May 4, 2026
Mayor Alice Patino
Members of the City Council
110 East Cook Street
Santa Maria, CA 93458
RE: Annual Report Regarding City of Santa Maria Workforce Vacancies, Recruitment and Retention Efforts Pursuant to AB 2561
Honorable Mayor and Members of the City Council,
On behalf of Santa Maria Firefighters Local 2020, I would like to express our appreciation for the opportunity to engage with you on the current state of our fire department and the path forward.
We want to begin by recognizing the meaningful decision made by this Council in May of 2025. By choosing to fairly compensate your firefighters, you broke a 10-year trend that had significantly impacted recruitment and retention. That decision represented more than a contractual adjustment. It signaled a shift in priorities, leadership, and the value placed on this profession within our community.
The results of that decision are already evident. For the first time in years, the department is experiencing stability. Since implementation of the contract, not a single firefighter has left the organization. After years of turnover and loss of trained personnel, this level of retention is not only encouraging, it is transformational.
This stability has allowed the department to make meaningful progress in strengthening operations and preparing for future demands. The department has invested in training and safety through the addition of civilian support staff dedicated to firefighter readiness and injury management. An Administrative Battalion Chief position has been established, allowing operational Battalion Chiefs to remain focused on crews, calls, and daily emergency response activities, which now exceed 50 fire and medical incidents per day.
The implementation of a Training Captain position has further enhanced readiness, ensuring firefighters are prepared for the unpredictable nature of emergency response.
The Fire Prevention Division has also been strengthened, reducing risk through inspections, education, and enforcement, while also conducting fire investigations, including arson cases, and holding those responsible accountable.
The department has also taken meaningful steps to support firefighter health and wellness. The addition of a peer support K9 and the implementation of comprehensive firefighter physicals, including full body screenings and bloodwork, reflect a commitment to both mental and physical health. These efforts have already led to the early detection of serious medical conditions, including cancer, allowing for timely treatment and improved outcomes. Given that cancer remains the leading cause of firefighter line-of-duty deaths nationwide, these programs are critical to protecting the workforce.
In 2025, the department also placed Engine 6 into service, adding three firefighters to the daily staffing model. This action reflects an understanding that as the community grows, so must the department responsible for protecting it.
While these advancements are significant, it is important to recognize that the current staffing challenges facing the department are not the result of retention issues. The workforce is stable, and firefighters are choosing to remain with the organization.
The primary issue is a recruitment gap. The department has not initiated a firefighter hiring process since 2023. As a result, positions created through internal promotions and new staffing additions have not been backfilled, leading to a growing number of vacancies.
Currently, there are 8 vacancies within 69 budgeted suppression positions, representing approximately 11.6 percent of the frontline firefighting force. These positions remain unfilled due to budget constraints identified under Resolution 2026-20. While these vacancies exist on paper, their impact is felt daily through increased overtime, reduced recovery time between shifts, and elevated physical and mental demands on personnel.
These staffing conditions also have a direct impact on the department’s financial reporting. The fourth quarter financial report presented on November 18 indicated that the Fire Department was under budget by 15.1 percent, or approximately $2.18 million, largely due to vacancies and associated overtime savings. Similarly, the Measure U final report for fiscal year 2024–2025 showed that only 64.5 percent of allocated funds were utilized.
While this may appear as a positive outcome from a budgetary perspective, it is important to consider the underlying cause. These savings are directly tied to unfilled positions and the operational strain that accompanies reduced staffing levels. While the department remains committed to responsible fiscal management, these resources were intended to support staffing and service delivery.
At its core, the issue before us is straightforward. The department must fill its vacant positions. This is the immediate priority.
Looking forward, the City has clearly outlined a trajectory of continued growth through the State of the City and regional planning efforts. As population and service demand increase, fire protection must evolve accordingly. Ensuring adequate staffing levels is foundational to meeting those demands.
The progress achieved over the past year demonstrates what can be accomplished through collaboration between the City and its firefighters. Retention has improved, the organization has been strengthened, and forward-thinking investments have been made.
We believe that same collaborative approach can be applied to addressing staffing challenges. By working together, we can fill current vacancies, retain the professionals already serving this community, and ensure the fire department is prepared to meet both current and future demands.
There is much to be proud of, and there is a clear path forward.
We respectfully look forward to continuing this partnership to ensure that the Santa Maria Fire Department remains properly staffed, properly supported, and capable of providing the level of service this community deserves.
Thank you for your time and consideration.
Respectfully,
Jeremy Mace
1st Vice President
Santa Maria Firefighters Local 2020