County of Placer 

Recovery Plan 

State and Local Fiscal Recovery 

Funds 

2021 Report 

Note: The Recovery Plan Performance Report will provide the public and Treasury information on the 

projects that recipients are undertaking with program funding and how they are planning to ensure 

program outcomes are achieved in an effective, efficient, and equitable manner. While this template 

includes the minimum requirements for the Recovery Plan, each recipient is encouraged to add 

information to the plan that they feel is appropriate to provide information to their constituents on efforts 

they are taking to respond to the pandemic and promote an equitable economic recovery. 

Each jurisdiction may determine the general form and content of the Recovery Plan, as long as it 

meets the reporting requirements, and recipients are encouraged to tailor this template to best meet 

their needs. Use of infographics, tables, charts, pictures, case studies, and other explanatory elements 

are encouraged. 
County of Placer 2021 Recovery Plan Performance Report 1

County of Placer 

2021 Recovery Plan 

Table of Contents 

General Overview ...................................................................................................................... 3 

Executive Summary ................................................................................................................. 3 

Uses of Funds ......................................................................................................................... 3 

Promoting Equitable Outcomes ............................................................................................... 4 

Community Engagement ......................................................................................................... 5 

Labor Practices ....................................................................................................................... 5 

Use of Evidence ...................................................................................................................... 5 

Table of Expenses by Expenditure Category ........................................................................... 6 

Project Inventory ....................................................................................................................... 8 

Example Project ..................................................................................................................... 9 

Additional Projects ................................................................................................................... 9 

Ineligible Activities: Tax Offset Provision ............................................................................ 10
County of Placer 2021 Recovery Plan Performance Report 2

GENERAL OVERVIEW 

Executive Summary 

The County of Placer in northern California is part of the greater Sacramento metropolitan area. 

Once part of the historic Gold Rush, Placer County is experiencing a new rush - population 

growth. Placer County is one of the top 5 counties in California for population growth. In the 

2010 census the population was 348,432, which grew to 398,329 in 2019. The 2020 census is 

expected to see that number climb to over 400,000. Placer County ranks in the top 3 California 

counties for Quality of Life. Blessed with natural beauty and the famous Lake Tahoe, Placer 

County is also home to world-class snow sports and was host for the 1960 Winter Olympics in 

Olympic Valley (formerly known as Squaw Valley). Historic towns dot the landscape and are a 

haven for tourists who visit year-round. 

To balance its growth and maintain its status as a highly sought destination, Placer County has 

a rich history of environmental stewardship. Placer County recently adopted the Placer County 

Conservation Program (PCCP). The PCCP is a regional, comprehensive program intended to 

protect, enhance, and restore natural resources while streamlining permitting for public and 

private projects in western Placer County. 

Notwithstanding its position of growth and economic stability, Placer County has not been 

immune from the negative effects of COVID-19. Unemployment in Placer County has been 

traditionally low at around 2% but spiked to nearly 14% during the initial months of the COVID19 pandemic. Currently unemployment is still around 5%. 

Placer County received just over $41 million in federal CARES funds. The County distributed 

40% of these funds to local businesses and non-profits to sustain them during the pandemic. 

The majority of the remaining 60% support Health and Human Services’ response to the 

pandemic. The following charts show the distribution of CARES funds to our local partners and 

the number of organizations impacted. Placer County intends to utilize the Coronavirus State 

and Local Fiscal Recovery Funds to continue to support a strong recovery from the negative 

effects of the COVID-19 pandemic. 
County of Placer 2021 Recovery Plan Performance Report 3

The distribution of CARES funds by organization type is shown below: 

For additional information regarding the Placer Shares program, please visit 

https://www.placer.ca.gov/shares. 

Uses of Funds 

As of July 31, 2021, no State and Local Fiscal Recovery Funds (SLFRF funds) have been 

expended. However, at the August 10, 2021 Placer County Board of Supervisors meeting the 

following general uses of funds were approved: 

Item Amount

Sewer and Water Infrastructure $39,000,000

Broadband Infrastructure $10,000,000

Affordable Housing $8,000,000

Public Health $19,820,739

Revenue Replacement $550,000

TOTAL $77,370,739
County of Placer 2021 Recovery Plan Performance Report 4

Staff is still working to finalize the definition and scope for specific projects to be completed 

within these category amounts, so this report provides information about these anticipated 

projects as they exist today. Significant changes to the scope or nature of these projects will be 

included in subsequent updates to this report. See the Project Inventory section of this report for 

specific project listings. 

The projects that Placer County intends to undertake with SLFRF funding will help support a 

strong and equitable recovery from the COVID pandemic. 

Still considered a rural county, access to stable and productive broadband is lacking. This is a 

priority for the County as it races to mitigate the consequences of wildfire in our communities by 

delivering critical messaging on more outlets to our citizens. Increasing access to high-speed 

internet helps families with students who attend school virtually by ensuring that educational 

attainment is not hampered by a lack of fast, reliable internet. The investment in broadband 

infrastructure will also allow workers to obtain or maintain positions that require teleworking, 

helping to ensure the financial stability of those households. Additionally, this will benefit current 

businesses that need fast and reliable internet to meet their operational needs, as well as 

encourage the growth of new businesses which create jobs and benefit the local economy. 

The health of our citizens is vital to economic recovery. Expenditures in the Public Health 

category will include increases in services for mental health, substance abuse treatment, child 

welfare services, and housing support, as well as direct pandemic response activities based on 

the needs that arise throughout this recovery. A healthy community where people can work, go 

to school, and live balanced, productive lives will support a strong economic recovery. 

Appropriate sanitation is also critical for the health of communities, and SLFRF funds have been 

allotted to construct sewer infrastructure to support this. A significant and unexpected effect of 

the COVID-19 pandemic is an exodus of people leaving larger metropolitan areas and 

relocating to Placer County. This has driven up the cost of home ownership and rental 

properties, amplifying the need for affordable housing. Sewer infrastructure will also be 

constructed to support affordable housing development to address these needs. As mentioned, 

unemployment is still higher than Placer County’s normal range and although there has been 

improvement from the recent unemployment peak which rivaled the Great Recession, the 

construction of sewer infrastructure will also create local, well-paying jobs through the term of 

construction. Infrastructure will create or maintain new jobs as businesses would now have the 

infrastructure in place to construct commercial space and other needs that will bring new job 

opportunities. 

Strategies Employed to Maximize Programmatic Impact and Effective, Efficient, and 

Equitable Outcomes 

There are various strategies that have been employed to maximize programmatic impact and 

effective, efficient, and equitable outcomes. A strategy the County used was to hold three 

separate, open, public meetings to discuss the uses of SLFRF funds. The County also engaged 

with County departments most closely involved with community needs. County staff measured 

proposed projects to balance the needs of the community by addressing critical needs and 
County of Placer 2021 Recovery Plan Performance Report 5

COVID impacts with a strategy to provide the greatest benefit countywide. Similarly, the County 

employed a strategy to move forward with proposed projects that have a legitimate ability to be 

completed within the defined timelines. 

An example, the Parks and Open Space project aims to maximize programmatic impact by 

reaching as many potential users as possible. Placer County utilizes a broad-based notification 

program for outdoor recreational opportunities including web page, press releases, and multiple 

social media platforms. 

The Lincoln Sewer project aims to replace existing regional wastewater treatment facility brush 

aerators with more efficient aerators, increasing the efficiencies per gallon of wastewater treated 

through reduced energy use. These efficiencies enable local agencies to keep rates as low as 

possible, making utility costs more affordable for all customers. 

Similarly, the Placer Ranch/Sunset Sewer project would regionalize sewer treatment at larger 

wastewater treatment facilities and therefore increase the efficiencies per gallon of wastewater 

treated through economies of scale. These efficiencies correspond to a lower cost of sewer 

service, increasing affordability for all customers served. The infrastructure project proposed 

here would create many equitable jobs that would be available to both skilled and unskilled 

labor. 

For the Broadband Infrastructure project, partnerships with local community organizations and 

the Placer County Health and Human Services Department will help to integrate community 

equity into our broadband expansion initiatives. Analysis of current access levels and regular 

assessments of increased and improved broadband access through a community survey will 

also help to evaluate new expansion programs, as well as compare an initial baseline against 

access levels after project completion. 

Another project is to provide sewer infrastructure for affordable housing. California’s Department 

of Housing and Community Development (HCD) and the Tax Credit Allocation Committee 

(TCAC) in the State Treasurer’s Office have prepared maps that inform state financial 

investments to areas with positive economic, education, and health outcomes for low-income 

households. TCAC and HCD prefer to target funding toward projects located in High Resource 

Areas. The area of North Auburn has been identified as a Moderate Resource Area that is 

rapidly changing, meaning the area falls just below the criteria to meet a High Resource Area 

designation, but is trending in that direction. The SLFRF funds are needed to help construct 

sewer infrastructure that support the area’s economic indicators, increasing the chance of 

leveraging state funding for affordable and supportive housing production, resulting in more 

equitable outcomes for all residents of the county. 

SLFRF funds will be used to add a 24/7 Mental Health Adult Crisis Respite Center at the 

County’s Cirby Hills campus, as well as expand our Family Crisis Mobile Team. The programs 

must be responsive to the cultural and linguistic needs of individuals of Placer County’s 

underserved communities. Unserved and underserved populations identified as priorities during 

the FY 2020-2023 Mental Health Services Act (MHSA) community planning process were 

Transitional Age Youth (ages 16-25), Older Adults (ages 60+), LGBTQ+, Native American, and 
County of Placer 2021 Recovery Plan Performance Report 6

Latino communities. Continued emphasis on recruiting more bilingual and culturally diverse staff 

to the behavioral health workforce in all roles will help reduce disparities. 

Funds will also be used to increase our Substance Use Disorder (SUD) Perinatal program. The 

overall goal is to have effective, timely, and accessible services. Funds will be used to increase 

staffing, outreach efforts, and treatment services. These additional funds will increase staffing 

with a full-time clinician/social worker and part-time medical professional (LVN). This team will 

work in tandem with Placer County’s larger SUD team to address the SUD, mental health, and 

medical issues that impact the perinatal population. 

The Residential Treatment and Recovery project will assist current providers of residential 

treatment and/or recovery residences to expand their capacity. Residential treatment programs 

are contracted with Placer County HHS and are available to all individuals upon determination 

of medical necessity. Referrals are based upon clinical need and supported by a standardized 

assessment tool (the ASAM) that indicates this level care. Services are monitored to ensure 

they are effective and abide by contract and state guidelines. 

Finally, the County plans to use SLFRF funds to provide funding for Taylor’s House, or a similar 

provider, which provides housing for transition age youth and former foster youth. Continued 

emphasis will be on addressing the barriers facing these populations in available and affordable 

housing. 

Planned Use of Other Federal Recovery Funds 

The Health and Human Services Department has applied for CRRSSA (Coronavirus Response 

and Relief Supplemental Appropriations Act) for their public health, mental health, and youth 

housing projects. Additionally, the Adult System of Care division is working on Project Homekey 

applications, a program funded primarily by Coronavirus Relief Funds (CARES Act) and 

administered by HCD. Placer County was also awarded in $21,213,834.80 in Emergency Rental 

Assistance grants, of which 45% will be distributed to the City of Roseville with the balance 

remaining in the unincorporated area of the county. This funding will be used to assist 

households that are unable to pay rent or utilities. 

Promoting Equitable Outcomes 

Populations to be Served 

The projects planned to be undertaken with SLFRF funds will serve historically underserved, 

marginalized, and adversely affected groups. 

The Lincoln Sewer project will make utility costs more affordable for all customers, especially 

benefitting the low-income residents that reside in our sewer service areas. 

The proposed Placer Ranch/Sunset Sewer project will allow for development of an area which 

has been unable to grow due to lack of infrastructure. The Placer Ranch and Sunset area will 

include low-income housing, generate job growth in the region, and provide new higher 
County of Placer 2021 Recovery Plan Performance Report 7

education opportunities. In addition, multiple properties in the eastern sewer shed of the Sunset 

area are owned by the United Auburn Indian Community and would also be served by the 

infrastructure planned in this proposed project. 

One of the projects to be funded by SLFRF funds is the construction of sewer infrastructure on 

the Placer County Government Campus (PCGC). Within a 50-acre area of the PCGC, 

affordable/workforce housing projects are planned which is a significant need for a relatively 

lower income population associated with the greater Auburn area. The PCGC Infrastructure 

project will provide the development framework to address housing needs and businesses that 

will create jobs for the underserved and lower income members of the community. This property 

will also be assessed to determine any need for lead remediation. 

Another project to be funded by SLFRF funds is the SB863 Mental Health Facility. This facility 

will house severely mentally ill inmates who are in our custody, as well as Regional Jail Based 

Competency Program inmates. This project will give in-house mental health treatment for those 

inmates found incompetent to stand trial. This project also would reduce the number of inmates 

that would otherwise occupy mental health treatment space in designated mental health 

facilities and local hospitals, making more bed space available for non-inmates needing 

inpatient services. 

The Parks and Open Space project will serve all populations, including underserved, 

marginalized, and adversely affected groups. Placer County offers hundreds of miles of trails, 

thousands of acres of open space, and active parks within a 45-minute drive from underserved 

neighborhoods within the greater Sacramento and Reno areas. Placer County public recreation 

amenities are non-discriminatory, low cost or free, with broad-based notification platforms. 

Underserved populations will also be served by our broadband project. Much of our county is 

geographically underserved due to the large percentage of wildland and wildland-adjacent 

communities in the eastern half of the county where broadband buildout is expensive and 

difficult to incentivize. However, we also have underserved groups primarily in the urbanized 

and agricultural western part of our county where needs for low cost or publicly available 

broadband access may differ significantly from those of rural residents. 

Lower income households and permanent supportive housing for persons will mental illness are 

targeted beneficiaries of the Affordable Housing Infrastructure project. 

The multiple projects that will be undertaken by Placer County’s Health and Human Services 

Department also target historically underserved, marginalized, and adversely affected groups. 

For example, the Urgent Care Center will serve any Placer County residents aged 18 and over 

who are in mental health crisis, are medically stable, and are not currently placed on a 5150 

hold. This is regardless of race, ethnicity, gender (including gender identity and expression), 

sexual orientation, culture, etc. 

The target population for the SUD Perinatal program are pregnant or post-partum women who 

struggle with substance use challenges. The needs of this population are unique and 

oftentimes require women-specific services. The unique challenge of this population has 
County of Placer 2021 Recovery Plan Performance Report 8

resulted in decreased access to care and poor treatment outcomes. Increasing outreach and 

treatment efforts to this very vulnerable population is needed. 

The target population for the Residential Treatment and Recovery project will be those needing 

residential substance use services. These programs will also be available to re-entry (prison or 

jail release population) and Perinatal clients. All of these populations have a long history of 

being underserved and marginalized. These services are only available to those who either 

qualify for Medi-Cal or are underinsured. 

The Expanded Family Crisis Mobile Team, Home Visiting, and Youth Housing projects target 

unserved and underserved groups such as transition-aged youth, LGBTQ+, pregnant and 

parenting youth, and Native American and Latino communities. 

Finally, the ongoing public health response will target a broad demographic, including Latino, 

Native American, African American, homeless, and isolated geographic populations. 

Public Awareness of Services Funded by SLFRF 

Placer County is committed to ensuring equal and practical ability for residents and businesses 

to become aware of the services and programs funded by the SLFRF. 

The County has published a webpage located at https://www.placer.ca.gov/7476/AmericanRescue-Plan-Act informing interested parties about the SLFRF funds allocated to the County 

and the Board-approved uses of the funds. It includes links to relevant websites and public 

meeting documents, as well as a dedicated email address for any questions or comments on 

these funds. 

Placer County has developed a broad-based media platform for dissemination of information to 

residents and businesses including web content, social media, press releases, and signage 

regarding multiple projects, including the Placer Ranch/Sunset Sewer, PCGC Infrastructure, and 

the Parks and Open Space projects. 

The funds for the Broadband Infrastructure project will be used to connect underserved and 

unserved households to broadband services. The households will be notified of the service 

availability once broadband becomes available for each household. Therefore, it is highly equal 

and practical that residents and businesses will become aware of the services funded. 

For the Urgent Care Center project, and the Expanded Family Crisis Mobile Team, Home 

Visiting, and Youth Housing projects, the County will work with our culturally specific, 

community-based organizations and community members to provide input on recruiting, hiring, 

and training staff as well as the most-effective ways to link to culturally appropriate supports, 

including utilization of our cultural brokers. Language alone can create barriers in emergency 

settings if there is no staff person present who can communicate with an individual who is in 

crisis. In the event a bilingual staff member is not available, interpretation services will be 

utilized. In those circumstances, protocols should be identified to test whether providing timely, 
County of Placer 2021 Recovery Plan Performance Report 9

direct follow-up calls from bilingual staff to ensure instructions were clearly understood help 

increase successful utilization. 

For the SUD Perinatal program and the treatment residences project, services are listed within 

our program brochures and flyers. Clients are also offered these services when a SUD 

screening indicates the need for these services. These are also easily found on the Placer 

County Substance Use Services webpage. 

For the ongoing public health response, residents and businesses will receive very targeted and 

focused messaging to assure awareness of these services. These will be through social media, 

community canvasing, and other trusted media outlets. 

Access to Benefits and Administrative Requirements 

Placer County is also committed to ensuring there are no differences in levels of access to 

benefits and services across groups, and no administrative requirements that result in 

disparities in ability to complete applications or meeting eligibility criteria. 

Access to the Jail Based Competency Treatment program is based on court proceedings and 

mental health needs. 

For the Parks and Open Space project, the online application system for use of public recreation 

amenities is simplified to essential information gathering. The Parks and Open Space 

Department has staff available with easy phone access to assist any member of the public in 

completing applications for use of public recreation areas where required. 

There are no differences in levels of access to benefits and services across groups for the 

Broadband Infrastructure project. Each service provider that provides broadband services in 

Placer County has their own distinct administrative requirements to sign up for services. We do 

not anticipate disparities across providers in the ability for residents to complete applications or 

meet eligibility criteria. 

Regarding the Urgent Care Center project, eligibility requirements are similar for all individuals 

seeking services through the center. All services provided at the Urgent Care Center are 

available to all guests requiring them, independent of ability to pay. 

The multiple projects that will be undertaken by Placer County’s Health and Human Services 

Department, including the Residential Treatment and Recovery, Expanded Family Crisis Mobile 

Team, Home Visiting, and Youth Housing projects will have no administrative requirements that 

would result in disparities. The need for these services, and subsequent referrals, are based 

upon need. Clients are not required to complete an application for perinatal services. They 

meet with staff to discuss their needs, complete an assessment tool with a staff member, and 

get connected for treatment. For COVID testing and vaccinations, eligibility is determined by 

State and Federal guidance. 
County of Placer 2021 Recovery Plan Performance Report 10

Focus of Intended Outcomes 

Many of the projects and programs to be undertaken by Placer County using SLFRF funds have 

intended outcomes focused on closing gaps, reaching universal levels of service, or 

disaggregating progress by race, ethnicity, and other equity dimensions where relevant for the 

policy objective. 

The Lincoln and Placer Ranch/Sunset Sewer projects will increase the efficiencies per gallon of 

wastewater treated and result in lower costs for customers. This will help close the gap between 

lower income and higher income populations. 

The infrastructure planned at the Placer County Government Campus, in part, is focused on 

closing the affordable housing gap in the area, regardless of race, ethnicity, and other equity 

dimensions. This and the Affordable Housing Infrastructure project will help increase the 

amount of low-income housing and close the gap between lower income and higher income 

populations. 

The thousands of acres of publicly available open space and parks with hundreds of miles of 

trails within Placer County offer a backcountry and nature experience to all residents of Placer 

County, and the greater Sacramento and Reno metropolitan areas that is not possible in high 

density urban neighborhoods. 

The intended outcome of the Broadband Infrastructure project is to close the digital divide by 

providing households and businesses access to broadband service. We plan to address the 

underserved households and businesses in addition to the unserved to move toward 

establishing a universal level of service for everyone. 

The County will work with an independent program evaluator to achieve such outcomes for the 

Urgent Care Center project. For the SUD Perinatal program, we intend to increase outreach and 

treatment effort to the perinatal population. We will continue to collaborate with community 

medical providers and Placer County Public Health to identify women in need of these services. 

The overall goal is to provide women-specific services designed to meet their unique needs. 

We hope to increase community awareness of treatment options for this population of SUD 

clients. 

Through the Residential Treatment and Recovery project we hope to decrease our average 

length of stay within residential treatment settings to 30 days or less (as expected by DHCS) 

through increasing available residential programs. Increasing support services within residential 

settings (through peer services) will also be strengthened to ensure effective transitions 

between levels of care. Increasing residential treatment capacity will increase access to care. 

With the Expanded Family Crisis Mobile Team, unserved and underserved individuals and their 

families are strengthened and stabilized, which should reduce the need for formal Child Welfare 

cases and the resulting trauma in underserved communities. Similarly, with the Home Visiting 

project, there should be a reduced need for formal Child Welfare cases entering the system in 

underserved communities. And, as unserved and underserved individuals age out of many 

programs, the transitional age and former foster youth face a huge permanent supportive 

housing disparity. By enhancing services and providing additional units, this will help level the 

playing field for this population.
County of Placer 2021 Recovery Plan Performance Report 11

Use of Funds to Prioritize Equity 

Placer County’s planned uses of SLFRF funds prioritize economic and racial equity as a goal, 

name targets intended to produce meaningful equity results at scale, and articulate the 

strategies to achieve those targets. 

The Lincoln and Placer Ranch/Sunset Sewer projects will increase efficiency and lower costs for 

customers, prioritizing economic equity. 

The Affordable Housing Infrastructure project will likewise promote economic equity by helping 

to provide safe and affordable housing to lower income populations. 

As an outdoor recreation destination serving the residents of Placer County as well as the 

greater Sacramento and Reno metropolitan areas, the open space, parks, and trails of Placer 

County offer convenient, low/no cost public recreation opportunities for all demographic groups. 

Access to key resources for job searching, interviewing, working from home, education from 

home, and connecting to many public services are dependent on a high-quality internet 

connection. By investing funding in the expansion and enhancement of broadband 

infrastructure, we ensure that communities that have been historically unserved or underserved 

will benefit from improved access to these critical resources in the future. In addition to targeting 

“middle mile” and “last mile” expansions of services, we will also wherever possible partner with 

local non-profit organizations and the Placer Health and Human Services Department to 

evaluate and engage broadband expansion projects that will directly benefit our communities 

that have been identified as areas of opportunity to increase economic or racial equity. 

For the multiple public health and mental health projects to be undertaken by the Health and 

Human Services Department, equity and cultural competence are stressed. Access to services 

is non-discriminatory and is provided based on assessment and need. 

Intended Outcomes to Promote Equity 

Placer County is still in the planning stage of these projects and therefore no SLFRF funds have 

been expended yet. Staff is working to complete the definition and scope of planned projects 

and programs. Placer County’s use of SLFRF funds is intended to promote equitable outcomes 

and were designed with equity in mind. The intended efforts to promote equity will be able to be 

measured qualitatively and quantitatively over time. 

The Lincoln and Placer Ranch/Sunset Sewer projects both increase the efficiencies per gallon 

of wastewater treated, which correspond to a lower cost of service and increasing affordability 

for all customers served. 

The Parks and Open Space project also promotes equitable outcomes. Placer County is a 

recreation destination that serves the greater Sacramento and Reno metropolitan areas. Its 

parks and trails are open to all members of the public. Reservations for use of public recreation 

areas are open to anyone without discrimination and are only required for the management of 

rented space and to control times of overcrowding of facilities. At all other times, any member 

of the public is welcome to enjoy all public recreation areas without the need for reservation. 
County of Placer 2021 Recovery Plan Performance Report 12

User surveys indicate over half of weekend and holiday users of regional recreation facilities in 

Placer County are from outside Placer County with many originating from underserved urban 

areas of Sacramento and Reno. Placer County offers large scale outdoor low/no cost 

recreation amenities within a 45-minute drive from Sacramento or Reno. 

Reliable broadband access is a critical need in rural and urban communities where essential 

services, education, and access to employment resources are increasingly online. Our 

Broadband Infrastructure projects target unserved or underserved areas that have poor or no 

access to broadband internet with the primary goal being to improve areas that will have an 

immediate benefit. Through the expansion of broadband services and in partnership with a 

range of local internet service providers, geographic areas and neighborhoods that have 

historically had little or no access to reliable internet are primary candidates for new projects 

and broadband infrastructure installations that will directly benefit our communities. We will be 

using community survey assessments to baseline current levels of internet availability across 

geographic areas, which can also be mapped with GIS data from our most recent census to 

identify areas of economic or racial inequity in our region. Comparison surveys before and after 

infrastructure expansions will allow us to evaluate program success and confirm expanded and 

improved access in underserved areas. 

Placer County is confronting numerous affordable and supportive housing challenges. Rising 

housing costs have been a key issue facing residents. The pandemic forced businesses to shut 

down and lay off workers, renters have fallen behind on rent resulting in many becoming at risk 

of homelessness. Additionally, due to consistent growth housing stock is extremely limited in 

both rentals and for-sale units. Funds are anticipated to support infrastructure improvements in 

areas of benefit for new affordable housing stock and where supportive services are 

underserved. Outcomes will be measured by the number of affordable and supportive housing 

units that are be entitled and constructed as a result of the infrastructure improvement 

investment.

The multiple projects that will be undertaken by Placer County’s Health and Human Services 

Department are also focused on promoting equitable outcomes. 

The Youth Housing project will target the unserved and underserved populations. Once housing 

is made available, outcomes will be easily measured by the number of underserved being 

housed and services provided. 

For the Urgent Care Center project, Expanded Family Crisis Mobile Team, and Home Visiting 

projects cultural competence will continue to be an area of focus, as follows: 

 Cultural competence trainings, as during past years, will continue to be stressed with 

the goal of increasing capacity in this area. 

 Service brochures (both County and those related to community providers) are 

available in English and Spanish. 

 Both county and network providers will continue to collaborate with local advocacy 

groups to ensure a presence within underserved communities. 

 A 24-hour phone line with statewide, toll-free access (1-888-886-5401) operated by 

Placer County that has linguistic capability available for all individuals. 
County of Placer 2021 Recovery Plan Performance Report 13

 Culturally competent service delivery, as discussed in of our QM Work Plan and 

Provider Performance Measures. Adherence to CLAS standards will be monitored 

and stressed. 

 Continuing monthly Cultural and Linguistic Competence Committee meetings to 

address items related to this program and participate in the committee meetings as 

appropriate. 

For these projects, the County will work with our culturally specific, community-based 

organizations and community members to provide input on recruiting, hiring, and training staff 

as well as the most-effective ways to link to culturally appropriate supports, including utilization 

of our cultural brokers. Language alone can create barriers in emergency settings if there is no 

staff person present who can communicate with an individual who is in crisis. In the event a 

bilingual staff member is not available, interpretation services will be utilized. In those 

circumstances, protocols should be identified to test whether providing timely, direct follow-up 

calls from bilingual staff to ensure instructions were clearly understood help increase successful 

utilization. 

The SUD Perinatal program services are available to all Placer County SUD clients. Admission 

is based upon clinical need and supported by a standardized assessment tool. The target 

population for these services are: 

 Pregnant women 

 Women with dependent children 

 Women attempting to regain custody of their children 

 Postpartum women and their children 

 Women with substance exposed infants 

Those who meet the Perinatal requirements are served in the following priority order: 

 Pregnant IVDUs – These are pregnant females who use drugs by injection and 

indicate they have actively used in the previous 12 months including while 

incarcerated. 

 Pregnant substance abusers – These are pregnant females who use substances and 

indicate they have actively used in the previous 12 months including while 

incarcerated. 

 IVDUs – Other persons who use drugs by injection and indicate they have actively 

used in the previous 12 months including while incarcerated. 

 All other eligible individuals. 

Placer County uses Network Provider Performance Standards to measure and track program 

performance across its SUD services. These standards will also be used to measure success 

and outcomes within the perinatal program as well. Measures include timeliness (access to the 

programs), readmission rates, and access to outpatient treatment. We also adhere to Perinatal 

Practice Guidelines provide by the California Department of Healthcare Services. 

Additionally, residential treatment and recovery programs are available to all Placer County 

SUD clients. Admission is based upon clinical need and supported by a standardized 

assessment tool. Homes serve a variety of clients, including re-entry clients, perinatal clients, 

and general SUD clients needing support. 
County of Placer 2021 Recovery Plan Performance Report 14

Placer County uses Network Provider Performance Standards to measure and track program 

performance across its SUD services. These standards will also be used to measure success 

and outcomes within residential settings as well. Measures include timeliness (access to the 

programs), readmission rates, and access to outpatient treatment. 

Geographic and Demographic Distribution of Funds 

The geographic distribution of funding spans the entire county. Certain projects, like sewer 

infrastructure, will serve a specific area, such as the Lincoln and Placer Ranch/Sunset Sewer 

projects in the southwest corner of the county, and the PCGC project in the North Auburn area. 

The specific locations for the Affordable Housing Infrastructure project have not been finalized 

yet but are likely to be in the North Auburn area along Highway 49 and the Bowman area along 

the I-80 corridor. These areas are being considered because they have vacant affordable 

housing opportunity sites, constructed residential and non-residential inventory that could be 

converted to affordable housing or supportive services and housing developments, and are 

supported by land use policies that encourage higher density residential infill development. 

The Youth Housing, SB863 Mental Health Facility, and Urgent Care Center projects will have a 

specific physical location but will serve citizens of the entire county. The projects relating to the 

provision of mental health and substance use services will likewise serve citizens of the entire 

county. Though the specific locations are still being finalized, the Broadband Infrastructure 

project will include construction in multiple locations across the county. 

The demographics of the beneficiaries of the projects range widely, and include racial 

minorities, transitional age youth, those with substance use disorders, members of the LGBTQ+ 

community, the mentally ill, and people across the entire socio-economic spectrum. 

Community Engagement 

On July 21, 2021, the Placer County Board of Supervisors held a workshop to discuss priorities 

and potential uses of the SLFRF funds allotted to the County. The use of the funds was further 

discussed and finalized at the August 10, 2021 regular Board of Supervisors meeting. Notices of 

these meetings were published at the County administrative offices and online. The public was 

invited to attend in person, call in via telephone or zoom, or to submit written comments. 

Feedback was received from the public and community organizations and incorporated into the 

Board’s decision on the highest and best use of the SLFRF funds. 

As mentioned previously, Placer County has published a webpage located at 

https://www.placer.ca.gov/7476/American-Rescue-Plan-Act informing interested parties about 

the SLFRF funds allocated to the County and the Board-approved uses of the funds. It includes 

links to relevant websites and public meeting documents, as well as a dedicated email address 

for any questions or comments on these funds. This is also the location where this and future 

Recovery Plan and Performance Reports will be posted. 

Communication with stakeholders will continue as projects become more clearly defined and 

scoped, via the broad County media platform including web content, social media, press 

releases, and signage where appropriate. 
County of Placer 2021 Recovery Plan Performance Report 15

Community engagement has already occurred for some of the individual projects as well. As 

part of the PCGC Master Plan, the PCGC Infrastructure project, as well as the SB863 Mental 

Health Facility project, performed community engagement which included numerous public 

meetings, many press releases, and social media postings that allowed for public notification as 

to the projects’ scope and importance and allow for opportunities for public comment. 

Community outreach and engagement for the Affordable Housing Infrastructure project is 

anticipated following site selection and improvement needs identified. 

Regarding the Parks and Open Space project, Placer County has recently produced a draft 

Park and Trail Master Plan. The 4-year planning process included over 50 public meetings and 

focus group workshops with public health professionals. The identified project set is consistent 

with the recommendations of the draft Park and Trail Master Plan. 

For the Broadband Infrastructure project, Placer County requested citizen feedback regarding 

their service provider’s performance and satisfaction through a broadband community survey in 

November 2020 and plans to distribute surveys beginning in the fall of 2021 to elicit feedback 

from additional citizens. The surveys will be used to create a baseline of current service levels 

across the county. 

Public engagement has been performed for the Urgent Care Center project as well. During the 

FY 2020-2023 Mental Health Services Act (MHSA) Three-Year Plan community planning 

process, Placer County’s MHSA stakeholder advisory group, the Campaign for Community 

Wellness (CCW), identified further development of our crisis services as a priority need for 

Placer County. 

CCW includes individuals and organizations giving specific voice to families, consumers, 

Latinos, Native Americans, LGBTQ+, children, youth, transitional age youth, adults, and older 

adults. It also includes representatives in education, health care, housing, law enforcement and 

substance use services. 

For the SUD Perinatal program, we have already contacted community providers referring 

perinatal clients to Placer County for services. They are aware of our plans and will continue to 

collaborate on service provision. 

For the Residential Treatment and Recovery project, we have contacted community providers 

who currently provide these services. They are interested in expanding and will continue to work 

with Placer County. 

Regarding the expanded Family Crisis Mobile Team, Placer County’s System of Care (SOC) is 

committed to a culture of integration that extends to individuals who are in crisis. The SOC colocates representatives from several disciplines so that they can work as a seamless team. 

These focused disciplines include behavioral health and child welfare, juvenile probation, public 

health nursing, and educational representatives from the Office of Education. Additionally, these 

County employees work closely with community-based service providers such as CalVoices, 

Youth Empowerment Support Program, KidsFirst and Lighthouse family resource centers, 

Sierra Mental Wellness Group, Latino Leadership Council, Sierra Native Alliance, and others. 

We have a countywide Memorandum of Understanding (MOU) with law enforcement agencies, 

local hospitals, probation, jails, jail medical providers, and community partners such as those 

mentioned above. The countywide team meets, at minimum, on a quarterly basis to review the 

effectiveness of crisis services, and to address any potential gaps and/or innovations. This 

process has occurred for many years and, at times, has included a review of the roles and 
County of Placer 2021 Recovery Plan Performance Report 16

responsibilities of each entity based on the long-standing MOU. The functionality and 

effectiveness of the mobile crisis teams will continue to be a discussion item during these 

meetings so that collective wisdom can be applied to improve processes and outcomes. 

For the Home Visiting project, the County will work with our culturally specific, community-based 

organizations and community members to provide input on recruiting, hiring, and training staff 

as well as the most-effective ways to link to culturally appropriate supports, including utilization 

of our cultural brokers. 

Labor Practices 

Placer County follows all applicable laws and regulations related to its procurement practices 

and public works construction including the provisions of the public contract code such as 

prevailing wage implementation. Preference is given to local candidates, contractors, and 

vendors when possible and practicable. 

Use of Evidence 

SLFRF funds will be used for evidence-based interventions for some of the projects Placer 

County plans to undertake, including the Urgent Care Center and the and the Expanded Family 

Crisis Mobile Team. More information on this is provided in the project inventory section. 

Table of Expenses by Expenditure Category 

No SLFRF funds have been expended as of July 30, 2021. 

Category Cumulative 

expenditures to 

date ($)

Amount spent 

since last 

Recovery Plan

1 Expenditure Category: Public Health 

1.1 COVID-19 Vaccination $0 $0

1.2 COVID-19 Testing $0 $0

1.3 COVID-19 Contact Tracing $0 $0

1.4 Prevention in Congregate Settings (Nursing 

Homes, Prisons/Jails, Dense Work Sites, 

Schools, etc.) 

$0 $0

1.5 Personal Protective Equipment $0 $0

1.6 Medical Expenses (including Alternative Care 

Facilities) 

$0 $0

1.7 Capital Investments or Physical Plant Changes 

to Public Facilities that respond to the COVID19 public health emergency

$0 $0

1.8 Other COVID-19 Public Health Expenses 

(including Communications, Enforcement, 

Isolation/Quarantine) 

$0 $0
County of Placer 2021 Recovery Plan Performance Report 17

Category Cumulative 

expenditures to 

date ($)

Amount spent 

since last 

Recovery Plan

1.9 Payroll Costs for Public Health, Safety, and 

Other Public Sector Staff Responding to 

COVID-19 

$0 $0

1.10 Mental Health Services $0 $0

1.11 Substance Use Services $0 $0

1.12 Other Public Health Services $0 $0

2 Expenditure Category: Negative Economic 

Impacts

2.1 Household Assistance: Food Programs $0 $0

2.2 Household Assistance: Rent, Mortgage, and 

Utility Aid 

$0 $0

2.3 Household Assistance: Cash Transfers $0 $0

2.4 Household Assistance: Internet Access 

Programs 

$0 $0

2.5 Household Assistance: Eviction Prevention $0 $0

2.6 Unemployment Benefits or Cash Assistance to 

Unemployed Workers 

$0 $0

2.7 Job Training Assistance (e.g., Sectoral jobtraining, Subsidized Employment, Employment 

Supports or Incentives)

$0 $0

2.8 Contributions to UI Trust Funds* $0 $0

2.9 Small Business Economic Assistance (General) $0 $0

2.10 Aid to nonprofit organizations $0 $0

2.11 Aid to Tourism, Travel, or Hospitality $0 $0

2.12 Aid to Other Impacted Industries $0 $0

2.13 Other Economic Support $0 $0

2.14 Rehiring Public Sector Staff $0 $0

3 Expenditure Category: Services to 

Disproportionately Impacted Communities

3.1 Education Assistance: Early Learning $0 $0

3.2 Education Assistance: Aid to High-Poverty 

Districts

$0 $0

3.3 Education Assistance: Academic Services $0 $0

3.4 Education Assistance: Social, Emotional, and 

Mental Health Services 

$0 $0

3.5 Education Assistance: Other $0 $0

3.6 Healthy Childhood Environments: Child Care $0 $0

3.7 Healthy Childhood Environments: Home Visiting $0 $0

3.8 Healthy Childhood Environments: Services to 

Foster Youth or Families Involved in Child 

Welfare System 

$0 $0

3.9. Healthy Childhood Environments: Other $0 $0

3.10 Housing Support: Affordable Housing $0 $0
County of Placer 2021 Recovery Plan Performance Report 18

Category Cumulative 

expenditures to 

date ($)

Amount spent 

since last 

Recovery Plan

3.11 Housing Support: Services for Unhoused 

persons 

$0 $0

3.12 Housing Support: Other Housing Assistance $0 $0

3.13 Social Determinants of Health: Other $0 $0

3.14 Social Determinants of Health: Community 

Health Workers or Benefits Navigators 

$0 $0

3.15 Social Determinants of Health: Lead 

Remediation 

$0 $0

3.16 Social Determinants of Health: Community 

Violence Interventions 

$0 $0

4 Expenditure Category: Premium Pay 

4.1 Public Sector Employees $0 $0

4.2 Private Sector: Grants to other employers $0 $0

5 Expenditure Category: Infrastructure 

5.1 Clean Water: Centralized wastewater treatment $0 $0

5.2 Clean Water: Centralized wastewater collection 

and conveyance

$0 $0

5.3 Clean Water: Decentralized wastewater $0 $0

5.4 Clean Water: Combined sewer overflows $0 $0

5.5 Clean Water: Other sewer infrastructure $0 $0

5.6 Clean Water: Stormwater $0 $0

5.7 Clean Water: Energy conservation $0 $0

5.8 Clean Water: Water conservation $0 $0

5.9 Clean Water: Nonpoint source $0 $0

5.10 Drinking water: Treatment $0 $0

5.11 Drinking water: Transmission & distribution $0 $0

5.12 Drinking water: Transmission & distribution: 

lead remediation

$0 $0

5.13 Drinking water: Source $0 $0

5.14 Drinking water: Storage $0 $0

5.15 Drinking water: Other water infrastructure $0 $0

5.16 Broadband: “Last Mile” projects $0 $0

5.17 Broadband: Other projects $0 $0

6 Expenditure Category: Revenue Replacement 

6.1 Provision of Government Services $0 $0

7 Administrative and Other 

7.1 Administrative Expenses $0 $0

7.2 Evaluation and data analysis $0 $0

7.3 Transfers to Other Units of Government $0 $0

7.4 Transfers to Nonentitlement Units 

(States and Territories only) 

$0 $0
County of Placer 2021 Recovery Plan Performance Report 19

Project Inventory 

Project 100-01: Lincoln Sewer 

Funding amount: $3,000,000 

Project Expenditure Category: 5.1 Clean Water: Centralized Wastewater Treatment 

Project overview

The proposed infrastructure project aims to replace existing Lincoln regional wastewater 

treatment facility brush aerators with more efficient aerators. The estimated time for 

completion is two months and the project could begin as soon as funding and 

construction plans are finalized. The intended outcome of the proposed sewer project is 

to restore capacity, reduce energy consumption, and provide a more reliable and 

efficient wastewater treatment system. 

The proposed sewer infrastructure project would reduce the energy demand per gallon 

of wastewater treated, contributing to addressing climate change.

Project 100-02: Placer Ranch/Sunset Sewer 

Funding amount: $28,000,000 

Project Expenditure Category: 5.2 Clean Water: Centralized Wastewaster Collection and 

Conveyance 

Project overview 

The sewer infrastructure project proposes to design and construct a backbone sewer 

system to serve Placer Ranch and Sunset areas to the point of connection at existing 

South Placer Wastewater Authority (SPWA) trunk sewer. 

A preliminary design for the sewer infrastructure has been prepared to serve 

approximately 28,000 equivalent dwelling units throughout the Placer Ranch and Sunset 

areas including housing (single family, multifamily, workforce and low income), job 

producing commercial and industrial sites, and a university. Final design is estimated at 

one year and construction is estimated at two years, which could begin as soon as the 

final design is completed. 

The intended outcome of the project is to build sewer backbone infrastructure from the 

northeastern portion of Sunset area near the intersection of Athens Avenue and 

Industrial Boulevard, south through the Sunset and Placer Ranch areas, to the point of 

connection on the existing SPWA trunk sewer allowing for development of the uses 

discussed above. 

The Placer Ranch and Sunset Area specific plans and other information can be viewed 

at https://www.placer.ca.gov/3307/Sunset-Area-Plan-Placer-Ranch-Specific-P. 

The County and its Cities have endeavored to regionalize sewer treatment at larger 

wastewater treatment facilities to reduce the energy demand per gallon of wastewater 

treated through economies of scale, which contributes to addressing climate change.
County of Placer 2021 Recovery Plan Performance Report 20

Project 100-03: PCGC Infrastructure 

Funding amount: $8,000,000 

Project Expenditure Category: 5.2 Clean Water: Centralized Wastewaster Collection and 

Conveyance 

Project overview 

With the recently approved Placer County Government Center (PCGC) Master Plan for the 

County’s 200-acre government center in North Auburn, California, the PCGC Infrastructure 

project is intended to provide campus-wide utilities in support of planned public and private 

development as outlined in the master plan. The new infrastructure would upgrade sewer 

throughout the campus. This work will establish the framework for needed housing, mixeduse commercial, community/recreation and governmental service development. 

Environmental review has been completed as a part of the PCGC Master Plan. This project is 

considered “shovel ready.” 

Main Project Activities: 

 Civil engineering consulting 

 Coordination with a multitude of jurisdictional agencies and regional stakeholders 

 Coordination with Griffin/Swinerton, County’s developer for private development areas of 

the PCGC 

 Prepare Plans and Specifications for review and permitting 

 Competitive Bidding of Approved Plans and Specifications 

 Negotiate Contracts and obtain Board of Supervisors Approval for Construction 

 Construction of infrastructure with management and oversight by Placer County 

Approximate Timeline: 

 Obtain Permits: June 2021 – early January 2022 

 Project Bid: Early January 2022 – early February 2022 

 Board of Supervisors Approve Construction Contract: Late February/early March 2022 

 Construction: Mid/late March 2022 – July 2022 

Primary Delivery Mechanism: 

The project will utilize the Design-Bid-Build method of delivery. 

Intended Outcomes: 

To modernize the PCGC’s failing and problematic WWII-era infrastructure systems and 

provide the long-term development framework for the creation of a vibrant town center and 

destination for the North Auburn community, much needed affordable/workforce housing 

facilities, mixed-use commercial that acts as an economic engine and job center, a 

community/recreation hub for a wide range of ages, and consolidation of County services to a 

single location to better serve the residents of Placer County. 
County of Placer 2021 Recovery Plan Performance Report 21

Information on the PCGC Master Plan can be found at 

https://www.placer.ca.gov/2814/Placer-County-Government-Center-Master-P. 

General PCGC News and information can be found at 

https://www.placer.ca.gov/7203/PCGC-News. 

The infrastructure will contribute to the eventual development of housing and commercial 

uses that bringing new jobs in an existing built-up area in need of affordable housing, 

potentially reducing commutes and vehicle usage (carbon reduction) for those that work 

in the immediate area. 

Project 200-01: SB863 Mental Health Facility 

Funding amount: $5,000,000 

Project Expenditure Category: 1.7 Capital Investments or Physical Plant Changes to Public 

Facilities that respond to the COVID-19 Public Health Emergency 

Project overview

The SB863 Mental Health Facility project is a 13,238 square-foot single story with a tier 

level, standalone adult correctional project with a focus on mental health. It will be on 

County-owned land adjacent to the existing Placer County Adult Correctional Facility 

(SPACF) in the City of Roseville. The new building will provide housing, programming, 

and treatment space. It will include 45 beds, in three 15-bed pods with dayrooms; 

recreation yards; central officer custody station; multipurpose, counseling/interview, and 

exam rooms; and miscellaneous support spaces. 

The Mental Health Facility will be constructed using the Design-Build (D-B) delivery 

system. The approximate release date of the RFP is scheduled for September 27, 2021. 

There are three D-B Teams that have been selected to move on to the second phase of 

the RFP. With a projected Notice to Proceed date of February 2022, and construction 

completion date of November 2023. 

Use of Evidence 

These funds are not being used to fund an evidence-based intervention. 

Project 400-01: Parks and Open Space 

Funding amount: $1,470,739 

Project Expenditure Category: 3.13 Social Determinants of Health: Other 

Project overview 

The project set identified by the Parks and Open Space Department includes major 

rehabilitation, infrastructure retrofit, and public safety apparatus in Placer County public 
County of Placer 2021 Recovery Plan Performance Report 22

recreation areas that have received elevated outdoor public use since the beginning of 

the COVID response. 

The Placer County Park and Trail Master Plan can be viewed at 

https://placerparksplan.com/ and the Parks and Open Space departmental website can 

be viewed at https://www.placer.ca.gov/Parks. 

Use of Evidence 

These funds are not being used to fund an evidence-based intervention. 

 

Project 300-01: Broadband Infrastructure 

Funding amount: $10,000,000 

Project Expenditure Category: 5.17 Broadband: Other Projects 

Project overview 

The focus of the Countywide Broadband Infrastructure project is to invest in building out 

broadband infrastructure into the underserved and unserved areas of Placer County in 

support of economic development, public safety, remote learning, telehealth services, 

and overall community prosperity and equity through digital inclusion. Large portions of 

Placer County lack sufficient broadband access to carry out daily work activities, leisure 

activities or essential tasks over the internet. Placer County will work with service 

providers in conjunction with Sierra Business Council to identify the underserved and 

unserved areas and develop projects to extend broadband access to the homes and 

businesses within those regions. 

Placer County issued a request for proposals to solicit projects from internet service 

providers in July 2021. We anticipate projects to commence in October 2021 and all 

project work to be completed by December 2026. 

Placer County’s Information Technology 2021 Strategic Plan can be viewed at 

https://www.placer.ca.gov/DocumentCenter/View/2163/Information-TechnologyStrategic-Plan-PDF. 

This project will provide fast, reliable broadband and therefore enable teleworking and 

virtual learning where it was not possible before. This could result in a decrease in 

vehicle miles travelled, reducing vehicle emissions, and help address climate change. 

Project 100-04: Affordable Housing Infrastructure 

Funding amount: $8,000,000 

Project Expenditure Category: 5.2 Clean Water: Centralized Wastewaster Collection and 

Conveyance 
County of Placer 2021 Recovery Plan Performance Report 23

Project overview 

Funding would be used for infrastructure improvements necessary to facilitate the 

development of affordable residential and supportive housing service projects. The 

targeted area of the funding for infrastructure improvements is within the North Auburn 

area along Hwy 49 and the Bowman area along the I-80 corridor. These areas were 

selected because they have vacant affordable housing opportunity sites, constructed 

residential and non-residential inventory that could be converted to affordable housing or 

supportive services and housing developments, and are supported by land use policies 

that encourage higher density residential infill development. An initial list of parcels 

identified are under review and include: 

 Parcels identified as Housing Opportunity Sites inventory as part of the Housing 

Strategy and Development Plan; and 

 Vacant and underutilized parcels zoned Commercial that allow for mixed use within 

the Highway 49 corridor: and 

 Parcels identified as a Federal Enterprise Zone located behind Sutter Auburn Faith 

Hospital. 

The estimated timeline to complete the parcel review and due diligence on the selected 

parcels is Spring 2022. Infrastructure improvements required to support development of 

affordable housing or supportive services and housing on sites would be completed by 

Fall 2022. Improvements would be incorporated into the existing County Capital 

Improvement Programs and would be executed by the Placer County Department of 

Public Works and Facilities Department. Funds are anticipated to be expended by 

December 31, 2026. 

Consistent with the Sacramento Regional Council of Government (SACOG) Green 

Means Go Program, this project is directed at lowering greenhouse gas emissions 

through support of infill and compact development near existing supportive services, 

increasing housing and transportation options, and promoting shorter, fewer, and 

cleaner vehicle trips. 

Project 200-02: Ongoing Public Health Response 

Funding amount: $247,159 

Project Expenditure Category: 1.8 Other COVID-19 Public Health Expenses (including 

Communications, Enforcement, Isolation/Quarantine) 

Project overview 

Funding will be used for unexpected expenses related to the COVID-19 pandemic, and 

may include purchases of personal protective equipment, utilization of temporary 

staffing, public outreach, etc. 
County of Placer 2021 Recovery Plan Performance Report 24

Use of Evidence 

These funds are not being used to fund an evidence-based intervention, but rather to 

continue to provide pandemic response services as the pandemic continues to affect our 

residents. 

The Health and Human Services Department’s Public Health Division’s website is 

located at https://www.placer.ca.gov/2863/Public-Health. 

Project 200-03: Urgent Care Center 

Funding amount: $6,867,841 

Project Expenditure Category: 1.10 Mental Health Services 

Project overview 

The proposed Project would add a 6-bed 24/7 Mental Health Adult Crisis Respite Center 

(Urgent Care Center) embedded within our existing array of services at the Cirby Hills 

campus. It would be considered an intermediate level of support for those experiencing a 

mental health crisis that is more severe than what a standard “drop-in center” could 

provide but does not require an emergency room or inpatient psychiatric hospitalization 

setting. Residential crisis stabilization programs such as this offer short-term “sub-acute” 

care for individuals who need inpatient stay, at lower costs and without the overhead of 

hospital-based acute care. 

The goal of the Urgent Care Center is to create a local respite service that offers a safe, 

supportive, home-like environment for community members to utilize when experiencing 

a behavioral health crisis. It is an alternative that is less costly and less intrusive than a 

hospital setting and more easily designed to connect individuals immediately to needed 

supports and ultimately reduce recidivism. 

Creating a new behavioral health receiving center where law enforcement can drop off 

and individuals/families can self-refer will be a culture shift and an innovative practice for 

Placer County. Placer will shift from being overly dependent on emergency rooms and 

having law enforcement present for all crisis interactions, to having an environment that 

is solely focused on the behavioral health needs of the individual. This shift is extremely 

innovative for Placer County. Services will be provided by peer and licensed behavioral 

health teams specifically trained in crisis intervention, de-escalation, and engagement 

tools. The staff will be well trained in linkage to post crisis care and be invested in 

ensuring treatment plans are client centered and individualized. 

Services will include: 

• Case management/linkage to services 

• Crisis management 

• Individual and group therapy 

• Peer-to-peer support/peer services 

• Linkage to cultural supports and services, including cultural brokers 
County of Placer 2021 Recovery Plan Performance Report 25

• Development or review of a Wellness, Recovery, Action, Plan (WRAP plan) 

• Medication review/consultation with RN (during daytime hours) 

• Psychiatric consult (as needed) 

Anticipated start date is March 1, 2022 

Use of Evidence 

The goal of the Urgent Care Center is to create a local respite service that offers a safe, 

supportive, home-like environment for community members to utilize when experiencing 

a behavioral health crisis. SLFRF funds will be used to seek out evidenced-based 

interventions such as trauma-informed care, to best serve guests admitted into the 

program. Trauma-informed care offers the opportunity to engage more fully in their 

health care, develop a trusting relationship with their provider, and improve long-term 

health outcomes. 

Trauma-informed care seeks to: 

 Realize the widespread impact of trauma and understand paths for recovery 

 Recognize the signs and symptoms of trauma in patients, families, and staff 

 Integrate knowledge about trauma into policies, procedures, and practices 

 Actively avoid re-traumatization 

Total project cost of $6,867,841 is allocated toward evidence-based intervention. 

 

Project 200-04: SUD Perinatal 

Funding amount: $1,005,000 

Project Expenditure Category: 1.11 Substance Use Services 

Project overview

Placer County’s perinatal services team provides women-specific support services. The 

goal is to increase access to treatment, provide outreach to underserved clients, and to 

improve treatment outcomes for pregnant and postpartum women. Services include 

case management, SUD and mental health (MH) assessment, educational and 

vocational services, TB and HIV screening and services, parenting skill-building, and 

SUD treatment linkage. Substance abuse education will also be provided and will 

focuses on the impacts of alcohol and/or illicit drug use during pregnancy and while 

breastfeeding. The perinatal team works closely with many community partners to 

ensure prompt access to both primary and pediatric care when needed. The needs of 

dependent children are also prioritized. When treatment services for children are 

deemed medically necessary, this team will assist with these linkages. Perinatal 

residential treatment, outpatient counseling (both SUD and MH), medication assisted 

treatment, and transitional housing are all treatment interventions available to Perinatal 

clients. 

The COVID pandemic required residential SUD providers to create increased distance 

between their residents which then reduced capacity. In addition, isolation due to 

COVID-exasperated addiction issues within the community drove up the requests for 
County of Placer 2021 Recovery Plan Performance Report 26

services by over 50%. The wait time to enter treatment was already over the guidelines 

set forth by the state prior to COVID but have nearly doubled since the beginning of the 

pandemic. COVID has also impacted the workforce within these facilities, decreasing 

access to quality care. 

SLFRF funds will allow us to expand our current staffing model. Currently we employ 

one part-time social worker to perform outreach and attend to the service needs of this 

population. Through these funds we plan to employ one full-time social worker (County 

classification; CSP I/II) as well as one part-time medical professional (LVN) to expand 

and diversify service delivery. 

The website for the Health and Human Services perinatal website is located at 

https://www.placer.ca.gov/2195/Perinatal-Substance-Use-Services. 

Use of Evidence 

These funds are not being used to fund an evidence-based intervention, but rather 

services. Services are determined appropriate for participants through the use of a 

standardized assessment tool and meeting the perinatal treatment definition. 

Project 200-05: Residential Treatment and Recovery 

Funding amount: $1,000,000 

Project Expenditure Category: 1.7 Capital Investments or Physical Plant Changes to Public 

Facilities that respond to the COVID-19 Public Health Emergency 

Project overview

We plan to assist current providers with opening additional recovery residence and 

residential treatment programs. This would be accomplished by purchasing existing 

buildings, providing financial support to construct infrastructure for new buildings, and/or 

providing financial assistance to providers for leasing costs for additional locations. 

Ultimately, we hope to expand services with our existing or new contractors to open at 

least two programs within Placer County since all available Recovery Residence 

programs reside in neighboring counties. However, should suitable options not be 

available within Placer County we will seek a location near our county borders. 

Use of Evidence 

These funds are not being used to fund an evidence-based intervention, but rather the 

purchase/construction of buildings, and/or services. Services are determined appropriate 

for participants through the use of a standardized assessment tool. 

Project 200-06: Expanded Family Mobile Crisis Team 

Funding amount: $1,200,000 

Project Expenditure Category: 1.10 Mental Health Services 
County of Placer 2021 Recovery Plan Performance Report 27

Project overview

Enhance behavioral and mental health needs and mitigate increases in economic 

hardship, material insecurity, and parental stress and behavioral health challenges in 

families with children. To accomplish this task, we intend to expand Family Mobile Crisis 

to a larger area of Placer County through the addition of another mobile response team. 

Services and delivery mechanisms include: 

 Case management/linkage to services 

 Crisis management 

 Peer-to-peer support/ peer services 

 Linkage to cultural supports and services, including cultural brokers 

 Development or review of a Wellness, Recovery, Action, Plan (WRAP plan) 

 Medication review/consultation with RN (during daytime hours) 

 Psychiatric consult (as needed) 

Intended Outcomes: 

1. Decrease emergency room visits by: 

a. Improving mobile crisis response times 

b. Prioritizing outreach to youth/young adults who are repeat visitors 

c. Expanding referral sources beyond law enforcement and crisis line 

d. Increasing the ratio of in-home safety plans written versus emergency room visits 

and psychiatric hospitalizations 

2. Decrease the number of family stress and strain-related calls that become: 

a. Law-enforcement-involved calls 

b. Child Welfare investigations 

c. Inpatient hospitalizations 

3. Improve a child/youth and family crisis experience by: 

a. Providing supportive services in non-institutionalized settings to children, adults, and 

families in crisis 

b. Reducing the time that children, adults, and families in crisis interact with law 

enforcement personnel 

c. Providing Family/Parent advocates to support and educate family and support 

people during the crisis 

d. Reaching out to the communities in the southern and mid-county areas so that crisis 

services can be provided before they necessitate law enforcement involvement 

This project will deliver expanded services by hiring additional FTE’s and/or utilizing 

contractors depending on what is deemed to be the most efficient model. 

Information the Placer County’s mobile crisis teams can be found at 

https://www.placer.ca.gov/5982/County-Mental-Health-Triage-Services. 
County of Placer 2021 Recovery Plan Performance Report 28

Use of Evidence 

The goals of the project are to: 

 Improve the client and family experience by increasing crisis responses in the 

community and decreasing those in institutional settings 

 Work with local police departments without being tied to them for referrals (which has 

limited the number of families being served thus far) 

 Expand responses to the entire southern county geographic area 

 Make all adults and children between the ages of 0 and 25 in the southern and midcounty areas a priority call 

SLFRF funds will be used to seek out evidenced-based interventions such as traumainformed care, to best serve guests admitted into the program. 

Trauma-informed care offers the opportunity to engage more fully in their health care, 

develop a trusting relationship with their provider, and improve long-term health 

outcomes. 

Trauma-informed care seeks to: 

 Realize the widespread impact of trauma and understand paths for recovery 

 Recognize the signs and symptoms of trauma in patients, families, and staff 

 Integrate knowledge about trauma into policies, procedures, and practices 

 Actively avoid re-traumatization 

The total project cost of $1,200,000 is allocated to evidence-based interventions.

Project 200-07: Home Visiting 

Funding amount: $1,980,000 

Project Expenditure Category: 3.7 Healthy Childhood Environments - Home Visiting 

Project overview

This project is intended to address disparities in public health outcomes, serve 

populations disproportionately impacted by the COVID-19 public health emergency, and 

address childhood health or welfare. This includes childcare; home visits by health 

professionals, parent educators, and social service professionals; and services for child 

welfare involved families and youth. HHS will do this by expanding services with our 

contactors over the next three years. 

Intended outcomes: 

 Decrease number of youths entering the Child Welfare System 

 Reduce neglect and abuse 

 Provide more services in the community 

 Provide parenting and family support to youths and families 

These services would be provided through community providers who already contract 

with HHS. The timeline is based on their ability to hire additional staff and scale up. 
County of Placer 2021 Recovery Plan Performance Report 29

Use of Evidence 

These funds are not being used to fund an evidence-based intervention, but rather 

services. Services are determined appropriate for participants through the use of an 

assessment. 

Project 200-08: Youth Housing 

Funding amount: $1,050,000 

Project Expenditure Category: 2.10 Aid to Nonprofit Organizations 

Project overview

This project would provide funding to Taylor’s House or a similar provider. Taylor's 

House is for former or current foster youth and is a non-profit which we do not contract 

with, but they provide some level of services through their non-profit dollars. This funding 

would enhance services, including some supportive services through December 31, 

2024. 

Intended Outcomes: 

 Housing for unserved and underserved transitional age and former foster youths 

 Reduce the disparity former foster and transitional age youth face in housing and 

permanent supportive housing 

 Foster youth have poor outcomes for completing school, going to college, and finding 

housing and the Taylor’s House concept supports these youth to better outcomes in 

early adulthood 

 Keeping the unserved and underserved out of homeless shelters 

The website for the Taylor House is located at http://www.thetaylorhouse.org/. 

Use of Evidence 

These funds are not being used to fund an evidence-based intervention, but rather to 

provide funding for services and housing options for the identified population. 

Project 500-01: Revenue Replacement 

Funding amount: $550,000 

Project Expenditure Category: 6.1 Provision of Government Services 

Project overview 

Using the revenue replacement calculation provided by the Department of the Treasury, 

Placer County calculates its revenue loss to be approximately $12.3 million. This 

calculation requires the use of general revenue as of the twelve months ended 

December 31, 2020. Placer County’s fiscal year runs from July 1 to June 30, and using 

the calendar year in the calculation instead of the fiscal year has caused the revenue 

loss to be inflated due to inconsistent timing in revenue receipts. Calculating revenue 
County of Placer 2021 Recovery Plan Performance Report 30

loss using the fiscal year instead produces a revenue loss of approximately $589k, 

which staff feels is more realistic. Because of this, the County has chosen to allot the 

lower amount, rounded down to $550k, for the revenue replacement category. 

The specific use of these funds is still under review but will likely be used to meet critical 

countywide needs, such as fire prevention efforts. The funds may also be used to 

balance the budgets of departments and divisions that are affected the most by a loss of 

revenue or other COVID-related impacts, to enable their continued provision of 

government services. 

Performance Report 

For the Lincoln Sewer project, the metric for assessing the proposed sewer infrastructure 

project is reduced energy use as well as restored treatment capacity of the regional sewer 

treatment system. The project will save approximately $200,000 per year in power costs and 

restore 4.2 MGD of aeration capacity. 

The success measurement for the proposed Placer Ranch/Sunset Sewer project is a fully 

functioning backbone sewer system that provides for development of the housing, job growth, 

and educational opportunities within the Placer Ranch and Sunset areas. 

The PCGC Infrastructure project supports a 20-year Master Plan by designing and constructing 

new critical underground infrastructure systems. Key performance indicators include timely 

approval of plans and specifications for issuance of construction permit to allow development 

opportunities for housing and commercial land uses. 

Key performance indicators for the SB863 Mental Health Facility project include the number of 

patients treated 

The success measure for the Parks and Open Space project is to offer safe, operational, well 

maintained recreational spaces that support activities for all demographic groups to promote 

physical and mental health, fitness, and socially distanced interaction. Recreational facilities are 

measured by industry safety standards. 

For the Broadband Infrastructure project, we will be using community survey assessments and 

working with internet service providers to baseline current levels of internet availability across 

geographic areas. Comparison surveys before and after infrastructure expansions will allow us 

to evaluate program success and confirm expanded and improved access in underserved 

areas. Specific key performance indicators include upload and download speeds, miles of fiber 

installed, cost per mile, cost per passing, and the number of households and businesses 

provided new or increased access to broadband. 

The key performance indicator for the Affordable Housing Infrastructure project will be the 

complete infrastructure improvements necessary to support planned affordable and supportive 

housing units or facilities on identified opportunity sites. 

For the Urgent Care Center project, Placer County will work with an outside evaluator and 

internal system analysts to identify the key qualitative and quantitative data to collect and 

measure, as well as the most effective way to capture the data through our systems (such as 

Avatar). Measurements will likely include: 
County of Placer 2021 Recovery Plan Performance Report 31

 Demographics and number of people served. What proportion of people experiencing a 

behavioral health crisis are allowed to use and access the Center? Are there identified 

access barriers? 

 Change in severity/intensity of psychological symptoms between admittance to 

discharge (pre- and post-test client measurable questionnaire) 

 Percentage of admissions requiring higher level of care upon discharge versus those 

who stabilized to home 

 Percentage of those successfully connected to follow-up care, behavioral health 

services, including those in the Cirby Hills Campus, and other community supports and 

alternatively, no-show rates for follow-up appointments post discharge. How long do 

clients engage in service, who becomes disengaged, and why? How does the campus 

influence these questions? 

 Referral tracking: Referrals received by whom (i.e., law enforcement, Sutter Hospital, 

family member) and from where (geographic area/location such as Roseville, Rocklin, 

Lincoln, etc.) 

 Recidivism rates over time 

 Impact on local emergency room departments: change in wait times, percentage of 

those referred vs accepted 

 Qualitative client satisfaction surveys: How satisfied are clients and families with the care 

and support they receive? 

 Qualitative feedback (quarterly meetings etc.) from stakeholders including but not limited 

to community members, peers/family members, Consumer Council, community-based 

organizations, Sutter Hospital, law enforcement, and program staff. 

For the SUD Perinatal project, we intend to increase outreach and treatment effort to the 

perinatal population. We will continue to collaborate with community medical providers and 

Placer County public health to identify women in need of these services. The overall goal is to 

provide women-specific service designed to meet their unique needs. We hope to increase 

community awareness and treatment options for this population of SUD clients. Key 

performance indicators include the demographics and number of people treated over a baseline 

amount, recidivism rates over time, and qualitative client satisfaction surveys. 

Key performance indicators for the Residential Treatment and Recovery program include the 

demographics and number of customers served, recidivism rates over times, and qualitative 

client satisfaction surveys. 

The project goals of the expanded Family Mobile Crisis Team are to respond not only to youth 

crisis but assist with family stress and strain. Calls for mobile crisis have increased in the 

pandemic year compared to year prior, 5150 evaluations have increased, and inpatient 

hospitalizations for youth are all up. Depression, anxiety, and youth suicide attempts are all 

topics of local and national conversations, due to the loss of socialization, delay of youth sports, 

lack of in-person schooling, lack of after school activities, etc. due to the pandemic. Family 

stressors including loss of employment, loss of income, loss of housing, parental mental health 

issues, increases substance use issues, and domestic violence all lead to immense family 

stress and strain due to the pandemic. Key performance indicators include the demographics 

and number of customers served, recidivism rates over times, and qualitative client satisfaction 

surveys. 
County of Placer 2021 Recovery Plan Performance Report 32

A key performance indicator of the Home Visiting project is the increase in the number of 

families served by home visiting above the baseline amount, amount of child welfare supports, 

including use of culturally supported providers to reach those populations impacted by the 

pandemic in a disparate manner, and child welfare relative stabilization. 

The key performance indicators for the Youth Housing project include: 

 Housing for unserved and underserved transitional age and former foster youths 

 Reduce the disparity former foster and transitional age youth face in housing and 

permanent supportive housing 

 Foster youth have poor outcomes for completing school, going to college, and finding 

housing and that the Taylor’s House concept supports these youth to better outcomes in 

early adulthood. 

 Keeping the unserved and underserved out of homeless shelters.