When I first entered local government years ago, I braced myself for what I thought would be a slow-moving world: outdated technology, risk-averse leadership, and the ever-present stereotype of the “lazy government worker.” To my surprise, I found something very different: passionate, community-minded professionals, a constant variety of challenges, and a deep sense of purpose.

Still, one thing held true: innovation was often stifled by political caution and tight budgets. As someone who values forward thinking, I’ve occasionally wondered whether I truly fit in. But over the past year, my organization has taken a bold step that speaks directly to those values—we’re experimenting with a compressed workweek.

What We’re Doing and What It’s Not

The compressed workweek pilot began in our police department and has since expanded. The concept: Schedule employees for 32 hours per week while continuing to pay them for 40.

Let me pause here because this is not the model you may be picturing. We’re not closing city hall on Fridays or shifting everyone to four 10-hour days. Most employees are working four eight-hour days, with the fifth day off, and they’re still meeting expectations, if not exceeding them. We work with teams to be more efficient in their time, whether in meetings or daily tasks. A main focus is not reducing hours of operation or doing less work, but working smarter. We ask whether meetings are really needed, how long they should be, and how technology can help maximize efficiency.

I know this raises a lot of questions. The idea is rooted in private-sector research showing that a four-day workweek can improve well-being, reduce burnout, and even increase productivity. So far, that’s largely held true for us. Service levels haven’t dropped. Overtime spending has decreased. And employee satisfaction is up.

Still a Work in Progress

From the beginning of this project, I was excited about the opportunity to try something new. At the same time, I was nervous. Most of my concerns boiled down to a single idea: we weren’t in a “perfect” enough place to take a risk like this. I worried a bold initiative like this would put a magnifying glass on our staff and services, potentially exposing gaps or creating new challenges when we already had plenty on our plates.

Our city manager took the lead in one-on-one conversations with each councilmember before the pilot launched. We also held community meetings to listen and respond to concerns. To my surprise and relief, those meetings were sparsely attended. It became clear the community didn’t see this as a negative lightning rod. That early signal gave us room to focus on thoughtful implementation rather than damage control.

We might be the first, or one of the first, local governments to try this model, and we’re still figuring it out. We don’t have all the answers yet. But we’re committed to flexibility and equity, recognizing that what works for one department may need to look different in another.

Our internal working group includes the HR director, police chief, city manager, and me, the deputy city manager. We’re approaching this with curiosity, collaboration, and the understanding that we’re building something new in real time.

The Deputy’s Role in Driving Culture Change

The deputy city manager role is often called the “best job in local government,” and this project has been a reminder of why. We get to sit in that critical space between strategy and execution, supporting departments while navigating political realities.

In this initiative, my role has focused on change management:

• Helping department heads think through operational and human impacts.

• Facilitating clear, consistent communication.

• Encouraging flexibility while maintaining accountability.

• Addressing concerns around equity, workload, and performance.

Unsurprisingly, the pilot has surfaced deeper challenges that already existed: differences in productivity, uneven workloads, and outdated definitions of what it means to “get the job done.” But it’s also sparked new conversations about how to work smarter, define success, and better support our teams. I think this project has brought new light into conversations we were already having.

Tips for Success

If you’re considering a bold shift, whether a compressed workweek or something else, here are a few lessons from our experience:

Build a strong internal team. Involve people with different perspectives early on: HR, department leaders, operational staff.

Over-communicate. Change can be confusing, even when positive. Repeat key messages and clarify what’s flexible versus non-negotiable.

Be flexible, not vague. One-size-fits-all rarely works. Tailor your approach by department, but stay grounded in clear principles and goals.

Name the tensions. Don’t avoid hard conversations. Be transparent about challenges like fairness and performance. People respect honesty.

Focus on the long game. This isn’t just about scheduling. It’s about building a more resilient, modern, people-centered workplace.

Government Can Be Bold

COVID introduced a level of workplace flexibility that permanently changed how people think about work—even in government. Employees now expect more autonomy, more trust, and a greater focus on results instead of hours. This pilot isn’t just about reducing the workweek. It’s about continuing that evolution, moving from reactive flexibility to intentional, values-driven design.

You might think this kind of change is impossible, politically risky, or just not the right fit for your community. And you might be right. Compressed workweeks are not a magic fix, but I encourage you to think bigger. Not just about shorter schedules, but about any bold idea that might re-energize your workforce, improve well-being, or modernize operations.

Sometimes the most important thing isn’t the initiative itself. It’s the act of trying—of taking a risk, of showing your team and community that you’re willing to challenge the status quo in service of something better.

As employers, we have a responsibility to show our teams that local government can be the innovative, people-focused workplace they’ve been looking for. Our tagline for this project is “The Best for Golden,” and I believe there is real power in that. Our employees’ well-being directly contributes to the service we provide to our community. That is our ultimate goal.

Innovation in government is never easy, but it’s worth it.

CARLY LORENTZ is deputy city manager of Golden, Colorado, USA.