COMMITTEE AGENDA: 10/15/26
ITEM: (d)2.
TO: PUBLIC SAFETY, FINANCE FROM: Paul Joseph
& STRATEGIC SUPPORT Chief of Police
COMMITEE
SUBJECT: Police Department DATE: September 24, 2026
Recruitment and Hiring
Activity Annual Report
Approved Date October 6, 2026
RECOMMENDATION
Accept an annual report on the Police Department sworn personnel recruitment, hiring, and retention activities for Fiscal Year (FY) 2025-2026.
BACKGROUND
On December 1, 2015, as part of its review of the Police Department Hiring Audit, the City Council directed the City Manager to report to the Public Safety, Finance, and Strategic Support Committee (PSFSS) on the Police Academy recruitment cycle with a Recruitment Activity Report, beginning in spring 2016. As part of its consideration of the October 18, 2018, Recruitment Activity Report, PSFSS directed those future reports be provided annually. This report is the eighth annual report, covering FY 2025-2026.
On February 18, 2021, the San José Police Department Operations and Performance Bi-Monthly Status Report included statistics on the gender and ethnicity of the Department, at the request of the PSFSS Committee. The Committee further requested that the Department provide demographic information annually as part of the Recruitment Activity Annual Report. This is the sixth report containing that demographic information.
This FY 2025-2026 report provides information on recruiting efforts for sworn personnel, Recruiting Unit budget and activities, communication/marketing efforts, applicant pool diversity, sworn demographic data by rank, resignation trends, and recruitment and hiring activity for the Communications Division.
Public Safety, Finance, and Strategic Support (PSFSS)
September 24, 2026
Subject: Police Department Recruitment and Hiring Activity Annual Report
ANALYSIS
Recruiting Climate
In late 2024, the International Association of Chiefs of Police (IACP) released the results of a nationwide survey of U.S. law enforcement agencies1to assess the ongoing crisis in police recruitment and retention. With a total of 1,158 agencies responding, the results highlight significant staffing challenges that continue to impact law enforcement and public safety operations. Recruitment and retention issues remain a serious challenge in law enforcement. Police agencies must rethink hiring strategies, workplace culture and officer well-being. Agencies that prioritize long-term retention efforts, mentorship programs, and wellness initiatives are experiencing the most success.
The San José Police Department Recruiting Unit currently accepts Police Officer applications year-round. Three academy classes are held per FY in October, February, and June. Table 1 shows recent academy recruit and graduations.
Table 1. Academy Recruitment and Graduations
Academy Start Date Recruits Hired Recruits Graduated
SJ52 February 18, 2025 32 15
SJ53 June 23, 2025 41 23
SJ54 October 14, 2025 31 14
SJ55 February 18, 2026 38 21
SJ56 June 22, 2026 32 January 29, 2027,
graduation date
(currently 25 recruits)
Staffing for officers within the Department fluctuates between authorized staffing numbers and the number of “street ready” officers. On June 26, 2026, the Department was budgeted for 1,167 sworn positions. There were 1,061 filled positions and 106 vacancies. Of the 1,061 filled positions, 37 were in the Field Training Program, 58 were recruits in Academy Classes SJ55 and SJ56, 19 were on disability, 33 were on modified duty, and 17 officers were on other types of leave. Therefore, the total number of “street ready” officers as of June 26, 2026, was 897 officers.
Lateral and Rehires
The Department is experiencing an uptick in lateral and rehire interest. For FY 2025-2026, seven lateral officers from other agencies and four lateral rehires joined the police department. As of early July 2026, seven lateral officers were in the hiring 1 International Association of Chiefs of Police – Survey (2024) State of Police Recruitment and Retention:
A Continuing Concern
Public Safety, Finance, and Strategic Support (PSFSS)
September 24, 2026
Subject: Police Department Recruitment and Hiring Activity Annual Report
process, two of which were rehires in the process to return. By comparison, the Department hired 14 laterals in FY 2024-2025, five of which were rehires.
Police Recruit Numbers
Last FY 2024-2025, 115 officers joined the Department. During FY 2025-2026, the San José Police Department hired a total of 116 police recruits and laterals, which is an increase of 0.87%.
The total number of applications received during FY 2025-2026 was 3,135 compared to 1,198 applications received during FY 2024-2025. This resulted in an increase of 1,937 applications, which represents a 162% increase overall. Application numbers are still significantly down from FY 2017-2018 and FY 2018-2019, where the Department received 10,063 and 6,496 applications, respectively. A survey from the Police Executive Research Forum2 documents the decline in applications as a national trend.
The San José Police Department Recruiting Unit has refined its hiring approach by implementing earlier and more effective applicant screening. This strategy has allowed recruiters and backgrounders to focus on candidates who are better qualified and more likely to succeed. As a result, the process became more efficient, the selection timeline shortened, and the percentage of hires decreased.
Hiring Comparison by Academy Class:
• SJ54: 847 applications | 31 hires | 3.7% hire rate
• SJ55: 877 applications | 38 hires | 4.3% hire rate
• SJ56: 830 applications | 32 hires | 3.6% hire rate
• SJ57: 1,182 applications | 30 hires | 2.5% hire rate
2 Police Executive Research Forum - Survey (2023)
Public Safety, Finance, and Strategic Support (PSFSS)
September 24, 2026
Subject: Police Department Recruitment and Hiring Activity Annual Report
This progression demonstrates that while the number of applications has decreased, the Recruiting Unit has significantly improved its efficiency by concentrating efforts on well-prepared applicants. The result is a stronger pool of recruits, higher hiring percentages, and a more sustainable academy pipeline. SJ57 has seen an uptick in the amount of applications received with a lowered number of hired staff, bringing the percentage rate of hire down to 2.5%. The Department will continue to monitor whether this continues to be a trend or an anomaly specific to SJ57.
The Department will continue to emphasize this strategy in its recruiting efforts in FY 2026-2027. To increase the candidate pool, the recruiting and hiring process is being constantly streamlined to increase applicant workflow. For example, the Recruiting Unit has combined the first two steps in the application process to streamline the initial stage of application. The Recruiting Unit implemented the following creative strategies to increase hiring:
• Recruitment billboards
• Commercials
• Advertising at the San Jose Giants stadium
• Recruiting signs at PAL stadium
• Cadet participation at hiring events
• Lateral officer incentive program
• Outreach and advertisement via social media
• Providing free testing (written, physical and oral board) for applicants • Providing mentorship opportunities via fitness and testing preparation classes • Ride-a-long program
Public Safety, Finance, and Strategic Support (PSFSS)
September 24, 2026
Subject: Police Department Recruitment and Hiring Activity Annual Report
• Implementation of Department of War SkillBridge Program • Continued Community College and University outreach
• Continued Community-based recruiting efforts
• Continued Mentorship opportunities with youth
• Hosting career fairs and informational workshops at our substation The 2024 IACP survey also outlined some possible solutions to the hiring difficulties being experienced nationwide by law enforcement agencies. Below are seven of these possible solutions which may inform the Department’s future recruiting strategies:
1. Expanded outreach efforts
Agencies can boost their recruitment activities by appealing to younger candidates through cadet programs and internships. The Department is continuously seeking innovative ways to attract new recruits and expand community engagement. The Department recognizes the critical importance of engaging with local youth to cultivate a future workforce that embodies the values and diversity of the community. By investing in mentorship programs, the Department aims to guide young individuals towards fulfilling careers in law enforcement, ensuring a continuous pipeline of dedicated and qualified personnel committed to serving San José.
The Department has established a robust Cadet program designed to mentor local youth aspiring to seek careers in law enforcement. This initiative aims to cultivate a well-prepared and community-focused future police force, by leveraging training, education, and active involvement within the Department.
The program has grown to over 59 Cadets in FY 2025-2026 and is currently experiencing an overwhelming amount of interest for membership. The Cadet Program has continued to evolve following the successful hiring of five cadets on a part-time basis in FY 2025-2026. Since their hiring, these Cadets have been actively working within the Department, gaining valuable experience, professional development and exposure to law enforcement operations as they work toward meeting the requirements to become peace officers.
Additionally, the program will identify other avenues of youth recruitment and mentorship opportunities by building relationships with high schools, trade/vocational programs, and teen recreational programs.
2. Educational partnerships
Collaborating with colleges and universities to develop policing degree programs can help create and fill an academic pipeline for future recruits. The San José Police Department is currently looking at revamping the Volunteer Opportunities and Leadership Training (VOLT) program for college-aged volunteers to build a Public Safety, Finance, and Strategic Support (PSFSS)
September 24, 2026
Subject: Police Department Recruitment and Hiring Activity Annual Report
pool of interested candidates that are closer to fulfilling the requirements to be hired as a peace officer. The recruiting unit has conducted Community College and University outreach by attending Santa Clara County College and Universities Police Chiefs Association (SCCCUSPC) meetings to build positive relationships with the goal to recruit from their respective campuses. As a result, the Department has built relationships that have opened recruitment opportunities via college career fairs and in-class presentations conducted by the Recruiting Unit.
3. Modernized recruitment strategies
While some agencies have had success with basic social media campaigns, more advanced tactics such as data-driven advertising and geotargeting may also be effective in some areas. The San José Police Department’s Recruiting unit has secured funding which was used to hire EPIC Productions to research current hiring trends and create an outreach strategy and collaboration with the SJPD Recruiting Unit to develop the concepts for the recruiting advertising campaigns.
The Recruiting Unit continues to expand its partnership with EPIC Productions as it enters the third year of a five-year contract. EPIC remains an important component of the Department’s recruitment marketing strategy, providing digital advertising, website development, and multimedia content designed to increase awareness of SJPD career opportunities and reach prospective applicants in target markets. As part of the Department’s implementation of the Department of War SkillBridge Program, EPIC will assist with updating the SJPD recruiting website to incorporate a dedicated SkillBridge applicant link and related content. This enhancement will provide transitioning service members with a direct pathway to learn about the program, understand the SJPD application process, and connect with the Recruiting Unit.
With the implementation of SkillBridge, the Recruiting Unit is also expanding military recruitment efforts at installations throughout California and the Western United States. EPIC will support these efforts through targeted digital advertising utilizing geofencing technology around military installations and other designated recruiting locations. Advertising campaigns will be strategically deployed during the weeks and days leading up to scheduled recruiting events, allowing SJPD recruitment messaging to reach prospective applicants within the specific geographic areas where recruiters will be conducting outreach. This approach will help reinforce in-person recruiting efforts, increase awareness before each event, and provide prospective military applicants with immediate access to SJPD career and SkillBridge information.
As the Department begins the third year of the EPIC Productions contract, the partnership will also focus on refreshing SJPD's recruitment brand and digital Public Safety, Finance, and Strategic Support (PSFSS)
September 24, 2026
Subject: Police Department Recruitment and Hiring Activity Annual Report
content. EPIC is scheduled to conduct additional video production during Q1 and Q2 of FY 2026-2027, capturing new footage and developing updated content for the recruitment website and future digital campaigns. The goal is to replace and supplement existing material with current imagery, personnel, specialized assignments, and recruitment messaging that more accurately reflects today's Department and the career opportunities available within SJPD.
Collectively, these initiatives will allow the Recruiting Unit to combine targeted digital marketing, military outreach, updated web resources, and contemporary video content into a more coordinated recruitment strategy.
Additionally, the Department has received feedback from candidates who have been in the process with other agency departments who have chosen SJPD citing several reasons. The primary reason given for choosing SJPD is due to the close and personal involvement offered through the programs the Recruiting Unit provides to applicants. These programs include Wednesday night fitness sessions, oral board prep workshops, ride-a-long program, physical agility test practices, and quick communication from recruiters whenever applicants have issues or questions.
4. Accelerated hiring processes
Since the current recruitment climate has fewer candidates being sought by more agency departments, police recruiters can streamline interview and background check processes to ensure they do not lose top candidates to competing agencies with faster hiring timelines. The Department has been actively looking at different ways to streamline the hiring and background process to ensure competitive process to keep qualified applicants. The Department has streamlined the initial stages of the application process to combine the application submission with the Personal History Questionnaire (PHQ).
5. Competitive incentives
Departments can make positions more appealing by offering benefits like tuition reimbursement, relocation assistance, sign-on bonuses and other perks. At the moment, the Department has a lateral incentive, which offers $20,000 for lateral officers who get hired with the Department.
6. Targeted community engagement
Agencies that engage directly with their local communities have reported better success in recruiting qualified candidates, particularly among women and people from underrepresented groups. The Recruitment Unit started a pilot program aimed at Community-Based Recruitment. The objectives were to enhance the recruitment of qualified applicants into the hiring process by leveraging Public Safety, Finance, and Strategic Support (PSFSS)
September 24, 2026
Subject: Police Department Recruitment and Hiring Activity Annual Report
partnerships with entities and community groups, thereby fostering a police force that reflects the community it serves. Focusing on a community-based recruiting approach by collaborating with community groups throughout the city will foster applicants who have a connection and commitment to the city in which they live.
Engaging with community organizations and leaders, SJPD can identify and attract candidates who possess a deep understanding of San Jose's unique cultural and social dynamics. This approach not only fosters trust and collaboration between law enforcement and the community but also ensures that the Department reflects the population it serves. The program has conducted outreach to City Hall personnel to disseminate recruitment information through municipal channels and community events. In addition, the Recruitment Unit has collaborated with the Bureau of Field Operations Captains to identify and engage active community groups across the four divisions to promote recruitment efforts and identify potential candidates from within community groups expanding the entire city.
7. Mental health and wellness programs
Investing in stress management, therapy services and physical wellness initiatives can help prevent officer burnout. When employees see their agency cares about their well-being, they are more likely to stick around. Part of the recruitment information provided to potential applicants includes information highlighting aspects of the Department that make it unique regarding mental health and wellness programs. The Recruitment Unit provides information regarding the Wellness and Employee Support Team (WEST), therapy dog, clubs that officers can join within the Department, and the ability to play sports to represent the Department in tournaments throughout the United States. The SJPD Men’s soccer team has been instrumental in recruitment efforts as they regularly participate in mentorship and recruitment activities throughout the community promoting a healthy lifestyle and providing an outlet from daily police work that fosters camaraderie.
The San José Police Department has implemented a change in its hiring process regarding the Physical Agility Entry Test. In recent years, the entry standard was lowered by removing and altering certain agility events. However, the Department has reinstated the higher standard in alignment with the California POST Work Sample Test Battery (WSTB). This decision came after observing that recruits were entering the academy unprepared for the physical rigors of training, which resulted in increased injuries and a higher rate of recruits failing to complete the academy. These challenges placed a significant burden on academy staff, as every recruit is ultimately required to pass the WSTB in order to graduate. By front-loading this requirement into the hiring process, SJPD is ensuring that candidates are better prepared, increasing the likelihood of success, reducing injuries, and strengthening the overall quality of recruits entering the academy. To further support applicants in reaching this goal, the Recruiting Unit will Public Safety, Finance, and Strategic Support (PSFSS)
September 24, 2026
Subject: Police Department Recruitment and Hiring Activity Annual Report
continue to offer Wednesday night fitness and mentorship sessions designed to help candidates build the skills and conditioning necessary to successfully pass the WSTB.
At a minimum, the Department needs to keep up with attrition, which can be difficult to project. During FY 2025-2026, while the Department projected 81 sworn personnel would retire or separate, a total of 119 officers retired, resigned, were terminated, or resigned in lieu of termination during that time period. This created 38 vacancies that were not projected. During FY 2024-2025, 122 officers retired, resigned, were terminated, or resigned in lieu of termination, while 90 officers were projected to retire or separate. This trend in increasing retirements and resignations is not specific to the San José Police Department but is being experienced across the nation.
Funds expended to date in recruiting and hiring, and the uses of funds.
For FY 2025-2026, the Recruiting Unit’s budget allocation was $2,977,081, which included personnel and equipment costs. The personnel budget was $2,612,041 while the equipment budget was $365,040. The total expenditures of personnel costs as of June 29, 2026, were $3,592,548. The allotted overtime budget was $420,629. The overtime expenditure was $1,052,615, exceeding the budget by $631,986. Overtime expenses will continue to be monitored carefully and analyzed for potential adjustments and shifts through future budget processes. The overtime costs are high mainly due to the recruiting events personnel attend. Most of these events are on weekends and/or in the evening on weekdays. Often, there are two or three events at the same time at different locations which require additional staff, like satellite recruiters. This fiscal year generated overtime expenses associated with in-person and virtual recruiting events, career and job fairs, colleges and universities, military bases, unaffiliated police academies, and outside POST testing sites. The overtime expense fund allowed the Recruiting Unit to conduct physical agility and written testing, oral board preparation classes, cadet trainings, community event recruiting opportunities, Communications Information sessions, oral board testing for sworn, Communications, Records and CSOs and SJPD Fitness series sessions.
The Recruiting Unit will continue to seek alternate recruiting opportunities in preparation for next fiscal year.
Department Demographics
Under California State law, disclosure of one’s race and gender are voluntary. The Department strives for diverse and ethnic recruitment, which mirrors and potentially exceeds the ethnic make-up of the City.
The following chart provides the breakdown of the self-reported ethnicities of the last three Police Academy classes:
Public Safety, Finance, and Strategic Support (PSFSS)
September 24, 2026
Subject: Police Department Recruitment and Hiring Activity Annual Report
SJ53 SJ54 SJ55
Asian 6 5 7
Black or African
American
2 2 0
Hispanic or Latino 13 12 25
Native Hawaiian or
Pacific Islander
1 1
White 7 7 5
TOTALS 28* 27* 38*
*Participants are allowed to make multiple choices and are voluntary.
Source: San José Police Recruiting Unit – Survey
As of June 26, 2026, each rank within the Department was made up of the following self-reported ethnicities:
Officer Sergeant Lieutenant
American Indian 3
Asian 141 27 4
Black or African
American
21 4 2
Hispanic or
Latino
216 43 10
Native
Hawaiian/Pacific
Islander
6 White 184 81 20
Non-Specified 279 11 5
TOTALS 850 166 41
The following is the ethnic breakdown for the Department sworn members: 15% Asian, 26% Hispanic or Latino, 28% White, 2.5% African American, and 28% other or not specified.
Officer Sergeant Lieutenant
Female 122 7 4
Male 715 159 37
TOTALS 837 166 41
As of June 27, 2025, the San José Police Department was 86.79% male and 13.21% female. As of June 26, 2026, the San José Police Department was 87.26% male and
12.74% female.
Public Safety, Finance, and Strategic Support (PSFSS)
September 24, 2026
Subject: Police Department Recruitment and Hiring Activity Annual Report
The Recruiting Unit has made significant strides in increasing the representation of women in law enforcement through targeted outreach, mentorship, and support programs. One of the cornerstone efforts is the Women's Bootcamp, where potential female applicants are invited to participate in a mini-academy experience hosted at the police substation. This event offers hands-on exposure to police training while building confidence and camaraderie. Additionally, the Recruiting Unit supports female applicants' physical preparedness through its longstanding Wednesday Night fitness sessions, which promote physical fitness in a welcoming, supportive environment.
The Department is also investing in the future by mentoring aspiring female officers through the Police Cadet Program, which currently includes 35 women interested in law enforcement careers. These efforts have led to the successful hiring of several former female cadets as police officers, as well as the promotion of others into paid part-time cadet positions, highlighting the Department’s commitment to fostering the next generation of female leaders in policing. The Department currently has a female officer assigned to the Recruiting Unit who also mentors female applicants within the hiring process and academies to ensure they are supported. The Department has produced and posted several videos and social media ads highlighting female officers.
The Recruiting Unit received an ongoing overtime allocation of $25,000 to support Women in Law Enforcement recruitment efforts. The funding is utilized to conduct the Women in Law Enforcement Seminar and Boot Camp and to support ongoing mentorship of participants throughout the hiring process. These efforts are intended to enhance recruitment outreach and increase opportunities for women interested in pursuing careers in law enforcement.
Department Separations
During the exit interview process, officers have the option to voluntarily note their reason(s) for separating with the City. During FY 2025-2026, 120 officers separated from the City, which is a 4% decrease from FY 2024-2025. Of the separations, 30 resigned in lieu, three transferred to another City position, seven left for other agencies, 38 resigned for other reasons, 24 retired, eight retired on disability, nine were terminated, and one separated for other reasons.
Communications Division Recruiting Efforts
The Communications Division consists of Police Communications Specialists (call takers), who are the first interface when residents call 9-1-1 or police non-emergency, and Police Radio Dispatchers (dispatchers), who dispatch officers and communicate with them in the field. Recruiting and retention for call takers and dispatchers is an issue in San José, as well as throughout the state of California. The Communications Division is budgeted for 162.5 positions. There are currently 5.5 vacancies, in contrast to 22 vacancies previously.
Public Safety, Finance, and Strategic Support (PSFSS)
September 24, 2026
Subject: Police Department Recruitment and Hiring Activity Annual Report
Recruitment efforts for Communications are critical and remain a high-priority for the Department. FY 2025-2026 has produced 553 applications. During FY 2024-2025, Communications received 1,329 applications compared to 958 during FY 2023-2024.
The Communications Division recruiters will continue previous recruiting strategies and will attend recruitment events. They will visit local high schools and community colleges, post recruitment flyers, meet with students, and coordinate with instructors to speak during class periods. Recruiters give information about the Communications Specialist and Radio Dispatcher positions, including job duties, minimum requirements, salary and benefits, how to apply, and FAQs.
Next Steps
In the coming year, the Department and Recruiting Unit will build on current efforts to attract and hire highly qualified candidates. Recruitment personnel will continue to engage applicants by providing meaningful opportunities to learn about the Department’s operations and the rewarding career paths available as police officers, call takers, dispatchers, and in other vital positions such as Operations Support Services Division, Cadets, and Crime Prevention. These interactions will highlight not only the professional growth opportunities within the Department but also the deep sense of purpose and fulfillment that comes from serving the community and residents of San José.
The Backgrounds Unit has made significant headway in previous years with one-time infusion of resources as well as previous addition of permanent background investigators; however, the unit still faces some staffing and workload challenges. As the one-time funding is used up, the Department is required to adjust the available hours for each 960-hour part-time Background Investigators by 240 hours. This adjustment is expected to have an impact on both part-time and full-time investigators, as existing caseloads will need to be redistributed among fewer available investigative hours. The impact extends beyond Police Recruit hiring, as the Backgrounds Unit is responsible for conducting background investigations for Police Recruit and other sworn applicants, as well as civilian positions throughout the Department and other departments in the City. Given the continued hiring demand and reduced part-time capacity, overtime expenditures are anticipated to ensure priority background investigations are completed within required hiring timelines. As a result, some of the projected savings associated with reducing part-time hours may ultimately be offset by overtime done by the full-time employees, necessary to maintain hiring operations and prevent delays in filling critical Department vacancies.
The Recruiting Unit continues to experience challenges converting a strong applicant pool into enough qualified hires. The Department is currently averaging approximately 800-1,000 applications per recruitment cycle, with three cycles conducted annually; however, despite this level of initial interest, the number of candidates successfully Public Safety, Finance, and Strategic Support (PSFSS)
September 24, 2026
Subject: Police Department Recruitment and Hiring Activity Annual Report
completing the hiring process has generally resulted in approximately 30-45 recruits per cycle, compared with a budgeted academy capacity of approximately 60 recruits. This continued gap demonstrates that generating applications alone does not resolve the Department’s staffing needs and reinforces the importance of improving applicant quality, preparation, engagement, and retention throughout each stage of the hiring process. The Recruiting Unit continues to evaluate outreach strategies and candidatedevelopment programs intended not only to increase the applicant pool, but also to increase the percentage of applicants who successfully progress through testing, backgrounds, and final selection.
One encouraging trend is that a significant portion of the Department’s successful hires continue to come from San José and the surrounding region. Maintaining a strong local recruiting pipeline is particularly important given the Bay Area’s high cost of living and the Department’s long-term retention challenges. Candidates who already live in the region have established family or community connections, and understand the realities of living and working in the Bay Area, may be more likely to establish long-term careers with SJPD. Accordingly, the Recruiting Unit continues to view local recruitment as both an immediate hiring strategy and a long-term retention strategy, helping develop a workforce with stronger ties to the community while potentially reducing future attrition associated with employees relocating to more affordable areas.
COORDINATION
This memorandum has been coordinated with the City Attorney’s Office and the City Manager’s Budget Office.
Paul Joseph
Chief of Police
For questions, please contact Lieutenant Nathaniel Bennett of the Research and Development Unit at [email protected].