The compressed workweek i often promoted as a transportation demand management (TOM) strategy. It is as urned that employees who work fewer day per week will make fewer trip per week, thus reducing dema. nd on transportation infrastructure. A before-and-after ca e study by Commuter Transportation Services Inc., examines the effects of this trategy on travel behavior by analyzing travel logs completed by employees at a Lo Angeles County worksite before and after the implementation of a 4/40 compressed workweek schedule (four lO· hr days a week). Result· s show that employees actually made more trip on their compressed workweek day off than they did on any other day. However, employees made fewer trips per week and traveled fewer miles than when working a traditional 5/40 chedule (five 8-hr days per week). Ln addition the trip. made on the day off are short erra. nd and were usually made during nonpeak periods, late morning or early afternoon. Further, the findings show that a larger percentage of the trip were being made without a return home between trips, indicating a reduction in the number of cold start. The tudy concludes tJ1at a 4/40 compressed workweek program can reduce the average number of vehicle miles traveled (VMT) and thus can reduce level of mobile source pollutants entering the atmosphece. The average reduction in VM'T per week for respondents of thi study, 46 mi, i equal to a $ SO annual savings in u er co t and an average reduction f 2,300 lb of carbon dioxide and pollutants.

Tran portation demand management (TDM) strategie are designed to increase the efficiency of exi ting transportation infrastructure by reducing travel demand and traffic conges· tion during peak travel periods. In Southern California, many transportation professionals are promoting the use of TDM strategies to reduce vehicle emi sion levels and air pollution in the Los Angele Basin. TDM srrategie include ride. sharing, telecommuting, variable work hour, and compres ed workweek programs.