City Council - Regular Meeting

Alright. Good morning, everyone, and welcome to the Tuesday, 04/14/2026 board of supervisors meeting. We are going to start our meeting with the flag salute. And, mister Cook, would you lead us?

I pledge allegiance to the flag of

The United States Of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all.

And I'm going to have supervisor Gustafson make a statement. Okay. You're you're muted.

Hold on.

Hold on. You're muted.

There we

go. Okay. Can you

hear me now?

Can you

hear me? Yes. We can hear you.

Okay. Great. Good morning. Sorry not to be there in person. Last night, late, we welcomed our fifth grandchild, Huxley Ren Gustafsson. And I'm on child care due and switching off with my husband. So I am here in my office alone at home and Zooming in to participate.

Great. Thank you and congratulations.

And it

Thank you.

Just wanted to know for the minutes, her remote attendance is permissible, as a just cause basis under section five four nine five three point eight point three subdivisions one and six of the government code. Thank you.

Thank you. We will now move to our consent agenda. All items on consent have been recommended for approval by the county executive department, and the board is going to convene as the Placer County in home supportive services public authority for item 12 a. I know I would like to pull item 16 c, which is a great concern to me. Is there anything else that any board members would like to pull?

I would ask that items 10 b and 11 a one be pulled as well.

Alright. And is there anyone in the public who would like to pull any item from consent? Alright. And anyone online?

I see that

chair. Mister Cook? Sure. I'll start with item

Hold on. We can

Let's see. Oh, sorry. I forgot. Okay. I'll bring it back for for a vote on

the rest.

On the remaining items, this is approval.

I'll second.

Moved by Jones, seconded by Demetay. This is a

roll call vote. Supervisor Gore is absent. Demetay?

Yes.

Jones? Aye. Gustafson? Aye. Landon?

Yes. Now we will go back to you.

Thank you. Item is item 10A10

b.

10 b. Thank you. Just a proclamation declaring April 26 is donate life month in Placer County. There was a typo in the actual proclamation. The revised proclamation, which includes the change, it was changing, the month from April 2025 to April 2026 on the last line. Has been circulated to board. There's also a copy available on the front desk outside. So I just wanted to note that change, for the record.

Great. Thank you. Do we have to take that separately? Or can we? Okay.

Yes.

I'll move approval.

Moved by Jones, seconded by DeMonte. All those in favor? Aye. Any opposed? And no extensions.

The next item is 11 a one, and that is a claim filed by David Wampler. The reason this is being removed is that mister Wampler filed an amended claim after the agenda was prepared. And because of that amended claim, no action is requested on this claim. So I just ask that it be removed completely from the agenda.

Alright. I'll move approval. Oh, we don't have

There's Just to clarify. Should we remove it? Yes. Sorry. We'll just take a motion to remove. Alright.

Moved by Jones, seconded by Demetay. All those in favor? I. Any opposed? And no abstentions. And then item 16 c is the appointment of county council. We're so excited. Alright. Well, I just had to say a couple words because Clayton's awesome. I feel like we are super fortunate to have him as our county council, and he just brings some really fresh energy. He's thoughtful. He is deliberate, and, he is going to be an incredible addition to the team. Is there anyone else who would like to make a comment? Supervisor Jones.

Yes. I would. I would just like to let everybody know that when we did our interview, it was amazing the variety and the expanse of his, Of his experience, and so I'm really confident that we have a very good, excellent counselor on board, and so we're excited. We're all looking forward to it. Congratulations. Supervisor

D. Mate.

Just congratulations. Well deserved.

And supervisor Gustafson.

Sure. Ditto all of that, Clayton, welcome. And I think the succession planning that Karen undertook with you and the team has really shown itself to be incredibly successful for our for our county. So thank you.

And mister Chatney.

Yeah. I just wanted to extend my congratulations to you too, Clayton. And on behalf of my office, we look forward to working with you and your great team in the coming years. Thank you. Plural.

Yes. And mister Cook, would you like to say anything?

I would, but perhaps I could say something after the

Sure.

Issue is taken. Just Sure.

I don't wanna be too presumptive.

Yeah. You don't wanna count those chickens.

And we also need to take public comments. And

is there anyone in the public who would like to comment on this item? And anyone online?

Is no one online.

And chair?

Alright. I will bring it back.

Well, I'm gonna proudly move approval of this one.

Alright. Moved by Jones, seconded by Demetay. All this I'm just kidding. This is a roll

call vote.

Oh, and you still vote,

though. Right?

Good. Jones? Aye. Gustafson?

Hi

Supervisor Gore is absent. And Dimitay. Landon.

Yes Absolutely. Yay.

Thank thank you all. I I wanted to say that I'm humbled and honored to be before your board in this capacity. I wanna express my my sincerest gratitude for your faith, trusting me with this position and the responsibilities of it. Since I started with the county twelve years ago, my goal has been to sit in this seat. So it's it is quite surreal to be here.

I am very, very excited to lead an amazing, incredible team, many of many of whom are here right now, and to continue to work with the exceptional employees throughout the county. It is it is truly kind of dream come true to be here. So with that, I look forward to defending and protecting this county, the board, the employees, and making our county council's office one of the best in the entire state. So with that, I'll roll up my sleeves and get to work. Thank you all.

Yay. All right.

It says May 2, so you can take your

vacation. Yeah.

You'll see me in few weeks.

We are now going to move to public comments. This is your time to comment on items that are not on the agenda. Is there anyone here in the chambers who would like to make a public comment today? And we ask that you keep your comments to three minutes or less.

Congratulations, Mr Cook. I'm Joanne Hilton, twenty year resident of Lincoln. Good morning and thank you for the opportunity to speak to you on the need for affordable housing. I'm part of a group sponsored by Plaster Community Foundation. We want to work with you to find viable, effective incentives that will result in you achieving your goal of completing 1,300 units in this county.

We ask that you utilize innovative ideas and bold practices to address the current Really a serious imbalance. To that point, just one excellent option is to work with our faith leaders to implement SB four, which provides a streamlined process for religious organizations to develop affordable housing on their property. The plaster people of faith together stand committed to providing site opportunities, fundraising, grassroots engagement, etcetera. Supporting this option would be a very effective alternative and one we highly recommend. We'd be delighted to meet with your staff and many of you to see how we might proceed with that.

As you know, our community has many opinions about affordable housing. Let's look at a few facts instead of opinions. The Cal Housing partnership reports that the average monthly rent for a two bedroom apartment in Plaster County ran $20.29 dollars a month in 2023. This means that about 40% of the population can't afford an apartment as they would need to earn just over $39 an hour. These rental prices have subsequently risen and currently it's more like 2,200 for an apartment.

In my town of Lincoln, it's estimated 2,500. If you can if you're lucky enough to find one or get on a wait list. For homeownership. It's even more grim. Zillow indicates the average home price in Plaster County is priced $678,000 Each.

To afford this, a family of four would need to earn 191,008 and $32 That means only 37% of the families in Plaster would be able to buy a house. An astounding 63% of Plasters residents are priced out of the current market. This underscores why our young adults are priced out and buyers are not homegrown. Let's work on getting our incentive programs in place, which includes market rate in lieu fees so that we can solve some of these tough problems. It's not just about shelter.

It's about nurturing the well-being, resilience and potential of every person who deserves a safe place to live. Communities will be safer and ultimately a bonus for economic development more prosperous. Thank you.

Thank you, Joanne. Anyone else in the chambers who'd like to make a public comment this morning? And is there anyone online? Yes, sure.

Caller, go ahead and meet your mic and give your comments.

Alright. Greetings Supervisor Stein Louise Alessi from Christian Valley Park CSD in District 5, six decades in the county. I'm speaking on behalf of Placer County in set large. As I have stated numerous times and will continue to do so until this board does what is needed. Placer County should ensure its affordable housing policies produce actual units, not merely paper compliance.

Too often, projects are approved with commitments to low income housing, yet the deepest affordability obligations are deferred to later phases or converted via in lieu fees. If those fees do not reflect the true cost of producing the required unit, then they function as a buyout, not a substitute. That concern is especially important where the requirements or requirement involves very low income and extremely low income households. The fee that is materially low, that actual subsidy gap does not replace the unit that was promised, it simply it simply allows the obligation to be avoided. We also need a more rigorous public record on the unsubstantiated claim that higher in lieu fees will only increase project costs by, I've heard, 35 to $50,000 per unit with no actuals to support that gaslighting narrative.

I have heard these figures frequently repeated by the ones who speak for the developers and realtors, but I have not seen the underlying methodology or supporting documentation presented in a way the public can independently evaluate. Therefore, if the county is going to rely on that assertion, then the supporting analysis should be placed on the record. California jurisdictions have shown that stronger approaches are possible, including fee structures tied to actual affordability needs and, in some cases, removal of the in loop fee option altogether. That demonstrates this is a policy choice, not a legal impossibility. Our request is simple, require fees to reflect the actual subsidy gap, limit or eliminate the in loop fee option for the lowest income tiers and ensure that the county is reporting actual built units rather than merely approved promises.

Thank you for your time, and you have my more expanded packet with requests from the county to produce. Thank you.

Thank you. Anyone else? No further commenters. Alright. We, got a cup we have a couple of changes to the agenda just to give you a heads up. We're gonna do the board member and county executive reports, and then we're gonna go to item seven a. And then we are gonna adjourn for a brief closed session, and then we'll come back and come to our regular items. So with that board member reports, anything?

Yes. Thank you. I'd like to share with everybody that the Eskaton Village invited me in my office over to visit with them last week and talk about what's going on in Granite Bay and, you know, some issues and and also to what is the cat as a county, what we do for our our people. And it was really a good it was a very good, excellent meeting. I had all almost a large turnout from my South Placer fire department from everybody that drove the fire engines and the ambulance, and so they were all excited.

They always loved to see the men in uniform as well as our county sheriff came as and also the California Highway Patrol. So it was an exciting meeting, and everybody was was really thrilled to have us. And then the other thing that I did want to, mention is that my office were planning a very large Forum community meeting. Whatever you want to call it, and we're really going to talk about traffic issues in Granite Bay, but also we're going to Talk about e bikes and all the problems we're having with it, so it's going to be mainly the highway patrol is going to have the main part of the program, but we're going to be inviting Highway Patrol. I mean, at the highway patrols there and the Plaster County sheriff, and I believe we're going to be inviting all of the police chiefs of the cities as well as the resource officers from the high school.

So it can be one big discussion about it and kind of a brainstorming session on what what we can do. And also, hopefully, pictures to identify the different bicycles or bikes that are that are legal on the street and not legal on the street and as well as some video of what these kids do on those bicycles in front of you while you're driving down the street, they're doing wheelies on Sierra College Boulevard. So we're looking forward to it. It's gotta be on Thursday, May 14 from six to eight, and we're gonna hold it hopefully in the big gym at Bayside. They're gonna let us use their big auditorium.

Great. Thank you. Mister Cook? Your microphone was on so

I guess.

Okay Anything else? Looks like no other comments, so we will go ahead and move to item seven a Plaster County and city of Rockland Public Services Cooperation agreement.

Thank you, Cheryl. Go ahead and kick this one off. As you mentioned, this is a Plaster County and city of Rockland Public Services Cooperation agreement. I will read the request actions into the record approve and authorize the county executive officer or designee to execute a public services cooperation agreement between the County Of Placer and the city of Rockland related to the use of county owned properties within the City Of Rockland. And two, determine the proposed action is project pursuant to the California Environmental Quality Act guidelines section fifteen thousand three and seventy eight.

So a little bit of background over the past decade or so, the county has purchased four separate commercial properties within the City Of Rockland's boundary. The purchases are assisting the county residents by locating public services in West Plaster, where there is significant population growth. County owned properties, as you may know, are exempt from property taxes. To mitigate any impacts on the city's revenues from the purchase of these commercial properties, the county and city negotiated the proposed agreement. Upon approval by your board, the Rockland City Council will consider approving the agreement at their council meeting tonight. I just express my appreciation to Mayor Bass and council member Gaialdo, Supervisor Gore and Supervisor Dimitay and the city of Rockland City manager Ali Zimmerman for the cooperative discussions.

Great. Thank you. Any questions from board members? And is there anyone in the public who'd like to make a comment on this item?

Thank you, Cherilyn. Good morning, members of the board of supervisors and Daniel. Ali Zimmerman, city manager, city of Rockland. I just wanted to echo Daniel's comments. Appreciate all of the board of supervisors who worked with us on this and Daniel and his team for coming to a cooperative agreement together and let you know that I'm here and available to answer any questions if you have them.

Thank you. And it doesn't look like there's any questions and no one online. So I will bring it back to the board for a vote.

I'll move approval. Second.

Moved by Jones, seconded by Demetay. All those Roll.

Roll. I keep forgetting.

Roll call.

You gotta roll call

it all. Yeah.

Sorry. Sorry.

Gustafson? Yes. Gore is absent. Demetay?

Yes.

Jones? Aye. Landon?

Yes. Alright. We will now adjourn to closed session for a brief item.

Yes. This closed session will be the first item. It is an item of existing litigation. The board will adjourn to closed session to discuss that matter. The matter is actually item one b, which is Gloria Nolasco versus County of Placer. Thank you.

Do I see something?

Oh, I can see it. It

did get worse. Seemed worse. Alright. We are back from closed session. I'll have county council read us out.

Give me one second, please. In closed session, the board, heard one item of existing litigation, the Gloria Nolasco versus County Placer matter. For that item, the Board heard a report and provided direction through a four-zero vote. That concludes the report out of closed session. Also, wanted to note that the consent agenda that was heard by the Board earlier today, there was a vote taken, but it was not by roll call.

And because of supervisor Gustafson's remote appearance, that vote needed to be taken by roll call. So I would ask that the board take that consent agenda vote again by way of roll call for clarity purposes. Thank you.

So this is related to oops. Sorry. Item 10 b. The motion on that was Jones Demetay, and I will now roll call it. So Jones? Aye. Gustafson? Aye. Supervisor Gore is absent. Demetay?

Yes.

Landon? Yes. And then we will also do this for item 11 a. The motion on that was Jones Demetay, and the roll call will be Gustafson? Yes. Supervisor Gore is absent. Demetay? Yes Jones Landon. Yes Thank you.

Thank you. We will now move to our nine thirty times item. Health and Human Services presentation of Veterans Services Officer annual report.

Oh, there we go. Good morning board members. Daniel Council. Was it Mr Cook Clayton, and members of the public. My name is Steve Johnson. I am the Plaster County Veterans Services officer. And today I have the pleasure of presenting our 2025 Veterans Services annual report. So this year we went with a pretty pretty cool image here. Thank you to artificial intelligence, but the idea is just showing the kind of the transitioning nature of our veterans and how we serve them from, you know, separating from service going through that transition all the way. You know, all the way to their afterlife care.

Our county motto has a or our county has a motto, which is where we honor veterans. And our team of dedicated professionals is laser focused on meeting that charge. We serve our veterans and their families with compassion and empathy, ensuring the customer feels seen and respected for their service and sacrifice. We have compiled years of training and subject matter expertise to better connect our veterans and their dependence to compensation, health care, education and other benefits that they have earned. And I'll talk a little bit more about those years of experience here in a minute.

We've cultivated a culture that is rooted in integrity, excellence and service. These are not random attributes. These are the core values of the United States Air Force. I internalize these values for over two decades, and we do our best to embody the service minded philosophy. Those service minded philosophies. In our office. We have three poster boards. We made them up from our awesome document solutions team. One has a photo of a soldier marching with impeccable military bearing at the Tomb Of The Unknown Soldier in Arlington, Virginia. It reads, The standard is the standard.

Another shows a photo of an A-ten Warthog flying over a team of combat controllers. This is a photo that seems to capture combat air support showing up for the ground troops when called upon. It reads beyond time. The third poster shows a team of Navy SEALs trainees with their arms locked, exiting the ocean together, and it reads, We not me. These are our daily reminders that our mission carries more weight than our own personal gain.

So the experience I mentioned you can see the picture of our team up on the slide, but, one of our one of our teammates, the Vietnam Veterans Services supervisor is Eva Jimenez, and she's with us today. She's actually sitting back here supporting me, which I appreciate. She's been doing this for over eight years serving veterans, which is pretty remarkable. And before that she was serving our community in other in other human services operations as an eligibility specialist. Then we have T.

R. Brown. She's our senior veteran services representative, and she has seven years serving veterans. Rachel Wilburn. She started with us as an intern, and she moved through the through the ranks into an admin clerk and then eventually into her current roles and eligibility specialists serving veterans for four years. Russ Henderson. He comes with us. U. S Navy retired veteran. He had eight years serving veterans about seventy six point five seven years serving veterans at Yuba County, and then he came to work for us.

And so he continues to grow and continues to make our team more successful. Finally Suzanne Gutierrez. She also came through the ranks as an admin clerk and then a senior admin clerk, and now she's an accredited representative helping our veterans. And then and then lastly, we just hired two new, young teammates who are vibrant and full of energy and great learners, and that's Eluina Castillo and Olivia Evans. This makes up our very small team of just eight.

But as I've said before, we are small, but mighty. Let's talk about these customers that we serve, which is our veterans. So this is just a real quick snapshot, but just trying to show that our county is home to approximately 22,000 veterans. It's an impossible number to really kind kind of capture. We don't really know that that is the number of veterans we have, but we're just using the census data from 2020 and then the VetPop website, produced by the VA, which kind of shows like, an attrition rate of veterans and a declining population.

I believe our population is likely not shrunk that much from 2020, where we had over 27,000 veterans, and that's based on our continued growth in this community. Of those veterans, approximately 10% are women veterans. This is why we can't presume our women customers or spouses or daughters because a large number of them are warriors who serve alongside their male counterparts. We're proud to have a growing number of women veterans. And as you can see in the seventeen to forty four year age group, it's actually over 20% are women.

So as we get a younger force, we're getting more diverse force to include more women per capita that are serving than ever before. Our largest category, which is probably no surprise is the 65 84 year age group. So most of these are those who serve during 1960 to about 1979. Maybe some beyond that, but that's kind of like that general age group. And this is almost exclusively our Vietnam era veterans with a few years of peacetime veterans, and you can see that population is about 45% of our veteran population.

This is important because this is the veteran. This is the veteran population is also facing the most challenges. And what we see is that this population and their families are dealing with serious or terminal illnesses, dimension memory care and end of life planning, which those are probably their top concerns. By and large, our veterans are doing great, but time catches up to all of us, and we're here to help the veterans and their families with these challenges. So as the generations past the torch to new generation of veterans, new strategies are emerging, so we are intentionally leveraging our social media as a modern platform for information delivery and community community engagement.

We are striving for meaningful engagement and hopefully We're going to get a following that will allow us to build trust and connect directly with our military and veteran community. That's the challenge. So I encourage any of you to share please our social media with your families and friends. We would love that interaction, and we really want to use this as a resource for our veterans for community education. We're active on Instagram, Facebook and LinkedIn.

They each have their own distinct purpose. You're going to see more of Instagram and Facebook as informational and maybe fun a little bit. And then LinkedIn, it's going to be more the professional things, maybe some legislative type things and employment so job opportunities. Some of what our our Human Services Business Advantage Network does. We like to share a lot of that on LinkedIn and try to link our veterans to good job development and to good job opportunities. However we do still like to do outreach. The old fashioned way. And so we do get out there and the dog kissing me in the face is a really great friend of mine. He's a retired veteran. We serve together and he's got this super cool dog named Leo and they came out to one of our events and I got a kiss.

So it was pretty cool. But we participated in more than 45 outreach events and collaborated with community organizations as a means to strengthen our connection to our community. We want to meet our veterans where they are. We attend events such as the plaster Veterans Stand Down, the Plaster County Fair, the Plaster Pride celebration and the Parkinson's Association of Northern California, where they have an annual training last year for the for the Parkinson's annual training. Their guest speaker was Ryan Reynolds.

Deadpool Pretty cool. Turns out his dad has been suffering with Parkinson's. And so he was a He was a keynote speaker. So each of these venues allows us to engage with our distinct populations, including including those experiencing housing instability, our LGBTQ veterans and our aging veterans. We have worked with organizations such as Hearts Landing Ranch, the Forgotten Soldier program, the Greater Assistance League of Placer County and even an event at our local tractor supply, and this is all to enhance our community presence.

These connections help us expand access to supportive programming, financial assistance and peer networks. No new ventures come without their challenges, though, as we are very small office, we have to be intentional and purposeful with our community engagements, and that's so we can still meet the needs of the veterans that are coming into our office. This is a heavy lift for us, but we hope we continue to grow our services in our office as local veterans services continue to be the premier resource for our veterans. Another way we work with our community is by way of the Plaster County Veterans Advisory Council, also known as the V A C. And so here you can see a picture of us meeting over at the HHS Center, in the red poppy room fitting for a veteran population.

VAC members are appointed by the Board of Supervisors and make recommendations on the Veterans Services office and matters of veterans welfare in the community. They meet monthly to discuss veteran related issues and share information about local veteran organization events and activities. The story shared throughout the year by our service organizations are heartwarming and impactful, so I'm going to share Just a little bit of those. In one instance, the Fleet Reserve Association branch to 30. Helped a surviving spouse who was also retired from the army and accidentally reported as deceased. This was super complex. And I remember this and so, yes, it was. It was a military military couple. They're both retired. They're both getting their benefits.

Unfortunately, her spouse passed away, but they also recorded her as passed away. And so she stopped getting paid. The Fleet Reserve chaplain and one of our esteemed VAC members, Harold Hayek, consulted me and we were able to just link up through some phone calls and some connections with our defense finance and accounting, and they were able to help the veteran get her military retirement corrected and paid again. Which is super important when you're on a fixed income. Another example of commitment to service is when the Forest Hill Honor Guard provided military honors at Southern Auburn Faith Hospital.

In this, they honored veterans have passed away while on hospice service. This ceremony of respect was uplifting for our patients for their patients and employees alike. Another one. The Colfax veterans gained approval for and created display of our military branches through a mural painting, and you can see it on the picture up there. It's pretty fantastic.

If you ever get a chance to check it out, the mural captures the diverse missions of our military and was painted by volunteers in the community, so it kind of goes through the eras of service if you will pretty neat. Additionally serving as our service organizations and members of the Veterans Advisory Council has have sent numerous youngsters to something called Boys and Girls State, which is an opportunity for them to gain knowledge, skills and confidence necessary to become civic leaders. Numerous veterans have been aided with money if they needed household goods, medical equipment, toys and clothing. Many of these service organizations have even sent care packages to troops across the globe. Finally the members of the VAC and their service organizations recognize our veterans.

This is probably one of the most important things they do. Whether it's a panel on the Plaster County Veterans Monument. Whether it's the Veterans Day parade up in Auburn, some of the remembered ceremonies we have throughout the year. Organizational awards or even the Army versus Navy football game at the Auburn Vet Hall. They make sure our veterans feel welcome and appreciated in our communities.

Most critical of these services being that they provide the funeral honors for most of our veterans honoring their services. Are laid to rest, and this is just something that we couldn't do without and we hope we get more volunteers from the from the younger folks because we definitely need that. So a huge thank you to the Veterans Advisory Council. I appreciate their teamwork and helping my office and helping advocate for this office, but also advocating for the veterans at large in our office. All right. Some stories. So first, we're going to talk about one of our veterans. His name is Robert. So Robert, United States Army veteran. He served from 1988 to 2000.

He completed two Cold War tour tours, and he fought in desert storm and was deployed to Bosnia during his time in service. His country left him with various service connected aches and pains, and those were things that he didn't really realize that there was benefits for Ultimately, he turned to a profit for profit company that charged him for services, but unfortunately, they were unsuccessful in assisting him. They still wanted their money, right? So they came after him looked to get money. Fortunately he was able to kind of stiff arm them and not have to pay those funds, probably because what they were charging him for wasn't legal, so they didn't really have any grounds to do anything about it.

But with that being said, he finally made it in to see our representative Russ Henderson, and they discussed the service and benefits and after working through the claims process with Russ. Mr Mr Robert has been granted a higher disability rating and tripled his V a compensation. Robert said, quote. It's helped me tremendously knowing the sacrifice I made the sacrifice that all of us veterans made are getting acknowledged. You just have to find the right people that are willing to help.

And in this case, he found our teammate Russell. Russell said advocating for my fellow veterans reconnects me to the camaraderie and sense of mission I've missed since leaving active duty while honoring President Lincoln's pledge to care for those who have borne the battle and their families. So I just wanted to point out that not only were we able to help Robert, who's American warrior, but also Russell, his fellow veteran took a took a keen interest. Next I just want to highlight one of our teammates. All of our team is awesome.

Okay I can't say enough great things about them. But Tiara was especially awesome in this past year, and, she was awarded the California Association of Veterans Service Officers. Yvette Mason Veterans Service Representative Award for excellence. That's a long way to say she's a veteran services representative of the year for our state association, which is pretty fantastic. She was hired as a V s r and or a veteran services rep in September 2019 and promoted to the senior.

Veteran services rep position in December '22 throughout her time serving the local veteran population, tiara's make connections and receive referrals for veterans across the state. And even in other states. Tiara even continues to work with several veterans who moved out of the state. Tara makes choices with the intention of making the claims process as smooth as possible for the veteran and their families. I think I think she kind of summed it up best.

She quoted or she she's quoted as saying the claims and appeal process often takes a lot of time and attention to detail. Ultimately it is worth it to maximize the benefits for veterans who suffer from medical conditions due to their time and service. I am committed to navigating the system for veterans and their families. I want to be a source of relief and take their stress away. And I think that's the biggest thing that kind of came off when talking to Tiara is that when she has an opportunity to help relieve some pressure for veterans, whether it's financial or it's medical, and those are some of the things that she really champions.

So these are some great individual stories, but Obviously, we have thousands just like them over the years, and that creates a pretty awesome impact. By looking at this chart. It seems that our total veterans served. Well, this chart doesn't show that actually, is it the next one? It's not even on here.

Let's see

if we can go back. No worries. But it's in the It's in the It's in there. There's two charts, but one of them shows that the total awards we've helped our veterans qualify for has dramatically increased since 2020, which is the one that's on the screen. But if you kind of look at the total veterans served, it's kind of begun to stabilize, and I think that's probably due to the PACT Act being a few years old now. And so some of that rush we saw is kind of going. It's kind of just stabilizing. We haven't seen necessarily like a decline. Just we're busy, but it's steady. The dramatic increases.

What's important? This is an indicator of exceptional efficiency by our veteran services staff. In 2025, our county had the fifteenth largest veteran population in the state that produced the sixth most workload units, which is our auditable claim activities with the state. We also brought in the eighth most new and increased benefits for veterans, so we're punching well above our weight. No smaller county by veteran population has outperformed this office in either of those performance metrics.

I cannot emphasize enough how amazing our staff is and for such a small team with such a large population and workload. I just appreciate them so much, and I just want to make sure that that was on the record. This work directly impacts not only our veterans and their quality of life, but also it impacts our local economy and injects millions of dollars into our economic ecosystem. And so this is a This is an example right here. And so 78 jobs created.

I was fortunate enough to work with the Greater Sacramento Economic Council in the past several months, and they made a product where we could take the new benefits earned, pump it into this cool spreadsheet and it generates jobs created in all the different service sectors in our county and how much, so how many jobs are created and how much of that income? How much new income is generated from those folks? What we're working on now is trying to quantify. Okay, well, how much of that comes back to Placer County, the government? And so we're working on that.

We're really looking forward to sharing that out because I think it's important just to have perspective. It doesn't necessarily doesn't necessarily do a whole lot for anybody. But just to know that I think it's really nice to know that our offices is supporting our community. Recurring income, The estimated annual income for 2425 just from claims awarded was about $59,600,000 I've said this before, but veteran claims didn't start in 2020. Unfortunately the data is not reliable.

Prior to that. It's unfortunate, but the system that we use called Vet Pro didn't come on board, I think until about 2014 and up until about 2020. Whoever was in this position, they weren't using it to its full capacity. So I'd be remiss if I use some of that data that to say 59,600,000 is a huge low ball. There's a lot more money circulating every year in our county. I just unfortunately don't have that number, but that's going to grow. And so that's going to grow to well over probably $1.31400000000. That's that's totally circulated, and it's continued. It's going to continue to be $50.60 dollars 70,000,000 for several years just from 2020. So I hope that has some perspective to the impact of the small team.

Let's see. So with that being said economic impact finally, just kind of bringing it back to the county line, right where we honor veterans. It's not at all our county lines, which I think is probably okay. I thought I've got some emails a couple of times about that. And you know, there's some pretty rural roads out there that we probably don't have a big sign on.

But the ones we do we have this statement. And to me, it's just something like I said that we have to We have to really put our have to really put our effort into this and we have to ensure that this endures over the long term and that this just isn't just a phrase that we put on a sign and then we forget about it. It's something we actually do and that happens through actions more than words. And so I know my office is committed to that And I always just ask that our leadership also stays committed to this mission. So.

That is that is pretty much my gist of my presentation. Obviously I really appreciate the time. I think I ran a little short, which is perfect because it leaves some room for questions and maybe comments. So but what I really wanted to emphasize this year was that we help veterans from the moment they transition from service while they're still in the military all the way until their family is helping them through their end of life arrangements. And I'm super proud of our team. And with that, pending your questions and comments. That is my presentation. Thank you.

Great. Thank you, Steve. Questions or comments from board members? Supervisor Jones.

Yeah. Steve, I think you mentioned that you were invited to Eskaton as well. Weren't you your team? I was. Can you tell us a little bit about what happened there?

Yes So same one out in Granite Bay. So I went out there this week and I gave a presentation largely. Was, veteran spouses, many surviving spouses. There's quite a few that are interested in some services, but mostly just an educational opportunity. It was super informal, which is usually how these things go. So I give a presentation, sometimes I have slides, sometimes I don't, depends on the setup of their facilities. That's a pretty nice facility. And they were cooking lunch and it smelled really good. But yes, so but like right off the bat, like one comes to mind. We had one surviving spouse who came and spoke to me after she mentioned that her late husband had passed away and he served in Vietnam or served flying over Vietnam.

And I was like, oh, well, where was he stationed to that he was flying over Vietnam? And she said he was stationed at one of the Royal Thai air bases. And I asked her what year and she said '67 and '68. Well, if you know anything about the presumptive locations for exposure to Agent Orange, World Thai air bases during that timeframe were definitely spraying Agent Orange. So then I asked, well, what did he pass away from?

It was bladder cancer. And so if you go to the presumptive list of diseases that are caused by agent orange exposure presumed to be bladder cancer is alphabetically the top one. And so I told her this and she was like, wait, what? And it was kind of surreal for her I think because she realized that not only could there be benefits, I think that was less important to her. I think what shook her a little bit was that so you're saying that my husband died from his service, right? So I think that was kind of a little bit like shattering for her, but nonetheless, she did her daughter contacted us and we're going to try to get her in and apply for benefits. By all indications like she's eligible for a monthly stipend for the rest of her life. So it's unfortunate it took me getting out there to talk to her and that she didn't know that before, but that's why we do that. Thanks. Good.

Thank you.

Are there comments or questions? Madam chair? Oh. Yes. Go ahead, supervisor Gustafson.

Thank you. Steve, I know you give a lot of credit to your team, and they're doing remarkable work. But I just have to say in my years of service on the board, you have just been an outstanding leader of that team and bringing so much more services and programs to our veterans. And your leadership and dedication is well recognized. Look at those charts and graphs of what you've accomplished and your time with us, and I just can't thank you enough for your dedication to serving those who've served us. So thank you.

No. I appreciate that, and I know my team appreciates it as well.

Supervisor D. Mate?

Thank you, chair. Thank you, Steve, and thank you to all your team. It's always been an honor to to work with them and help them in any capacity that we can and, obviously, to help give back to what they give for us. So I know they're listening, and I know I'll probably see them on Thursday night. So, thank you.

Thank you. Yes, sir.

And I will just echo what my colleague said, especially supervisor Gustafson. I think your team is amazing, and I but I do think that speaks very highly to you as a leader of that team. And I'm always tooting your horn when I'm out in the public because I just think you do such an incredible job, and you really have elevated that office to a whole other level that didn't exist before. And you just happen to be in the right place at the right time with the right giftings, and I'm just really thankful. And we're very fortunate in Placer County to have you. And so thank you for everything that you're doing and really incredible report and really exciting to see the amount of benefits you've been able to bring in for our veterans. So thank you.

Thank you. I appreciate it. And I'll just say that it just in response, it's it's an easy mission to get motivated about, right? So it's easy for me, but it's easy for the team as well. So every day when we get up, we're not certainly not dreading coming in and taking care of that. So it's a pretty it's a pretty good job.

That's good. I'm glad you enjoy it.

We do.

Alright. Is there any of us I'd like to make a Oh, yes.

Yeah. I did wanna add on to that that, your office had also helped my mother-in-law get benefits as a surviving spouse. But it's it's an honor for me to serve on the committee with you and your team. They're really a great group of folks, and and the stuff that you talk about every week and the actions and the things that are going on, I think, are very impressive. And so I also wanted to let you know that my husband's currently on an honor flight again right now. So they called him up, and they needed somebody to escort.

Frequent flyer.

Yeah. Well, I'm not sure he'll go again too soon because that's a lot. You know, they they left Sunday morning. They get there. They have dinner. They go tour. They tour all day today or all day yesterday, then they tour half the day today, and they put them on an airplane today, and they get back about 10:30 tonight. So it's a really hard trip anyway. But thank you for everything that you do and your office and the and the committee to

have you on the V A C. It's in the presence is noted.

Is there anyone in the public who would like to comment on this item? And no one online. So thank you very much for your presentation and for bringing the report with you as well. Thank you.

Thank you all.

We are now going to move to item three a, Meadow Vista Walkway Project. Plans and specs.

Good morning. My name is Kevin Ordway. I'm an engineering manager with your Department of Public Works, and I'm bringing the Meadow Vista Walkway project before you today. I'll start off by reading the actions requested. I'll give you a little background and then happily answer any questions.

The first action we're requesting is that you approve the plans and specifications for the Meadow Vista Walkway project with an estimated construction cost of $1,400,000 and authorize the director of public works or designee to advertise for construction bids. The second action is that you authorize the director of public works or designee to award and execute a construction contract for the Meta Vista Walkway project to the lowest responsive and responsible bidder upon County Council and risk management concurrence in an amount not to exceed $1,500,000 and to execute change orders up to $87,500 consistent with public contract code section 20,142 and county procurement policy. And then the last action is that you determine the proposed actions are exempt from environmental review pursuant to secret guidelines section fifteen thirty one C. So our staff has been working with the community of Meadow Vista for quite a few years, trying to find a way to provide improved pedestrian and bicycle facilities along Plaster Hills Road Road through the downtown corridor. And with limited funding, we looked at a lot of different segments, and we finally worked with the community to come to consensus that our first segment is what we're bringing before you today.

It's going to be some new sidewalks that will connect the existing soccer fields along the west side of Plaster Hills Road in front of the Plaster Hills Union School District Office and Charter School to some existing sidewalk further. I think the south on Plaster Hills Road on the West Side, and then we're also going to be replacing the pedestrian signal and crosswalk in that segment that provides access across the street to a commercial area. And with that, I'm happy to answer any questions. Oh, one other thing is the reason we're asking for delegated authorities to the director is we're trying to thread the needle on timing. We need to build improvements in front of the school between when the kids get out and when they return, which seems like it's getting narrower and narrower these days because they're going back, I think, mid August, and, I believe it's gonna be in June when the school, lets out.

So with that, I'm happy to answer any questions.

Alright. Questions or comments from board members? Supervisor Gustafson?

Thank you. Kevin, I just wanna thank the team. I think Nikki was still with Public Works and Katie when we started looking at the pedestrian activity along Meadow Placer Hills Road in Meadow Vista, yourself, Kyle, everybody who's worked on this project. The community has long awaited it, and I am thrilled. And I just wanna thank you for your leadership and dedication to getting this project underway.

Thank you.

Thank you. And supervisor Jones?

Yes. Thank you for that report. I'm just curious. How long is that walkway that

So I don't know the exact it's not that far. It's probably about 600 feet, if I'm guessing. The reason for the cost is, one, the signal. Two, it's interesting topography where the road drops off. So we're actually constructing retaining walls along that, which are expensive. And in doing so, we're we're building the sidewalk out, so we have a shoulder for bicyclists. And then we also have to improve all the drainage. So Wow. When you add sidewalks onto existing roads, I always tell everyone that it's the most difficult projects we deliver because you deal with drainage. Everyone's driveway is the property owners and then typically, you have your utilities there as well. So meeting all those requirements is oftentimes more complicated than just coming in and building a new road.

Right Right. I know that's that's the problem is constituents think, you know, can't you just put a sidewalk in? It can't be that expensive, but This is just a picture of what it can be.

Yeah.

Thank you, though. Alright. I will open it up to the public. Is there anyone in the public who has anything to comment on for this item? Alright. Anyone online?

No, chair.

I will bring it back to the board. Supervisor Gustafson.

I thank you. I would be so pleased to move approval of this item.

And, second. Moved by Gustafson, seconded by Jones. Roll call vote.

Supervisor Gore is absent. Demetay.

Yes.

Jones. Aye. Gustafson. Aye. Landon.

Yes. Thank you very much. We will move to item four a, groundwater monitoring services.

Alright Good morning. Good morning. Name is John Manning. I'm the purchasing manager. I'm here before you today for groundwater monitoring services contract.

What I'll do is I'll read the actions requested and then give a brief history on this. So the action requested today is to approve the renewal of a competitively awarded contract with Stearns, Conrad and Schmidt Consulting Engineers Incorporated doing business as CSC Engineers of Virginia Corporation for groundwater quality monitoring for closed landfills and a wastewater treatment facility in the maximum amount of $256,528 for the retroactive period of 03/30/2026 through 03/31/2027. Action two is to approve the option to renew the contract for two additional one year periods in the maximum amount of $275,000 annually. Number three is to authorize the purchasing manager to sign all required documents subject to departmental concurrence and available funding and then number four is to determine the proposed actions are each exempt from the California Environmental Quality Act parentheses CEQA review pursuant to CEQA guidelines section 15,263. And alternatively pursuant to CEQA guidelines sections fifteen thirty seven and fifteen thirty eight.

So with this, the customer department that used this contract is the Department of Public Works. This is so that they can meet the regulatory requirements, including reporting and quality monitoring for the groundwater around the landfills and subject wastewater treatment plan. This vendor has been doing business with the county for quite some time for these services. The contract is an as needed service contracts, so the county only pays for services that are rendered. And the department's been really satisfied with the services that have been provided by this vendor.

So they've asked for continuance renewal and then options to renew. So with that, I'm happy to answer any questions you might have.

Thank you. Questions or comments. Supervisor Dimitay.

Sorry. No.

Thank you for the earlier briefing. So I appreciate that.

No problem.

Is there anyone in the public who would like to comment on this item? Anyone online? Alright. I will bring it back to the board.

I'll move approval.

Second

moved by Jones seconded by DMATA roll call vote.

DMAT A Yes. Jones Gustafson. I Supervisor Gore's absent Landon.

Yes. Thank you. And looks like you have another coming.

Yes. Again, John Manning, purchasing manager. This request is for pedestrian flagging services. I'll go ahead and read the action request and then give you a brief overview. Action requested today is, one to approve the renewal of a competitively awarded contract with Nevada Barricade and Sign Company Incorporated Nevada Corporation for pedestrian flagging services in Tahoe City and Kings Beach in the maximum amount of 290,000 for the retroactive period of 04/01/2026 through 03/31/2027.

Action Item two is to approve the option to renew the contract for two additional one year periods in the maximum amount of $290,000 annually. Number three is to authorize change orders to the contracts and the maximum cumulative amount of $29,000 annually, consistent with the Plastic County procurement policy subject to department concurrence and available funding and number four authorized the purchasing managers sign all required documents subject to department concurrence and available funding. All right. The Department of Public Works is the contract or the customer for this particular contract. The vendor in question provides trained personnel to provide pedestrian flagging services in Kings Beach and Tahoe City during the summer months.

To maintain the safety of the pedestrian traffic and also traffic congestion within those areas. So, the vendor has been doing this work for the county for quite some time. Now the department satisfied with the vendor services last year, your board approved the award of the contract. Or the word of the bid and the resulting contract. However there is a need to increase the contract amount, which is why it's being presented to your board today for reconsideration of the renewal in the higher dollar amount as well as options to renew. With that, I'm happy to answer any questions you might have on this one.

Questions or comments. Supervisor Demetay.

Yeah Thank you again. What for the higher amount are we getting any different service or just because their costs have gone up? What is the

I believe it's for the expansion of services and the increased frequency of the services utilized. So it did. The costs are remaining the same, with a slight increase, I believe for this upcoming renewal period, but it's not reflective of the amount of the contract being increased. It's because services are going to be expanded.

Okay? Okay. Thank you.

Is there anyone in the public who would like to comment on this item? Anyone online?

No, chair.

Alright. I'll bring it back.

Supervisor Landon?

Oh, yes. Chair Landon?

I I just had a quick statement. One is, and I know John isn't prepared probably to speak to this, but we hope to get a pedestrian signal at Grove Street that would eliminate this ongoing operating cost and invest that money into a long term, crossing situation, pedestrian crossing. Hopefully, in the next few years, DPW is working on that. But with that, I'd be happy to make the motion to support this contract.

I'll second that.

Moved by Gustafson, seconded by Demetay. Roll call vote.

Jones I Gustafson. I supervisor Gore is absent Dmitry.

Yes.

Landon. Yes. Thank you. Couple more.

Right again, John May purchasing manager. This request is for landfill gas collection and control system, operation and maintenance services. Read the action requested and then provided brief background. So the action requested today is to approve the renewal of competitively awarded contract with Stearns, Conrad and Schmidt Consulting Engineers Incorporated doing business as CSC Engineers of Virginia Corporation for the operation, monitoring and maintenance of landfill gas extraction and control systems at Meadow Vista, Loomis and Eastern Regional Landfills in the maximum amount of $263,000 for the period of 05/01/2026 through 04/30/2027 action item two is to approve the option to renew the contract for two additional one year terms in the maximum amount of $263,000 annually. Number three authorized change orders to the contracts and the maximum cumulative amount of $26,300 annually consistent with the Plastic County procurement policy subject to department concurrence and available funding.

Number four, authorize the purchasing manager to sign all required documents subject to departmental concurrence and available funding. And five, determine the proposed actions with respect to the Loomis and Meadow Vista landfills are consistent with the negative declarations previously approved by the Board of Supervisors, resulting in notices of determination issued on 05/09/1996 and 06/29/1995, respectively, and determined the proposed action with respect to the Eastern Regional Landfill is consistent with the environmental impact report previously certified by the Board of Supervisors, resulting in a notice of determination issued on 05/17/1994. Okay. So with that, the Department of Public Works also contracts with SCS engineers to provide landfill gas collection and control system operation and maintenance services for the noted landfills. This was the result of a competitive process and a resulting qualified list.

The vendor has been providing these services for a number of years and the department's satisfied with the services that the vendors provided to date. This like the other one is a as needed contract, so the county only pays for services that are rendered upon request. So with that, I'd be happy to answer any questions you might have.

Questions or comments from board members? And is there anyone in the public here who would like to comment? Anyone online?

No, chair.

Right. I'll bring it back.

I'll move approval.

Second

moved by Jones, seconded by DMATA roll call vote.

Gustafson. I Supervisor core absent Demetay Jones Landon.

Yes. And last one of your items.

Alright Thank you. Last time today is for a request for contracts for networking equipment. I'll go ahead and read the action requested and then provide a brief background on this. The action requested today is to authorize the renewal of supplier contracts with E plus Technology Incorporated, a Virginia Corporation and Modal Networks Incorporated, a California corporation in the aggregate amount of 250,000 for the retroactive period of 04/01/2026 through 03/31/2027. Action Item two approve the option to renew contract with E plus Technology Incorporated and Modal Networks Incorporated for two additional one year periods in the maximum aggregate amount of $250,000 per year.

Number three authorized change orders to the contracts in the maximum cumulative amount of $25,000 annually consistent with the Placer County procurement policy subject to department concurrence and available funding. Number four, authorize the purchasing manager to sign all required documents. This request is for the information technology department. They utilize these two vendors to basically shop for networking equipment utilizing already competitively bid and awarded contracts that have been awarded by the state of California as well as a national cooperative, which is Omnia Partners as well and tips, which is the another national cooperative. The reason for the catalog of contracts is because equipment is kind of scattered on these 10 contracts.

So utilizing these competitively bid and awarded contracts is advantageous to find the specific equipment that it needs for their servers and hardware. These So the vendors have been performing to the department satisfaction and have requested that the renewals be presented to your board for review and approval. And with that, I'm happy to answer any questions.

Questions. Supervisor Demetay.

I was just getting approval about

anyone in the public who would like to comment on this item? And anyone online?

No, chair.

Alright. Now you can.

I will now move approval.

And I'll second.

Moved by supervisor Demetay, seconded by Jones. Roll call vote.

Supervisor Gore is absent. Demetay?

Yes.

Jones? Aye. Gustafson? Aye. Landon?

Yes. Thank you.

Thank you.

Alright. We'll move to item five a, job order contracting.

Good morning members of the board. Mr. Chatney, Mr. Cook, my name is Dennis Hughes. I'm the building maintenance superintendent with the Department of General Services.

I'm going to read the actions with one of them that is corrected to read into the record. So the action requesting are approved job order contracting, technical specifications and construction task catalog for job order contracting for up to seven contractors and authorized staff to advertise for bids. Number two, approve and authorize the Director of General Services to award and execute job order contracting contracts with up to seven contractors in an amount not to exceed $5,200,000 per contract for a twelve month period commencing upon issuance of the first notice to proceed of the first job order subject to County Council and risk management concurrence and subject to individual job order funding availability. Number three, authorize the Director of General Services or designee to execute the option to renew the contracts for for additional two year two twelve month period for a total of twenty four months in an amount not to exceed $5,200,000 per contract subject to individual job order funding availability commencing the day immediately following the expiration date of the previous contract period for each contractor. Number four, authorize the director of general services or designee to execute upon county council and risk management concurrence individual job orders up to a maximum of 500,000 and approve any supplemental job orders consistent with county purchasing manual in section 20,142 of the public contract code.

Pardon me while I take a drink. Number five is the corrected action that I'm gonna read into the record. Determine that the proposed actions are each not a project under California Environmental Quality Act guidelines, section fifteen thousand three and seventy eight a. A little background, on this item. Job order contracting is a contracting process authorized by section 20,128.5 of the public contract code, which strives to provide improvements in economy and efficiency in completing repair and refurbishment, remodeling and other repetitive public works projects, as well as potential reductions in individual project bidding time.

The Joc system automates a process that requires the Department of General Services to prepare, bid and award individual contracts for numerous minor construction and building maintenance projects throughout the year. The jock automated bidding has resulted in efficiencies in administrative time, effort and cost for relatively small County Of Placer projects in comparison to the traditional bidding process. The department has utilized Joc's system to implement projects since 2010. The Gordian Group, under a separate contract, furnishes and implements and assist in executing and managing the jock system for the department. As part of the jock system, a jock contract is utilized as a indefinite quantity contract under which individual contractors are awarded county projects consistent consisting of specific construction tasks at various location locations.

The scope of work performed includes general construction, demolition, repair, remodel, and other repetitive related work on county buildings performed under the supervision and management of the department. In addition, the county will publish a construction task catalog containing the series of construction task with present present unit pricing prices that become the basis for the contractor price proposals for individual projects. The CTC has developed and customized by Gordian specifically for the county of Placer. All of the unit pricing are based on local labor material and equipment pricing. And with that, I'll answer any questions.

Wonderful. Thank you. Any questions or comments? And anyone in the public who'd like to comment on this item? And anyone online? No, chair. Alright. I'll bring it back. I'll move approval.

I'll second.

Moved by Jones, seconded by Dmitay. Roll call vote. Dmitay?

Yes.

Jones? I Gustafson. I supervisor Gore is absent. Landon.

Yes. Thank you.

Thank you.

We will now move to item six a cow works housing support program amendments.

Good morning. Morning. Landon, members of the board, mister Cook, mister Chatney. I'm Lisa So to. I'm the interim human services director with HHS.

And I have an item two items. I'll read into the record and then give you a little bit of background. Very little. Item one approve an amendment with advocates for mentally ill housing incorporated to provide assistance to Cal works recipients in finding and maintaining permanent housing to increase funding by $100,062 for a revised total amount not to exceed $399,738 For the original term of 07/01/2025 through 06/30/2026. Authorized the director of Health and Human Services or designee to sign the amendment and to sign subsequent amendments for up to thirty nine thousand nine hundred and seventy three consistent with the agreement, subject matter and scope of work with risk management and County Council concurrence.

Number two approve an amendment with Volunteers of America, Northern California and Northern Nevada Incorporated to provide assistance to Cal works recipients in finding and maintaining permanent housing to increase funding by 499,912 for a revised total amount not to exceed 1,457,870. For the original term of 07/01/2025 through 06/30/2026. And a authorized the director of health and human services or designee to sign the amendment and to sign subsequent amendments. That cumulatively do not exceed $100,000 consistent with the agreements, subject matter and scope of work with risk management and County Council concurrence. The California Department of Social Services authorized the Cal Works Housing Support Program, which is administered through human services Cal Works and is contracted with three agencies to helps families to achieve self sufficiency through the rapid rehousing model.

Where we strive to help them quickly obtain permanent housing and to achieve self sufficiency. These contracts with our community partners, Ami Housing and Volunteers of America. We also have a third contract with Stand Up Placer, in which we've able been able to serve 122 families, including two forty seven children that were housed in permanent housing this past year. As of '6 fiscal year, Placer County has 600,000 in allocated HSP funds remaining to be expended. And through our partnership with Amy 17 families have been housed, including 57 Children, and this proposed amendment would allow Amy to assist another four families that includes seven Children who are currently searching for housing.

Also with the additional funding through these proposed amendments, Volunteers of America will continue to coordinate secure and maintain lease agreements with property owners for the purpose of providing houses and apartments to homeless coworks. HSP recipients referred to each respective agency to secure housing in a rapid rehousing model. These agencies have assisted families in obtaining and retaining their housing appropriate to the needs of the family. And this is through housing agreements where we offer six months of housing assistance initially. And the rental assistance pays the difference up to the fair market value of the housing unit.

The fiscal impact is the cost of these amendments is $599,974 plus additional amendment authority up to $59,997 for a total additional cost of $659,971 resulting in a revised total contract amount of $1,857,608 and amendment authority of $139,973 Funding for these amendments is available in the fiscal year 2526 budget for human services, and there's no additional impact to the general fund. The agreements are on file with the clerk of the board, and I'm happy to answer any questions.

Great. Thank you. Any questions or comments from board members? And anyone in the public who would like to comment on this item? Oh, I'm sorry. Gosh, how did I? You guys both turned your lights on. Supervisor Jones.

Thank you. Thank you for that report. I'm curious about, the Volunteers of America. How what what is it that they do in this contract? I how how did the three of them are connected and all?

Yeah, we refer to the three different agencies depending in part of where they're located within the county and what their needs are. And volunteers of America has been a partner with us for several years now, and they work with the family to identify what are their needs, two bedroom, three bedroom apartment. They coordinate with our counselors in the employment services program, and they assist them with locating properties, with negotiating with landlords, with clearing up, debts in the past or other problems that are interfering with their ability to be rented to and, hold hands with our recipients to help them get in housing and then stay in the housing.

Okay. Great. Thank you.

And I don't see any other questions. There was no one online. Right? Okay. I will bring it back for a vote.

Move approval.

I'll second. Moved by D. Mate, seconded by Jones. Roll call.

Jones. Aye. Gustafson. Aye. Supervisor Gore is absent. D. Mate.

Yes.

Landon.

Yes. Thank you. Thank you. Alright. We are now very slowly gonna have this person, Joe, walk up and do item two a, our ten thirty timed items, status of vacancies in Placer County recruitment and retention efforts.

You got that perfect. Would just I know.

Morning Chair Landon, members of the board. Joe Ambrozzini, Director of Human Resources for Placer County. And we have Nicole Lopez, Assistant Director of Human Resources for Placer County. And today, we'll be providing your Board with a presentation on the status of county vacancies and recruitment and retention efforts. Before we dive into the formal presentation, I'd like to provide some background context.

Assembly Bill 2,561 went into effect January 2025 and added to the government code a new requirement for public agencies to conduct a public hearing to present information on job vacancies, recruitment and retention efforts, and any potential changes to policies, procedures, and recruitment activities that may lead to obstacles in the hiring process. Additionally, Placer County is required to inform each labor group of the overall countywide vacancy rate and the specific vacancy rate for their individual bargaining group and provide them with an opportunity to present input to the Board on those vacancy rates. Accordingly, today marks the second time your Board will have received an AB2561 presentation since it went into effect. Let's now take a look at what the countywide vacancy rate looks like. There are a couple of nuance points as part of this presentation I want to first clarify.

First, the presentation is referring to vacancy data for positions represented by a labor group. You'll note that this does not include management, confidential, unclassified non management, contract, temporary, or Extra Help employees as those groups of employees are not represented by a labor association. The second point to note is that this data the data in this presentation is a point in time measurement as of 02/01/2026. You may recall that this is the same period that we used for the point in time measurement in last year's presentation. Since we're looking at vacancy data as a point in time measurement as of February 1, actual vacancy numbers have likely changed at least somewhat since each day, new hires are being added to the organization and existing employees are leaving the organization.

So taking all those factors into account, as of 02/01/2026, Placer County has 2,581 total permanent allocated represented positions and 197 vacant positions, representing an overall vacancy rate of 7.6%. So we'll talk about some factors that affect these vacancy rates. And so you can imagine that there's a number of different factors that could come into play here. One primary factor is the addition of new budget allocations to the county workforce that occur throughout each fiscal year. This year, we added 60 new budgeted positions, which reflect a staffing growth rate of 2%, which is a slight increase from last year's rate.

If the recruitment and selection process for these newly added positions was not yet completed by February 1 when the data was measured, that will, of course, impact the vacancy rate. Next, there are labor market challenges and competition. In general, it still is the case that public agencies are competing for top tier talent in the labor market. Although the labor market has tightened up slightly over the last year, many agencies are still struggling to fill certain vacancies, including specialized roles in historically tough to fill positions. Most agencies are paying close attention to the pay and benefits being offered by their peer competitor agencies and doing what they can to ensure they remain competitive in the marketplace.

Another factor is just the normal and expected attrition that we would anticipate throughout the year. This is really routine and normal attrition such as retirements, resignations, employees leaving for personal reasons, kind of that bucket of reasons why folks would leave the organization. And especially for an organization the size of Placer County, we could expect reasonable turnover each year. The last factor I'll touch on is the great resignation and shifting workforce. The great resignation refers to a trend that peaked around 2023 with record number of employees voluntarily leaving their jobs.

Although that really peaked a couple years ago, public agencies are still feeling the effects, as employees and job candidates really assess personal life choices, such as work life balance, flexibility, working conditions, when they determine if they should remain in the workforce. Because employees and candidates become more choosy or have become more choosy over the last several years over their jobs, there becomes a tighter pool of candidates to choose from, which makes our job of hiring and retaining top talent even more challenging. So we'll now provide the vacancy rates broken down by each bargaining unit. As you're aware, Placer County has five recognized bargaining groups. Listed here on the presentation: the Deputy District Attorneys Association, the Deputy Sheriffs Association, Law Enforcement Management Association, the Placer Public Employees Organization, and the Placer County Probation Peace Officers Association.

Each of these bargaining units represents multiple jobs and positions and are not necessarily tied to any specific county department or classification. You'll note here, this is our vacancy summary by bargaining unit. These are the individual rates for each group. The Deputy District Attorney's rate is 6.5%. Deputy Sheriff's rate is 9.28%. Law Enforcement Management is 3.7%. The Placer Public Employees Organization is 7.7%. And the Placer Probation Officers Association is 4.4%. Again, to reiterate, these are our numbers as of 02/01/2026. So it's that point in time.

Overall, none of these rates would be considered concerning based on the legislation's guidelines. AB2561 requires the county to share further details if the vacancy rate meets or exceeds 20% for any bargaining unit and none of Placer's bargaining units are really even close to that threshold. One note I'll make about labor groups on this chart that may have sworn safety positions in their bargaining unit. In general, sworn safety positions do require an extensive and lengthy hiring process that may be a little bit higher than non safety positions. The sworn positions typically require extensive background checks, an academy, and other steps involved in order to be eligible for hire.

These factors alone do not lead to higher vacancy rates necessarily but can contribute to the length of time a position remains vacant. Just taking a look at how last year and this compare. And looking at prior years, the good news is that Placer County is trending in a positive direction. Rates have generally decreased, remained stable or just had negligible changes from the prior year. We believe this is due to a combination of the many efforts, which we'll discuss in the coming slides.

And I think these trends reflect positive actions and steps taken to ensure we have the workforce necessary to serve the community. As mentioned earlier, AB2561 requires us to discuss recruitment and retention efforts. Before going into that, I wanted to give just a brief refresher on what the hiring process at the county looks like. Placer County is required under state law to operate a merit based hiring system that includes a fair and competitive recruitment process. To achieve that, the county has adopted a civil service system under its charter that provides for the administration of a merit based process.

So the recruitment and selection process is generally broken down into three main phases that involves coordination between HR department and the hiring departments. The recruitment, testing, and ranking process is conducted by HR. HR generally advertises recruitment opportunities that allow applicants to apply to. HR reviews applications to determine qualifications, test candidates through various methods including exams, training and experience reviews, interviews, etcetera. And then we ultimately provide an eligible list to departments on a ranked basis.

Departments then conduct further screenings such as interviews and they ultimately select the candidates they want to hire. And then HR then puts them through a pre employment process which can include like a drug screening, physical exam, background checks. And then ultimately once the candidate clears all those process, they are ready to be hired and start working for the department. So this is really a simplified version of the process. But depending on the job, the department, and the position, there could be various other steps in the process.

We do have civil service rules and regulations that govern the process and ensure integrity into the merit based system. I will note one of the major innovations that the county led was around 2020 when there was reforms through the charter process to the county civil service system. This really took a lot of the steps of the hiring process outside of a civil service commission and allowed professional staff within the human resources department to kind of review and approve those steps. And that really helped streamline the time to hire. Just looking at our recruitments over the last year, it's been another busy year for the department with over two forty one recruitments open, 197 open recruitments, 23 specific to Tahoe, and 21 promotionals which were only for county employees to apply for.

We had over 1,000,000 hits on the county's online job board and almost 21,000 applications processed, which is a pretty significant feat knowing that there is a team in the HR department that actually is responsible for reviewing each and every one of these 21,000 applications. Ultimately, 400 permanent hires were made. And I think overall this really shows the high volume of activity here that, we experienced at the county. Developing strategies to make recruitment and retention efforts better is really constantly on our mind. We recently developed a new three year strategic plan in human resources, and several of the initiatives we have are aimed at attracting and retaining top talent.

So to that end, I'll just highlight a few key strategic initiatives aimed with that goal in mind. We in 2025, we concluded a successor MOU negotiations with the county's largest bargaining group, the Placer Public Employees Organization. Key to this MOU were various salary and benefit enhancements, including general wage increases between 34% each year. We developed or increased signing bonuses for hard to fill positions, including bus drivers and public safety dispatchers. And we also agreed to conduct over 30 classification and compensation studies for PPEO positions, which is really historically the largest we've ever agreed to in an MOU.

And we've really spent a lot of time over the past year customizing our marketing efforts for hard to fill positions and we've seen a lot of success in those efforts. And we're big believers in marketing, advertising and outreach efforts and have really increased those efforts over the years. We continue to invest heavily in job fairs, community events and outreach events. We'll just talk a little bit more of those in the next couple of slides. We've like I said, we're big believers in communicating in a variety of formats to reach today's job seekers.

We believe in tailoring our recruitment methods to meet the needs of each specific recruitment request, including reaching passive job seekers. So we do that through a variety of approaches using postcard mailers, informational flyers, brochures and other digital marketing formats to reach wide audiences. We've seen a lot of success, particularly recently managing various executive level department head and or executive level position recruitments. Typically these are recruitments that have been that are conducted with outside external firms, but we've been able to do a lot of them in house with a huge savings. We've been able to save about 30,000 to $40,000 per recruitment.

And even though job or cost savings are one great aspect of that endeavor, it's really allowed us to produce consistency across recruitments. We've had really high volume of candidates applying, strong candidate pools, and we've heard excellent feedback from departments on these efforts. So we're looking forward to doing that. Although we may supplement from time to time with external recruiting firms, we really believe in having an in house approach as a first look at it. Community outreach is a big part of our strategy, through career fairs and just community events.

Since 2022, we've increased our presence at these events. We've been able to provide applicants the ability to connect in person with staff to learn more about application process and identify and educate them on career opportunities at Placer County. So we can anticipate, given the year, probably having about attending 40 to 50 job events each year, which is pretty significant. Also, we are strong partners with our higher educational institutions. They also do job fairs and events throughout the year, and we tend to have a heavy presence at these.

These are just a sample of some institutions that we regularly partner with to ensure our presence at these events. We believe that this is very key to ensuring a continuous pipeline of talent, coming to work for the county. And just as important as reaching our higher institutions, we also have a good presence reaching youth at the high school level. HR hosts an annual Youth and Government Day, which continues to increase in popularity each year. We've tripled our participation rates over the last four years.

We expect another big crowd this year. Attendees enjoy information sessions and various activities to learn about career opportunities with the county. We are required to talk a little bit about retention efforts. So those were some recruitment efforts. I'll kind of shift a little bit to retention, which is really where we focus on ensuring that we have a high quality workforce that remains employed happily employed with the county.

We've been involved in a number of efforts over the last year to shore up this area and ensure our best efforts are put forth to retain that talent. So we've again, we talked a little bit about some retention bonuses. We've done that for hard to fill positions. We've expanded negotiated incentives and compensation to help provide financial stability to our staff over recent labor agreements. I will also say we're one of few agencies left that still offers a very strong retiree health benefit option, which helps incentivize our staff to remain employed at the county.

We do have a fairly progressive approach as many know pertaining to alternative or flexible work schedules. Hybrid and telework is pretty widely available depending on the job requirements and the feasibility. And these are all really huge benefits and retention drivers for our workforce. We've consistently heard positive feedback about that as well as the wellness initiatives, the engagement initiatives that rate really high amongst our employees. So we've heard that in a variety of formats, and we're going to look to continue to grow and expand those.

So we've made good progress, but we're looking forward to seeing kind of what we have planned over the coming year. We're very excited one initiative we're very excited help in the recruitment and retention space is with our newly selected applicant tracking system. We believe that this new system will benefit both job applicants and county staff tremendously. This system will allow for modernization of the process, better communication of candidates and better outreach to job seekers. We're currently in the contract negotiation with the selected vendor but anticipate an item coming before your Board in May or June to approve that item and move therefore we can move forward with implementation.

And we're continuing to invest in advertising and outreach efforts to meet departmental service demands and remain competitive. We provide a very robust marketing and outreach process and departments have really become accustomed to this level of service given the success that we've had. And so our budget requests that are going to be upcoming in just a few short weeks will really reflect our commitment to this area. And we plan to continue partnering with departments to identify strategies for hard to fill positions, which could involve some unique and creative solutions necessary. One of our top priorities over the next year is to develop monetary and nonmonetary initiatives that support retention efforts.

And so we're really going to look at rewarding high performing employees through a variety of different formats. And so we're excited to see sort of what this brings. Just one last note in this space I'll say, towards the 2025, Human Resources in collaboration with the County Executive Officer launched a comprehensive employee engagement survey. The goal of the survey was to measure employee engagement across the county and have support for taking action. We received tremendous feedback.

Over 45% of county employees responded to the survey, and we plan to continue reviewing that feedback and seeing how we could formulate some initiatives to help in this area. As stated earlier, AB2561 requires the county to allow represented labor groups the opportunity to present to the Board about vacancies. Each labor group has been informed of today's meeting and notified about the opportunity to present. Although none of the groups has indicated in advance an intent to present, I'll pause briefly just to see if there's any bargaining units that may be online or in person that want to present to the board.

I don't see anyone in here and there's no one online.

Okay. Well, concludes our presentation. We're happy to answer any questions you may have.

All right. Thank you. I will bring it back to the board for questions. Supervisor DiMate.

Sorry. Yeah. Thank you guys for the presentation. I hear a lot of stuff that goes on here throughout department heads and what I just heard for this presentation, so thank you. But I do want to know when was the last comp and salary? Composition and salary survey taken and Is that available?

I'll go ahead and jump start out and Nicole, feel free to jump in if need be. We're routinely doing, comp and salary reviews based on a priority that we have. We have a log of active positions right now. The log currently has over 60 plus requests. So we're periodically going through those based on a priority we've established.

And then we also look like formally at specific groups based on sort of a rotational pattern. So for example, management employees were looked at, I believe, in 2023 and 2024, and that whole management group was looked at. Right now, under the PPEO negotiated MOU, we've agreed to 30 class and comp studies that we're in the process of doing with them. And then it's pretty anticipated that we will get other requests through labor groups as well that come up. So we get intake requests in a variety of formats. They'll come from labor groups. They'll come from departments. And so there's really constant classification and compensation work going on. And then we look at targeted groups like management like we did a few years ago, but feel free to jump in Nicole.

Yeah. And I'd just like to add that when we are negotiating new contracts, say for example, the probation officers or even deputy district attorneys. We look at their classifications at the time that we're beginning negotiations, so we've done each labor group in addition to the management folks as well.

Can you send? Can you share those with the board? Those studies that you said that were done in 2023 was the last one. I obviously wasn't here then, and I would like to see it. What that comp and salary. Salary or, Survey was and also, you said that there's 30 studies that have to be done. How long will that take?

So we through the negotiation process, it's in the MOU, we've identified priority classifications. There's about 28 total positions, 28 to 30, and half of them have been deemed as priorities. Those have a deadline to be presented to the labor group, I believe, by the end of this summer. And so we're on well on track with that time line. And then the non priority ones have a deadline of, I think, one year from that date in the 2027, if I'm remembering right. And so we're well on track. Those are our number one priority focus classification and compensation requests at the moment.

And I just might add that those within those 28 classifications those impact about a little over 1,300 employees. So over a third of our employee population will be studied Through this PPE own negotiated contract.

Okay? You also just mentioned about the survey that was taken for all the employees and only 40 less than 45% replied back. Have all of those studies been shared with all the department heads? I mean, you shared it with us and thank you for that. But I have a lot of concerns with what's really at the bottom line of what's happening here. It just seems like nothing is being done about it.

Well, no. The employee engagement survey has been presented to all county departments at a department head meeting that was presented a few months ago. And we actually have I think we have most of the department head meetings scheduled and on the books to meet individually with department heads to go over their specific individual results over the coming months. So e mails have been sent out already. We have a number of them scheduled, think some even starting this week. So it's probably going to take some time to go through 19 department head meetings, but it'll probably be done in within probably one to two months, I would imagine.

So in getting back to the compensation and salary study, you said it was done in 2023. We're now we're in 2026. Seems like it's kind of outdated. And it seems like there's a lot of departments that Come to me, and they're frustrated that People. Probably behind their salary pay of what they probably should be or what could be. Are we understaffed at HR? Why is it seem like to me coming from the private sector? This takes way too long. I would probably lose half my employees if this was the case in the private sector.

If I could just jump in just one second. I just wanted to clarify that in in the reference to 2023, the county has not done a full scale all classification and compensation study for all positions. Is that correct, Joe?

That was the management group that was done in Georgia. That was used as an example to say the management group like there's three forty managers. Those were studied in 2023. But since that time

as we were talking that there have been numerous studies of the classifications in phases, and that was basically coming out of the compensation philosophy. The concept was that they would be They would be conducted on a phased approach, and much of that also is to ensure that it doesn't create a financial impact to the county because anytime you're doing compensation surveys and analysis you typically end up with some modifications. I think the intent at that time was with the generous general wage increases at four, three point five, 3% that you're keeping up with the market for the most part. So compensation studies aren't typically done periodically that frequently. I think prior to 2023 the analysis was probably eight to ten years done before that.

It was pretty significant space and time. But we would typically have some sort of cycle depending on if we were finding that we were having a hard recruiting classifications or retaining folks, but we're not seeing that in the management arena.

Okay. That's all I have for right now. Thank you.

All right. Thank you. Any other questions? Supervisor Jones. Is there some standard

measurement for how often do you do those surveys and reclassifications?

So there's two pieces of the classification pieces like updating job descriptions. The standard for that is every five years. And that's our aim is to get our job descriptions reviewed and updated every five years. Unfortunately, on the priority chain, that tends to fall to the least priority because we want to focus on more urgent areas that departments request from HR. On the compensation piece, it's kind of like Nicole said, those are not typically done like every two or three years because the theory behind that is if you're providing good general wage increases, you're keeping up with the market.

And what you do is you usually identify those with your labor groups in the negotiation process. So generally speaking, we had a good process with PPEO. We agreed to almost 30 of those studies. That generally means you would probably not we would anticipate when we meet again in three years for a new MOU discussion with PPO, they'll probably have another list. And we'll then kind of cycle it in and phase it like that. I don't think on the compensation piece other than broadly maybe like every five ish years, there's probably not a comprehensive compensation look at. But it sounds like if management was looked at in 2023, that would probably be reasonable to look at that in the next couple of years.

Do you know about how many employees in Plaster County do not belong to a labor union?

We have about three forty management positions. I'm just not aware of the other unclassified and extra help.

It's just a little bit more with confidential and management because the other employee groups are not Unlike a contract, it would be dependent on renegotiating for each contract period.

So are they handled differently than labor unions?

Yeah. Typically

they get reviewed as well. Yes.

They were reviewed during the management. Confidential was also reviewed at that time.

Okay. Thank you.

Quick question on you said every five years is kind of the goal. Do you know how many employees fall outside like it's been more than five years since they've had an I'm assuming some of those if they are, those are priority one ones, but I'm just kind of curious.

Yes, we have about 80 plus classifications that are in need of review that fall outside of that window. But remember, I think we have several 100 job classifications. So it's not like it's the majority of them, but it's a decent portion.

Okay. Is there Supervisor DeMate?

Yeah. One more I just thought of. When you vet applicants that come in for each department and You either accept them or deny them or the denied applications available to the department heads if they ask for them so they can look at it themselves? Or do you guys not allow that to happen?

Good question. So like kind of gave a little bit of background. We operate a civil service system. And so we really have to have a fair and equitable merit based process. And so generally, the minimum and under the charter, I believe, the minimum qualification determination comes from the HR department. We're supposed to be that neutral third party that reviews minimum qualifications. So typically departments would not have access to that. But there is remedies for like an employee that feels like, Hey, I was improperly disqualified or screened out. We do have quite an appeals process for employees to raise those concerns. It requires them to submit an appeal.

It's reviewed at multiple levels in HR. And if they still don't like the HR determination, they appeal to the Civil Service Commission, which is an independent body, five members appointed by each one of the board members, and they ultimately are the final decider of that. So there is an avenue for that, but typically no departments would not do that. That's generally not anything I've seen in a civil service system.

Is there different Codes or is there any code at all for an elected? Not or non elected department head to ask for those applications.

I don't believe so. I'm not aware of one.

So if they ask for them, they can have them.

Maybe I misunderstood the question. No, there's not. I think that same standard would apply Countywide Countywide. Yeah, that I was talking about.

Typically the classifications that while they may be employed in an elected department heads. Department that they're typically countywide classifications so they can move around from department to department. So the minimum qualifications are intended to be that individuals ability to perform the job duties, no matter what department they're assigned to. So that's partly what HR screening for is to make sure that they meet the minimum qualifications of the position. If there's a question as far as maybe a degree requirement or if someone's experience, then our team often reaches out to the department and asks for their subject matter expertise if it's specific to their operations as far as what they would deem as qualifying experience.

Typically there at the start of a recruitment departments have subject matter experts that are assigned to us with that recruitment. And we that in flush out with them what they're expecting within the requirements and what they're looking for, and we build that into the recruitment plan. So typically, if we're screening applications, it would be Screening based on what the departments are looking for.

Only thing I would add, Supervisor Demetay, is we do have unclassified positions as well. So the process we're talking about is for these classified positions underneath the civil service rules. There are unclassified positions that departments may have, and those are like the higher level management. They have a lot more flexibility to see all applications and under that, right? Because that's not under the guides of civil service. So there's a lot more flexibility in that space. I just wanted to provide that nuance.

Okay? I also last week had a question about compaction and everywhere I've read everything I've looked. We don't. It seems to be a theory and I've asked you guys this question before. It's really not stated that we have to have an 8% gap in wages, but it just seems like it, Could be a morale booster. It could be. Something that doesn't help us retain our employees of you know if there is that gap wage. So I don't know if somebody Daniel has something to say about that or you guys have something to explain about that. It just doesn't seem like it. We don't have a policy that says we have to do that and it's really just a philosophy. Why are we doing that?

Well, we do have the philosophy. We really having that compaction set at an 8% for management level positions actually helps us to retain and attract candidates because, folks that are maybe in a non management position and are going to promote to a management role, they want to know that, is it worth it for them? Are they going to make enough that it's enticing them to take the extra work, responsibility, and all that to take on that management role. And they want to know that there's a certain differential they're going to make above who they supervise. So that's actually helped them.

That 8% means that they're going to make at least 8% more. They're not going to make less than that. I think there can be issues if you don't have that established where if it's inconsistent across departments or positions where some may make 1% or 2% above and some make 10 or 11% above, we set that standard for equity's sake and candidates to take the management positions they take. And that's been pretty successful. Would say any public agency I've worked at, it's pretty common to have an established compaction rate for that.

And they vary. Some could be as high as 12% to 15%. Some could be as low as 5%. Placer's kind of set that right in the middle there for the management role. And it's been pretty helpful in enticing folks to take those management roles that they may not want to take if they see it otherwise. But I don't if know you had anything else to

add otherwise without that the minimum threshold would be a 5% for promotion. And so this guarantees that if someone's getting to take a promotion at top step that they'll be guaranteed an 8% spread between and again. Typically there are more, but that's a minimum requirement that says we won't place someone in any top step to top step. There won't be less than eight.

Okay. I just I guess I'm hearing different stories from my other elected colleagues that don't seem to be very happy with that compaction. So I guess that Maybe we need to have a deeper dive into this as well. So Absolutely. Thank you, guys.

Okay? I don't see any additional questions up here. Is there anyone in the public who wants I think I already asked that. Is there anyone in the public who wants to comment on this and there's no one online? Alright. And then I will I guess I opened the public hearing, and I will now close the public hearing and bring it back to the board. Oh, it just

There's no action request.

Bring it back to see what you guys would do. So alright. Thank you very much. Appreciate it. We will now move to closed session to take our remaining items, and I'll have county council read this out.

Thank you. The board will now adjourn to closed session to discuss two items. One item of existing litigation, County of Placer versus AmerisourceBergen Drug Corporation, and one item of anticipated litigation. Thank you.

Okay. We are back. Oops. We are back from closed session. I'll have county counsel read us out. Thank

you. The board heard two items, one of existing litigation, one of anticipated litigation. For the existing litigation item, that was, County Plaster versus Mayor Sores Bergen. The board heard a report and provided direction through a four zero vote. For the anticipated litigation item, the board heard a report and provided direction through a four zero vote. This concludes the report on a closed session. Thank you.

With that, we are now adjourned until our next special meeting on 04/29/2026.