Civil Engineering Reference
In-Depth Information
were involved in the program. The most popular schedules were 80 h in 9 days, and
40 h in 4 days. The maximum percentage of total arrivals to work in the peak half
hour dropped from 47 to 34 % [
7
].
The Denver Federal employees compressed work week schedule found a net
household VMT reduction for both work and non-work travel averaged about 15 %
for participating employees. These percentages are for total household travel during
the 7 day week.
b. Ventura County, CA
As part of its effort to meet trip reduction requirements of the Air Pollution Control
District
s Rule 210 (predecessor to Regulation XV), Ventura County tested a
variable work hours program consisting of a combination of
'
flextime and both 9/80
and 4/40 work weeks. Commuter Transportation Services, Inc. (CTS) conducted a
6 month pilot project to determine the impact on ridesharing and organizational
effectiveness. A total of 367 employees were involved, with 172 adopting a 9/80
schedule, 33 adopting a 4/80 schedule, and 76 adopting a
fl
flextime schedule. The
remaining 86 employees either did not opt for one of the variable work hour
schedules or discontinued participation in the 6 month demonstration program.
Survey data from the 367 employees indicated that drive-alone rates declined from
82.2 to 76.6 % over the course of the project, while ridesharing rates increased from
8.0 to 12.8 %, and use of
fl
“
”
other
modes of travel increased from 9.8 to 10.6 % [
8
].
c. California Air Resources Board
This 1995 study of CWW on employee travel by the California Air Resources
Board found that 2,600 Southern California employees on CWW schedules reduced
their net number of trips by an average of 0.5 person trips, per week. Those working
a 9/80 or a 4/40 schedule drove an average of 20 fewer miles per week [
9
].
d. Washington State Commuter Trip Reduction Program
Employee participation in compressed work week schedules among participating
employers grew steadily from 14.5 % in 1993, to 20.0 % in 2005 [
10
]. An update
on how this program has grown is presented in Sect.
21.4
of this chapter.
21.3.3.2 Implementation Considerations [
2
]
Implementation of the compressed work week generally involves little, if any,
costs. The 4 day work week (4
10) is the more commonly applied pattern. As with
-
staggered and
flexible work hour programs, businesses that are primarily admin-
istrative adapt well to a 4 day work week, while businesses that cater to customers
fl
'
hours or are linked to delivery schedules or inter-industry requirements may not be
able to change from their 5 day schedules.
The bene
c and transit congestion,
improved employee and management morale, reduced absenteeism, and increased
ts of the CWW include reduced traf
