The Del Norte County Board of Supervisors on a unanimous vote received and filed a compensation study presented by Gallagher and heard a mandated workforce report under AB 2561 showing steep vacancy rates across county departments.

Carrie Mercer and Georg Kramer of Gallagher presented methodology and findings from the countywide compensation and total-compensation analysis. Gallagher surveyed eight comparable California counties and benchmarked roughly 60–65% of county job classifications. The firm reported the county’s base salaries are about 10% below the market median for surveyed benchmark classifications, while total compensation (salary plus employer-paid benefits) was roughly 2.1% above the market median. Gallagher recommended using maximum salaries (top of range) for external comparisons and provided recommendations on internal job-family relationships; the firm noted application challenges because the county uses multiple pay-structure templates (5-, 6- and 8-step ranges).

After the presentation, County Human Resources Director Carrie Vu delivered a statutorily required public report under Assembly Bill 2561 (Gov. Code § 3502.3) on workforce vacancies, recruitment and retention. Vu reported Del Norte County has 482 authorized positions and 121 vacancies, an overall vacancy rate of 25 percent. The largest represented unit, SEIU (service/clerical/frontline classifications), accounted for 104 vacancies (about 34 percent). Human Resources reported 138 new hires in the covered 12-month window and 86 separations in the same period; the office received 1,657 applications during the measured year.

The report identified three primary barriers to hiring: (1) minimum-qualification language that weeds out applicants (665 applications failed initial screening), (2) limitations in the county’s applicant-tracking system (incomplete pipeline and time-to-hire tracking), and (3) a concentrated problem in classified merit positions (45 of 117 merit positions vacant, representing 38% of merit positions). Average time-to-hire figures presented were 65 days for mid-management openings and 75 days for SEIU positions, with the caveat that outliers and data gaps skew averages and the county is improving tracking.

The Gallagher presentation prompted a substantive exchange. Several supervisors and public commenters questioned Gallagher’s methodology choice to compare maximum salaries across agencies rather than entry or mid-range steps. Gallagher and county staff explained using the maximum salary is an accepted industry standard to normalize differences in range widths and step structures across agencies and to capture the full market value of a job classification; Gallagher noted internal range placement still requires deliberate county decisions about internal equity. County administration said staff will use Gallagher’s benchmark data and internal-relationship recommendations to build a single master pay schedule internally, then work with appointed authorities and bargaining groups to implement. County Administrative Officer described the need to produce cost projections as part of any implementation.

Represented employees and union representatives pressed for faster action and more pay increases. Samantha Regan, vice president of the Mid Management Group, said mid-managers had not received a 2025 cost-of-living adjustment while SEIU did, and urged wage adjustments. Norma Williams, speaking for Donor County Employees Association/SEIU, said many classifications remain substantially under market and urged the board to move employees to market rates rather than accept a 5% “within market” tolerance. Public commenters and staff highlighted the importance of immediate retention measures (recognition, wellness, safety coordinator) while a multi-year compensation implementation is being planned.

The board voted to receive and file Gallagher’s final report. Supervisor Starkey moved to receive and file the study; the motion passed and the county administrative office outlined next steps: staff will build a master schedule using Gallagher’s market anchors and internal-relationship guidance, conduct a cost projection, share proposed range placements with department heads and bargaining units, and maintain/age the market data if implementation is multi-year.

The workforce report was presented under AB 2561 public-hearing requirements; Vu and staff said that while some additional pipeline metrics are not yet fully tracked, HR is working to improve the ATS data, standardize minimum qualifications review, and implement process improvements to shorten time-to-hire.