Public hearing relating to status of vacancies pursuant to California Government Code Section 3502.3.

This document outlines a public hearing regarding position vacancy reporting requirements as mandated by California Government Code Section 3502.3. The hearing is scheduled for May 19, 2026, and aims to present the status of vacancies within the County of Santa Clara. The report indicates a vacancy rate of 9.8% as of March 30, 2026, with a total of 21,844 coded employees. The document includes detailed statistics on vacancies across various bargaining units, recruitment processes, and the impact of recent legislation on hiring practices.

Key points

• Public hearing on position vacancy reporting scheduled for May 19, 2026.
• California Assembly Bill 2561 requires local agencies to report vacancy status annually before final budget adoption.
• County's vacancy rate is 9.8% as of March 30, 2026.
• Total workforce consists of 21,844 coded employees.
• 2,354 external hires made with an attrition rate of 6.8%.
• Detailed vacancy statistics provided for various bargaining units.
• No fiscal implications associated with the informational report.

Limitations

• The document includes placeholders for certain sections that are not filled in.
• Specific details regarding the recruitment process for some positions are not provided.

Generated for convenience from extracted text using AI. Review the official source document before relying on this summary.

The source text indicates this attachment appears to be a draft document.

This document appears to be a draft written supplement for a public hearing regarding position vacancy reporting requirements for the Santa Clara County Park Rangers' Association. It outlines the operational scope, classification specifications, vacancy data, and opportunities for improving compensation and working conditions for park rangers. The document emphasizes the importance of updating classification specifications to reflect current duties and responsibilities, as well as addressing the high vacancy rates within the Park Ranger unit.

Key points

• The Santa Clara County Park Rangers are sworn peace officers responsible for patrolling 28 regional parks.
• The document is organized into five parts, covering ranger roles, classification specifications, vacancy data, compensation improvement opportunities, and workplace safety.
• The Park Ranger workforce has seen a 40% increase in law enforcement contacts over three years despite static or declining headcount.
• The classification specifications for Park Ranger roles have not been updated since 2011, failing to reflect current duties.
• The vacancy rate for Park Rangers is reported at 20.8%, exceeding the statutory threshold.

Limitations

• The document contains unresolved placeholders and references to specific figures and studies that are not fully detailed in the text.
• Some sections are truncated, limiting the completeness of the information provided.

Generated for convenience from extracted text using AI. Review the official source document before relying on this summary.

The source text indicates this attachment appears to be a draft document.

The SEIU 521 presentation discusses the vacancy crisis in Santa Clara County, emphasizing that it is primarily a retention and workforce stability issue rather than just a hiring problem. The presentation highlights the high turnover rates among contracted behavioral health workers compared to county employees, who receive better pay and benefits. It suggests that financial resources should be redirected to in-house services, and proposes various solutions to improve workforce stability and client care.

Key points

• Santa Clara County's vacancy crisis is fundamentally a retention and workforce stability problem.
• The County ESA needs to partner with SEIU 521 on workforce solutions.
• Contracted behavioral health systems experience higher turnover rates.
• County workers earn significantly more than their counterparts at contracted non-profits.
• Turnover is a barrier to care, impacting client experiences.
• There is a lack of support for potential recruits to attain necessary certifications.
• A significant amount of funding is spent on rent and non-program expenses instead of direct services.
• Proposed solutions include redirecting resources to in-house services and creating a training fund.

Limitations

• The document appears to be a draft as indicated by the presentation date.
• Some sections contain unresolved placeholders or missing information.

Generated for convenience from extracted text using AI. Review the official source document before relying on this summary.