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Staff surveys show strong employee support for Fountain Valley four‑10 pilot; council divided on Friday closures
Summary
Staff reported positive staff feedback and mixed public survey results on the 4/10 pilot; council members split between moving to a permanent schedule, exploring split-shifts to preserve Friday service, or extending the trial for more public data.
City staff presented the results of internal and public surveys on Fountain Valley’s six‑month 4/10 pilot, which started Aug. 12 and closes city hall every Friday while extending weekday hours. The public-facing survey recorded 142 responses; staff reported about 44 internal responses from employees participating in the pilot.
Staff said roughly 70% of public respondents found the 4/10 schedule 'very convenient' and that a similar share reported positive effects on accessing city services. The staff survey showed strong approval: about 90% reported being very satisfied, satisfied or neutral, with staff crediting improved work‑life balance, productivity and reduced commute time. Staff noted downsides: longer workdays, scheduling challenges and fatigue were recurring comments.
In discussion, Council member Pat Harper said he was concerned that roughly one‑third of public respondents disliked the schedule and recommended extending the pilot to gather additional public feedback. Council member Grandes described the combination of 70% public approval plus unanimous staff support as a compelling case for moving forward permanently. Councilman Constantine urged the city to find ways to keep Fridays open for public access, suggesting split A/B shifts or another arrangement to maintain service coverage. Vice Mayor Kuneen said the six‑month trial was a useful test and expressed support for moving forward.
Staff outlined alternatives: (1) adopt the 4/10 schedule permanently beginning March 3, 2025, or (2) continue the pilot or direct staff on specific changes before a final decision. The pilot's scheduled end date is Feb. 28; staff asked the council for direction before then.
Why it matters: The schedule affects both employee retention and public access to services. Council members emphasized the need to balance staff morale and service to residents, and several asked for follow‑up data disaggregated by whether respondents were residents, contractors or non-residents before making a permanent change.
Next steps: Staff will follow council direction: possible options include returning with a proposal for permanent implementation, a revised pilot (such as A/B shifts or additional public engagement), or another extension to gather more public input.
