI number, and the implementation Plan has been submitted and approved by DHCS
Completed - PATH 2. Sheriff's Office has submitted PATH 3. County departments / offices are currently working on MOU's and Data Use Agreements. |
Completed - PATH 2. |
| Coordinate Re-Entry Services plans with County partners |
Sheriff's Office, Probation, HHSA |
Ongoing |
In Progress - quarterly workgroup has met several times and anticipated "go live" date for PATH JI release coordination is April 2026. Medi-Cal eligibility is already live for this. Sheriff's Office anticipate "go live" date is October 2026, meeting State mandates. |
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| Implement CalAIM payment reform within the Behavioral Health Division |
HHSA |
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Complete |
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| Develop key strategies / priorities for Health and Human Services |
Create a three-year HHSA strategic plan aligned with the County’s strategic plan |
HHSA |
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Complete |
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| Conduct an assessment of the Health and Human Services Agency’s structure and service delivery |
Work with a consultant to assist in coordinating due diligence; provide recommendations to the Board |
HHSA |
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Complete |
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