PERSONNEL AND ORGANIZATIONAL SHORTCOMINGS OF THE '10/4' (FOUR 10-HOUR DAYS) SCHEDULING AND THE '8/5' (FIVE 8-HOUR DAYS) SCHEDULING ARE BRIEFLY NOTED. IN JANUARY 1978, THE FREMONT POLICE DEPARTMENT BEGAN AN EXPERIMENT MUTUALLY AGREED TO BY MANAGEMENT AND THE POLICE OFFICERS ASSOCIATION. THE SCHEDULE CALLS FOR AN OFFICER TO WORK A 9-HOUR DAY FOR 5 DAYS. AT THE CONCLUSION OF THE FIFTH DAY, THE EMPLOYEE IS SCHEDULED FOR EITHER 2 OR 3 CONSECUTIVE DAYS OFF, SO THAT AN EMPLOYEE DOES NOT EXCEED 2,080 WORKING HOURS DURING THE CALENDAR/SCHEDULE YEAR. GIVEN 52 WORK WEEKS, ONLY 5 CYCLES OF 5-DAY WORK WEEKS AND 2 DAYS OFF WOULD BE INCLUDED IN A YEAR; THE REMAINING WORK WEEKS WOULD PROVIDE 3 DAYS OFF. IN ADDITION, EACH EMPLOYEE WILL RECEIVE FAR MORE WEEKEND DAYS OFF THAN UNDER MOST SYSTEMS BECAUSE OF THE ROTATING SCHEDULE. IT WAS DETERMINED THAT THE FOLLOWING CONDITIONS HAD TO BE MET UNDER THIS SYSTEM: EFFECT NO INCREASE IN PERSONNEL AND EQUIPMENT REQUIRED; MEET MINIMUM MANNING REQUIREMENTS; RETAIN ONE EMPLOYEE PER VEHICLE; AND EFFECT REDUCTION IN OVERTIME, SICK LEAVE, AND RESPONSE TIME. AFTER 6 MONTHS OF OPERATION, IT HAS BEEN DETERMINED THAT THESE CONDITIONS HAVE BEEN SATISFACTORILY MET. IT IS BELIEVED THAT THE SUCCESSFUL INTRODUCTION OF THE NEW SYSTEM IS DUE LARGELY TO OFFICER INVOLVEMENT IN THE PLANNING. ILLUSTRATIONS OF THE SCHEDULING ARE PROVIDED. (RCB)