Finance and Management Committee
October 27, 2026
AGENDA REPORT
TO: Elizabeth A. Lake FROM: Mary Hao
Interim City Administrator Human Resources Director
SUBJECT: Informational Report On Citywide
Staffing September 2026
DATE: October 14, 2026
City Administrator Approval Date:
RECOMMENDATION
Staff Recommends That The City Council Receive An Informational Report On Citywide Staffing From The City Administrator Regarding (1) Citywide Vacancy Rates And Status As Of September 15, 2026, (2) Budgeted Vacancy Rate For Fiscal Year 2026/27 (3) The Vacancy Rates Of Regional Local Public Entities, (4) Recruitment Outreach And Community Engagement, And (5) The Analysis Of The City Workforce And Recruitment Conditions.
EXECUTIVE SUMMARY
89%, down from 19.69%
in February, even as the number of authorized positions increased. This represents meaningful provides an overview of staffing levels and vacancy rates across departments, employee groups, unions, and bargaining units, and examines progress through the hiring process.
Beyond recruitment, the report highlights the importance of retaining employees and understanding workforce trends, including hiring, separations, and employee tenure. It also reviews hiring timelines, the coordinated roles of HRM and City departments, comparisons with other regional public agencies, and recruitment outreach and community engagement. underscoring the importance of coordinated recruitment, effective hiring processes, and sustained retention efforts to build a stable workforce and support City services.
BACKGROUND / LEGISLATIVE HISTORY
In recent years, HRM has provided the City Council with reports on full-time and permanent part-time vacancies. These reports examine vacancy trends and related workforce issues, including recruitment activity, community outreach, employee separations, and tenure.
Elizabeth Lake (Oct 15, 2026 15:55:04 PDT) Oct 15, 2026 Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 2
Finance and Management Committee
October 27, 2026
This report provides an update on citywide staffing as of September 15, 2026, including vacancy rates, recruitment progress, and workforce trends rel
and maintain essential services.
ANALYSIS AND POLICY ALTERNATIVES
This informational report supports the Strategic Priority to Optimize Workforce Management by presenting current staffing information, describing the status of vacant positions, and summarizing recruitment and workforce considerations affecting the City.
Citywide Vacancy Rates and Status as of September 2026
Vacancies
For the purposes of this report, vacancies are defined as non-encumbered and unfrozen. A non-encumbered position is available to be filled and not held vacant for any other purpose.
Positions are considered encumbered when they are tied to funding for overtime, temporary staffing, underfilled positions that allow for flexible staffing, or acting assignments.
Although frozen positions are generally excluded from vacancy calculations, this report includes one authorized, frozen, and filled position, as well as 51 unauthorized, unfrozen, and filled positions. These exceptions are included to provide a more complete picture of the staffing as of September 15, 2026.
Citywide Positions
Table 1: Position Status, summarizes citywide full-time equivalent (FTE) positions by status, based on Attachment A: Position Data - September 2026. Table 1: Position Status Position Status Sum of FTE Positions Percentage of FTE Positions Filled
Authorized, Unfrozen
Authorized, Frozen
Unauthorized, Unfrozen 3,311.62
3,259.62
1.00 51.00
77.11%
75.90%
0.02%
1.19%
Encumbered
Authorized, Unfrozen
Acting
213.77
191.77
22 4.98%
4.47%
0.51%
Vacant
Authorized, Unfrozen 768.36 17.89%
4,293.75 100.00%
The following tables provide additional details on vacancy rates by department, position type, union, and bargaining.
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 3
Finance and Management Committee
October 27, 2026
Table 2: Vacancy Rate by Department shows the vacancy rate by department.
Table 2: Vacancy Rate by Department
Department Total FTE Filled Encumbered Vacant Vacancy
Rate
Animal Services 29 22 1 6 20.69%
City Administrator's Office 63 41 6 16 25.40%
City Council 24.92 2 20.36 2.56 10.27%
Department of Transportation 397.85 278.85 28 91 22.87% Department of Workplace and
Employment Standards 21 11 4 6 28.57%
Economic & Workforce
Development Department 61 39 5 17 27.87%
Finance Department 209.3 141.8 20.5 47 22.46%
Fire Department 649 538 13 98 15.10%
Housing & Community
Development Department 87 67 4 16 18.39%
Human Resources
Management Department 79 40 11 27 34.18%
Human Services Department 260.96 160 26.96 74 28.36%
Information Technology
Department 83 73 3 7 8.43%
Oakland Parks & Recreation
Department 88.73 69.98 2.75 16 18.03%
Oakland Public Library 222.4 177.4 2.2 42.8 19.24%
Oakland Public Works
Department 613.79 495.79 34 84 13.69%
Office of the City Attorney 84 76 2 6 7.14%
Office of the City Auditor 13 7 2 4 30.77%
Office of the City Clerk 20 13 1 6 30.00%
Office of the Mayor 15 11 4 0 0%
Planning & Building
Department 216 144 10 62 28.70%
Police Commission 19 15 1 3 15.79%
Police Department 963 837 5 121 12.56%
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 4
Finance and Management Committee
October 27, 2026
Table 2: Vacancy Rate by Department
Department Total FTE Filled Encumbered Vacant Vacancy
Rate
Public Ethics Commission 12 10 1 1 8.33%
Race and Equity 4 3 0 1 25.00%
Violence Prevention
Administration 58.8 38.8 6 14 23.81%
4,294.75 3,311.62 213.77 768.36 17.89%
Sworn vs. Miscellaneous Positions
Table 3: Vacancy Rates for Sworn vs. Miscellaneous Positions shows the vacancy rate broken out by positions designated as either Sworn or Miscellaneous.
Table 3: Vacancy Rates for Sworn vs. Miscellaneous Positions Total FTE Filled Encumbered Vacant Vacancy
Rate
Sworn 1,192.00 1,036.00 8.00 148.00 12.42%
Miscellaneous 3,102.75 2,275.62 205.77 620.36 19.99%
4,294.75 3,311.62 213.77 768.36 17.89%
Union Representation
The City of Oakland has memoranda of understanding (MOUs) with 6 unions.
Table 4: Vacancy Rates by Union shows the vacancy rate broken down by representing union, sorted by vacancy rate.
Table 4: Vacancy Rates by Union
Union Total FTE Filled Encumbered Vacant Vacancy
Rate
IBEW 21 14 0 7 33.33%
Local 21 1,446.42 1,000 132.86 312.56 21.61%
SEIU 1021 1,505.33 1,168.62 56.91 279.80 18.59%
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 5
Finance and Management Committee
October 27, 2026
Table 4: Vacancy Rates by Union
Union Total FTE Filled Encumbered Vacant Vacancy
Rate
CMEA 49 34 6 9 18.37%
IAAF 505 429 8 68 13.47%
OPOA 688 608 0 80 11.63%
Unrepresented 80 58 10 12 15.00%
4,294.75 3,311.62 213.77 768.36 17.89%
Bargaining Unit Representation
Within the respective MOU for each union, there may be multiple bargaining units.
Table 5: Vacancy Rates by Bargaining Unit shows the vacancy rate broken down by bargaining unit, sorted by vacancy rate.
Table 5: Vacancy Rates by Bargaining Unit
Bargaining Unit Total
FTE Filled Encumbered Vacant Vacancy Rate
Confidential Management Employees
U31: CMEA Confidential
Management Employees 49 34 6 9 18.37%
International Association of Fire Fighters
FQ1: Sworn Firefighters 505 429 8 68 13.47%
International Brotherhood of Electrical Workers
IE1: IBEW Professional and
Para-Professional Electricians 21 14 0 7 33.33%
International Federation of Professional & Technical Engineers TF1: Prof. Engineers,
Architects & Museum
Employees
119 70 16 33 27.73%
TA1: Confidential Employees 54.92 14 25.36 14.56 26.51% UM2: Management Employees
(Civil Service) 262 170 24 68 25.95%
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 6
Finance and Management Committee
October 27, 2026
Table 5: Vacancy Rates by Bargaining Unit
Bargaining Unit Total
FTE Filled Encumbered Vacant Vacancy Rate
TW1: Admin, Prof, Technical &
Other 578 408 46 124 21.45%
UH1: Supervisors 244 181 13 50 20.49%
UM1: Management Employees
(Exempt) 116.5 95 5.5 16 13.73%
TM1: Deputy City Attorney I
IV 46 39 1 6 13.04%
TM2: Supervising Civil &
Transportation Engineers 17 14 2 1 5.88%
U41: DCAV-SCA Deputy City
Attorneys V & Special Counsel 9 9 0 0 00.00%
(Rank and File and Managers Units)
UN2: Sworn Police Mgmt,
Deputy Chief & Captain of
Police
14 11 0 3 21.43%
PP1: Sworn Police Officers 674 597 0 77 11.42%
Service Employees International Union
SD1: Office and Technical
Employees 585.96 413 30.16 142.6 24.37%
SC1: Field and Operations
Employees 812.37 666.62 21.75 124 15.26%
SB1: Craft Employees 107 89 5 13 12.15%
Unrepresented
Unrepresented 80 58 10 12 15.00%
4,294.75 3,311.62 213.77 768.36 17.89%
The bargaining units with vacancy rates equal to or greater than 20% are subject to expanded reporting requirements. AB 2561 requires that if the number of job vacancies within a single bargaining unit meets or exceeds 20% of the total number of authorized full-time positions, the report will also include the following information:
1. The total number of job vacancies within the bargaining unit.
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 7
Finance and Management Committee
October 27, 2026
2. The total number of applicants for vacant positions within the bargaining unit.
3. The average number of days to complete the hiring process from when a position is posted.
4. Opportunities to improve compensation and other working conditions.
Based on the information in Table 5, there are eight bargaining units that had a vacancy rate of 20% or greater as of September 15, 2026. These eight bargaining units are represented by four unions; IBEW, IFPTE Local 21, OPOA (Rank and File and Managers Units), and SEIU Local 1021.
Table 61: Applicant Volume & Hiring Timeline for Bargaining Units with Vacancy Rates of 20% or Higher, summarizes the total number of applications received and the average time to complete the hiring process for classifications with at least one active vacancy within the bargaining unit meeting the AB 2561 reporting threshold.
Table 6: Applicant Volume & Hiring Timeline for Bargaining Units with Vacancy Rates of 20% or Higher
Classification
by Bargaining
Unit
# of Applications
Received
9/15/21 9/15/26
Average #
Days from
Job Posting to
List Created
Average #
Days from
Referred to
Hire
Average #
Days to
Complete the
Hiring Process
IBEW
IE1 126 129.00 168.00 297.00
IFPTE Local 21
TA1 1,140 50.33 61.37 111.70
TF1 152 N/A Continuous Only
UM2 5,163 72.95 98.07 171.02
TW1 14,726 85.36 115.54 200.90
UH1 2,546 68.33 93.09 161.42
SEIU Local 1021
SD1 6,542 76.55 109.96 186.50
OPOA (Rank and File and Managers Units)
UN2 37 94.33 93.09 161.42
1 Continuous recruitments are not included, as there is no defined end date.
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 8
Finance and Management Committee
October 27, 2026
Opportunities to Reduce Hiring Timelines and Vacancy Rates The data in Table 6 covers September 15, 2021, through September 15, 2026, and includes applicant volume and average hiring timelines for qualifying bargaining units.
While comprehensive, several limitations should be noted:
Some classifications had no recruitments during the review period; Continuous recruitments are excluded because their timelines cannot be measured in the same way;
Some recruitments were limited to current City or Port of Oakland employees; and Hiring freezes may have affected applicant volume for some positions.
The average hiring timeline was measured into two stages:
Stage I measures the time from the opening of a recruitment announcement to Stage II measures the time from candidate referral to hire approval. hiring department complete Stage II within 60 days.
Only recruitments with complete data for both stages were included in the time-to-hire metrics.
The Employment Operations Services (EOS) Division of HRM leads Stage I, including recruitment planning, job analysis, announcement development, application screening, assessment development and administration, and eligible-list creation. Stage II is primarily department-led and includes hiring interviews, candidate selection, reference checks, and offer/hire approvals. Attachment B: Citywide Hiring Workflow, illustrates the hiring workflow, based on the two stages, including the major steps and the transfer of responsibility between steps.
Table 72: Historical Vacancy Rates shows the historical vacancy rates, starting May 2021.
Table 7: Historical Vacancy Rates
Report Date # of FTE Vacancies % Vacant
Sep 15, 2026 4,294.75 768.36 17.89%
Feb 01, 2026 4,264.17 839.75 19.69%
Apr 01, 2025 4,246.12 761.63 17.94%
Oct 01, 2023 4,285.11 789.31 18.42%
May 01, 2023 4,347.46 833.51 19.17%
2 Excludes bargaining units: PT1 - Police Officer Trainees, SI1 - Local 1021 Part Time Employees, Represented (these are TPT classes), TL1 - Part Time Employees, Unrepresented, UG1 - Part Time Employees, Unrepresented, UJ1 - Senior Aides, Unrepresented, US1 - Firefighter Trainees, Unrepresented, UX1 - Mayor and Council Members, Unrepresented Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 9
Finance and Management Committee
October 27, 2026
Table 7: Historical Vacancy Rates
Report Date # of FTE Vacancies % Vacant
Nov 23, 2022 4,319.76 855.05 19.79%
Apr 12, 2022 4,119.06 792.24 19.23%
Oct 18, 2021 4,078.56 759.5 18.62%
May 04, 2021 3,908.05 481.56 12.32%
Status of Vacancies
94.75 full-time equivalents (FTEs), spread across 4,334 unique positions. While FTE represents the total workforce, with some positions funded at less than 1.00 FTE, the number of unique Of the total positions:
3,311.62 FTE are currently filled, comprising:
o 3,259.62 FTE authorized and unfrozen;
o 1.00 FTE authorized and frozen; and
o 51.00 FTE unauthorized and unfrozen.
213.77 FTE are encumbered, authorized and unfrozen, including 22 FTE encumbered through acting assignments. Incumbents are allocated to those position numbers in a way other than what was originally designated when the position was created. This may be tied to funding for overtime, temporary or limited-duration staffing, underfilling positions to allow for flexible staffing or salary savings, or acting assignments. 768.36 FTE are vacant, authorized and unfrozen, meaning the positions are available to be filled but not currently occupied. This results in a vacancy rate of 17.89% among authorized, unfrozen positions.
While the total vacant FTE count is 768.36, there are 780 individual positions; some positions may be funded at less than 1.00 FTE.
On September 15, 2026, EOS reviewed the vacancy status of all 780 positions using NeoGov, into a status option to reflect its current state in the recruitment or hiring process. The statuses are explained below.
No Requisition
o The hiring department has not submitted a requisition to fill their vacant position. o For Civil Service positions, no eligible list exists for this classification. To fill the vacancy, the hiring department must initiate a new recruitment request.
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 10
Finance and Management Committee
October 27, 2026
Eligible List Available, No Requisition
o The Employment Services Operations Division within HRM previously established an eligible list, but the department has not submitted a requisition to initiate hiring.
o Without a requisition, no action can be taken to fill the position, despite there being a list of eligible candidates.
Requisition Pending Approval
o The hiring department has submitted a requisition to fill its vacant position, but it is still pending approval from one or more required approvers, such as the department Director or HRM.
Pending HR Analyst Assignment
o The hiring department has submitted a requisition to fill the vacant position. o The requisition has been fully approved by the hiring department director or designee
o Recruitment activities have not yet started because EOS needs to assign an analyst to conduct the recruitment process.
Active HRM Recruitment in Progress
o The hiring department has submitted a requisition to fill the vacant position. o The requisition has been fully approved by the hiring department director or designee
o EOS has assigned an analyst to conduct the recruitment. o This may include, but is not limited to, drafting announcements, conducting job analyses, developing exam content, and coordinating testing materials prior to formally posting the job or opening an announcement for applications, screening applicants, or testing applicants. The goal of referring qualified candidates to the department for hiring consideration.
Non-Civil Service Departments Conduct the Hiring Process o The hiring department has submitted a requisition to fill the vacant position. o The requisition has been fully approved by the hiring department director or designee
o Since the position is exempt from Civil Service, the hiring department can conduct their hiring process without EOS running a full recruitment. o The hiring department has not notified EOS that a finalist was identified.
Department Interview Process (Eligible List Referred)
o The hiring department has submitted a requisition to fill the vacant position. o director or
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 11
Finance and Management Committee
October 27, 2026
o EOS completed the recruitment, referred eligible candidates, and the hiring department is in the process of interviewing candidates, but has not yet notified EOS that a finalist was identified.
Candidate Identified (Backgrounds, Offers, and Hire Approvals) o The hiring department has submitted a requisition to fill the vacant position. o director or
o The department has identified a candidate for selection; however, the hire has background checks or final offer approval.
On Hold for Class Specification/Title Changes
o The hiring department has submitted a requisition to fill the vacant position. o The requisition has been fully approved by the hiring department director or designee
o During recruitment planning, it was identified that the existing Class Specification needed to be revised or retitled.
o The recruitment is on hold until the Class Specification accurately reflects the duties and qualifications for the position.
On Hold by Department
o The hiring department has submitted a requisition to fill the vacant position. o The requisition has been fully approved by the hiring department director or designee
o The hiring department requested that EOS pause the recruitment process. o This may occur for operational, funding, or organizational reasons.
Table 8: Summary of Vacancy Status provides a snapshot of the number of vacant positions throughout all departments by status category as of September 15, 2026.
Table 8: Summary of Vacancy Status
Vacancy Status As of 2/4/26 As of 9/15/26
No Requisition 310 185
Eligible List Available, No Requisition 116 182
Requisition Pending Approval 51 41
Pending HR Analyst Assignment 40 40
Active HRM Recruitment in Progress3 92 94
3 There may be multiple vacancies associated with a single recruitment process.
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 12
Finance and Management Committee
October 27, 2026
Table 8: Summary of Vacancy Status
Vacancy Status As of 2/4/26 As of 9/15/26
Non-Civil Service Departments conduct hiring process 21 4 Department Interview Process (Eligible List Referred) 120 140 Candidate Identified (Backgrounds, Offers and Hire Approvals) 56 48 On Hold for Class Specification/Title Changes 40 45
On Hold by Department 5 1
851 780
Attachment C: Summary of Departmental Vacancy Status, provides a summary of vacancy status by department for FY 2026 27, including the status of vacant positions and associated recruitment activity. This information provides additional detail on departmental vacancy trends and recruitment progress as the City continues its efforts to address vacancies.
The vacancy status analysis provides greater insight into where hiring bottlenecks exist and identifies opportunities for process improvements. Some vacancies are well along in the hiring pipeline, while others remain stalled due to a lack of department requisition submissions, classification updates or department-initiated holds.
It is important to note that this analysis is based on vacancies, not classifications. The vacancies span 454 unique classifications, and a single recruitment or job announcement may be tied to multiple requisitions, fill several vacancies, and result in hires across multiple departments. As of September 15, 2026, there were 306 active eligible lists available to fill vacant positions. number of vacancies.
Ongoing monitoring of vacancy statuses helps EOS and departments identify next steps, prioritize recruitment efforts, and allocate resources effectively. It also supports accurate reporting, data-driven workforce planning, and accountability for recruitment progress, helping the City track vacancy reduction efforts and maintain continuity of essential services.
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 13
Finance and Management Committee
October 27, 2026
Budgeted Vacancy Rate for Fiscal Year 2026-27
Table 9: Budgeted Vacancy Factor by Department (FY 2026-27), shows the Budgeted Vacancy Factor by department, which is distinct from the Vacancy Rate. The Budgeted Vacancy Factor is a negative percentage applied to positions to reduce their budgeted cost, accounting for anticipated cost savings from vacant positions throughout the fiscal year. The Budgeted Vacancy Factor is fixed in the Adopted Budget and applied to the various departments.
Historically, the Budgeted Vacancy Factor has been 4% for most departments.
Table 9: Budgeted Vacancy Factor by Department (FY 2026-27) Department Budgeted Vacancy Factor4
- 6% - 2% 0%
DPCCO - City Council X
DP010 - Office of the Mayor X
DP020 - City Administrator's Office X
DP030 - Office of the City Clerk X
DP040 - Office of the City Attorney X
DP050 - Human Resources Management Department X DP070 - Office of the City Auditor X DP080 - Finance Department X DP1000 - Police Department X DP200 - Fire Department X
DP300 - Oakland Public Works Department X
DP350 - Department of Transportation X
DP460 - Information Technology Department X
DP5000 - Oakland Parks & Recreation Department X
DP610 - Oakland Public Library X
DP620 - Animal Services X
DP640 - Race and Equity X
DP650 - Public Ethics Commission X
DP660 - Police Commission X
DP670 - Department of Workplace and Employment Standards X DP700 - Violence Prevention Administration X DP750 - Human Services Department X
DP840 - Planning & Building Department X
DP850 - Economic & Workforce Development Department X
DP890 - Housing & Community Development Department X
4 Vacancy Rates do not apply to Rep Units UX1, PP1, UU1, UN1, UR1, UN2, and US1 Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 14
Finance and Management Committee
October 27, 2026
The Vacancy Rates of Regional Local Public Entities
Table 10: Regional Vacancy Rates, shows the surveys of regional comparator jurisdictions that have been included since December 2022 through August 2026. During that time, most of the comparator agencies have experienced varying vacancy rates as shown below:
Table 10: Regional Vacancy Rates
Budgeted FTE
Sep
2026
Dec
2025
Apr
2025
Sep
2023
May
2023
Dec
2022
San Jose 6,924 9.71% 9.49% 10.09% 13.46% 14.41% 15.21%
San Francisco 38,301.49 14.84% 4.64% 6.65% 11.03% 12.47% 13.27% Berkeley 1,636 8.44% 16.53% 16.25% 12.93% 18.68% 17.85% Concord 432 5.09% 7.51% 8.83% 8.85% 11.30% 11.63%
Hayward 955 18.12% 20.18% 12.02% 17.08% 12.82% 14.16%
Fremont 994 9.36% 12.32% 13.61% 14.72% 12.76% 12.56%
Richmond 812 17.12% 18.64% 20.42% 17.52% 19.01% 20.19%
Vallejo N/A N/A N/A N/A N/A N/A 26.75%
Oakland 4,294.75 17.89% 19.69% 17.94% 18.42% 19.17% 19.79% Recruitment Outreach and Community Engagement
HRM is committed to promoting careers with the City and building a diverse, talented workforce.
Through participation in job fairs, career events, and community outreach, EOS works to increase awareness of City employment opportunities and services while strengthening the prospective candidates, connect with individuals who may not otherwise be aware of City career providing accessible information about the recruitment process can help address misconceptions about City employment, encourage a broader range of qualified applicants, and support long-term recruitment and workforce needs.
Between February 2026 and September 2026, some of the notable events that HRM staff attended were:
Emergency Medical Services Career Fair, Alameda
Boss Career & Wellness Resource Fair, Oakland
Roots Job Fair, Oakland
Cal State East Bay Fall 2026 Business & Public Service Cetner & Internship Fair UC Berkeley - 2026 Fall Student-Athlete Career Fair
Tri-Valley Career Center & Tri-Valley Chamber of Commerce Alliance Fall Job Fair Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 15
Finance and Management Committee
October 27, 2026
In addition to external recruitment outreach, HRM supports initiatives that help current employees develop their skills and pursue promotional opportunities within the City. One such initiative is the Coached Interviews Program, launched in 2026 by the Organizational Development and Training Division as a professional development opportunity for City staff.
Panelists in the program conducted 40 mock interviews in 2026, offered virtually and in person.
Participants responded to general interview questions from a panel of three mentor panelists in a setting designed to simulate an actual interview. Following each interview, participants received real-time feedback, followed by written feedback and coaching. To date, program outcomes include three employee promotions and four employees securing interviews for promotional opportunities. In 2027, the program will be offered three times, with a goal of conducting 85 coached interviews.
The Analysis of The City Workforce and Recruitment Conditions The City of Oakland continues to navigate a highly challenging environment, including balancing recruitment and retention needs with organizational changes, Civil Service requirements, and ongoing resource constraints.
Human Resources Management Department Workforce and Staffing Conditions to the City Council in April 2026, EOS has experienced staff departures and new hires.
(1) Staffing Changes: The EOS Division experienced the resignation of one Human Resources Analyst, three Assistant Human Resources Analysts, two Human Resources Technicians, and one Senior Human Resources Technician. During the same period, EOS onboarded one Senior Human Resources Analyst, one Human Resources Analyst, five Assistant Human Resources Analysts, and one Human Resources Technician. EOS also had three internal promotions. As new staff are onboarded and complete trainings and develop proficiency, existing employees have taken on additional responsibilities and provided training support, temporarily affecting operational capacity and productivity.
The team has adjusted workflows and redistributed assignments to maintain continuity of recruitment and classification services.
(2) Supporting Public Safety Recruitments: The Public Safety team is fully staffed, with two Senior Human Resources Analysts, two Human Resources Analysts, two Assistant Human Resources Analysts, and one Human Resources Technician. This supports recruitment and classification work for critical public safety positions.
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 16
Finance and Management Committee
October 27, 2026
Citywide Challenges and Considerations
everal factors, including civil service
requirements, applicable labor agreements, and the need to maintain workforce continuity.
Civil Service and Labor Agreement Requirements: Civil service examination procedures and applicable labor agreements establish requirements for filing positions and must be incorporated into recruitment timelines. These requirements are important considerations when planning recruitment activities and identifying opportunities to improve process efficiency.
Workforce Continuity and Knowledge Transfer: Employee departures and retirements can result in the loss of institutional knowledge and create additional recruitment and training needs. Employee development, knowledge transfer, and succession planning are relevant considerations in maintaining staffing stability and continuity of City services.
Workforce Planning and Development
There were 342 separations during FY 2025-2026.
Table 11 shows the reasons for the separation of FTE (full-time and permanent part-time) City employees across all departments since the Fiscal Year 2016-17.
Table 11: Reasons for Separations
FY Resign Retire Other Total
25-26 153 115 54 322
24-25 167 134 79 380
23-24 149 86 26 261
22-23 201 84 48 333
21-22 242 135 69 446
20-21 140 123 39 302
19-20 146 96 61 303
18-19 111 78 41 230
17-18 117 110 34 261
16-17 106 131 39 276
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 17
Finance and Management Committee
October 27, 2026
Figure A: FY 25-26 Highest Separations by Department, depicts the percentage of employees that separated City service during the 2025-2026 fiscal year.
Tenure of Separations
According to the U.S. Bureau of Labor Statistics (BLS), employee tenure varies by age and sector. In January 2026, median tenure was 9.6 years for workers ages 55-64 and 3.0 years for workers ages 25-34. Median tenure across the public sector was 5.6 years, compared with 3.9 years in the private sector. Public-sector median tenure declined from 6.2 years in January 2024.
For the City of Oakland, employees who separated from City service in FY 2025-26 had an average tenure of 11.29 years. Although this measure differs from BLS median tenure figures, it provides context for understanding the length of an employee s City service.
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 18
Finance and Management Committee
October 27, 2026
Figure B: Average Tenure of City Employees at Time of Separation provides a bar graph depicting the average number of years employees worked before separating, by fiscal year, from FY 2016-2017 through FY 2026 2027 year-to-date.
Table 12: Hires, Position Changes, Separations, summarizes all citywide employee movement from FY 2023-2024 through FY 2026-2027 year-to-date. Position changes include changes in appointment type, promotions, and transfers.
Table 12: Hires, Position Changes, Separations
FY Position
Changes New Hires Separations Net (+/-)
26-27 YTD 98 137 92 45
25-26 543 591 475 116
24-25 445 302 666 -364
23-24 479 663 464 199
Grand Total 1,565 1,693 1,697 -4
Note: FY 2026-2027 figures are year-to-date through September 15th, 2026. Net is calculated as new hires minus separations.
The data show variation in hiring and separation activity across fiscal years. In FY 2024 25, separations exceeded new hires by 364. In FY 2025 26, new hires exceeded separations by 116. Through September 15, 2026, the City recorded 137 new hires and 92 separations in FY 2026 27.
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 19
Finance and Management Committee
October 27, 2026
Across FY 2023 24 through FY 2026 27 year-to-date, the City recorded 1,693 new hires and 1,697 separations, a net difference of four more separations than hires. These figures provide a snapshot of workforce movement; they do not, on their own, explain the reasons for employee departures or establish the effectiveness of retention efforts.
Recruitment Outreach and Employee Development
Public-sector workforce trends point to the importance of both attracting qualified applicants and making effective use of workforce. As discussed in Attachment D, The Top 5 Public HR Trends of 2026, public agencies are paying greater attention to recruitment outreach, and employee efficiency and retention. These trends highlight the need to look beyond filling vacancies and consider how the City attracts candidates, supports new employees, and communicates opportunities for continued development.
City data provide additional context for these efforts. Employees who separated from City service in FY 2025 26 had an average tenure of 11.29 years. This measure reflects the length of service among employees who left the City during that fiscal year; it does not, by itself, establish whether overall retention is improving or declining. Similarly, the City's hiring and separation data show that separations exceeded hires by 364 in FY 2024 25, while hires exceeded separations by 116 in FY 2025 26. Through September 15, 2026, the City had recorded 137 hires and 92 separations in FY 2026 27. These figures illustrate changes in workforce movement across fiscal years but do not explain the reasons employees leave or establish the effectiveness of specific retention efforts.
HRM is working to increase the visibility of City employment opportunities and provide prospective applicants with clearer information about City jobs and the recruitment process.
Efforts include participation in career fairs, development of a Candidate Knowledge Center on the City's website, and use of platforms such as LinkedIn, Facebook, X, and Instagram. These activities are intended to reach a broader pool of potential applicants, communicate available opportunities, and help candidates understand how to apply for City employment.
Employee development is another part of the City's approach. The Organizational Development and Training Division is bringing back in-person New Employee Orientation (NEO) to help integrate new employees into the City's culture, values, and mission. The updated orientation will provide information about City priorities, available training and development opportunities, and employees' roles in delivering public services.
Taken together, the workforce data and these initiatives underscore the importance of addressing both recruitment and the employee experience. Recruitment outreach can help prospective applicants learn about City opportunities, while employee orientation and development can help new employees understand the organization and the resources available to them. Continued monitoring of hiring, separations, and employee tenure will help HRM assess workforce trends over time and identify where additional attention may be needed.
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 20
Finance and Management Committee
October 27, 2026
RELATED PLANNING EFFORTS
This agenda item is a routine item and it supports the Strategic Plan, Optimize Workforce Management.
FISCAL IMPACT
This item is for informational purposes only and does not have a direct fiscal impact or cost.
PUBLIC OUTREACH / INTEREST
No additional public outreach beyond the standard City Council agenda noticing procedures is required for this report, as it focuses on internal staffing efforts.
COORDINATION
This report was developed in coordination with information provided by the Budget Division of the Finance Department and position control information received from city departments in relation to staffing data.
RACE AND EQUITY
The City of Oakland continues to work to recognize and address systemic disparities in recruitment, hiring, and retention through HRM ongoing equity initiatives. This work focuses on integrating racial equity competencies throughout the employee lifecycle, identifying and removing barriers rooted in bias and systemic racism, and promoting fair and inclusive employment practices. HRM continues to support capacity building through Equity Labs, leadership and staff training, assessor orientations, and hiring bias reduction training.
HRM continues to apply an equity framework by using Results Based Accountability and Racial Equity Impact Analysis through the review of job descriptions, qualifications, performance appraisal processes, and other HR practices to implement systems and processes that yield equitable outcomes and reduce bias.
The HRM Equity Team also continues to promote inclusive outreach through partnerships with community organizations, workforce development programs, and educational institutions to expand access to City employment opportunities.
HRM remains committed to advancing these ongoing efforts through continuous feedback, staff engagement, and leadership support. The long-term goal is to reduce employment barriers, strengthen equitable practices across departments, and support a workforce representative of the people of Oakland resulting in improvement of life outcomes and a ability to thrive and survive.
Elizabeth A. Lake, Interim City Administrator
Subject: Informational Report On Citywide Staffing September 2026 Date: October 15, 2026 Page 21
Finance and Management Committee
October 27, 2026
ACTION REQUESTED OF THE CITY COUNCIL
Staff Recommends That The City Council Receive An Informational Report On Citywide Staffing From The City Administrator Regarding (1) Citywide Vacancy Rates And Status As Of September 15, 2026, (2) Budgeted Vacancy Rate For Fiscal Year 2026/27 (3) The Vacancy Rates Of Regional Local Public Entities, (4) Recruitment Outreach And Community Engagement, And (5) The Analysis Of The City Workforce And Recruitment Conditions. For questions regarding this report, please contact Mary Hao, Human Resources Director, at (510) 238-6450.
Respectfully submitted,
Mary Hao
Human Resources Director
Department of Human Resources Management
Reviewed by:
Amber Lytle, Human Resources Manager
Employment Operations Services Division
Prepared by:
Ellaine Reyes, Supervising Personnel
Operations Analyst
Employment Operations Services Division
Attachments (4):
A: Position Data - September 2026
B: Citywide Hiring Workflow
C: Summary of Departmental Vacancy Status
D: The Top 5 Public HR Trends of 2026