COUNCIL AGENDA REPORT
TO: Mayor and City Council
FROM: Graciela Reynoso, Chief Human Resources Officer
DATE: May 6, 2025
SUBJECT: Annual Report Regarding City of Santa Maria Workforce Vacancies, Recruitment and Retention Efforts Pursuant to AB 2561
Description:
The City Council will receive and file a report on the City’s workforce vacancies , recruitment, and retention efforts in compliance with Assembly Bill 2561 (Gov. Code § 3502.3.) as of December 27, 2024.
RECOMMENDATION:
1. Conduct a public hearing to report on vacancy levels, evaluate hiring and retention efforts; and
2. Receive and file this report and attachments on the City’s workforce vacancies and recruitment and retention efforts in compliance with Assembly Bill 2561 (Gov. Code § 3502.3.)
BACKGROUND:
Assembly Bill 2561 (AB 2561) was signed into law on September 22, 2024, by Governor Newsom. The bill amends the Meyers -Milias Brown Act (“MMBA”) and create s Government Code Section 3502.3 (GC 3502.3), thereby creating a n ew obligation for public agencies to hold a public hearing annually to report on vacancy levels, evaluate hiring and retention efforts. Additionally, AB 2561 entitles recognized bargaining groups to make a presentation before the agency governing body at the public hearing in which the agency makes its presentation.
DISCUSSION:
The City Workforce and Vacancies
The City has 738.4 Full-time Equivalent (FTE) budgeted full-time and part-time benefitted positions across 10 departments and maintains labor agreements in the form of either Memorandums of Understanding and Wage and Benefits Agreements (Resolutions for unrepresented) with the following employee groups:
2 Bargaining Units / Employee Salary Groups
Firefighters Union Local 2020
Non-Management & Confidential Employees (Unrepresented) Police Officers’ Association
Public Safety Managers (Unrepresented)
Service Employees International Union 620
Santa Maria Police Association of Middle Management
As of year-end, the City’s vacancy rate is 13 percent of the total FTE count of 738.4. No represented unit had a vacancy rate of 20 percent or higher.
The table below includes the total vacancies as of end of calendar 2024 in each of the employee groups:
Recruitment Efforts and Strategies
The City maintains positive employee relations, a robust system for talent management, succession planning and employee engagement while protecting employee health and supporting workplace safety protocols. We strive to recruit, develop, and retain a diverse, well-qualified and professional workforce that reflects the high standards of the community we serve.
To meet these goals, Human Resources partners with departmental representatives when a vacancy occurs to ensure that Human Resources and the department align the recruitment process to focus on current and future needs, and to ensure the recruitment examination process is reflective of the position and accurately captures the position’s duties and responsibilities. The City advertises with industry-specific journals, websites and social media and networking sites to attract talent to fulfill the City’s mission.
Bargaining Group Budgeted
FTE
Vacancy
Count
Vacancy
Rate
Firefighters Union Local 2020 74 4 5%
Non-Represented Management & Confidential
Employees
(Unrepresented)
110 14 13%
Police Officers’ Association 148 22 15%
Public Safety Managers
(Unrepresented)
10 2 20%
Service Employees International Union 620 373.4 52.2 14% Santa Maria Police Association of Middle Management 23 2 9% Overall 738.4 96.2 13%
3 In calendar year 2024, the City conducted 95 recruitments, receiving a total of approximately 3,144 applications. These efforts resulted in 290 hires for the City, in both full-time, part -time and limited-service positions. Of these hires, 97 were promotional appointments.
Competitive Employment Offers
In an effort to attract and retain quality employees, the City offers incentives such as:
Education incentive for certain degrees and certifications Hiring incentives for hard-to-fill positions
Relocation assistance
Various options for medical coverage for eligible employees and their dependents at minimal cost
Competitive pay programs and salary reviews
Advanced accruals for vacation and sick leave available for negotiation
Retention Strategies: Maintaining a Competitive Position and Positive Employee Relations
The City will soon launch a comprehensive classification and compensation study over the next couple of months. A comprehensive review is necessary to address labor market changes, regulatory requirements, and organizational demands to ensure market and internal alignment. In addition, this robust review will simplify and clarify classification structures, and to develop up-to-date classification descriptions that are legally compliant, reflective of contemporary standards, and accurately reflect current roles, responsibilities, duties, and qualifications. Human Resources has partnered with the labor groups to select a vendor to conduct this study.
The City’s tangible efforts and continuous improvement of our employee offerings will continue to attract and retain top talent through employee -centric initiatives such as the classification and compensation study, employee training progr ams, engagement initiatives, and positive employee and labor relations.
Alternative(s)
This is a mandated report to be presented to City Council.
Fiscal Considerations
There is no fiscal impact to Council receiving this report.
Impact to the Community
As a result of this report, the community will be informed of the status of position vacancies and recruitment and retention efforts at the City.
4 ATTACHMENT(S)
A. Calendar Year 2024 New Hires and Employee Promotions B. Job Announcement Sample LinkedIn