Workforce
Vacancies,
Recruitment, and
Retention Report
(AB 2561)
City Council Meeting
June 3, 2025
Agenda Item 16.9
Introduction to AB 2561
• Assembly Bill 2561 requires public agencies to report annually on the current state of vacancies within the agency and recruitment and retention efforts. Specifically, agencies are to:
1. Track job vacancies;
2. Present information on the status of the vacancies and recruitment and retention efforts; and
3. Identify any policies, procedures, and recruitment activities that may present obstacles in hiring.
• Additional information may be required where vacancy rates in a bargaining unit meets or exceeds 20%.
Current Vacancy Rates By Bargaining Unit
City of Stockton
Bargaining Unit
# of Budgeted
Positions # of Vacancies % of Vacancies by
Bargaining Unit
Stockton City Employees’ Association
(SCEA) 555 94 16.94%
Mid-Management/Supervisory Level (B&C) 159 20 12.58%
Operations and Maintenance (O&M) 160 26 16.25%
Trades and Maintenance (T&M) 79 14 17.72%
Water Supervisory Unit 16 2 12.50%
Stockton Fire Management 9 1 11.11%
Stockton Firefighters
Local 456 (Fire) 210 28 13.33%
Stockton Police Management (SPMA) 22 0 0.00%
Stockton Police Officers’ Association
(SPOA) 399 45 11.28%
TOTALS: 1609 230 14.29%
* As of 04/17/25
City of Stockton: Recruitment Process (Civil Service)
Vacancy Occurs
Requisition Entered
into NeoGov by
Department
HR Analyst
Consults with
Department
Recruitment Opens
Applicant Screening Candidate T esting Civil Service
Process
Eligibility List
Approval
Eligibility List
Certification
Candidate
Interviews
Conditional Offer
and Pre-
Employment/
Onboarding
New Hire
Orientation
City of Stockton: Recruitment Process (Non
-
Civil Service)
Vacancy Occurs
Requisition Entered
Into NeoGov by
Department
HR Analyst
Consults with
Department
Recruitment Opens
Applicant Screening
Subject Matter
Expert (SME)
Review
Candidate
Interviews
Conditional Offer
and Pre-
Employment/
Onboarding
New Hire
Orientation
Ci
ty of Stockton
–
Full Time Hires in the Last 12 Months
305 Total
Hires
* As of 04/17/25
Department Number of Hires
Administrative Services 21
City Attorney's Office 5
City Clerk's Office 2
City Manager's Office 6
Community Development 13
Community Services 21
Economic Development 10
Fire 56
Human Resources 10
Information Technology 9
Municipal Utilities 27
Police 108
Public Works 17
Ci
ty of Stockton
–
Full Time Hires in the Last 30 Days
21 Total
Hires
* As of 04/17/25
Department Number of Hires
Administrative Services 2
City Attorney's Office 1
City Manager's Office 1
Community Development 1
Community Services 1
Fire 1
Information Technology 2
Municipal Utilities 6
Police 5
Public Works 1
Recruitment and Retention Efforts
COS Recruitment/Retention SCEA B&C O&M T&M Water
Sup Fire Fire
Mgt SPOA SPMA Unrep
$2,000 New Hire Sign-on
Bonus Incentive
40 Hours Sick Leave
Advance
$1,500 Annual Education
Assistance
$600 Annual Deferred
Compensation Match
$10,000 Sign-on Bonus for
Telecommunicators
$15,000 Sign-on Bonus for
Paramedics
$15,000 Paramedic
Certification
Reimbursement
$15,000 Promotional Bonus
for Firefighter Engineers
*Items listed above are set to expire on June 30, 2025. Extension of these incentives are currently being requested through t he annual budget development process.
Additional Recruitment and Retention
Incentives for SPOA
Additional Side Letter Incentives
$15,000 New Hire sign-on bonus
Up to $15,000 relocation assistance
40 Hours vacation advancement
City pays entire employee share of monthly health plan contribution Enhancements to shift differentials
Enhancements to standby pay
Enhancements to Longevity pay
Call back pay increased from 3 hours to 5 hours
5% SWAT add pay
Additional COLAs
Current Situation:
• The Civil Service process was instituted to ensure a fair and competitive hiring process. However, in the modern employment market, any slowdown or prolongment of the hiring process is detrimental and a major hindrance in remaining competitive for highly desirable candidates
• Currently in the process of reviewing Civil Service rules Additional
Efforts:
• Job fairs and community outreach
• Move to online testing
• Move to electronic onboarding
• Revamp of internship program
• Pivot and invest towards more proactive recruitment
• Continued efforts to streamline and simplify recruitment processes • Continued engagement in early recruitment through the implementation of internships and Pipeline to Work
Recommendation
• Accept by motion the vacancy report and conduct
public hearing
THANK
YOU