1997 Diamond Award Profiles

Here are the commuting profiles and stories behind the 1997 Diamond Awards presented by Commuter Challenge to 13 King County employers and three individuals for their outstanding and innovative efforts to reduce commute trips to their worksites. All 13 employers met or exceeded their 1997 state Commute Trip Reduction goals, including the winner in the category of Voluntary Program.

(The following abbreviations are used in the profiles below: An "ETC" is the staff-level employee transportation coordinator responsible for the daily administration of the transportation program; "PM" is the transportation program manager; and "CEO" refers to the top management-level person at the worksite. "SOV" stands for single-occupant vehicle, and "CTR" for commute trip reduction.)

Category: Management Support

ConnexT, Seattle

CEO: Maura O'Neill, President and CEO

ETC: Vanessa Hawes, People Development Team Leader

CEO sets progressive tone In business just a year and a half, the atmosphere at ConnexT, a software developer for the utility industry, is electric! From CEO Maura O'Neill on down to each employee–called "partners"–there is pride in their product, company, and progressive culture. As O'Neill says, "We are building a company that is enormously successful and treats people well."

Showing off a Diamond Award for "Management Support:" ConnexT's Vanessa Hawes, People Development Team Leader and Maura O'Neill, President and CEO.

ConnexT benefits from good business decision

One of the company's most popular benefits is its free annual FlexPass for Metro buses. Not only do 75% of partners commute by bus as a result, but ConnexT saved thousands of dollars by not having to recruit and train new partners when, six months after start up, the business relocated from Bellevue to downtown Seattle.

Two weeks prior to moving, an all-out effort was made to put FlexPasses in the hands of partners and educate them about how to take the bus, in addition to providing incentives for carpooling, walking, bicycling, and laptops for teleworking. O'Neill is convinced that making the new commute easy and inexpensive was a key factor for employee retention. ConnexT uses the commuting package as a big incentive in the current hiring frenzy for high-tech employees, as well.

O'Neill's decision to create an outstanding commuting program for employees fits with her commitment to retaining the quality of life in the Puget Sound region and her history of leadership in our community, from starting the first environmental committee for the Downtown Seattle Rotary, to sitting on the boards of directors for the American Red Cross, Greater Seattle Chamber of Commerce, and the Community Development Roundtable. Making decisions that are good for business, employees and the region is the mark of a true leader.

Results:

Of 130 partners based locally, 98 ride the bus, 9 carpool, and 3 ride the ferry and walk to work. Up to 50% of partners have laptops provided by ConnexT enabling them to telework from home on an occasional to regular basis.

Award Category: Management Support

SAFECO Insurance Companies, Redmond Campus

Management:
Richard Zunker, President, SAFECO Life
Tim Mullen, Resident Vice President

PM/ETC: Rick Pusateri, Facilities Manager, Campus Services

Safeco Life Insurance President Richard Zunker and Facilities Manager Rick Pusateri pose with Redmond Mayor Rosemarie Ives and the work site's Diamond Award for "Management Support."

SAFECO's commuting success points to the top

A consistent and historically strong program that encourages employees not to drive alone to work means one thing: top management supports the commuting program in budget and policy decisions. Nowhere is this more true than at SAFECO's Redmond campus.

Cares about employees and community

Support at the management level results in creative, efficient and community-based programs to help mitigate traffic problems for both the community and employees. One of the first employers to offer subsidized Metro bus passes and vanpools to employees in the early 1970s, SAFECO more recently implemented custom bus routes and teleworking in the 1990s. In 1992, SAFECO management took a leadership role in developing the Overlake Transportation Management Association and continues to dedicate human and financial resources to the recently formed Greater Redmond Transportation Management Association.

Top management at SAFECO is committed to policies that help employees choose commute alternatives. It is part of SAFECO's culture to take care of its employees and to be a responsible corporate citizen. Like most businesses, SAFECO likes to see results: by providing subsidies and amenities, such as fleet car usage, vanpool emergency kits, and on-board cell phones in vans, SAFECO has filled 27 vans with loyal riders and met its state Commute Trip Reduction goal for 1997. Thanks to the strong support of top management at SAFECO's Redmond campus, the site is a repeat Diamond Award winner and model corporate citizen.

Results

Out of 1,430 employees, 243 vanpool, 171 carpool, 114 ride the bus, 15 telework one or more days a week, 14 bicycle, and 14 walk to work.

Award Category: Management Support

Weyerhaeuser Company,
Federal Way

CEO: John W. "Jack" Creighton, Jr., President and CEO, retired

PM: Steven R. Hill, Senior Vice President, Human Resources and Information Technology

ETC: Katy Taylor, Employee Transportation Coordinator

CEO committed to results

The numbers tell an exciting story: Since January 1997, more than 2,500 employees have signed up for Weyerhaeuser's new commuting program, Weyerhaeuser Freeways. Surveys show a 20% reduction in drive-alone commuting to the corporate headquarters, and use of all alternative modes has increased. But the reason Weyerhaeuser has a story to tell about its model commuting program is in large part because CEO Jack Creighton supported it 100%.

Creighton went the extra mile in sending a message that upper management fully supports the new commuting options. He sent letters to managers and employees asking for feedback on the suggested program, and later urging their participation in the one adopted. He regularly rides the Campus Freeways shuttle himself, and has been known to ask other managers who come to his office if they rode the shuttle to get there. In addition, he wrote a testimonial on Weyerhaeuser's employee transportation program to be shared with other local employers.

Weyerhaeuser Freeways a first–in many ways

The seamless, three-county Weyerhaeuser Freeways FlexPass is the product of an innovative partnership between Weyerhaeuser, King County Metro, and Pierce Transit. The three worked together to create the first multi-county pass for buses and vanpools, the first fully integrated financial incentives for carpooling and non-motorized commute modes, and the first use of idle public vanpool vans (brought to work by Weyerhaeuser commuters) to provide inter-building service during the workday.

Jack Creighton and a supportive Senior Management–plus a CTR Team that carefully planned and implemented Weyerhaeuser Freeways–deserve recognition for their clear commitment to walking the talk of environmental stewardship.

Retired CEO Jack Creighton, Barbara Mason, Employee Transportation Coordinator Katy Taylor, Susan Mersereau, and Perry Christensen display Weyerhaeuser's Diamond Award for "Management Support."

Results

Of 2,845 employees, 420 carpool, 228 vanpool, 110 telework, 100 work a compressed week, 51 ride the bus, 29 bicycle, and 17 walk. This level of participation resulted in an annual reduction of more than 75,000 drive-alone trips and 3 million vehicle miles traveled in 1997.

Award Category: Commute Trip Reduction Progress

CH2M HILL, Bellevue

CEO: Michael Kennedy, Regional Manager

ETC: Cheryl Yoshida, Transportation Planner/Engineer

CH2M engineers big trip reductions

CH2M HILL Project Manager Kris Liljeblad and Regional Manager Michael Kennedy accept a Diamond Award for outstanding progress at reducing drive-alone trips from EDC Vice President Bruce Kendall.

CH2M HILL, a consulting engineering company, has eclipsed its own history of success at getting employees to choose alternative modes of commuting. The numbers of staff who drive alone to work at the Bellevue offices dropped from 61% to 40% in just a few months!

As CH2M's leased parking rates crept up to $97 per month, Regional Manager Michael Kennedy agreed with the transportation committee that the time had come to revamp the company's drive-alone parking surcharge, which had funded its commuting incentives for ridesharing and other modes.

Presented with an innovative offer from Metro, the City of Bellevue, and the State of Washington to share the costs, CH2M was able to offer an annual transit pass (FlexPass) to each employee for $84 ($633 value). In addition to the discount, all employees continue to receive a $40 monthly transportation allowance for any mode of travel.

Kris Liljeblad, a project manager, often uses his bus pass for workday meetings in Seattle, in addition to regular commuting. "I can spare my clients the parking charges and be productive while I'm riding. You just can't do that when you're behind the wheel," he says.

What turned SOVs into HOVs?

What made the difference? A number of favorable conditions were already in place: the office is located (based on employee input) one block from the downtown Bellevue transit center; CH2M provides 28 corporate vehicles for work-related and personal trips; local management realizes the value employees place on access to commuting choices and has created a corporate culture that supports alternative commute modes. The rest was simply cause and effect: The combination of an increased transit incentive in conjunction with the parking cost increase changed employees' commuting habits.

Results:

Of 325 employees, 117 ride the bus, 36 carpool, 10 work four 10-hour days, 7 telework one day a week or more, 7 vanpool, 5 walk, and 2 bicycle.

Award Category: Commute Trip Reduction Progress

D.S.H.S., Child & Family Services, Seattle

CEO: Joseph Bell, Regional Administrator

PM: Paula Alexander, Regional Business Manager

ETC: Tami Elkins, Senior Office Assistant

Outstanding CTR progress

Child & Family Services Regional Administrator Joseph Bell and Regional Business Manager Paula Alexander display the South Seattle site's Diamond Award.

The Child and Family Services branch of the state Department of Social and Health Services deals with the forgotton, the neglected, the abused. Its mission is a heart-wrenching one, in which there seems never to be enough time or money or love to go around. Given such a weighty task, being recognized for making outstanding progress among Seattle area employers at reducing single-occupancy vehicle trips to the work site is commendable.

Dedication stretches modest budget

How did an agency that budgeted just $200 toward commuting incentives in 1997 manage to have such an impact on its employees' commuting choices?

The answer can be found in the person of Tami Elkins, senior office assistant–or "the commute goddess" as co-workers affectionately refer to her. When her modest purchase of Commuter Bonus and Commuter Bonus Plus vouchers for discounts on transit fare and coupons for participating retailers ran out, Elkins didn't despair. She began sending "thank you" notes and presenting small gifts to employees who rideshare, as well as writing a regular commuting column in the staff newsletter. "Simply providing pertinent commuting information to employees and following up on expressions of interest by offering to help find a carpool partner or bus route was what seemed to have the most impact," Elkins says.

Elkins herself carpools–in addition to working a compressed week–she picks up a co-worker in Tacoma on her way north from Olympia, then a different co-worker carpools home with her. Elkins' boss, Regional Business Manager Paula Alexander, also regularly carpools with a co-worker. One of Elkins' common-sense solutions to helping case workers–who routinely need their vehicles for home visits–to eliminate a day of solo commuting is to suggest they coordinate the days they spend in the office catching up on paperwork, enabling some to carpool one day a week.

Elkins derives personal satisfaction from assisting employees and working with neighboring employers. In addition, she hopes the commuting program will have a positive impact on the parking crunch Child and Family Services is facing at its Rainier Avenue work site.

Results

Out of 395 full-time employees, 40 carpool, 38 ride the bus, 25 work a compressed week, 4 vanpool, 4 telework, 4 bicycle, and 2 walk.

Award Category: Commute Trip Reduction Progress

Orion Industries, Federal Way

CEO: Ron Branham, CEO

ETC: Tom Stepanek, Executive Director

Orion's unique story

Among the 16 Diamond Award winners, the story of Orion Industries' participation and success at reducing commute trips is unique. Orion is a non-profit, self-supporting organization that provides work assessment and training to people with physical or mental disabilities or histories of drug and alcohol abuse. As it provides training, Orion Industries also operates a machine shop and assembly facility in Federal Way that subcontracts sheet metal projects for Boeing and other companies. Between 1993 and 1997, the numbers of Orion workers who drove alone to work decreased from an already low 38% to just under 20%!

Because getting to work is half the battle

Two of the top barriers to employment faced by Orion's client-employees are attendance and productivity. Because simply getting to work is the first step toward success, Orion volunteered in 1993 to be affected by the state Commute Trip Reduction Law. Executive Director Tom Stepanek worked with the City of Federal Way and King County Metro to build a modest but effective commuting program that fits Orion's budget and its employees' needs.

Showing off Orion's Diamond Award for "CTR Progress" is Executive Director Tom Stepanek.

Information about commuting options and personalized assistance are provided during orientation sessions. Metro Route 194 now stops at Orion's door. A bulletin board allows employees to post notices, share commuting details and find carpool partners.

Sharing the ride makes obvious financial sense to many Orion employees. And Stepanek credits the motivational success of a monthly contest he conducts among employees who use an alternative commuting mode at least 50% of the time. He awards about five $20 Commuter Bonus Plus coupons each month, which employees most often use to purchase gas for their carpools at participating BP stations. The coupons are funded by a $1,200 grant from the City of Federal Way and King County Metro.

In addition, all 127 Orion employees–both the 85 production workers and 42 permanent staff–work four 10-hour days, eliminating more than 250 commute trips each week. Orion finds offering a compressed work week boosts productivity and morale.

Orion's commuting program not only is good for mobility on South King County roads, but also is a positive factor in helping its clients find their way to a productive future.

Results

Of 127 employees, nearly 50 carpool together, 16 ride the bus, 3 bike or walk to work, 2 telework, and all 127 work four 10-hour days.

Award Category: Voluntary Program

Puget Sound Regional Council, Seattle

CEO: Mary McCumber, Executive Director

PM: Mark Gulbranson, Director of Administrative Services

ETC: Angie Daniels, Administrative Assistant

Regional agency walks its talk

PSRC Planner Lindy Johnson and Director of Administrative Services Mark Gulbranson accept a Diamond Award recognizing their agency for its outstanding voluntary commuting program.

The Puget Sound Regional Council (PSRC) is walking its talk. As the metropolitan planning organization for King, Pierce, Kitsap and Snohomish counties, the PSRC provides planning data and a forum for jurisdictions to work together to address issues of regional significance–such as growth and the resulting traffic congestion. PSRC employees don't just talk about transportation demand management (TDM) policies, they live them. Fewer than 4% regularly drive alone to work!

Broad policy improves personal choices–and mobility!

With fewer than 100 employees, the PSRC is not affected by the state Commute Trip Reduction Law, but is being recognized for its effective voluntary commuting program. Executive Director Mary McCumber initiated an incentive program six years ago to encourage employees to choose an alternative commuting mode. McCumber herself rides the bus to work, and all three department directors can be found busing, biking, or riding the ferry to work.

"As the designated transportation planning agency in the central Puget Sound region, we must lead by example when it comes to regional mobility," McCumber says. "The success of policies often comes down to their effect on individual choices."

Employees of the planning agency not only developed their transportation program, they also helped determine which employee benefits should be reduced to provide funding for the program. The PSRC's downtown location makes many commuting options accessible to staff, and Transportation Demand Management Planner Lindy Johnson believes urban planning tends to attract people who care about making a difference. She also credits the $39.50 monthly all-modes subsidy for helping the organization achieve such a low number of single-occupant vehicle commuters.

Results

Of 47 employees, 32 ride the bus, 7 carpool, 2 to 3 bicycle or walk regularly, 2 work compressed weeks, and 90% can telework on a regular or occasional basis.

Award Category: Ridesharing

Costco Wholesale, Home Office, Issaquah

CEO: Jim Sinegal, President

PM: Steve Stachowiak, Facilities Manager

ETC:
Duane Ross, Facilities Coordinator
Tracy Kooy, Receptionist

Costco Wholesale's Home Office Facilities Manager Steve Stachowiak and Facilities Coordinator Duane Ross show off Costco's Diamond Award.

Vanpools give good value The management of Costco Wholesale understands the worth of buying in bulk and has applied this philosophy with huge success to its employee vanpooling program. Costco's 180 vanpoolers–23 vanpools–also understand a good value when they see one.

Relocation prompts successful commuting program

The 23 vanpools have been formed since Costco moved into its new Issaquah headquarters in June 1996. Faced with a number of challenges related to a new corporate work site and the unique nature of their retail business, Costco management recognized the benefits of encouraging employees to commute by vanpool. With 1,200 employees relocating from the old Kirkland headquarters, Costco had 350 more employees than it has on-site parking spaces at the new location. Employees living north of the former Kirkland office were accustomed to a short commute and had to adjust to a longer commute. The nearest park-and-ride lot is 1.4 miles away on the opposite side of I-90, with a partially funded and part-time shuttle bus service. And employees work a variety of shifts.

Costco management and facilities staff worked with King County Metro staff to establish a high-occupancy-vehicle (HOV) subsidy program, promoted it to employees, recruited vanpool riders, trained drivers and bookkeepers, and put the vans on the road–much of this in one month! High profile preferential parking places for the vans also were established. Calls were made to neighboring employers Western Wireless and Siemens Medical Systems Inc. to inquire about working together to increase the odds of ridematching.

Management and vanpoolers alike view the vanpools as a blessing and key to the success of the relocation. The results of 23 vanpools speak for themselves: available parking for clients and vendors; employees arrive at work on time, less stressed, and pleased with the dollars and time they are saving; good value for the money spent!

Results

Of 1,100 employees, 180 vanpool, 90 carpool, 8 ride the bus, and 8 bicycle.

Award Category: Ridesharing

The Seattle Times, North Creek Facility, Bothell

Management:
Doug Ranes, Plant Manager

ETC:
Ray Andringa, Director of Security

Creative answers to a commuter challenge

When you have more free parking than you really need, reducing commute trips to your site can be a challenge. A creative approach to making employees aware of commuting options at the Seattle Times North Creek Facility has resulted in 75 carpoolers.

The Seattle Times' Diamond Award for "Ridesharing" is displayed by Times Manager Camille DeSantis, flanked on the left by City of Bothell Planner Gordon Burch and on the right by Bothell Mayor Debbie Treen.

Director of Security Ray Andringa uses priority parking spaces, a 50% bus and vanpool subsidy, and the guarantee of a ride home in case of emergency to build loyal carpool, vanpool and bus commuters.

More importantly, he makes sure employees know about the incentives through a mix of media, including appropriately enough "The Daily Commuter," an employee newsletter which spells out the time, money and stress employees save by sharing the ride and offers personalized assistance in finding a carpool partner. "The employees who rideshare reap rewards," Andringa says.

Extra, extra! Read all about it!

In addition to putting out the printed word, each employee lunchroom contains one or more computer kiosks with the Times' own employee intranet on line–an interactive employee newsletter with easy access to commuting benefits and information. And Andringa's latest marketing scheme is to include commuting "propaganda" clips on the large-screen TV that greets employees in the lobby.

Helping employees find cheaper, easier ways of getting to work that also benefit our region is one way The Seattle Times retains a high quality workforce charged with getting the news out day after day.

Results:

Of 400 employees, 75 carpool, 50 work four 10-hour days, up to 20 ride the bus, up to 10 bicycle in spring and summer, and 5 vanpool.

Award Category: Transit

University of Washington, Seattle

CEO: Richard McCormick, President

PM: Michael Williams, Transportation Systems Manager

ETC: Janice Wilson, Jeff Aumell, and Romaine Kroon

U-PASS accounts for 10% of Metro bus trips A repeat Diamond Award winner, the University of Washington offers an innovative and comprehensive transportation program.

The staff of the University of Washington Transportation Office accept a Diamond Award for their transit-friendly commuting program. From left: Janice Wilson, Michael Williams, Romaine Kroon, and Jeff Aumell.

The U-PASS provides UW students, faculty and staff incentives to use alternate commute options and disincentives for driving single-occupancy vehicles. It is easy to understand why the UW's transportation program has become the role model for campus transportation programs around the world, when you consider that 10% of all Metro and Community Transit bus trips are taken with a U-PASS!

While the U-PASS is much more than a bus pass, the UW commuting program is being recognized for the transit-friendly elements it features: a Guaranteed Ride Home policy, abundant bicycle racks for those who bike and bus to work, the flexibility of being able to use the same pass that subsidizes vanpooling for riding the bus home when necessary, and a night shuttle service. In addition, the UW Transportation Office has been key in coordinating the popular Husky football game day transit service, introducing Metro to a new group of potential riders. The Transportation Office boasts four staff members to handle inquiries from students and staff, promote the U-PASS program, and assist in finding ridematches and bus routes.

UW invests in commute options

Mitigating potential traffic and parking impacts of University growth, as well as providing a wide range of commute options for the campus, have driven the UW's wise investment in its U-PASS program. Importantly, neighbors are happier with less congestion. The University is contributing to its community. And students who discover riding the bus to college is pretty cool, are more likely to use transit to get to work in the future–a long-term benefit for them and the region.

Results

Of 53,000 students and staff, 43,000 own a U-PASS, 7.8 million trips are taken by bus annually, 5,000 carpool, 200 vanpool, almost 30% walk or bike, and 18% of staff work a compressed week. Total vehicle trips to campus are down 13% since 1991 and only 26% drive alone.

Award Category: Non-Motorized (Bike and Walk)

Starbucks Coffee Company Headquarters, Seattle

CEO: Howard Schultz, Chairman and CEO

PM: Howard Wollner, Vice President of Administration

ETC: Matthew McCandlis, Transportation Supervisor

What fuels bicyclists and walkers?

Maybe it's the $20-per-month subsidy. Maybe it's the secured bicycle storage cage. Maybe it's the flexible start times. Maybe it's being made aware of healthy, energy-efficient, Northwest ways of commuting. Or maybe it's the vision of a steaming latte at the end of the journey. Whatever the motivation, it attracts more than 50 Starbucks employees–called "partners"–to ride their bikes to work and up to 26 to walk to the thriving coffee company's headquarters in renovated Starbucks Center.

When Starbucks installed a storage cage with an electronic security card reader for 60 bicycles and included men's and women's restrooms–each with 40 lockers and three showers–the numbers of bicycling commuters soared.

Commuting benefits are good business brew

Not only do bicyclists and walkers receive a $20 monthly incentive, but so do employees who commute in vanpools, carpools, or by bus at least three days a week. In locating south of downtown Seattle, Starbucks knew it would need a strong commuting program to complement its already attractive benefits package. Starbucks helps make it convenient to use an alternative commute to Starbucks Center through: incentives to commuters who choose a mode other than driving alone; an innovative shuttle serving 750 Starbucks commuters a week with stops at the Starbucks Roasting Plant, Pioneer Square, the International Bus Tunnel Station, and the ferry terminal; as well as promotions and site amenities such as secure bicycle parking.

Besides reinforcing Starbucks' commitment to corporate citizenship and a great work environment, the Facilities Department hopes Starbucks' stellar commuting program will reduce the cost of expanded future parking requirements–a goal all growing
businesses can appreciate.

Results:

Of 1,200 employees affected by the CTR Law, 241 ride the bus, 229 carpool, 50 bicycle, up to 26 walk, and 12 vanpool.

Award Category: Parking Management

Children's Hospital and Regional Medical Center, Seattle

CEO: Treuman Katz, President and CEO

PM: Jim Sawyer, Security Manager

ETC: Judy Bouse, Employee Transportation Coordinator

Why manage parking?

A state-of-the-art electronic parking system, incentives to use alternative commuting modes, and off-site parking arrangements at Children's Hospital and Regional Medical Center are helping reduce employee commute trips and ensure parking for patients' families.

The system encourages employees to leave their single-occupant vehicles at home by crediting employees' paychecks when they do–or else deducting a modest parking charge. In addition, preferred parking spaces are reserved for carpools and vanpools, while less convenient spaces or off-site parking requiring a shuttle trip is assigned to those who drive alone.

The new way of managing parking reduces the stress patients' families experience when bringing a child to the hospital by guaranteeing there will be a parking space available. And it decreases the hospital's impact on its residential neighborhood by reducing commute trips to the hospital by staff.

Innovative solution eliminates guesswork

Judy Bouse, ETC for Children's Hospital and Regional Medical Center, shows off the hospital's Diamond Award for parking management.

Gates and electronic card readers at each parking lot take the guesswork out of monitoring employee and visitor parking. Each staff member was provided a new electronic ID card and parking assignment. Employees who drive alone to work pay 17, 11, or 8 cents per hour to park, depending on the time of day. But on days that they vanpool, carpool, are dropped off, bicycle, walk or telework, the parking card is a friend that automatically credits their next paycheck with the same amount that would have been deducted if they had driven alone!

Technology and thoughtful planning gave Children's true accountability. Attractive incentives for using alternative commutes coupled with disincentives for driving alone are responsible for reducing commute trips. Creating an innovative and effective method of managing parking on top of a historically solid commitment to reducing employee commute trips won Children's Hospital and Regional Medical Center a Diamond Award for parking management.

Results:

Of 2,400 employees affected by the CTR Law, 270 carpool, 253 ride the bus, 167 bicycle, 131 are dropped off or drop their carpool partner off at another nearby site, 123 vanpool, 103 walk, 24 telework, and 14 ride motorcycles.

Award Category: Compressed Work Schedules

Boston Scientific Corporation, Northwest Technology Center, Redmond

CEO: Paul Goll, General Manager

PM: Karen Quinn, Office Services Supervisor

ETC: Pat Cranford, MIS Assistant

Compressed work week–a business benefit

The Northwest Technology Center of Boston Scientific Corporation started its compressed work week option as a way to comply with the state Commute Trip Reduction Law. Now that 75% of departments and employees have embraced the concept, it is clear to management that the benefits go far beyond reducing commute trips for this Redmond designer and manufacturer of medical devices.

Managers find the longer days are a boon to synchronizing work processes between work groups dependent on each other. Management appreciates the lower absenteeism and increased morale and productivity the compressed work week engenders. Employees are happy to get a third day off–or at least two when overtime is necessary–and appreciate saving daycare costs. Non-manufacturing staff are included in the compressed work week option, and are given the flexibility to alter their schedules from one week to the next.

Boston Scientific Corporation's Northwest Techology Center, Inc. won a Diamond Award for its "Compressed Work Schedules." Pictured with the award are: Pat Cranford, employee transportation coordinator; Michael Tinker, senior manager; Karen Quinn, office service supervisor; and Gloria Cranford, facilities assistant.

Office Services Supervisor Karen Quinn says, "Implementing the compressed work week went smoothly because it was coordinated by a team representing a cross-section of the company, including a management representative." Because of careful planning and preparation, the new work option was positively received from the beginning and had a low impact on the payroll department.

High-tech Redmond company manages by results

Formerly called Heart Technology, in its two-year existence, this company has seen and embraced many changes, including the compressed work week. Started by forward-thinking inventor, Dr. David Auth, and continuing its fast growth under General Manager Paul Goll, this Boston Scientific work site has a reputation for embracing change that is positive rather than clinging to old ways of doing things–from the high-tech products produced to its progressive management-by-results work environment.

Results

Of 375 employees, about 280 work a compressed week, nearly 100 carpool, 22 employees vanpool, and 2 ride the bus.

Award Category: ETC Leadership

Elizabeth Blencoe, MetLife Capital, Bellevue

CEO: John Cornwall, President/CEO

PM: Elizabeth Blencoe, HR Representative

ETC: Shannon Leach, HR Assistant

Leadership means professionalism

Two years ago, Commuter Challenge recognized MetLife Capital as a Diamond Award winner for its stellar commuting program. This year, MetLife's Elizabeth Blencoe was singled out for a Diamond Award to recognize her achievement and professionalism as the guiding force in maintaining and growing MetLife's transportation program. A five-year employee transportation coordinator, Blencoe recently was promoted and will be assisted in the future by new ETC Shannon Leach.

MetLife Capital's popular FlexPass program subsidizes the cost of transit, carpools, and vanpools, but allows flexibility in their use. Blencoe's success creating a strong and effective set of incentives for MetLife commuters hinges on her ability to communicate results and present proposals to management that clearly detail costs and benefits.

Commuting benefits as valued "as medical insurance"

This nationwide commercial finance and leasing company has discovered that good transportation benefits help recruit and retain talented staff in a competitive employment market. The commuting program has become "as important as medical insurance" to employees, says Blencoe. She carpools to work and is proud that nearly the entire Human Resources Department rides the bus, carpools, or vanpools. MetLife Capital's high number of HOV commuters is testament to Blencoe's intensive and personalized ridematching efforts, and her willingness to be vocal about promoting commuting options with employees and management, "but to do so diplomatically."

Results

Of 290 employees, 50 carpool, 50 ride the bus, 40 work compressed weeks, 16 vanpool, and 6 telework one to five days per week.

Award Category: ETC Leadership

Laurie Curtis, Alaska Airlines, SeaTac

Alaska Airlines' Laurie Curtis, recognized for ETC leadership, shares the spotlight and her Diamond Award with Staff Vice President Cliff Argue.

Management: Cliff Argue, Staff VP, Properties & Facilities ETC: Laurie Curtis, Properties Manager Leadership means tenacity Alaska Airlines' Laurie Curtis exemplifies the personal commitment and professional dedication of an outstanding employee transportation coordinator. "When I start a project, I want to see it succeed," Curtis explains.

Charged four years ago with reducing the commute trips of more than 5,000 employees in a challenging 24-hour industry at Alaska Airlines work sites in the city of SeaTac, Curtis has convinced as many as 10% of drive-alone commuters at one site to change their habits. She has accomplished a lot with just 20% of her time available to devote to this task. In 1995, she led the way among area employers to form a new transportation management association with seed money from the Washington State Department of Transportation. Currently, Laurie chairs the SeaTac Transportation Partnership (STTP).

Taking care of business

Increased hiring at the company's reservations building in SeaTac meant fewer employee parking spaces. So Curtis recruited employees to serve on a transportation committee. They developed a low-cost marketing plan to form carpools, using one-to-one persuasion, the offer of matching assistance, preferred parking, and candy bars!

In addition, they created a ridematching program using surplus computers and employee talent. At a lunchroom kiosk, employees enter their names and work schedules and receive a list of other employees with matching schedules. With 470 names entered, nearly 60 have become carpoolers.

A carpooler herself, Curtis has more plans for the future: an agreement between five STTP employers to participate in a comprehensive package of ridematching services and incentives provided by King County Metro, and the strategic decision to gain management approval for transitioning Alaska Airlines' CTR program out of her own Properties and Facilities Department to Employee Services, where Curtis believes better service will be provided to Alaska's employees.

Results

Of approximately 1,000 employees affected by the CTR law, about 200 carpool, 90 work a compressed week, 10 ride the bus, 5 bike, and 5 telework.

Award Category: ETC Leadership

K.C. McNeil, Romac Industries, Inc., Seattle

CEO: Jim Larkin, President ETC: K.C. McNeil, Plant Manager Located across the street from the site of the new Mariner's ball park is a black and white building–you may have noticed the Romac Industries, Inc. reader board which always congratulates individual employees for a job well done. It's a good bet that K.C. McNeil's name will be up in lights shortly.

Romac Industries President Jim Larkin stands with K.C. McNeil, plant manager and winner of a Diamond Award for "ETC Leadership."

Leadership means working together

Plant manager for the pipe products manufacturer, McNeil takes seriously his additional role as employee transportation coordinator for the 145 employees.

McNeil not only envisions a seamless, cross-county transportation system, but he also works together with other neighboring employers such as Starbucks and the Seattle Water Department to address common transportation issues and to increase the odds of employees finding carpool partners. He helped spearhead a joint application for a matching grant from the SODO Business Association and the Public Facilities District, in cooperation with King County Metro, to fund improvements to employers' Commute Trip Reduction programs. McNeil applied Romac's portion of the grant funds toward the purchase of annual bus passes (FlexPasses) for employees.

Highly-placed ETC sees big picture

The combination of McNeil's foresight, his management-level position, and the employee-oriented atmosphere at Romac have resulted in the growth of its commuting program from a respectable $15 monthly all-modes subsidy to the 100% subsidized bus pass. McNeil speaks of Romac's business need to use its property in a more productive way than for parking spaces. He also references the increased parking pressures and congestion the new stadium and I-5 on-ramps bring to the neighborhood, and the value Romac places on retaining its employees.

K.C. McNeil's Diamond Award-winning efforts in each of these areas underscore what President Jim Larkin is fond of saying, "It's the people who make the company." And the neighborhood... and the region, one might add.

Results

Of 145 employees, 25 ride the bus, 24 work a compressed week, and 7 carpool.