Item 180/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Jany Lee
Dept:
City Manager Dept: Human Resources
Date: 5/27/2025
Subject: Report on the City of Garden Grove Vacancies, and Recruitment and Retention Efforts pursuant to Government Code Section 3502.3. (Action Item)
OBJECTIVE
To hold a public hearing and receive a report regarding the City’s vacancies, and recruitment and retention efforts per Assembly Bill 2561 (Gov. Code §3502.3).
BACKGROUND
In September 2024, Governor Newsom approved Assembly Bill 2561, which modified the Meyers-Milias-Brown Act by adding section 3502.3 to the Government Code. The intent of AB2561 was to enhance transparency and accountability between public agencies, employee organizations and the public regarding staffing activities and challenges.
Pursuant to AB2561, the City is required to do the following:
1) At least once a year, the City shall hold a public hearing to present the status of vacancies and recruitment and retention efforts, including identifying any necessary changes to policies, procedures, and recruitment activities that may lead to obstacles in the hiring process. The hearing must be conducted prior to the adoption of the final budget if an annual or multi-year budget is being adopted in the fiscal year; 2) The City shall allow each recognized bargaining unit of the positions presented in the public hearing to make a presentation; and
3) If the number of job vacancies for a bargaining unit meets or exceeds 20% of the authorized full-time positions, the City will provide additional information upon th e request of the affected bargaining unit. The additional information will include: (a) the total number of vacancies; (b) the total number of applicants for vacant positions; (c) the average number of days to complete the hiring process; and (d) opportun ities to improve compensation and other working conditions.
Item 180/2025
DISCUSSION
The Human Resources Department works extensively with other City departments to conduct comprehensive recruitment and selection processes to fill the City’s vacancies. In 2024, the City started with 568 full-time budgeted positions and added four positions for a total of 572 positions by the end of the year. The City was able to fill several positions and reduced the total number of vacancies from 51 to 37 positions by December 20 24. The City’s overall vacancy rate decreased from 8% to 5% for full-time positions. The average vacancy rate for each represented and unrepresented bargaining group for all of 2024 ranged from 0% to 11%.
2024 Average Vacancy Rate
Employee’s Association 10%
Employee’s League 11%
Police Officer Association 3%
Police Management 0%
Central Management (Unrepresented) 3%
Middle Management (Unrepresented) 10%
The City had a retention rate of 97% for full -time positions in 2024. There was a total of fourteen (14) employees who resigned to pursue other employment opportunities. The retention rate for each of the represented and unrepresented groups ranged from 95% to 100%.
2024 Average Retention Rate
Employee’s Association 95%
Employee’s League 99%
Police Officer Association 98%
Police Management 100%
Central Management (Unrepresented) 100%
Middle Management (Unrepresented) 98%
The City had a retention rate of 88% for part -time positions in 2024. There was a total of twenty-one (21) part -time employees who resigned from the City. These part -time employees resigned for a variety of reasons, including full -time employment, scheduling conflicts, and educational obligations.
Recruitment Efforts
In 2024, the City reduced its overall vacancy rate through consistent recruitment efforts.
Human Resources conducted a total of seventy -three (73) recruitments with over 4,700 applicants considered for these positions . To attract qualified candidates, the City implemented targeted advertising strategies. In addition to advertising on the City’s website and GovernmentJobs, the City also advertised on specialized platforms, such as American Water Works As sociation (AWWA), American Public Works Association (APWA), California Society of Municipal Finance Officers (CSMFO), Government Finance Officers Association Item 180/2025
(GFOA), International Code Council (ICC), California Building Officials (CALBO), California Animal Welfare Association, California P.O.S.T., and Handshake.
Human Resources staff collaborated with City departments to streamline recruitment processes while adhering to established hiring practices, and state and federal regulations.
In 2024, the average duration for the recruitment and examination process is 43 days. This timeframe is influenced by a variety of factors, including the difficulty in filling the position, internal or external candidate pool, and examination components.
To maintain a con tinuous pipeline of candidates, Human Resources conducts regular recruitments for the Police Department and Community Services. For the Police Department, the City conducts quarterly recruitments at the Recruit, Academy-trained, Academy-enrolled, and Lateral levels. This ensures that the Police Department has an ample pool of candidates to fill current and future vacancies for sworn positions. For Community Services, the City conducts triannual recruitments for the part-time classifications of Recreation Specialist and Recreation Leader.
Human Resources also holds bi -weekly meetings with the Police Department and monthly meetings with the Public Works Department to discuss department recruitments and vacancies. Since these are the two largest City departments, these meetings provide an opportunity to strategize on short-term and long-term recruitment plans and priorities, along with discussing and resolving recruitment and hiring issues. Human Resources staff meet with other City departments as needed to discuss recruitment processes.
The City has also implemented measures to increase candidate participation in the recruitment process. By taking advantage of changing technology, the multiple-choice examination has been administered remotely to allow candidates to take the examination at their convenience. Additionally, the City has provided candidates with the opportunity to conduct their interviews remotely through Zoom.
Although the City has had success in filling full -time positions, there have been a few challenges to the hiring process rooted in both structural limitation and evolving labor market.
First, there has been difficulty in filling part -time positions. Most candidates seek full -time employment and often decline part-time offers. It is common for several offers to be declined before a candidate accepts. This lengthens the time to fill the position.
Additionally, the City faces competition with private sector employers as minimum wage increases. In January 2024, the State minimum wage increased from $15.50 to $16.00 per hour, followed by the implementation of a $20.00 minimum wage for fast food workers in April 2024. In January 2025, the State minimum wage rose again to $16.50 per hour. These changes have made it more challenging to recruit and fill entry-level and part-time positions, as private employers can offer more competitive wages and benefits.
Another recruitment challenge facing the City and other employers is the evolving nature of the workplace. The COVID-19 pandemic significantly reshaped workplace expectations, with many employees now accustomed to and preferring positions that offer remote or hybrid work arrangements. Prospective applicants frequently inquire about hybrid schedules before applying, and departing employees have cited the availability of such arrangements as an Item 180/2025
attractive benefit offered by their new employer. Although the City has a Telecommuting Policy, the agreement for remote work is decided by each department on a case -by-case basis, which cannot be guaranteed during the recruitment process.
Retention Efforts
The City has established and implemented several comprehensive initiatives to strengthen employee retention. These initiatives include providing longevity pay to recognize extended City service, offering professional development training to enhance technical and /or supervisory skills for promotional opportunities, and partnering with California State University, Fullerton’s University Extension to provide the Leadership Ac ademy to cultivate and prepare internal talent for leadership positions. Additionally, the City supports educational advancement towards a degree through the tuition reimbursement program, and promotes employee engagement and morale through regular appreci ation and recognition events.
Beyond these core strategies, the City also implements other retention practices, such as a 9/80 work schedule, City holiday closure, employee assistance programs, and clear internal promotional pathways. Collectively, these efforts are intended to foster a stable, motivated, and high-performing workforce that is committed to long-term public service.
FINANCIAL IMPACT
There is no financial impact for the City Council to hold a public hearing and receive a report regarding the City’s vacancies, and recruitment and retention efforts per Assembly Bill 2561.
RECOMMENDATION
It is recommended that City Council:
Hold a public hearing on the City’s vacancies, recruitment and retention efforts per AB2561 (Government Code section 3502.3).
Receive and file the informational report on City of Garden Grove vacancies, and recruitment and retention efforts pursuant to Government Code Section 3502.3.