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  • City of Fort Lauderdale, Florida

    Leadership ICMA 2016 Capstone Project: Final Report

    Leadership ICMA 2016 Project Team:

    Amber Richards Jed Briggs

    Jon Amundson

  • Leadership ICMA 2016 Capstone Project: Final Report

    Table of Contents SUMMARY PROBLEM STATEMENT .................................................................................................... 2

    CURRENT POLICIES AND PRACTICES .............................................................................................. 2

    FINDINGS ............................................................................................................................................. 2

    External .............................................................................................................................................. 2

    Internal ............................................................................................................................................... 3

    CURRENT TRENDS & BEST PRACTICES ........................................................................................... 9

    Options Included ................................................................................................................................ 9

    Options Researched and Not Included/Recommended .................................................................... 12

    POLICY RECOMMENDATION ............................................................................................................ 12

    SUPPLEMENTAL INFORMATION Thumb Drive .............................................................................. 20

    Individual and Team Business Case Template ................................................................................. 20

    Guidelines for Creating a Team Charter ........................................................................................... 20

    Tips for Supervisors ......................................................................................................................... 20

    Tips for Employees .......................................................................................................................... 20

    Data Sets ......................................................................................................................................... 20

    FL3 Roadmap ................................................................................................................................... 20

    Implementation Flowchart ................................................................................................................ 20

    Reference Materials ......................................................................................................................... 20

  • Leadership ICMA 2016 Capstone Project: Final Report

    SUMMARY PROBLEM STATEMENT The City of Fort Lauderdale has identified the need to establish a policy, or multiple policies, that will create a

    more adaptable work environment for its employees. This is based off of Fort Lauderdales stated need to be an

    employer of choice in the region as well to accommodate the organizations rapid personnel growth within the

    constraints of the current office space.

    CURRENT POLICIES AND PRACTICES The City of Fort Lauderdale currently offers employees in certain departments the ability to utilize telecommuting,

    flex schedules, and staggered hours options on a very limited and informal basis.

    FINDINGS The research conducted throughout the course of this project led to a number of key findings both external and internal to the City of Fort Lauderdale.

    External

    Positive organizational culture is quickly being recognized as the corner stone of success in organizations both public and private. It is an essential element in modern business that is critical to have in place in order to remain competitive in the market. This applies not only to the delivery of a superior work product, but even more so, to hiring and retaining top talent. Exemplary employees actively seek out culturally progressive organizations where they will be empowered, appreciated, and have a measure of control over their career progression and development. Therefore, embracing these concepts now would be a catalyst for positive organizational change, giving the City of Fort Lauderdale a competitive edge in the south Florida region. Empowering employees through the High Performing Organization (HPO) approach, and encouraging them to be their authentic selves through the use of the whole person concept, are two of the most impactful elements an organization incorporate into its culture to create a positive effect. This approach brings a balance to the workplace by establishing a unified understanding that an organizations human resources are actually human beings, with differing circumstances, needs and desires that may change over time. Having a more people-oriented culture has been proven to increase engagement among staff, which ultimately benefits both the organization and its workforce.

  • Leadership ICMA 2016 Capstone Project: Final Report

    Building this culture internally at the City of Fort Lauderdale will foster cohesion among the organizations internal community and strengthen the existing external community bond. By doing this, management can effectively apply the mission of FL2 STAT to all stakeholders by showing staff that they are valued as much as Fort Lauderdales neighbors. The principles of HPO and inclusiveness can be incorporated in a number of ways, but none more significant than allowing staff to an increased degree of control over their respective work schedules, leading to a better work-life balance. These concepts are in alignment with three of the twelve strategic goals the City of Fort Lauderdale has identified in FL2 STAT Strategic Management System. There are a number of flexible work arrangement options currently being used to varying degrees in both the public and private sectors. The use of a comprehensive package of options incorporated into a Flexible Work Arrangement (FWA) policy is more widely accepted in the private sector, and is generally more successful because it appeals to a broader audience and allows for a greater amount of flexibility to a larger population of employees. It is important to note that in addition to the itemized benefits associated with each option, the organization could realize the following general benefits:

    Increased employee job satisfaction leading to increased employee engagement and potential reduction in turnover, sick time, burnout, and stress

    Cost savings due to decreased turnover, absenteeism, and workplace accidents Increased ability to attract, retain, engage, and develop top talent (employer branding) Diversify and enhance talent pool (e.g., gender, caregiver status, generational, disability, etc.) Increased ability to meet demands leading to higher level of service to internal and external clients

    through extended hours and more engaged employees Reduced use of office space, parking lots, and buildings that are already maxed out Business continuity during inclement weather, technical outages, and flu season Employee community engagement could increase because employees can be more involved in

    community, school, and family events taking place during traditional work and commuting hours In addition to the formalized options listed in the Current Trends and Best Practices section below, it is essential to have an open an accepting culture that allows for limited day-to-day flexibility to accommodate less formal or infrequent requests due to illness, the need to be home for a delivery or repair, etc. In addition, it is recommended that the City of Fort Lauderdale consider reviewing its policies with regard to long-term breaks (sabbaticals), legal mandates (Family and Medical Leave Act and Americans with Disabilities Act), vacation, paid sick time and leave, and comp time. These options can add additional layers of flexibility to the FWA options, giving staff an even greater degree of freedom.

    Internal

    Flexible working arrangements are more likely to be successful when an organization looks at the practice as a

    mutually beneficial business process for managers and their employees. Determining the best approach to how,

    where, and when work is done is crucial for team success where productivity is maintained and employees are

    able to manage work and non-work demands more easily. This is not a cookie-cutter or one-size-fits all approach

    to managing employee schedules then, but rather a flexibility framework where managers and employees

    deliberate on what best fits their needs, while taking into account the needs of the team and the customer. The

    only way to do this would be to understand what everyones needs are and try to accommodate those needs. For

  • Leadership ICMA 2016 Capstone Project: Final Report

    this reason, a survey was conducted during the initial phase of the project. The goal was to capture what City

    employees preferences are in terms of flexible working arrangements. The most important graphs are below

    demonstrating the variability in preferences for FWAs along demographic lines. The rest of the data is found in

    the supplemental section.

    Gender

    In the above graph one can see the different preferences between male and female preferences for FWAs.

    21.5% of male survey respondents said that they werent interested in FWAs at all, while 89.1% of female

    respondents were interested with over half citing a compressed schedule as their