CityofGlendora Staffingand ServicesProposal
LINCOLN VIBRANT
LINCOLNVIBRANT COMMUNITIES
Teams Program
Plan created through the Lincoln Vibrant Communities Teams Program in March 2025.
This project is supported by the Lincoln Institute of Land Policy, a non-profit global thought leader in solving social, environmental, and economic challenges.
PlancreatedthroughtheLincolnVibrantCommunitiesTeamsPrograminMarch2025. ThisprojectissupportedbytheLincolnInstituteofLandPolicy,anon-profitglobal thoughtleaderinsolvingsocial,environmental,andeconomicchallenges.
LINCOLN VIBRANT COMMUNITIES
Teams Program
RoxanneBreceda,CityClerk
Roxanne Breceda, City Clerk
DillonDahlstein,PoliceDepartment
Dillon Dahlstein, Police Department
JasonForsberg,PublicWorks
Jason Forsberg, Public Works
Krystin Gates, Community Development
KrystinGates,CommunityDevelopment
CindyRomero,Library
Cindy Romero, Library
Annie Warner, Recreation and Human Services
AnnieWarner,RecreationandHumanServices
Executive Summary
Executive Summary
AspartoftheCityofGlendora2023-2025 StrategicPlan,GlendoraCityCouncilmadeita prioritytoenhanceservicedeliveryforthe community,whilealsoimprovingemployee recruitmentandretention.Withaneyeon thesetwoobjectives,researchwascompleted onmunicipalbestpracticesandcurrentCity services.
Toaccomplishbothoftheseobjectives,itis recommendedthattheCityofGlendoraexpand CityHalloperatinghourstoMonday-Thursday 7am-6pm,closingCityHalleveryFriday.This willallowgreateraccessduringoff-timesfor communitymembers,whilealsoallowing4/10 schedulesforCitystaff.
Executive Summary
EnhanceServiceDelivery
TheCityofGlendorahasbeen persistentineffortstomodernize theorganizationinrecentyears. ManyCityservicesarenowavailable online,makingiteasierforthe communitytoconductbusiness whenandwhereitisconvenientto thecommunitymember.Inarecent surveyofCitydivisions,alarge numberofservicesareavailable onlinefortheconvenienceofthe residentsandbusinesses.Those servicesthatarenotavailableonline orunderconsiderationmayrequire in-personmeetingsinorderto conducttheneededservice,suchas passportservicesorconcealedcarry permitrequests.Citystaffcontinues toexplorewaystoimproveservices andexpandingonlineandoff-site offerings.
Classandactivityregistration
Registrationisavailableonline throughActiveNet.In-person registrationisavailableatmultiple sites.
On-callServices AllPublicWorks Divisionsareavailable24/7for Emergencyservices.
PassportServices Availableonlyat CityHall.Passportservicesmustbe in-person.
PermitRequestsandApprovals
Permitrequestsmustbesubmitted online.CityHallstaffareavailablefor assistance.
PublicSafety Emergencyservices areavailable24/7.CodeEnforcement isavailable7daysaweek.
WaterBillingandpayments
Paymentoptionsavailabletothe community-onlinepayments,drop boxinCityHallparkinglot,andCity Hallcashier.
Executive Summary
ImproveEmployeeRecruitmentandRetention
Ourcurrentworkforce,aswellasthenewgeneration ofworkers,seeksagreaterlevelofflexibilityfrom employers.Havinganextradayoffeachweekis attractivetopotentialemployeesandcouldbeof valuetocurrentemployeesseekingagreaterworklifebalanceand/oronelessdaycommuting.
Researchindicatesthatorganizationsthat implemented4/10schedulesfound:
improvedemployeemorale
improvedwork-familybalance
improvedcustomerservice improvedproductivity
improvedcandidatepools reducedabsenteeism
increasedjobsatisfaction
improvedhealthandwellnessofemployees
Onelessdaycommuting
Employeetravelcosts canbereducedby20%bymovingto a4/10workweek.
Childcarecostsmaybereduced. Potentialemployeesmaybewillingtocommutefurtherif notcommuting5daysperweek.
Greaterwork/lifebalance
Employeesworking4daysperweekhaveanadditionalday duringtheweekforotheractivities.
Studieshaveshownthatlowerlevelsofwork-familyconflicts existforemployeesworkingcompressedschedules.
ICMA.(2008).AlternativeWorkSchedules:RecentResearch&Practice.https://icma.org/articles/article/alternative-work-schedules-recent-research-practice.
Methodology
Methodology
Background
Weneededtoknow:
Servicesareavailabletothepublicandbusiness throughtheCityatlocationsthroughoutthe community.
Servicesthatarecurrentlyorcouldbeprovided eitheratalternativelocationsoronline.
Servicesarethemostimportantormandatedto beprovided,City-wide.
Utilizationofin-personservicesatCityHall. WhenCityHallservicesaremostindemand. Bestpracticesformunicipalities.
Methodology
TypesofDataCollection
InternalSurvey
Randomsamplingofcommunity stakeholders
DatacollectionontheuseofCityHall services
ReviewofbestpracticesforalteringCity Hallschedules
ReviewofCityofGlendora demographics
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.
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.
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.
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.
Survey Results
ServicestoResidentsandBusinesses
CityofGlendoramid-managers wereaskedabouttheservices providedtothecommunity.
Alistingofserviceswas created
Manyservicesare providedonline
Providingadditionalhours forservicesatalternate locationsoronlinemay streamlineprocesses
Survey Results
CumulativeCityHallandFacilityUsageData-October2024throughJanuary2025
Departmentsofferingpublicservicesutilizesign-insheetsto collectdataonin-personinquiries.
Insights
Interview
Roger Bradley, former Assistant City Manager of Corona, was interviewed regarding the process of moving Corona to a 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.
Research
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.
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
Vision and Goals
Vision and Goals
ENHANCEEMPLOYEEDEVELOPMENTANDRETENTION
Ourdiscoverywithsurroundingmunicipalitiesoperatinginthis wayhasshownthata4-dayworkweekcanboostmorale, positivelyimpactemployeeproductivity,andofferemployeesa greatersenseofwork/lifebalance.Ourcurrentworkforce,as wellasthenewgenerationofworkers,seeksagreaterlevelof flexibilityfromemployers.Havinganextradayoffeachweekis attractivetopotentialemployeesandcouldbeofvalueto currentemployeeswhoareseekingagreaterwork-lifebalance and/oronelessdaycommuting.
ENHANCEANDMODERNIZETHEORGANIZATION
Additionally,thischangewillexpandthehoursofoperationat CityHallto7a.m.–6p.m.givingthegeneralpublicmoretime toutilizeCityHallservicesbeforeandaftertypicalbusiness hoursfromMonday–Thursday,withlittletonoimpactin servingourcustomers.
GOAL: ENHANCEEMPLOYEE DEVELOPMENTANDRETENTION
Priorities:
Createapositiveworkexperienceand supportemployeework-lifebalance
Attract,recruit,andretainqualifiedand diverseindividualstotheorganization. Maintainpositiveworkingrelationships withCity’slaborgroups.
GOAL: ENHANCEAND MODERNIZETHEORGANIZATION
Priorities:
ContinuetoevaluateCity’sorganization structuretofurtherenhanceservice delivery.
CityofGlendora(2023,April11).2023-2025AdoptedStrategicPlan.https://www.cityofglendora.gov/files/assets/city/v/2/city-manager/strategic-plan/20232025-adopted-two-year-strategic-plan.pdf.
Conclusion
Recommendations:
TofurthertheCityofGlendoraStrategicPlangoalsofimprovingEmployeeRetentionandRecruitment andimprovingCityservices,theteamrecommendsexpandingCityHallhourstoMonday-Thursdayfrom 7am-6pm,closedeveryFriday.Tomakethischange,thefollowingoptionsshouldbeconsidered.
4/10scheduleforallemployees,noexceptions.
4/10primaryscheduleschedulewithvariableoptions.
Statusquo,CityHallisopen5daysperweek,departmentshaveavarietyofschedules.
Bibliography
References
CityofFountainValley.(2025).4/10PilotProgramScheduleTransition.https://fountainvalley.gov/faq.aspx?TID=45.
CityofGlendora(2023,April11).2023-2025AdoptedStrategicPlan.https://www.cityofglendora.gov/files/assets/city/v/2/city-manager/strategic-plan/20232025-adopted-two-year-strategic-plan.pdf.
ICMA.(2008).AlternativeWorkSchedules:RecentResearch&Practice.https://icma.org/articles/article/alternative-work-schedules-recent-researchpractice.
Martinez,M.(2019).AlternativeWorkSchedulesinDepartmentX:TheEffectonEmployeeMorale,JobProductivity,andWork-LifeBalance[Master'sThesis, CaliforniaStateUniversity,Northridge].
https://scholarworks.calstate.edu/downloads/1z40kw75r#:~:text=Page%2011-,5,individual%20progress%20and%20learning%20opportunities.
FinalThoughts
Work-lifebalanceisacornerstone ofemployeeretentionandwellbeing.
