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Home My WebLink AboutStaff Report 2603-6172CITY OF PALO ALTO CITY COUNCIL Special Meeting Monday, May 04, 2026 Council Chambers & Hybrid 5:30 PM Agenda Item 15.PUBLIC HEARING: Report on City Vacancies and Recruitment Efforts, Pursuant to Assembly Bill 2561; CEQA Status – Not a Project. Staff Presentation, Labor Union Group(s) Presentation City Council Staff Report From: City Manager Report Type: ACTION ITEMS Lead Department: Human Resources Meeting Date: May 4, 2026 Report #:2603-6172 TITLE PUBLIC HEARING: Report on City Vacancies and Recruitment Efforts, Pursuant to Assembly Bill 2561; CEQA Status – Not a Project. RECOMMENDATION Receive informational report on City of Palo Alto Vacancies and Recruitment Efforts, Pursuant to Assembly Bill (AB) 2561, Government Code 3502.3. BACKGROUND Assembly Bill 2561 (Government Code § 2502.3) passed in 2024, requires public agencies to present the status of vacancies and recruitment and retention efforts in a public hearing before the governing body prior to the adoption of the final budget. AB 2561 also allows recognized labor groups to make a presentation on this topic during the same hearing. ANALYSIS Assembly Bill 2561 passed in 2024, requires public agencies to hold a public hearing to address the status of job vacancies and recruitment and retention efforts at least once per fiscal year. Staff will present the following required information at the public hearing: the status of vacancies at the City of Palo Alto; information on the City of Palo Alto’s recruitment and retention efforts; and any changes to policies, procedures or recruitment activities that may lead to obstacles in the hiring process. Under AB 2561, local agencies are required to provide further details regarding recruitment processes if there is a vacancy rate of greater than 20% within a single bargaining unit. As of the April 1, 2026, no bargaining unit has a vacancy rate exceeding 20%. The City developed a Recruitment Strategic Plan1 in 2024 and since has led to substantial reductions in vacancies city-wide. The comprehensive recruitment strategic plan developed an overall strategy for elevating the City’s recruitment model to reduce the citywide vacancy rate. Additionally, in 2024, the City Auditor conducted a review of recruitment practices and succession planning focused on determining the efficiency and effectiveness of the Recruitment Strategic Plan and overall process improvement.2 Key Highlights: -Current vacancy rate (citywide): 10% -Average time-to-fill (Position to Hire Date): 89 days -Between July 1, 2025 through April 2026, the City filled approximately 140 positions. Vacancies By Bargaining Unit Bargaining Unit FTE Vacancies Percent (%) SEIU 616.60 73.5 11.9% UMPAPA 54 5 9% IAFF 99 3 3% FCA 4 0 0% PAPOA 78 10 12.8% PMA 7 0 0% Bargaining Unit Description: SEIU – Service Employees International Union, Local 521: Represents entry level to senior level classifications throughout the City, examples include Librarians, Maintenance Mechanics, Recreation Coordinators, Administrative Associates, Planners, Engineers, and Customer Service representatives. UMPAPA – Utilities Managers and Professional Employees of Palo Alto: Represents Utilities Supervisors, Managers, and Assistant Directors. IAFF – International Association of Fire Fighters, Local 1319: Represents Firefighters, Apparatus Operators, Captains and Inspectors FCA – Fire Chiefs Association of Palo Alto (associated with IAFF): Represents Battalion Chiefs PAPOA – Palo Alto Peace Officers Association: Represents Police Officers, Agents, and Sergeants PMA – Police Management Association: Represents Police Lieutenants and Captains 1 May 6, 2024 City Council Meeting, Staff Report 2404-2890: 2 December 10, 2024 Policy & Services Committee, Report #2410-3633: Some of the many initiatives and accomplishments completed to improve the city’s recruitment and retention include: FISCAL/RESOURCE IMPACT STAKEHOLDER ENGAGEMENT ENVIRONMENTAL REVIEW APPROVED BY: May 4, 2026 www.paloalto.gov Public Hearing: AB2561Vacancies, Recruitment,and Retention Public Hearing: AB2561Vacancies, Recruitment,and Retention City Council Item #15 •New legislation adopted in 2024 •Requires a public hearing once per fiscal year on: •Current vacancies •Recruitment and retention efforts •Barrier to hiring and process improvements •Must occur before budget adoption •Recognized labor groups are offered opportunity to present AB2561 – Vacancy and Recruitment 3 Vacancy by Bargaining Unit Vacancy by Bargaining Unit Bargaining Unit FTE Vacancies % SEIU 616.60 73.5 11.9% UMPAPA 54 5 9% IAFF 99 3 3% FCA 4 0 0% PAPOA 78 10 12.8% PMA 7 0 0% 4Data as of April 2026 •Comprehensive Recruitment Strategic Plan presented to Council May 6, 2024 •The City Auditor completed Recruitment & Succession Planning audit; Council approved on December 16, 2024 •Phase I of comprehensive strategic plan complete, Phase II currently under way through FY 27 •Recruitment process efficiencies resulting in reduced time to fill and time from offer to start date •Retention initiatives include: continued Positive Work Environment focus,Workforce Career Advancement and Continuity Planning,and revamped Leadership Training Recruitment and Retention 5 •This concludes our presentation for AB2561 •Staff are available to answer any additional questions from Council •The labor partners present this evening who expressed an interest in speaking are IAFF, SEIU and POA. Each will have 6 minutes to present. Conclusion 6 PALO ALTO POLICE DEPARTMENT Staffing Update Assembly Bill 2561 (AB 2561) City Council Presentation | 2026 TRAFFIC TEAM & DETECTIVES •Planned for June 2026 - 1 Sgt and 3 Officers •Losing a Traffic Officer on May 9th - for another agency. •Traffic Team has been assigned to Patrol for nearly the past 2 years to help cover the minimum staffing. •When assigned to Patrol – Traffic Officers are not focusing on Traffic as they have the same responsibilities as a Patrol Officer. •In June 2026 – The Department will have a Traffic Sergeant and Two Traffic Officers (assigned to patrol). •Detective Division is half staffed as compared to 2018. •Cases take longer due to the digital evidence era and the District Attorney has a higher threshold – which we have adapted to. Hiring & Retention •Since January 2024 - Hired 18, 8 failed, 2 currently in the program (44% failure rate). •This only counts those who reach FTO. Does not count our Academy new hires. •Retirements since 2024 - 13 (4 service retirements, 6 medical retirements, 3 left for other agencies •Current employees who can retire today - 10 Overtime •2024 Actual: $3,467,691 •2025 Actual: $4,294,643 •2026 Adopted Budget: $1,173,110 - Staffing will not improve until 2027 (which does not account for the 10 pending retirements) •2026 Adopted Budget is far from Actual Expectations Mental Health and Burnout Concerns •Since 2021 we have a trend of losing Officers to Mental Health. •Had 6 injured with probability of 4 never returning to police work. •Our Department has been running short for years. Budget Concerns Special Operations Sgt •Currently handles special events, permitting, scheduling, managing our CSO’s, and dignitary visits. •The projection is this job will be designated to the following: •Officer handles special events (another worker taken from patrol) •Future hire of an Administrative Assistant to handle scheduling and permits •Newly appointed Traffic Sgt will handle CSO’s •Designated Sergeant given additional duties to handle dignitary visits •This future alignment will cause immediate overtime for patrol (as we are short) and the potential for overtime for dignitary visits. Reduction in Police Training - With the pending arrival of 7 new officers – training classes are imperative to help our young officers develop in their new careers. We Still Make it Work We still make it work. I can report though – when we have major incidents or crimes you read about in the news, I can attest that the men and women of this agency get the job done.