TO: ADAM PIRRIE, CITY MANAGER
FROM: JAMIE EARL, ASSISTANT CITY MANAGER
DATE: MAY 27, 2025
Reviewed by:
City Manager: AP
SUBJECT:
Title
PUBLIC HEARING ON CITY VACANCIES AND RECRUITMENT AND RETENTION EFFORTS AS REQUIRED BY ASSEMBLY BILL 2561 (FUNDING SOURCE: GENERAL FUND)
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SUMMARY
Assembly Bill (AB) 2561, introduced by Assembly Member Tina McKinnor, was enacted to address the critical issue of high employee vacancy rates within local public agencies in California. Effective January 1, 2025, it requires public agencies to hold at least one public hearing per fiscal year before the agency’s governing body to present information on staffing vacancies, recruitment, and retention efforts. This hearing must occur prior to the adoption of the agency’s final budget. If a recognized employee organization represents a bargaining unit with a vacancy rate of twenty percent (20%) or more and requests additional information, the agency is also required to provide data during the hearing. This includes the total number of vacancies, applicant volume, average time to fill positions, and considerations related to compensation and working conditions.
RECOMMENDATION
Recommended Action
Staff recommends the City Council:
A. Adopt the “Procedures for the Public Hearing on City Vacancies and Recruitment and Retention Efforts,” as outlined in the Attachment, in accordance with Assembly Bill 2561;
B. Open the public hearing to receive a report on workforce vacancies, recruitment, and retention efforts, and provide recognized employee organizations the opportunity to make a presentation on these topics if they choose to do so; and
C. Receive and file the staff report on the City’s workforce vacancies and recruitment and retention efforts, in compliance with Assembly Bill 2561.
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ALTERNATIVE TO RECOMMENDATION
In addition to the recommendation, there is the following alternative:
• Request additional information from staff.
FINANCIAL REVIEW
There is no direct fiscal impact associated with conducting the public hearing required under Assembly Bill 2561. However, addressing recruitment and retention issues may involve future budget and bargaining considerations, which will be presented to the City Council as necessary.
The staff cost to prepare this report is estimated at $5,866 and is included in the operating budget of the Administrative Services Department.
ANALYSIS
In compliance with the new legal obligations, the City is required to do the following:
Public Hearing: At least once each fiscal year, at a public hearing before the City Council, the City shall present information regarding the status of vacancies, recruitment and retention efforts and identify any necessary changes to policies, procedures, and recruitment activities that may lead to obstacles in the hiring process. If the City Council adopts an annual or multiyear budget during the fiscal year, this presentation must occur prior to the City Council’s adoption of the final budget for the City. Since the 2024-26 Budget was adopted prior to the legislation, this report is in compliance with these new reporting requirements. Moving forward, the City will integrate the mandated vacancy reporting and public hearing process into its future budget cycles, aligning with the legislation’s intent.
Employee Organization Participation: Allow the recognized employee organization for each bargaining unit at the City to make presentations during the public hearing concerning vacancies and recruitment and retention efforts. There are six (6) bargaining units at the City of Claremont and one (1) group of Unrepresented Management Employees.
Additional Reporting for High Vacancy Rates: If vacancies within a single bargaining unit meet or exceed twenty percent (20%) of authorized full-time positions in that bargaining unit, upon request of the recognized employee organization for that bargaining unit, the City must provide additional information during the public hearing, including the following: (1) the total number of vacancies; (2) the number of applicants; (3) the average time to fill positions; and (4) opportunities to improve compensation and working conditions for employees in the bargaining unit.
Procedures for the Public Hearing
The Procedures for the Public Hearing on the City’s Vacancies and Recruitment and Retention Efforts (“Procedures”) (Attachment) establish a structured framework to ensure that public hearings are conducted in a fair, orderly, and efficient manner. These Procedures outline specific requirements, including the provision of advance written notice to recognized employee organizations about the hearing and their right to present information. They also delineate the sequence and duration of presentations by both the City and employee organizations, as well as the standards for discourse during the hearing. By adhering to these Procedures, the City aims to facilitate transparent and constructive discussions on staffing vacancies and efforts related to recruitment and retention. They will serve as a consistent framework for future hearings, ensuring that each session is conducted with clarity and adherence to the established guidelines.
Findings of Report
The City's analysis of its vacancies is based on the most recent calendar year, concluding December 31, 2024. The data show the following for 2024 and exclude part-time unrepresented employees and City Council and City Manager classifications:
Total Budgeted Authorized Full-Time Positions: 159
Total Vacancies: 31
Total Filled Vacancies: 26
Total Percentage of Vacancies: 3.14%
Positions by Bargaining Unit:
|
Unit |
# of Vacancies |
# of Filled Vacancies |
% of vacancies |
|
CATSEA |
10 |
8 |
3.92% |
|
CEA |
3 |
3 |
0% |
|
CPEA |
6 |
5 |
12.50% |
|
CMA |
1 |
1 |
0% |
|
CPOA |
9 |
7 |
4.44% |
|
CPMA |
1 |
1 |
0% |
|
Unrepresented |
1 |
1 |
0% |
|
Total |
31 |
26 |
3.14% |
Recruitment Process
The City of Claremont’s recruitment process is both complex and multifaceted, designed to select the most skilled and qualified individuals. Governed by the City’s Rules and Regulations (Sections II and III) and aligned with administrative policies, this process ensures that all hiring is conducted in a fair, consistent, and merit-based manner, while adhering to applicable laws and best practices. Each recruitment is unique and impacted by various factors such as the timing of the hire, the position’s requirements, and the available talent pool.
Phase 1: Recruitment Request
Upon the creation of a new vacancy, a department submits a Request for Recruitment to the Human Resources Division. Human Resources collaborates closely with the department hiring manager and/or subject matter experts (SMEs) to develop a customized recruitment strategy including defining the essential qualifications for the position, selecting appropriate testing and determining the best advertising channels. The department, along with Human Resources, also determines whether the recruitment will be open to internal candidates only (promotional) or external candidates (open). For internal recruitments, Human Resources ensures that a competitive pool of qualified candidates exists within the organization, and that the process remains equitable and transparent. Once the strategy is finalized, Human Resources crafts a clear and compelling job posting that accurately reflects the role, qualifications, and value of working for the City. The application period typically remains open for three to four weeks but may be continuous depending on recruitment needs. Job advertisements are posted through appropriate channels, including the City’s social media platforms, professional associations, relevant organizations, collegiate job boards, and leading public sector job sites such as CareersInGovernment.com and GovernmentJobs.com. All applications are submitted through GovernmentJobs.com, where candidates provide information on their education, work history, certifications, skills, and professional memberships. Applicants may also be required to submit supplemental materials such as resumes, cover letters, and certificates. To streamline screening, the City may include supplemental questions in the application. These questions help assess specific qualifications, such as experience with particular projects or technologies, or to confirm years of related experience.
Phase 2: Screening and Interviews
Human Resources begins the recruitment process by conducting an initial screening of applicants to ensure they meet the established minimum qualifications for the position. This includes verifying the candidate’s education, experience, and any equivalency language within the job classification to confirm they meet the baseline criteria for the role. The department hiring manager and/or SMEs conduct additional screening to assess the candidates' suitability for the role based on more specific departmental needs. Following these screenings, candidates who meet the qualifications are invited to participate in the selected testing elements. Testing elements are selected based on the qualifications and requirements of the position and are used to evaluate whether candidates have the necessary skills and abilities to perform the job. Depending on the role, this may include a written exam to assess job-related knowledge, a practical exercise to evaluate technical or task-specific skills, a panel interview to assess experience and communication, and, for public safety positions, a physical agility test to ensure candidates meet the physical demands of the role. These tools support a consistent and objective evaluation process and help identify the most qualified candidates ready to assume the role. Once all testing is completed, Human Resources compiles the results and establishes an Eligibility List. Candidates are ranked based on their scores, with the eligibility list divided into bands:
• Band 1: 90% to 100%
• Band 2: 80% to 89%
• Band 3: 70% to 79%
Candidates who score below 70 percent are not considered qualified. Once established, the Eligibility List is valid for up to one year unless it contains fewer than ten qualified and interested candidates, in which case it may be expired earlier. The list is used to fill the current vacancy and may also be used to fill other vacancies, as appropriate, while it remains active. After the Eligibility List is established, the hiring department conducts second-round internal interviews to further assess the candidates' qualifications, readiness to assume the role and alignment with the department's goals.
Phase 3: Reference Checks and Conditional Offer
Once the department completes its interviews and selects a candidate, reference checks are conducted, and a conditional job offer is then extended. The job offer is contingent upon the completion of necessary background checks, including fingerprinting, a medical examination, DMV check, and verification of other qualifications. Once all background checks and requirements are cleared and it is determined the candidate is fit to perform the job duties, they are provided with a final offer of employment, and a start date is established. The employee is then moved through the onboarding process. Most new employees serve a one-year probationary period, during which the department evaluates their performance, skills, and ability to meet performance standards.
Recruitment Information
Recruitment Statistics:
• Total # of Vacancies Filled During 2024 Calendar Year: 26
• # of Vacancies Filled by Existing Eligibility List/Ongoing Recruitment: 5
• Average # of Calendar Days to Fill Vacancies: 27
• # of Vacancies Filled by New External/Internal Recruitment: 19
• Average # of Calendar Days to Fill Vacancies: 82
• # of Vacancies Filled by New Internal Only Recruitment: 2
• Average # of Calendar Days to Fill Vacancies: 182
Retention Information
Retention Statistics:
• Total # of Vacancies Created During 2024 Calendar Year: 31
• # of Vacancies Created by Newly Budgeted Positions: 4
• % of Vacancies Resulting From Staffing Growth: 12.90%
• # of Vacancies Created by Internal Promotion: 7
• # of Vacancies Created by Internal Transfer: 0
• % of Vacancies Resulting From Internal Opportunity: 22.58%
• # of Vacancies Created by Retirement: 4
• # of Vacancies Created by Involuntary Separation: 2
• % of Vacancies Resulting From Attrition: 19.35%
• # of Vacancies Created by Voluntary Separation: 14
• % of Vacancies Resulting From Turnover: 45.16%
• Annual Staffing Turnover Rate: 12.58%
Ongoing Challenges
The City reviewed applicable policies, procedures, and recruitment activities to identify potential obstacles in the hiring process.
Obstacle #1- Workforce Market Conditions
Attracting highly skilled and qualified candidates remains a challenge due to competitive labor market conditions. Both neighboring public agencies and private sector employers offer attractive and evolving benefits and compensation packages, influenced by ongoing evaluations of survey data. With nearly 64 percent of CalPERS active members being PEPRA members, employee mobility has increased, and candidates are less focused on pension impacts when transitioning between agencies. While public sector agencies strive to align their benefits with those of the private sector, the private sector continues to offer strong competition with more flexible work options, streamlined hiring processes, and lucrative benefit packages. As a result, the labor market remains competitive for different reasons in each sector, with public agencies focusing on benefits alignment and the private sector offering greater flexibility and incentives.
Solutions: The City’s recent commitment to multi-year collective bargaining agreements includes competitive salary adjustments and enhanced benefits, such as increased flexible health benefit amounts. Additionally, Human Resources, in collaboration with the City’s public information team and department liaisons, has increased the City’s presence on social media platforms like LinkedIn and Instagram. To enhance recruitment outreach and attract a larger and more diverse pool of qualified applicants, the City also partnered with CareersInGovernment.com, a leading public sector job board with over 750,000 monthly job seekers and targeted advertising capabilities. These efforts not only modernize recruitment advertising to reach a broader audience but also highlight the City’s work environment and employee appreciation initiatives to continually attract interested applicants.
Obstacle #2- Lack of Skilled Workers
Both public and private sectors are competing for a limited pool of qualified candidates in various fields, with demand outpacing supply. Contributing factors include an aging workforce, with many experienced professionals nearing retirement, and a decline in vocational training programs that traditionally served as a pipeline for skilled labor. Additionally, while educational institutions continue to produce graduates, there is a mismatch between the qualifications of new entrants and the specific hands-on skills needed by employers. This shortage is further compounded by increased demand for specialized skills driven by infrastructure projects and technological advancements, making it harder for agencies to attract and retain top talent.
Solutions: The City remains committed to fostering a pipeline of young talent through internships and partnerships with local colleges. The City’s successful Planning Intern program has been a key initiative in exposing students to the public sector and generating interest in local government careers. Human Resources is also working closely with departments to continually review and update job classifications, ensuring that the qualifications and requirements align with the City’s evolving needs and industry standards.
Obstacle #3- Public Safety Hiring Challenges
Public agencies in the State of California continue to face challenges in recruiting and retaining qualified Police Officers. Contributing factors include a substantial increase in resignations and retirements, increased failed background checks, and public perception challenges deterring potential recruits from entering the profession. This has led to elevated competition in neighboring agencies to attract a limited pool of qualified candidates.
Solutions: The City is actively engaged in the labor negotiation process and has historically offered multi-year collective bargaining agreements to enhance retention with our public safety groups. Human Resources is working closely with the new Police Department leadership to explore innovative ways to attract and retain top talent, including streamlining the hiring process and exploring new testing components. Recently, we have successfully attracted lateral candidates by highlighting the Department’s prime geographic location and the positive community culture surrounding law enforcement in the City.
RELATIONSHIP TO CITY PLANNING DOCUMENTS
Staff has evaluated the agenda item in relationship to the City’s strategic and visioning documents and finds that it applies to the following City Planning documents: City Council Priorities and the 2024-26 Budget.
CEQA REVIEW
This item is not subject to environmental review under the California Environmental Quality Act (CEQA).
PUBLIC NOTICE PROCESS
The agenda and staff report for this item have been posted on the City website and distributed to interested parties. If you desire a copy, please contact the City Clerk’s Office.
Submitted by: Prepared by:
Jamie Earl Christi Giannone
Assistant City Manager Human Resources Manager
Attachment:
Procedures for the Public Hearing on City Vacancies and Recruitment and Retention Efforts