2024 2025 Grand Jury Final Report

Conclusions 11

• CL1
  The Placer County Grand Jury acknowledges Health and Human Services is adequately providing public assistance to individuals and families in need within Placer County through the various programs they administer. With the rise in population growth and the homelessness issues in the county, an increase in applications and claims for benefits are posing a challenge to staff. Fraud does exist as evidenced by the number of denials of claims. Examples of denials include individuals attempting to access funds without verifiable documentation, the number of cases involving EBT scams, and the amount of dollars lost due to uncollectible overpayments. All these unlawful activities contribute to the burden of tax dollars being assessed on county residents. In reviewing the practices of the Human Services Division, which administers the funding of the various benefit programs, it was noted additional staff are needed to support the current operations and to create a more streamlined process of tracking recipients and better visibility of fund allocations and distribution. The process to recover overpayments needs to be re-evaluated and a determination made whether to maintain collection efforts within the division, adopt new software, or upgrade the current data system to integrate with applicable state-wide information systems. 33 Placer County Grand Jury 2024-2025 Final Report Efforts to detect fraud and prevent fraudulent activities need to be improved to ensure public funds are awarded only to needy and qualified recipients. This can be accomplished with additional personnel and an updated integrated data system which expands the existing data to track recipients and monitor the collection of overpayments which is not currently being met.
• CL2
  is struggling to recruit and hire new officers as are so many law enforcement agencies within the United States. Legislative changes have impacted the number of bookings and jail population which Office manages. The growth of Placer County has forced Office to seek additional workspace to handle the growing population. It is also experiencing an increase in violent crime. Maintaining adequate staff has been a challenge, and the number of overtime hours spent has taken a toll on officers as well as The study conducted by Vanir validates the fact additional officers are needed to maintain the jail facilities effectively and efficiently. Placer County Grand Jury agrees with the findings of the Vanir report and supports incentives to be adopted to entice new candidates in applying for vacant sworn and non-sworn positions. has improved its recruitment process by conducting additional written examinations throughout the year. It needs to determine if the hiring process can be expedited and streamlined. needs to adopt new solutions in recruitment, such as signing bonuses, relocation costs, tuition assistance, etc. As for retention, needs to consider offering specialized training, professional development, and career advancement opportunities to all its officers.
• CL3
  Human trafficking is a persistent and a grave issue in California. It exists in Placer County, however there is limited knowledge about the full extent. Roseville Police proactive approach to combating human trafficking within the region. Both agencies assumed leadership roles among local law enforcement bodies, with smaller specialized resources and experience in handling these complex cases. Roseville PD 30 www.placer.ca.gov/9765/Placer-DA-joins-local-survivors-in- calli#:~:text=This%20year%2C%20California%20is%20receiving,Capitol%20today%20at%2010%20a.m. Accessed April 10, 2025. 73 Placer County Grand Jury 2024-2025 Final Report Office a Special Investigations Unit with officers trained specifically in human trafficking detection, victim-centered interviewing, and intelligence gathering. These units work in collaboration with state and federal partners, other local law enforcement agencies as well as non-governmental organizations to conduct undercover operations, monitor online platforms for trafficking activity, and engage in community education and prevention efforts. The extent of the existence of human trafficking in Placer County is uncertain due to the nature of this criminal enterprise and the fact many victims do not seek help. As such, it is possible adequate resources are not dedicated to the problem of human trafficking. Due to incomplete information regarding human trafficking, strengthening community education in schools, for law enforcement, and for the public would be beneficial. This could include partnering with schools for trafficking awareness programs or social media campaigns to reach at-risk populations. Placer County has done a good job of providing victims of human trafficking with resources and information for assistance.
• CL4
  The grand jury found Code Enforcement is committed to resolving all complaints as quickly as possible. They have closed many older complaints over the last year. They could better serve the community by providing residents with status update information fears about adverse impacts to their property and neighborhood. A simple method for this would be to restore the link to an updated Geographic Information System map on their website or provide a web-based status of the enforcement action case can be easily accessible by the public. Code Enforcement can reduce the number of inquiries (both phone and email) by providing complaints with written communication in addition to the initial acknowledgment letter, a notice of status and/or closure. Chronic complainant follow- complaints and handled by managers to free the Code Enforcement officers to work their caseload. A review of the organizational structure should be conducted to determine if Code Enforcement might function more effectively as a stand-alone division within Community Development Resource Agency like their colleagues on the Tahoe-Truckee Code Enforcement team.
• CL5
  The Placer County Grand Jury finds historical multi-year budgets do not carry over ending balances to subsequent years budgets beginning balances. The district office hired a new chief business officer in July 2024. Subsequent budgets and interim budget reviews were appropriately linked with a more thorough explanation of the variances experienced in revenues and expenses as well as a clearer understanding of future restricted funds and allocations. The 2024-2025 District multi-year budget shows steady improvements in reducing deficit spending and maintaining a healthy cash balance in the treasury. The grand jury has confidence present financial reporting validates Auburn Union School ty to operate the districts educational obligations for TK-8 students through the 2026-2027 school year and beyond. The district has made a concerted effort to strengthen the staff and administration. The leadership team has executed a favorable collective bargaining agreement with the California School Employees Association and its Auburn Union Elementary School District Chapter #171. They are actively pursuing monetizing Auburn Union School District assets and building a positive culture throughout the district. The current Board of Trustees has a mix of perspectives on the goals and objectives for their school district but has shown a high capacity to listen to all points of view and seek a positive and collaborative action plan.26 26 Board of Trustee minutes Dec 2024-March 2025. Meetings Listing: eBoardsolutions. Accessed April 15, 2025. 114 Placer County Grand Jury 2024-2025 Final Report
• CL6
  Each of the local agencies adopted a Conflict of Interest Code as required by the State of California. The local agencies designate Form 700 filers as part of their Conflict of Interest Code. They also offer ethics training. Many officials do not file Form 700 or receive ethics training by the deadline. One problem is poor record keeping. The Placer County Grand Jury found it was difficult to identify the number of people required to file Form 700 or receive ethics training and whether there was compliance with the applicable deadline. The Fair Political Practices Commission has a database which identifies the necessary information to track filings by the statutory filers. The local agencies should create similar tracking programs for designated filers as well as those required to receive ethics training. The Form 700 document should be based on the Fair Political Practices Commission filing year (for example, April 2, 2024 April 1, 2025). The document should list: the name of the official, the position, the date of hire or the date assuming the position, the date leaving the position, the deadline for filing, the date Form 700 was filed, and whether the filing was timely. For ethics training, the document should be based on the calendar year. The information should include: the name of the official, the date of hire or date of initial service, the one-year deadline following the date of hire or date of initial service, the two-year ongoing deadline date, the date ethics training was received, and whether the training was timely. The Government Code requires the training certifications be maintained for a period of five years. 129 Placer County Grand Jury 2024-2025 Final Report The local agencies should include a compliance requirement in their respective Conflict of Interest Codes. While statutory filers are subject to fines levied by the Fair Political Practices Commission, the designated filers and those required to receive ethics training are not regulated by Fair Political Practices Commission. include in their Conflict of Interest Codes enforcement authority over untimely Form 700 filings and ethics training. more specific.
• CL7
  While Placer County Office of Education emphasizes partnerships to equip every child with a first-class education, specific public information detailing their community engagement efforts regarding the community school model is limited. Details of the California Community School Partnership Program grant funding and the commitments made when receiving it are not shared. The goals and objectives along with metrics showing effectiveness of this strategy are not made available to the wider community. While the application deadline for the current grant funding has expired, there are allocated funds still available which may lead to a new round of grants. The community needs to understand this program prior to any future applications being considered. There is a notable lack of consistent, public facing communication on how the community school model is being implemented across the county. This gap has led to a lack of awareness, trust and involvement from parents who might not fully understand the program or how they can get involved in influencing the decisions made for their children's education. Despite this, the implementation of California Community School Partnership Program in Western Placer Unified School District and Placer County Office of Edu given the demographics of those students. With more transparency, these schools could be used as model of how this program can be of value. Children and Youth Behavioral Health Initiative is a separately funded initiative but is philosophically linked to California Community School Partnership Program. They are based on the whole child approach to education which seeks to address all Education and Placer County Office of Education encourage all districts to adopt both along with the Multi-payer Fee Schedule. Children and Youth Behavioral Health Initiative funded school-based mental health services create concern about whether these services will be provided without parent involvement and have been the driver behind most opposition to the California Community School Partnership Program. Placer County Office of Education has not been forthcoming in identifying the academic value of these services. Nor have they communicated the potential benefits and risks of school-based care. Auburn Union School District is planning to move away from the wellness centers run by Placer County Office of Education, preferring to fund their own approach which more closely matches their educational goals. The primary objective of the Multi-payer Fee Schedule is to create a sustainable funding mechanism for school-linked behavioral health services. Placer County Office of Education has received grant funding to participate in the development of this program. Parents need to be actively involved in this process and the wider community must be kept aware of the implementation plans. Parental involvement needs to start before services are provided, not after the Explanation of Benefits is received. 148 Placer County Grand Jury 2024-2025 Final Report
• CL8
  Changes in Board members and appointed positions have resulted in positive improvements addressing transparency and accountability. These improvements include a resolve to conduct meetings in a collegial manner, publication of the Policy Handbook on the District website and the recording of Board meetings for greater community transparency. While these changes are encouraging for the community, the Board should address staffing, governance, span of control and strategic issues to create a foundation for the future.
• CL9
  The Transit Occupancy Tax for Placer County is a significant source of revenue, bringing in nearly $30 million a year for the last three fiscal years. This revenue has allowed the county to invest in a variety of projects benefitting the North Lake Tahoe area residents and visitors. Transit Occupancy Tax revenue also results in a benefits residents throughout the county, not just the North Lake Tahoe region. The Tourism Business Improvement District programs also play a key role for the Lake Tahoe region, an additional benefit for the county. The revenue for the North Lake Tahoe Tourism Business Improvement District is vital for the region and contributes to both promotion and preservation in the area. While the Olympic Valley Alpine Meadows Tourism Business Improvement District is a lower revenue program, the funding of free transit services during the ski season for the area is key for both businesses and visitors. Two issues stand out as needing attention, and county leadership has shared both their concern and thoughts on finding solutions. The audit program for Transit Occupancy Tax compliance needs work, as both the audit volume and confidence in the vendor are lacking. Transit Occupancy Tax revenue collection also needs an overhaul, both in terms of technology and staff direction.
• CL10
  be well-maintained and operating at a satisfactory level. The correctional staff demonstrated professionalism, courtesy, and a strong understanding of their responsibilities. Facilities were clean, bright, and organized, reflecting a commitment to safety and professionalism. While most locations met high standards, the Placer County Main Jail in Auburn and the Tahoe Substation in Tahoe City presented some areas for improvement, which are addressed in the findings and recommendations. 17 Multi-Disciplinary Interview Center. https://www.placer.ca.gov/8521/Child-AbuseMDIC. Accessed February 25, 2025 204 Placer County Grand Jury 2024-2025 Final Report The Tahoe Substation in Tahoe City presents ongoing concerns, as it will continue to broader needs. Until the Tahoe Justice Center is constructed, this will remain a challenge which impacts the efficiency of the services provided. The Placer County Grand Jury recommends this facility be prioritized for replacement or substantial renovation to ensure continued safety, effectiveness, and quality of care for both inmates and staff.
• CL11
  The jurors who inspected the Juvenile Detention Facility in October 2024 found the facility clean, orderly, and well maintained. Juvenile Detention Facility staff were observed to be polite and engaging to the youths in their charge. The housed youths readily interacted with the staff in a respectful and collegial manner. The overall impression was, through a focus on education opportunities and the development of life skills, the incarcerated would benefit from their stay. Juvenile Detention Facility staff displayed an optimism through their efforts, the chances of recidivism would be greatly decreased. The most recent available inspection report for the Juvenile Detention Facility from the California Board of State and Community Corrections dated October 23, 2023, found no violations or non-compliance issues. 5 Program and Services. www.placer.ca.gov/1939/Programs-Services. Accessed March 31, 2025. 217 Placer County Grand Jury 2024-2025 Final Report