Placer County Grand Jury
2024-2025
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Continuity Report
Compliance and Accountability
From the consolidated annual report · 94 pages
Individual reports (10)
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Findings & Recommendations
19 findings
F1:
Placer County uses a third-party vendor to identify properties subject to Transit Occupancy Tax compliance. Since moving to third party vendors for this process, more than 1,500 properties have been identified which were previously unknown to the county and have operations subject to Transit Occupancy Tax compliance. Identification of such properties improves compliance and Transit Occupancy Tax revenue for Placer County.
F2:
Audits of individual properties for Transit Occupancy Tax compliance are not effective; audit volume is low, and the third-party vendor audit reports lack professionalism. The Treasurer - Tax Collectors Office is investigating the benefits of discontinuing the contract with HdL and using the Placer County Audit Department to better meet audit needs.
F3:
The Transit Occupancy Tax remittance process is not efficient. The Treasurer's office is reviewing software vendors to allow property owners to easily remit Transit Occupancy Tax dollars online. 179 -2025 Final Report
F4:
The Placer County Auditor- Revenue Services for fiscal year 2021-22 identified several recommendations regarding the Transit Occupancy Tax and Tourism Business Improvement District programs, including Transit Occupancy Tax oversight, Transit Occupancy Tax audit, and Tourism Business Improvement District agreement compliance.
F5:
The Placer County website has extensive information on the North Lake Tahoe Tourism Business Improvement District, managed by the North Tahoe Community Alliance. However, the website has very limited information on the Olympic Valley Alpine Meadows Microtransit District, only addressing the lodging Tourism Business Improvement District rate on one webpage.
F6:
The Transit Occupancy Tax and Tourism Business Improvement District programs have provided a significant boost to funds available for investment in the North Lake Tahoe region, benefiting both Placer County residents and visitors.
F7:
The South Placer Main Jail demonstrates a commitment to inmate health by providing access to medical, dental and mental health services.
F8:
recidivism by equipping inmates with practical skills for employment upon release.
F9:
The South Placer Main Jail is enhancing its mental health services with newly designed facilities, providing the care and support detainees which have mental health challenges need.
F10:
No maintenance records for the ductless fume hood were found. 205 -2025 Final Report
F11:
All of the facilities at this location were found to be well maintained and controlled by staff. Historical Auburn Courthouse The grand jury found:
F12:
Although the historic Auburn courthouse is old, it has been well maintained and remains in good condition
F13:
The historical Auburn courthouse provides excellent educational outreach and engages the community in preserving its history through guided tours, school programs, and community events which highlight its rich history.
F14:
While the facility met expectations for cleanliness and maintenance overall, the staircase leading to the holding cells lacks cleanliness. Hon. Howard G. Gibson Courthouse The grand jury found:
F15:
This facility was found to be well maintained and controlled by staff.
F16:
Supports collaboration with the Placer County Probation Department, legal proceedings.
F17:
inmate transportation and courtroom security, promoting safety and efficiency. Tahoe Substation The grand jury found:
F18:
Several previous Grand Jury reports have cited potential liability issues which are shared by the current Grand Jury.
F19:
While this facility is well maintained and operated by staff, the facility is outdated and in need of renovation or replacement.
Additional Recommendations
6
Not linked to specific findings.
R1:
The Treasurer-Tax Collector should develop Transit Occupancy Tax audit expectations and an audit solution which are both effective and cost-wise by November 1, 2025.
R2:
The Treasurer-Tax Collector should pursue approval and installation of new technology solutions to revamp the Transit Occupancy Tax and Tourism Business Improvement District collection process by December 31, 2025.
R3:
The Treasurer-Tax Collector should complete the follow-up review of the fiscal year 2021-22 internal audit and report on any corrections or additional action to be taken by October 31, 2025.
R4:
The Treasurer-Tax Collector should oversee an update to the Placer County website to include detailed information on the Olympic Valley Alpine Meadows Microtransit District Tourism Business Improvement District by November 1, 2025. 180 -2025 Final Report
R5:
The staircase leading to the holding cells should be cleaned and maintained on a regular basis. The grand jury recommends Placer County Sheriff maintain and clean the staircase no later than September 1, 2025. Tahoe Substation The grand jury recommends:
R6:
The Placer County Board of Supervisors should review and update plans for the renovation or replacement of this facility by December 1, 2025. The Board of Supervisors should continue to support building a replacement Burton Creek Substation facility and see it through to completion. Hon. Howard G. Gibson Courthouse The grand jury has no recommendations.
Findings & Recommendations
6 findings
F1:
Code Enforcement sends a letter when a complaint is received but, does not provide follow up information to complaint filers resulting in community dissatisfaction.
F2:
The Geographic Information System mapping link needs to be reviewed and updated on the Code Enforcement website and should be made more easily accessible to residents.
F3:
There is no procedure for handling chronic complainers, causing inefficiencies and could contribute to the chronic complaints.
F4:
Through multiple interviews, the grand jury learned there are different priorities which impacts the effectiveness of Code Enforcement. 91 -2025 Final Report
F5:
There is duplication with other agencies regarding the education and enforcement of hazardous vegetation. Elimination of this function from Code Enforcement could free up staff to handle the caseload backlog.
F6:
Code Enforcement is committed to resolving all complaints as quickly as possible and reducing the complaint backlog.
Additional Recommendations
6
Not linked to specific findings.
R1:
The Placer County Board of Supervisors should request Code Enforcement Services to develop procedures for informing citizens on the status of complaints by October 31, 2025. The Policy and Procedures Manual should be updated to include this procedure which should include the provision of written correspondence to both complainants and violators.
R2:
The Placer County Board of Supervisors should request Community Development Resource Agency to update its Geographic Information System
R3:
The Placer County Board of Supervisors should request Code Enforcement to develop procedures for handling chronic complainers by October 31, 2025. The Policy and Procedures Manual should be updated to include this procedure.
R4:
The Placer County Board of Supervisors should consider the placement of Code Enforcement directly under the Community Development Resource Agency similar to Tahoe-Truckee Code Enforcement by December 31, 2025. This could reduce the conflicting priorities and increase efficiency.
R5:
The Placer County Board of Supervisors should ask Code Enforcement to review its hazardous vegetation management services for potential efficiency improvement by December 31, 2025. 92 -2025 Final Report
R21-22:
2nd Int 9.5% 9.0% 20.2% FY 2022-2023 16.3% 23.5% 25.4% FY 2023-2024 1.1% 3.8% 0.4% FY 2024-2025 3.0% 3.0% 3.0% Actual Y/E 16.3% 18.7% 24.6% 3.0% 3.0% 3.0% Initial multi-year (3) budget generated in July for the ensuing school year. The 1st Interim Budget is presented and reviewed in October and the 2nd Interim Budget is presented and reviewed by the BOT in March. Unreported but correct reserve percentage. Not meeting State mandated minimum unappropriated reserves The unappropriated values for 2024-2027 are based on current and projected total cash fund balance, minus restricted and other appropriated funds. Adding in discretionary reserves decided upon by the district office reveal reserve percentages of 17.3% for FY 2024-25, 14.2% for FY 2025-2026 and 13.8% for FY 2026-2027. As stated in the multi-year 2024-2027 AUSD budget, the discretionary reserves coupled with the forecasted year-end cash balances through FY 2027 indicate a solid financial basis for AUSD beyond 2027.
Findings & Recommendations
8 findings
F1:
Due to incomplete information regarding human trafficking, there may not be adequate resources dedicated to human trafficking.
F2:
Roseville Police Department is addressing human trafficking via social media platforms with increased cyber work and sting operations.
F3:
have taken an active leadership role in tackling the issue of Human trafficking in Placer County.
F4:
Placer County is a known transit and destination area for human trafficking due to its proximity to major highways/freeways and tourist spots.
F5:
Placer County has done a good job of creating and funding support for human trafficking victims.
F6:
Placer County Office of Education provides support and training to its individual school districts and relies strictly on annual certification (CARS) data to determine if the districts are in compliance with AB 1227.
F7:
with the Sacramento Regional Task Force to address human trafficking issues.
F8:
The Commercial Sexual Exploitation of Children Task Force does not have representatives from all Placer County local law enforcement agencies. 74 -2025 Final Report
Additional Recommendations
6
Not linked to specific findings.
R1:
All Placer County law enforcement agencies and Placer County Health and Human Services should increase efforts to identify and record human trafficking cases to better allocate resources by December 31, 2025.
R2:
should encourage the Placer County Probation Department and all Placer County law enforcement agencies within Placer County be included in the Commercial Sexual Exploitation of Children Task Force to improve enforcement, communication, training, and recordkeeping by November 1, 2025.
R3:
Placer County Office of Education should establish and implement a plan to ensure and assess each middle and high school within the district are following the mandate to provide human trafficking awareness and prevention education by November 1, 2025.
R4:
Placer County Office of Education should develop a certification/verification system to ensure staff involved with middle and high school students are properly trained in human trafficking identification and prevention by December 31, 2025.
R5:
Placer County Board of Supervisors should require Health & Human Services to provide a written evaluation and assessment from each of the four non- profit organizations (Stand Up Placer, Crisis Intervention Services, Child Advocates of Placer County, and KidsFirst) to determine if their individual outreach efforts had an impact within the community by December 31, 2025.
R6:
obtaining funding for Victim Services from the California State Legislature by appropriating critical funds effective July 1, 2026. 75 -2025 Final Report
Findings & Recommendations
7 findings
F1:
Placer County Office of Education has not clearly communicated the plans for community schools effectively. Community outreach strategies, including parent involvement and engagement efforts in local schools, are not widely publicized or standardized across all districts.
F2:
Information provided by the Placer County Office of Education has not objectives and implementation strategies.
F3:
Community Schools is an educational strategy encouraged by, but not mandated, by the California Department of Education. Adoption is up to each school district and their board of education.
F4:
California Department of Education is encouraging, but not mandating, the implementation of wellness centers and school-based mental health services using Children and Youth Behavioral Health Initiative grants funded by the Department of Health and Child Service and the Multi-payer Fee Schedule.
F5:
The California Community Schools Partnership Program grant corresponded with the demographics and socioeconomic characteristics of Western Placer Unified School District students and families in specific schools within the district.
F6:
Some mental health disorders can be diagnosed by certain school based personal such as credentialed school counselors or wellness staff with appropriate training or licensure even if they are not licensed to provide mental health services.
F7:
Students can access school-based behavioral health services through Medi- Cal or the Multi-payer Fee Schedule without real time parental notification. Parents are informed later through an insurance statement, which may exclude specific service details due to FERPA/HIPPA regulations for students 12 years and older.
Additional Recommendations
3
Not linked to specific findings.
R1:
Placer County Office of Education should develop and implement transparent and broader communication about their involvement in the Community Schools program and associated initiatives (Children and Youth Behavioral Health Initiative, Multi-payer Fee Schedule) which reaches not just the educational community, but the wider community they serve by October 31, 2025.
R2:
Placer County Office of Education should put all Memorandums of Understanding for community schools on their website, so the community understands what Placer County Office of Education is agreeing to by taking the grant funding. by October 31, 2025.
R3:
Placer County Office of Education should develop a dedicated, comprehensive Community School page on their website with a section linking to Regional Transformational Assistance Center, Children and Youth Behavioral Health Initiative and any other organizations which has access to
Findings & Recommendations
5 findings
F1:
The number of applications for public benefits administered by Health & Human Services has increased.
F2:
Human Services Division staffing levels are insufficient to handle the increase in applications, denials, and requests for hearing.
F3:
Current software, California Statewide Automated Welfare System, is not fully capable of determining actual overpayments or losses due to its inability to accurately identify violators.
F4:
There is an increase in EBT fraudulent activity which requires new
F5:
Revenue Services is not fully able to recover all known or potential overpayments with existing procedures and ineffective software.
Additional Recommendations
7
Not linked to specific findings.
R1:
Health & Human Services should direct staff from the Human Services Division to develop a plan increasing staffing within the Program Integrity Unit by November 1, 2025.
R2:
Health & Human Services should coordinate with California Department of Social Services to re-evaluate the current software California Statewide Automated Welfare System to improve the identification of overpayments and the exact amounts needing to be collected by December 31, 2025. This may require identifying or determining if a new software system would be more beneficial. Response should address proposed timeline for implementation.
R3:
Health & Human Services should conduct a cost analysis of the Revenue efficient than maintaining collection efforts within Health & Human Services for better oversight and continuity by December 31, 2025. Response should address proposed timeline for implementation. 34 -2025 Final Report
R20-21:
$ 479,796 2 $ 239,898 $ 79,966
R21-22:
$ 488,008 11 $ 44,364 $ 14,788
R22-23:
$ 502,648 14 $ 35,903 $ 11,968
R23-24:
$ 517,727 3 $ 172,576 $ 57,525 24-25* $ 189,315 1 $ 189,315 $ 63,105 * 24/25 is for July 1 - October 31, 2024. Annual contract prorated for 4 months # Cost/Booking/Day assumes a 3-day jail time - i.e. booked on Friday The data provided shows the excessive cost of the contract and monies paid explicitly for law enforcement officers should be used to fund PCSO officers, not those of Nevada County. Funding PLACER COUNTY SHERIFF'S OFFICE BUDGET Total Fiscal Total Allocated Allocated Allocated Allocated Total Year Allocated Personnel Sworn Correctional Professional Allocated YOY Staff Budget Budget* Officers Officers Staff Staff Change % 20/21 $154,946,022 $108,590,122 271 133 173 577 21/22 $161,101,835 $114,310,688 272 137 172 581 0.69% 22/23 $169,048,811 $115,738,004 281 137 166 584 0.52% 23/24 $177,120,783 $130,406,654 289 138 167 594 1.71% 24/25 $193,545,975 $135,794,293 294 134 167 595 0.17% *Allocated personnel budget includes benefits & overtime PCGJ was informed allocated positions do not align with funded and filled positions. Some allocated positions are not funded and there are some which are funded but not filled. PCSO also provided the number of new hires and the number of those exiting positions for the past five years for each category of staff. 46
Findings & Recommendations
10 findings
F1:
Correctional Facility procedures to adapt to the change in inmate classifications and accommodate for longer potential incarceration of inmates.
F2:
The implementation of Prop 47 added an additional challenge to Placer from felonies to misdemeanors.
F3:
The passage of Prop 36 partially reversed Prop 47 and added a heavier consequence to petty theft and shoplifting offenses, which increased the number of bookings.
F4:
population continues to increase as predicted.
F5:
number of mandatory overtime hours over the past five years to adequately manage the jail facilities, thereby reducing the number of deputies in the field, which also affects staff morale and leads to burnout.
F6:
for jail services is not providing taxpayers with the best value for their money.
F7:
The Vanir report produced numerous recommendations involving Office needs to address.
F8:
Recruiting is impacted by low quality applicants, competing salaries with local law enforcement agencies and public perception of law enforcement agencies.
F9:
and lateral transfers during the recruitment process, as well as incentives to retain existing staff.
F10:
has less than 10% sworn female officers and faces challenging issues in recruiting females.
Additional Recommendations
9
Not linked to specific findings.
R1:
needs to develop a plan(s) responding to legislative changes for operational efficiency by developing training programs for staff to better navigate and adapt to evolving laws such as AB109, Prop 47, and Prop 36. also needs to review booking procedures and jail capacity planning to accommodate fluctuations in inmate classifications and incarceration durations by November 1, 2025.
R2:
should take steps to promote the hiring of and retention of sworn officers to mitigate cost increases associated with overtime pay and providing services to a rapidly increasing County population by November 1, 2025.
R3:
should take steps to promote the hiring of and retention of correctional officers to mitigate cost increases associated with overtime pay and reduce the need for sworn officers to serve jail rotations by November 1, 2025.
R4:
basis starting with fiscal year 2026-2027 to ensure the actual cost of jailing a detainee is per person based upon Placer County Daily Jail Rate, until the Tahoe Justice Center is completed by December 31, 2025.
R5:
Placer County Board of Supervisors should have a plan including completion dates for the replacement of the Tahoe Justice Center/Burton Creek Tahoe Substation by December 31, 2025.
R6:
Vanir Report to streamline jail operations and staffing efficiencies, which would reduce overtime and improve work-life balance for current staff by December 31, 2025.
R7:
developing targeted recruitment campaigns to attract a larger pool of quality applicants by November 1, 2025.
R8:
incentives, as well as advancement and mentorship opportunities to retain quality officers by November 1, 2025.
R9:
enforcement organizations, and by evaluating policies and work environments to ensure they are inclusive and supportive of female officers by November 1, 2025.
Findings & Recommendations
11 findings
F1:
The Foresthill Public Utility District Finance Manager position has been vacant since April 2023.
F2:
An outside service provider (accounting firm) is providing services previously handled by the Finance Manager, a position described in the Foresthill Public Utility District Policy Handbook. 165 -2025 Final Report
F3:
The Foresthill Public Utility District General Manager has assumed certain financial and administrative roles previously assigned to the Finance Manager.
F4:
The Foresthill Public Utility District does not have a comprehensive strategic plan outlining future years including risks and opportunities.
F5:
Foresthill Public Utility District job descriptions (excluding pay scales) were last revised in 2014.
F6:
Prior to the election of the new Foresthill Public Utility District Board of Directors and during interviews with multiple stakeholders, individuals expressed a lack of cohesion, and disunity amongst the Board members hampered the effectiveness and public trust of the Board of Directors.
F7:
The Foresthill Public Utility District Enterprise Systems disclosure posted on the district website was last updated in 2015 and is outdated.
F8:
Foresthill Public Utility District information contained on the Local Agency Formation Commission website is outdated.
F9:
A review of Foresthill Public Utility District expenditures noted deviations from the Policy Handbook requiring Board of Directors approval.
F10:
The Foresthill Public Utility District water right permit 15375 extension expired in 2011.
F11:
The Foresthill Public Utility District has not filed all Form 700 filings on a timely basis.
Additional Recommendations
12
Not linked to specific findings.
R1:
The Foresthill Public Utility District Board of Directors should evaluate the benefits of staffing the vacant Finance (or Business) Manager position in- house or execute an engagement letter with an accounting services provider no later than September 30, 2025.
R2:
The Foresthill Public Utility District Board of Directors should prepare and approve a strategic plan at the next fiscal planning cycle (2025-2026) and update annually.
R3:
Foresthill Public Utility District job descriptions should be updated and approved by the Board of Directors no later than September 30, 2025.
R4:
The Foresthill Public Utility District Board of Directors should develop a plan (timeline and milestones) to update its Policy Handbook no later than September 30, 2025. 166 -2025 Final Report
R5:
The Foresthill Public Utility District General Manager responsibilities should be decoupled from minute taking no later than September 30, 2025.
R6:
The Foresthill Public Utility District Enterprise System(s) disclosure on the District website should be updated for current business systems no later than September 30, 2025.
R7:
The Foresthill Public Utility District should provide the Local Agency Formation Commission with updated information no later than September 30, 2025.
R8:
Foresthill Public Utility District expenditure approvals should adhere to stated amounts in the Policy Handbook immediately, with acknowledgement to the Placer County Grand Jury no later than September 1, 2025.
R9:
The Foresthill Public Utility District should review its investment strategy and realized asset returns at the next review cycle or no later than December 31, 2025.
R10:
The Foresthill Public Utility District Board of Directors should update the status of securing its water right permit expired in 2011 no later than September 30, 2025.
R11:
The Foresthill Public Utility District Board of Directors should review Form 700 filing requirements for district and board individuals no later than September 30, 2025, and review annually thereafter.
R12:
The Foresthill Public Utility District Board of Directors should schedule a meeting to establish performance goals and objectives for the General Manager no later than September 30, 2025, and for each fiscal year thereafter.
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Findings & Recommendations
9 findings
F1:
The current strategic plan from 2021 does not align with the thinking and priorities of the community, newly elected (November 2022 and 2024) Auburn Union School District Board of Trustees and the recently hired (July 2024) Superintendent.
F2:
Beginning balances for multi-year budgets do not match or align with prior years.
F3:
The Fiscal Year 2024-2025 multi-year budget appropriately reflects Auburn Union School District financial health.
F4:
Auburn Union School District is facing budget deficits over the next three years.
F5:
Auburn Union School District treasury account is stated at $10,543,476 as of March 31, 2025.
F6:
Auburn Union School District administration, staff and Board of Trustees demonstrate transparency, collaboration, commitment and passion in their job responsibilities.
F7:
Auburn Union School District has additional opportunities to monetize district assets.
F8:
There is concern within the Board of Trustees regarding accepting funding from the California Community Schools Partnership Program.
F9:
Heat map data suggests expanded busing could improve overall attendance, favorably impacting student performance and increased revenue from the state.
Additional Recommendations
5
Not linked to specific findings.
R1:
The Board of Trustees and Auburn Union School District Superintendent should complete a strategic plan which aligns with the community values and expectations for student education and well-being.
R2:
The Board of Trustees should direct the Auburn Union School District to footnote any Auburn Union School District submitted budget where the ending balances for all multi-year budgets by September 1, 2025.
R3:
The Board of Trustees for Auburn Union School District should respond and implement the recommendations of the 7-11 Committee to generate additional revenue from district assets by December 31, 2025.
R4:
The Board of Trustees for Auburn Union School District should actively communicate to the Auburn community specific plans and concerns regarding pursuit of California Community Schools Partnership Program funds. Include this information in the strategic plan and Board of Trustee minutes by September 1, 2025.
R5:
The Board of Trustees for Auburn Union School District should continue to pursue additional funding to expand on existing district transportation services by December 31, 2025.
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Findings & Recommendations
4 findings
F1:
The fee paid to house out-of-county youths is far below actual service, staffing, and maintenance costs to operate the Juvenile Detention Facility.
F2:
The new 2025 tablet computer program has the potential to deliver academic and other skill building tools.
F3:
The Juvenile Detention Facility is well staffed and operated. Staff show a genuine concern for the wellbeing of the incarcerated youths.
F4:
The Juvenile Detention Facility staff are committed to providing programs which address mental health and educational needs.
Additional Recommendations
2
Not linked to specific findings.
R1:
Placer County Probation Department should assess whether its supervision of out-of-county youth at the current contract rate is resulting in unreimbursed or excess costs for the County. Probation should provide its assessment to the Placer County Board of Supervisors by December 31, 2025.
R2:
Placer County Probation Department should establish and implement written goals and metrics to evaluate the success of the tablet program by October 31, 2025.
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Findings & Recommendations
18 findings
F1:
Auburn, Lincoln, Loomis, Rocklin, and Roseville reviewed, amended, and/or adopted conflict of interest codes in 2024, in compliance with Government Code 87306 and 87306.5.
F2:
Since Colfax did not provide a resolution showing its Conflict of Interest Code was reviewed in 2024, the Placer County Grand Jury was unable to determine whether Colfax conducted a biennial review of its Conflict of Interest Code in 2024.
F3:
Auburn, Colfax, Lincoln, Loomis, Rocklin, and Roseville have incorporated the State of California Model Code into their conflict of interest codes, bringing them into compliance with State law.
F4:
Auburn, Colfax, Lincoln, Loomis, Rocklin, and Roseville designate Form 700 filers in their conflict of interest codes, ensuring compliance with State law.
F5:
Auburn, Colfax, Lincoln, Loomis, Rocklin, and Roseville identify the city clerk as the filing officer for Form 700 filers.
F6:
Roseville includes Assembly Bill 1234 Ethics Training in its Conflict of Interest Code.
F7:
Roseville assigns responsibility to the city clerk for Assembly Bill 1234 Ethics Training.
F8:
Auburn, Colfax, Lincoln, Loomis, and Rocklin do not include Assembly Bill 1234 Ethics Training requirements in their conflict of interest codes.
F9:
Roseville does address enforcement authority in its Conflict of Interest Code, which states there may be consequences if a designated individual fails to timely file Form 700 or complete Assembly Bill 1234 Ethics Training.
F10:
Auburn, Colfax, Lincoln, Loomis, and Rocklin do not include enforcement authority in their conflict of interest codes, leaving no defined consequences 130 or complete Assembly Bill 1234 Ethics Training. Form 700
F11:
Across all local agencies, most of the individuals who did not timely file Form 700 were designated filers.
F12:
For Colfax, Lincoln and Loomis, incomplete information in recordkeeping for designated Form 700 filers prevented the grand jury from accurately assessing the timeliness of the filings.
F13:
As a general matter, insufficient oversight by the local agencies has contributed to untimely Form 700 filings for designated filers. Ethics Training
F14:
Auburn and Rocklin currently place responsibility for Assembly Bill 1234 Ethics Training on their Human Resource/Administrative Services staff.
F15:
Across all local agencies, insufficient oversight resulted in many individuals not receiving ethics training by the deadline set by State law.
F16:
Across all local agencies, overreliance on the individual to schedule and receive ethics training resulted in untimely training.
F17:
contain necessary information.
F18:
A lack of enforcement authority within all local agencies led to failures to receive timely ethics training.
Additional Recommendations
6
Not linked to specific findings.
R1:
Auburn, Colfax, Lincoln, Loomis, and Rocklin review, amend, and/or adopt their conflict of interest code to specify those positions who shall receive Assembly Bill 1234 Ethics Training pursuant to Government Code section 53234-53235.2 by October 1, 2025.
R2:
Auburn, Colfax, Lincoln, Loomis, and Rocklin review, amend, and/or adopt their conflict of interest code to specify the city clerk is the responsible official to administer the Assembly Bill 1234 Ethics Training program, and function as the recordkeeper for ethics training records by October 1, 2025.
R3:
Auburn, Colfax, Lincoln, Loomis, Rocklin, and Roseville should specify in their conflict of interest code actionable enforcement authority against individuals who fail to timely file Form 700 and/or fail to timely receive Assembly Bill 1234 Ethics Training by October 1, 2025. 131 -2025 Final Report
R4:
Colfax, Lincoln, Loomis, and Roseville should create and maintain an annual database for all designated Form 700 filers in alignment with the FPPC filing year by December 31, 2025. The Placer County Grand Jury recommends the database include: the name of each Form 700 filer, the date of hire or initial service, the type of filing (assuming, annual, leaving), the deadline for filing, the date the form was filed, and whether the filing was timely.
R5:
Auburn, Colfax, Lincoln, Loomis, and Rocklin should create and maintain a database of all individuals required to receive Assembly Bill 1234 Ethics Training by December 31, 2025. The Placer County Grand Jury recommends the database include: the name of each individual required to receive ethics training, the date of hire or the date the position was assumed which required ethics training, the deadline for receiving ethics training (one year/two years), the date ethics training was received, and whether ethics training was timely. The training records should be maintained for five years.
R6:
Auburn, Colfax, Lincoln, Loomis, Rocklin, and Roseville should create a plan to increase oversight with a goal to achieve 100% timely Form 700 filings and ethics training, by November 1, 2025.