TO: Pat Woodin, Chief

Criminal Investigations Division

FROM: Chad Bingham, Sergeant

Criminal Investigations Division

DATE: May 7, 2013

SUBJECT: 4-10 PROPOSAL

STATEMENT OF PROBLEM

Investigators assigned to the Criminal Investigations Division are currently given the option to
work either a modified 5-9 schedule, allowing for one weekday off every-other week or a 5-8
schedule working Monday through Friday. The 5-9 schedule option came about as a result of a
survey conducted that indicated deputies were reluctant to test for investigations due to a 5 day
work week. While there has not been a recent shortage of deputies requesting to test for a
position in the Investigations Division; historically, the section has had difficulty maintaining an
eligibility list.

Over the past several years, the climate of this agency has changed. Climate surveys and verbal
conversations have shown a down-turn in overall morale. This is most likely attributed to the
lack of raises and increased expenses toward benefits. Although we as agency leaders do not
have control over the amount of money we receive from the county, we do have control over
scheduling options and other similar benefits for our employees.

Studies have proven time and time again that a motivated employee with high morale will be
more productive than one with low morale. Providing a 4-10 schedule option to our
investigators would be one way to positively impact both, our employees and in-turn the agency.
This change would also create an incentive for employees wishing to test for a position in the
Investigations Division. Additionally, the option of a 4-10 schedule would allow for a greater
work-life balance for employees in the division, thus allowing for a higher level of achievement,
productivity, and enjoyment, both on and off the job.

BACKGROUND

In the past, this Division has worked both 5-8’s and 5-9’s. Currently, there are other scheduling
options available that could be used to benefit both the agency and the employees. In 2009,
Recruiting, Internal Affairs, Civil, and Warrants were approved for and began working a 4-10
schedule. Investigations is the only Division that does not currently offer a 4-10 or 3-12
schedule to its employees.
FACTS

Changing to a 4-10 schedule would benefit the Agency and its employees in a number of ways:
 Potential to reduce overtime. Late afternoon calls and the ability to schedule interviews
for victims, witnesses, and suspects who work a normal workweek. See notes**
 Longer work hours each day making personnel available to patrol, records, detentions,
and the public.
 Improve morale. (2008 Brigham Young University Study - attached)
 Reduces money and time spent on commuting (cost savings in gas for duty and personal
vehicles).
 Possible reduction in sick time/personal time used, due to increased flexibility.
 Flexibility to schedule personal appointments on a day off.
 Reduction in daycare costs for employees.
 Create another incentive for employees wishing to test for investigations.

**Overtime**
There is a possibility to reduce overtime on workdays when the section receives late calls. The
current plan would incur overtime as would the proposed; however, the potential to decrease
overtime is a compelling argument as the 4-10 schedule would increase man hours on a daily
basis due to personnel being at work one additional hour per day. Therefore, if a call out
occurred at 4:00 p.m., the overtime incurred would be decreased by 1 hour for each investigator
on the call out.

In order to address the potential overtime issue of investigators being subpoenaed to court on
their normal day off, approval of this proposal would be incumbent upon the sergeants
encouraging their investigators to flex their schedules and/or utilize innovative methods to
minimize or eliminate overtime spending. Investigators and Sergeants are currently utilizing flex
time, comp time, and other means to minimize and/or reduce overtime spending based on the
current budget restraints. It is expected that this practice would continue and be closely
monitored by all section supervisors.

Research Studies:
Attached to the conclusion of this proposal are three supporting documents. The first is a
research study completed by the Brigham Young University. The second is a fact sheet written
by a Human Resources expert. The third is excerpts from a 62 page Strategy Research Project
completed by Assistant Chief Carl Landrum with the United States Border Patrol. All three
contain valuable information related to this proposal and support the idea of working a
compressed or 4-10 schedule. The US Border Patrol study is directly related to law enforcement
and contains information, that I have highlighted, which should be beneficial in making an
educated decision on whether a 4-10 schedule is in the best interest for this division and our
employees.

Other Agencies:
In a recent poll, 12 Denver Metro Area Law Enforcement Agencies were contacted. It was
learned that 10 of the 12 agencies allow their investigations section employees to work a 4-10
schedule. The agencies contacted were: Denver PD, Aurora PD, Lakewood PD, Englewood PD,
Littleton PD, Arvada PD, Wheat Ridge PD, Westminster PD, Golden PD, Arapahoe County SO,
Adams County SO, and Douglas County SO.

The Denver and Aurora Police Departments were the only two agencies that do not work a 4-10
schedule. The Denver Police Department works a 5-8 schedule with their detectives working
varied shifts including evenings and weekends. The Aurora Police Department works a 5-9
schedule and they also work several different shifts.

Listed below is a summary of the other 10 agencies and how they manage their 4-10 schedules:

Lakewood PD:
Employees have either a Monday or Friday off
They have worked a 4-10 schedule for several years and have not seen an increase in
overtime
They utilize their on-call team for assistance if needed but said they are almost never
called in
Their employees are paid overtime if called into court on a regular day off
Each investigator carries about 14 cases

Englewood PD:
Employees have either a Monday or Friday off
Investigators currently work 4-10’s and their overtime has not been impacted
They have never had a need to call anyone in on their regular day off
Employees are allowed to either flex their time or get paid overtime for court on a normal
day off
Their investigators have between 15 and 20 cases each

Littleton PD:
Employees have either a Monday or Friday off
They have worked 4-10’s for 2 years and did not see an increase in overtime, also stated
that their case closure rate went up when they moved to 4-10’s
They utilize their on-call personnel as back-up but stated they are rarely if ever utilized
during normal business hours
Time in court, on a regular day off, is either flexed or they pay the employee overtime
Their investigators carry about 25 cases each

Arvada PD:
Employees have either a Monday or Friday off
They have been on 4-10’s for so many years they don’t know if their overtime was
impacted
They utilize their on-call personnel as additional support if needed
They allow their employees to chose between flexing their schedule or get paid overtime
for court or call-outs on their normal day off
Their investigators carry between 15 and 24 cases each
Wheat Ridge PD:
Employees have either a Monday or Friday off
They have been on 4-10’s “forever” and don’t believe their overtime has been impacted
They would utilize their on-call personnel if needed but said “we’ve never had to use
them”
Said most preliminary and motions hearings are not set on Monday’s or Friday’s but
allow their investigators to either flex or put in for overtime when they have a trial on
their regular day off
Their investigators carry between 15 and 22 cases each

Westminster PD:
Employees have either a Monday or Friday off
They have been working 4-10’s for several years and don’t feel their overtime increased
Stated they work with the investigators they have on short days and have never needed to
call in people from their day off
They allow their investigators to either flex or use overtime for court on a regular day off
Their investigators carry between 8 and 20 cases each

Golden PD:
Employees have either a Monday or Friday off
Began working 4-10’s several years ago and haven’t seen a change in overtime spending
They utilize their on-call investigators for assistance but said it is very rare that they have
to call someone in
Allow employees to flex or use overtime for court on a regular day off
Each investigator carries about 20 cases each

Arapahoe County SO:

Employees have either a Monday or Friday off
Have worked 4-10’s for several years and have not seen an increase in overtime
Stated they have never had to call people in on their normal day off
Allow investigators to use overtime or flex their schedule for court on a day off
Each investigator has between 10 and 20 cases

Adams County SO:

Employees have either a Monday or Friday off
Used to work 4-10’s then switched to 5-8’s, then two years ago went back to 4-10’s and
have seen a decrease in overtime spending
Utilize their on-call team for back-up and have two on-call detectives work a swing shift
starting at noon
Investigators are expected to flex their time if they have advanced notice of a court date
on their day off
On average each investigator carries between 12 and 15 cases each
Douglas County SO:
Employees have either a Monday or Friday off
Have worked a 4-10 schedule for at least 15 years and don’t believe overtime has been
affected
Their on-call team is used if necessary but said they are rarely if ever called
Employees are given the option of flexing their time or using overtime for court on a
regular day off
Their persons investigators carry about 7 cases each and their property investigators carry
between 8 and 15 cases each

Employee Survey:
A survey was conducted with investigations employees being polled privately, via e-mail. They
were given five schedule options to choose from. These included a 5-8 schedule option, staying
on the current 5-9 schedule, and three versions of a 4-10 schedule. The five options were paired
down to the top three choices after noting that 86% had chosen one of these three options. The
4-10 option, giving each employee either a Monday or Friday off was by far the most popular
choice and resulted in just over 95% of investigators choosing this option as their number one
choice. The second most popular choice was a 4-10 schedule that would allow each investigator
to have a Monday or Friday off one week, then a Tuesday, Wednesday, or Thursday off the
following week. The third most popular choice was to stay on the current 5-9 schedule.

RECOMMENDATION

Offer the option of a 4-10 schedule wherein investigators, investigation specialists, and sergeants
take a Monday or Friday off each week. This would not be a mandatory schedule but instead a
third option (5-8, 5-9, or 4-10) for the employees to choose from.

All of these options do and would continue to contain an unpaid 30 minute period of time for
lunch. To further explain, if the 5-8 or 5-9 option is chosen, the employee is mandated to work
an 8½ hour or 9½ hour day and if the 4-10 option is selected, the employee would be mandated
to work a 10½ hour day.

The hours worked by each investigator would continue to be managed by each units supervisor
with the general understanding that, unless otherwise approved, the duty day cannot begin before
6:30 a.m. For example if an investigator began their day at 7:00 a.m. they would end their shift
at 5:30 p.m. It should also be mentioned that the division currently has two investigators that
prefer to work a 5-8 schedule. If this proposal is approved, employees would be allowed to
continue working the 5-8 or 5-9 schedule or switch to the new 4-10 option. If employees choose
to work something other than the 4-10 schedule, it would increase the staffing numbers listed
below.

In respect to employees being afforded the opportunity to attend training or take vacation time,
the decision making power would remain with each section’s supervisor. Currently each section
allows for two people to be off at one time. It is my recommendation that this practice remain in
effect and allow the section supervisor to manage his/her employees to ensure proper and
adequate personnel on a daily basis. Sick time, vacation time, training, court, case load and
FMLA should all be taken into consideration when determining how many people from a
specific team will be allowed to have time off.

As a failsafe or “safety net”, the Investigations Division should utilize the on-call schedule as a
resource for additional investigators, should something arise where additional investigators are
needed. Currently, employees are on call for two weeks at a time. It is understood that the
employee must be available to respond after hours and during the weekend, if called on to assist.
With implementation of the proposed schedule, investigators will be instructed that they must
also be available to respond during normal business hours, even if it is their regular day off.

The below listed numbers include investigators and investigation specialists:

Investigators coverage:

Division Monday Tuesday Wednesday Thursday Friday

Proposed 18 32 32 32 18
Current 24/23 32 32 32 26/25
*Reflects two Inv working 5-8’s

Person’s Monday Tuesday Wednesday Thursday Friday

Proposed 3/3 5 5 5 3/3
Current 3/4 5 5 5 5/4
*Reflects one Inv working 5-8’s

Homicide Monday Tuesday Wednesday Thursday Friday

Proposed 2/2 4 4 4 2/2
Current 3/3 4 4 4 3/4
*Reflects one Inv working 5-8’s

CAC Monday Tuesday Wednesday Thursday Friday

Proposed 3/3 7 7 7 4/4
Current 6/5 7 7 7 5/5

NM Prop Monday Tuesday Wednesday Thursday Friday

Proposed 4/4 8 8 8 4/4
Current 6/5 8 8 8 6/6
*Reflects one Inv already working 4-10’s

So Prop Monday Tuesday Wednesday Thursday Friday

Proposed 4/4 8 8 8 4/4
Current 6/6 8 8 8 6/6
ALTERNATIVES

Change to a 4-10 schedule wherein investigators have a Monday or Friday off one week then a
Tuesday, Wednesday, or Thursday off the following week. This was the second most popular
choice; however, it should be mentioned that no one selected it as their first choice. It was the
second most popular due to many investigators choosing it as their second or third choice. In
addition, no other agency queried, currently work this type of a 4-10 schedule. I also feel it is
worth mentioning that several meetings and our all hands meeting is held on Wednesday. If this
alternative was selected, that is an issue that would need to be addressed.

Investigators coverage:

Division Monday Tuesday Wednesday Thursday Friday

Proposed 24/24 27/26 27/27 27/28 25/25
Current 24/23 32 32 32 26/25
*Reflects two investigators working a 5-8’s

Person’s Monday Tuesday Wednesday Thursday Friday

Proposed 4/4 4/4 5/4 4/5 4/4
Current 3/4 5 5 5 5/4
*Reflects one Inv working 5-8’s

Homicide Monday Tuesday Wednesday Thursday Friday

Proposed 3/3 4/3 3/4 4/3 3/4
Current 3/3 4 4 4 3/4
*Reflects one Inv working 5-8’s

CAC Monday Tuesday Wednesday Thursday Friday

Proposed 5/5 6/6 5/6 6/6 6/5
Current 6/5 7 7 7 5/5

NM Prop Monday Tuesday Wednesday Thursday Friday

Proposed 6/6 7/6 7/7 6/7 6/6
Current 6/5 8 8 8 6/6
*Reflects one Inv already on 4-10’s

So Prop Monday Tuesday Wednesday Thursday Friday

Proposed 6/6 6/7 7/6 7/7 6/6
Current 6/6 8 8 8 6/6

Another alternative would be to stay with the current two options of a 5-8 or 5-9 schedule.
Additional Information:

Because of the type of work the SIU does, they would stay with the schedule they feel is
appropriate. Additionally, due to the size of their unit and personnel issues that are specific to
the unit, the Victim Advocate Supervisor has requested to not be included in this proposal. Lab
personnel and the WMDTF are currently already working a 4-10 schedule.

FINANCIAL IMPACT

At this time it is uncertain what if any monetary effect this change will have. Due to the inability
to predict, with any certainty, if overtime costs would increase or decrease it is my
recommendation that this proposal be implemented on a contingency basis. If approved, one of
the two above listed 4-10 schedules should be implemented on June 1st, 2013 with an analysis to
be completed on the 1st of October, 2013.

History has shown that the summer months produce higher case loads and increased vacation
time for investigators. By conducting the analysis during these months it should allow for a
“worst case scenario” trial run. The analysis should include a review of the effects (e.g. overtime
study, case closure rates, and benefit time usage compared to the same months of 2011 and 2012)
and a determination made as whether to keep the 4-10 schedule as an option or revert back to the
current 5-8 or 5-9 schedule options.
Research Study:

BYU Marriott Study

Susan Heathfield article

BYU Study Reveals Results of City’s

Four-Day Work Week
June 10, 2008

PROVO, Utah — Jun 10, 2008 — Thank goodness it’s Thursday.

According to a new Brigham Young University study, city employees who work four 10-hour
days a week experience lower levels of at-home conflict, which they report translates to higher
job satisfaction and productivity.

The paper, authored by Rex Facer and Lori Wadsworth of BYU’s Romney Institute of Public
Management, appears in this month’s issue of Review of Public Personnel Administration.

The research was conducted among Spanish Fork City employees, many of whom work the
alternative 4/10 schedule, rather than the traditional five eight-hour days. Salt Lake, West Valley,
Provo, West Jordan and Draper are among other Utah cities which offer similar programs.

According to Facer, Utah cities embraced the new schedule to both save money on utilities and
also to give citizens a wider range of times to access city hall.

BYU researchers found that even though 4/10 employees work the same number of hours per
week as their traditional work-week counterparts, they reported being more satisfied with their
jobs, compensation, and benefits, and were less likely to look for employment elsewhere in the
next year.

Among the most significant findings was the 4/10 schedule’s connection to conflicts between
work and home. The 4/10 employees were less likely to report that they come home too tired,
that work takes away from personal interest, and that work takes time they would like to spend
with family. Other studies have linked work-home conflict with low job performance and
lessened productivity.

The challenges of balancing work and home lives have become much more complex, Facer said.
Finding ways to better manage work-family conflict is important in building stronger
organizations and satisfied employee bases.
Other findings in the study show:

-- More than 60 percent of 4/10 employees reported higher productivity as a result of the 4/10
schedule.

-- More than 60 percent of employees reported agreement that citizen access has improved as a
result of the 4/10 schedule.

In 2004, Spanish Fork joined the ranks of other Utah cities that offer alternative scheduling to
their employees. Unpublished findings from the researchers indicate that citizens are split evenly
among support, neutrality and opposition to the 4/10 schedule. The program has continued to
evolve since its inception, in an effort to balance the complex and sometimes competing
expectations of citizens. Within the last year, the city has reinstated Friday hours for some
services.

Nine of Utah’s 15 largest cities offer some form of alternative work schedules to their
employees, a trend that is increasingly prevalent across the county. Of these cities, the 4/10
schedule is the most common program followed by a schedule that offers every other Friday off
with employees making up hours in between.

Facer adds that while the research shows some of the positive effects of alternative schedules,
each city needs to evaluate its citizens, workforce and services carefully before and after
adoption.

Policies may need to be adapted to meet local needs, he said. Each city has to adapt to balance
the very positive feelings the employees have about alternative schedules with the needs of the
members of the community.

To aid in this process, Facer and Wadsworth are currently conducting a nation-wide study
involving about 150 municipal human resources directors aimed at learning more about
alternative work schedules and their effects in communities.

Copyright 2009. Brigham Young University. All Rights Reserved. XHTML CSS 508
 Advantages of Flexible Work Schedules for Employers

With flexible work schedules, employers experience these benefits:

 Increased employee morale, engagement, and commitment to the organization.

 Reduced absenteeism and tardiness.
 Increased ability to recruit outstanding employees.
 Reduced turnover of valued staff.
 Allows people to work when they accomplish most, feel freshest, and enjoy working. (e.g.
morning person vs. night person).
 Extended hours of operation for departments such as customer service.

Develops image as an employer of choice with family friendly flexible work schedules.

Advantages of Flexible Work Schedules for Employees

With flexible work schedules, employees experience these benefits:

 Flexibility to meet family needs, personal obligations, and life responsibilities conveniently.
 Reduced consumption of employee commuting time and fuel costs.
 Avoids traffic and the stresses of commuting during rush hours.
 Increased feeling of personal control over schedule and work environment.
 Reduces employee burnout due to overload.
 Allows people to work when they accomplish most, feel freshest, and enjoy working. (eg.
morning person vs. night person).
 Depending on the flexible work schedule chosen, may decrease external childcare hours and
costs.

Written by Susan M. Heathfiled: A well respected expert in the field of Human Resources
http://humanresources.about.com/bio/Susan-M-Heathfield-6016.htm

Border Patrol Research Study:

Please see attached excerpts or visit the below webpage for the full 62 page study.

http://www.hsdl.org/?view&did=11864