WORK SCHEDULE CHANGES TO REDUCE PEAK TRANSPORTATION DEMAND

In a program begun in Manhattan in 1970, the Port Authority of New York and New Jersey, in cooperation with the Downtown-Lower Manhattan Association, initiated a staggered work hours program (SWHP). Its goal is to ease problems of commuting to and from work by persuading organizations to alter work schedules from peak commuting times. If it succeeds, future capital requirements for trantportation facilities may be decreased. Small-scale SWHPs were begun during World War II but were not continued. The current SWHP was begun in in lower Manhattan and then extended to midtown. The task of convincing business and industry to change from their usual 9 to 5 work shcedules has been key to the program's success. First a survey was conducted of all area businesses to determine work hours, the number of employees on each schedule, and their mode of transportation and area of residence. If results reveal unusual concentration that can be related to transport congestion, firms are asked to participate. The prime focus has been to determine the effect of staggered work hours on transportation patterns. The goal is to adjust work schedules to lessen congestion on all transportation systems serving Manhattan. Before and after surveys have shown dramatic reductions in peaking in the downtown Manhattan effort, whereas comprehensive surveys in midtown have not revealed much change; participation there is still low. Changing demand patterns in three subway stations in lower Manhattan and at the World Trade Center PATH terminal indicate that the program is succeeding. If similar results can be attained at all rail transit stations in lower Manhattan, many thousands of commuters will be affected. Surveys have involved many aspects of the transit system: queuing at escalators, subway station counts, subway travel times, automobile volumes at the Lincoln and Queens-Midtown tunnels, transit bus counts, and correlation between work schedules and transportation operations. To pinpoint problems, so-called complaint questinonnaires are given to participating firms to distribute to employees who report difficulties. Questionnaire replies are followed up and acted upon. As expected, studies indicated that staggered work hours cut elevator waiting times in large buildings. A transportation tardy study revealed an increasing pattern of train delays as the morning peak period progressed. Survey results indicate that peaking in Manhattan can be expected to worsen unless countermeasures are taken. General SWHP steps are outlined, along with emphasis on the necessity of promotion and publicity. Flextime, 4-day work weeks, and other concepts to fight congestion are discussed.

• Supplemental Notes:
  • Published in Urban Transportation Perspectives and Prospects.
• Corporate Authors:

  Newcastle University, Australia

  Department of Community Programmes
  Newcastle, New South Wales 2308,   Australia 

  Eno Transportation Foundation

  P.O. Box 2055, Saugatuck Station
  Westport, CT  United States  06880-0055
• Authors:
  • O'Malley, B W
• Publication Date: 1982

Media Info

• Features: Tables;
• Pagination: p. 187-194
• Serial:
  • Publication of: Newcastle University, Australia
  • Publisher: Newcastle University, Australia

Subject/Index Terms

• TRT Terms: Businesses; Commuting; Cooperation; Escalators; Flexible hours; Hours of labor; Industries; Peak hour traffic; Staggered work hours; Studies; Subways; Traffic congestion; Weekdays
• Uncontrolled Terms: Congestion
• Geographic Terms: New York (New York)
• Subject Areas: Public Transportation; Society;

Filing Info

• Accession Number: 00399705
• Record Type: Publication
• Report/Paper Numbers: HS-037 987
• Files: TRIS
• Created Date: Oct 31 1989 12:00AM