Glendora Staffing and Services Proposal

City of Glendora Staffing and Services Proposal LINCOLN VIBRANT COMMUNITIES Teams T Te eams Pr P Program rogram

Plan P lan created created tthrough hrough tthe he Lincoln Lincoln Vibrant Viib V brant rant Communities Comm C ommunities Teams T ams Program in March 2025.

Te 2025 25.

This proj project o ect is supported by the Lincoln Institute of Land Policy, a non-profit global thought leader in solving social, environmental, and economic challenges.

LINCOLN VIBRANT COMMUNITIES Teams T Te eams Pr P Program rogram

Roxanne Breceda, City Clerk Dillon Dahlstein, Police Department Jason Forsberg, Public Works Krystin Gates, Community Development Cindy Romero, Library Annie Warner, Recreation and Human Services

City of Glendora Staffing and Services Proposal LINCOLN VIBRANT COMMUNITIES Teams Program

EXECUTIVE SUMMARY......................................................................................................................................................................................................................................... 4

Enhance Service Delivery..............................................................................................................................................................................................................................6 Improve Employee Recruitment and Retention...........................................................................................................................................................................7

METHODOLOGY....................................................................................................................................................................................................................................................... 8

Background.............................................................................................................................................................................................................................................................9

Types of Data Collection............................................................................................................................................................................................................................... 10 SURVEY RESULTS................................................................................................................................................................................................................................................... 13

14 Usage of City Hall by Residents.................................................................................................................................................................................................................

Services to Residents and Businesses................................................................................................................................................................................................ 16 Cumulative City Hall Usage Data............................................................................................................................................................................................................17 Insights..................................................................................................................................................................................................................................................................... 18 VISION AND GOALS.............................................................................................................................................................................................................................................. 19 CONCLUSION............................................................................................................................................................................................................................................................ 21

BIBLIOGRAPHY........................................................................................................................................................................................................................................................ 23 FINAL THOUGHTS.................................................................................................................................................................................................................................................. 25

Executive Summary

Executive Summary As part of the City of Glendora 2023-2025 Strategic Plan, Glendora City Council made it a priority to enhance service delivery for the community, while also improving employee recruitment and retention. With an eye on these two objectives, research was completed on municipal best practices and current City services.

To accomplish both of these objectives, it is recommended that the City of Glendora expand City Hall operating hours to Monday - Thursday 7am-6pm, closing City Hall every Friday. This will allow greater access during off-times for community members, while also allowing 4/10 schedules for City staff.

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Executive Summary Enhance Service Delivery The City of Glendora has been persistent in efforts to modernize the organization in recent years.

Many City services are now available online, making it easier for the community to conduct business when and where it is convenient to the community member. In a recent survey of City divisions, a large number of services are available online for the convenience of the residents and businesses. Those services that are not available online or under consideration may require in-person meetings in order to conduct the needed service, such as passport services or concealed carry permit requests. City staff continues to explore ways to improve services and expanding online and off-site offerings.

Class and activity registration Registration is available online through ActiveNet. In-person registration is available at multiple sites.

On-call Services All Public Works Divisions are available 24/7 for Emergency services.

Passport Services Available only at City Hall. Passport services must be in-person.

Permit Requests and Approvals Permit requests must be submitted online. City Hall staff are available for assistance.

Public Safety Emergency services are available 24/7. Code Enforcement is available 7 days a week.

Water Billing and payments Payment options available to the community - online payments, drop box in City Hall parking lot, and City Hall cashier.

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Executive Summary Improve Employee Recruitment and Retention Our current workforce, as well as the new generation of workers, seeks a greater level of flexibility from employers. Having an extra day off each week is attractive to potential employees and could be of value to current employees seeking a greater worklife balance and/or one less day commuting.

Research indicates that organizations that implemented 4/10 schedules found: improved employee morale improved work-family balance improved customer service improved productivity improved candidate pools reduced absenteeism increased job satisfaction improved health and wellness of employees

One less day commuting Employee travel costs can be reduced by 20% by moving to a 4/10 work week.

Child care costs may be reduced.

Potential employees may be willing to commute further if not commuting 5 days per week.

Greater work/life balance Employees working 4 days per week have an additional day during the week for other activities.

Studies have shown that lower levels of work-family conflicts exist for employees working compressed schedules.

ICMA. (2008). Alternative Work Schedules: Recent Research & Practice. https://icma.org/articles/article/alternative-work-schedules-recent-research- practice.

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Methodology

Methodology Background We needed to know: Services are available to the public and business through the City at locations throughout the community.

Services that are currently or could be provided either at alternative locations or online.

Services are the most important or mandated to be provided, City-wide.

Utilization of in-person services at City Hall.

When City Hall services are most in demand.

Best practices for municipalities.

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Methodology Types of Data Collection

Internal Survey Random sampling of community stakeholders Data collection on the use of City Hall services Review of best practices for altering City Hall schedules Review of City of Glendora demographics

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Methodology Internal Survey A survey was sent to all City mid-managers to gain a better understanding of the breadth of services provided to residents and businesses by the City of Glendora.

Additional questions included the availability of services at City Hall, off-site City locations, and online. This also helped to determine mandated services. For surveys that were not returned, follow-up communication was conducted in order to gain a full understanding.

External Survey Random sampling was conducted at the Holiday Stroll on November 22, 2024 by staff working the stroll in order to discover how many residents use in-person services at City Hall, what services are needed in person, and the most convenient times of day/week for residents to utilize in-person services at City Hall.

The initial sampling included only 13% of respondents who were over the age of 45, while 44% of Glendorans are over the age of 45. As a result, additional sampling was conducted at the La Fetra Center during the popular lunchtime programming.

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Methodology Usage Statistics for City Hall Services Usage statistics for counter, in-person services at City Hall were obtained and compiled to determine the services utilized at City Hall, when services are needed, and possible times that services are not in need.

Interview with Downey City Manager An interview was conducted with the Downey City Manager, former Assistant City Manager of Corona to gain additional insight on the implementation of a 4/10 schedule. Conversation topics included, expanding Monday-Thursday hours, what should be considered when changing the hours of City Hall, possible community impacts, and ways to alleviate transitional issues.

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Survey Results

Survey Results Usage of City Hall by residents A random sampling of attendees at the Holiday Stroll was polled about their in-person usage of City Hall.

61 people were polled 58% of residents stated that they do not use in-person services at City Hall.

When asked why or why not, the majority of residents indicated that there is no need, they are able to conduct business online.

Services used in-person include: water billing, registering for classes, passports, and permits.

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Survey Results Usage of City Hall by residents A random sampling of seniors at the La Fetra lunch program was asked about their in-person use of City Hall.

22 people were polled 85% of residents polled stated that they do not use in-person services at City Hall When asked why or why not, the majority of residents indicated that there is no need, they are able to conduct business online.

Services used in-person include: Water Billing and registering for classes.

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Survey Results

Services to Residents and Businesses City of Glendora mid-managers were asked about the services provided to the community.

A listing of services was created Many services are provided online Providing additional hours for services at alternate locations or online may streamline processes

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Survey Results Cumulative City Hall and Facility Usage Data-October 2024 through January 2025 Departments offering public services utilize sign-in sheets to collect data on in-person inquiries.

Fridays 200

Total

Fridays Only

193 181

156 116

150

116 106 100

69 60

50 40 25 23

10

9

New Passports

Passport Photos

21 21

19 19

12

6 6

0 Passport Renewals

Planning Counter

Public Works Counter

Water Billing

City Clerk

Internal City Services

Inquiries

Cashier

Please note: Data was not collected uniformly across departments. Data shown in purple was collected only on Fridays.

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Insights Interview

Research

Roger Bradley, former Assistant City Manager of Corona, was interviewed regarding the process of moving Corona to a 4/10 schedule.

A review of cities who recently implemented a 4/10 schedule revealed Fountain Valley who, after a 6-month pilot program, is currently moving to a permanent 4/10 schedule.

Provided for extended City Hall hours on Monday-Thursday Very few complaints Improved prospects for employee retention and recruitment Helped to improve employee morale A combination of schedules including variable 4/10, 5/40, and 9/80 leads to staff being called on days off.

Most City Hall departments participated in the pilot program, except Public Safety.

City Hall hours are extended Monday-Thursday.

Services that remain open on Fridays include Public Safety, Code Enforcement, other off-site facilities such as recreation and library, and on-call services.

Giving an additional day back to staff improves recruitment and retention.

R. Bradley, personal communication, January 23, 2025.

City of Fountain Valley. (2025). 4/10 Pilot Program Schedule Transition. https://fountainvalley.gov/faq.aspx?TID=45

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Vision and Goals

Vision and Goals ENHANCE EMPLOYEE DEVELOPMENT AND RETENTION Our discovery with surrounding municipalities operating in this way has shown that a 4-day work week can boost morale, positively impact employee productivity, and offer employees a greater sense of work/life balance. Our current workforce, as well as the new generation of workers, seeks a greater level of flexibility from employers. Having an extra day off each week is attractive to potential employees and could be of value to current employees who are seeking a greater work-life balance and/or one less day commuting.

ENHANCE AND MODERNIZE THE ORGANIZATION Additionally, this change will expand the hours of operation at City Hall to 7 a.m. – 6 p.m. giving the general public more time to utilize City Hall services before and after typical business hours from Monday – Thursday, with little to no impact in serving our customers.

GOAL: ENHANCE EMPLOYEE DEVELOPMENT AND RETENTION Priorities: Create a positive work experience and support employee work-life balance Attract, recruit, and retain qualified and diverse individuals to the organization.

Maintain positive working relationships with City’s labor groups.

GOAL: ENHANCE AND MODERNIZE THE ORGANIZATION Priorities: Continue to evaluate City’s organization structure to further enhance service delivery.

City of Glendora (2023, April 11). 2023-2025 Adopted Strategic Plan. https://www.cityofglendora.gov/files/assets/city/v/2/city-manager/strategic-plan/20232025-adopted-two-year-strategic-plan.pdf.

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Conclusion

Recommendations: To further the City of Glendora Strategic Plan goals of improving Employee Retention and Recruitment and improving City services, the team recommends expanding City Hall hours to Monday-Thursday from 7am-6pm, closed every Friday. To make this change, the following options should be considered.

4/10 schedule for all employees, no exceptions.

4/10 primary schedule schedule with variable options.

Status quo, City Hall is open 5 days per week, departments have a variety of schedules.

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Bibliography

References

City of Fountain Valley. (2025). 4/10 Pilot Program Schedule Transition. https://fountainvalley.gov/faq.aspx?TID=45.

City of Glendora (2023, April 11). 2023-2025 Adopted Strategic Plan. https://www.cityofglendora.gov/files/assets/city/v/2/city-manager/strategic-plan/20232025-adopted-two-year-strategic-plan.pdf.

ICMA. (2008). Alternative Work Schedules: Recent Research & Practice. https://icma.org/articles/article/alternative-work-schedules-recent-researchpractice.

Martinez, M. (2019). Alternative Work Schedules in Department X: The Effect on Employee Morale, Job Productivity, and Work-Life Balance[Master's Thesis, California State University, Northridge]. https://scholarworks.calstate.edu/downloads/1z40kw75r#:~:text=Page%2011-,5,individual%20progress%20and%20learning%20opportunities.

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Final Thoughts

Work-life balance is a cornerstone of employee retention and wellbeing.