In a bold experiment that has garnered both praise and criticism, South Cambridgeshire District Council (SCDC) has implemented a four-day work week since January 2023, claiming it has improved staff retention and saved nearly £400,000. However, local residents and government officials are questioning whether this reduction in working hours is compromising service delivery.
The Shift to a Shorter Work Week
Three years ago, South Cambridgeshire District Council began a trial that would see its employees work a condensed week, aiming to maintain productivity within a 32-hour framework. The council asserts that this shift has had a positive impact on staff morale and operational efficiency, with turnover rates dropping by 41% and job applications surging by 123%. In addition, the council reported significant savings in agency worker costs amounting to £399,000.
Despite these claims, sceptics—including residents and some government officials—have voiced concerns about how the council can effectively manage its responsibilities with fewer working hours. Martin Swales, a retired engineer from Sawston, expressed disbelief, stating, “You’ve lost eight hours a week. How can you make that up?”
Performance Analysis and Mixed Results
An independent study conducted by universities including Bradford, Cambridge, and Salford reviewed performance data over 27 months and found that SCDC improved or maintained performance in 21 out of 24 service areas since the introduction of the four-day work week. Notably, contact centre staff managed to answer 7% more calls, and timely resolutions of complaints rose from 65% to over 85%.
However, the researchers cautioned that they could not definitively attribute these improvements to the shorter work week, suggesting that external factors could have influenced the results. Additionally, while refuse collection and emergency housing repairs were reportedly completed on time, there have been complaints about delays in other areas, such as housing repairs, leading to frustration among residents.
Government Response and Local Sentiment
Local Government Secretary Steve Reed has expressed concerns regarding the potential negative impact of the four-day week on local services, voicing disappointment over the council’s ability to address issues like the timely re-letting of council homes. In December, he cautioned that the four-day work week could be viewed as a sign of potential failure in service delivery.
Residents in places like Arrington have reported significant delays in repairs, with some council homes left empty and in disrepair for months. Jean Bell, a local resident, remarked, “They can’t even do the jobs in five days, let alone four days.” Such sentiments echo the frustrations of others who feel the quality of service has diminished alongside the reduction in hours.
A Divided Community
While some residents lament the perceived decline in service quality, others support the four-day work week. Jake Pateman, a kitchen worker, noted that he has not observed any negative changes in services and believes employees are more productive when given additional personal time. “People worked better and more efficiently when given extra time in their life,” he said.
Despite the mixed reactions, the council remains committed to the four-day week, arguing that the benefits outweigh the drawbacks. Unison, the trade union representing council staff, labelled the change a “game changer,” highlighting improvements in employee well-being and mental health.
Why it Matters
The case of South Cambridgeshire District Council raises critical questions about the future of work-life balance in public service sectors. As councils across the UK grapple with recruitment challenges and budget constraints, the viability of a four-day work week may become a contentious issue. While some may see it as a progressive step toward enhanced employee satisfaction and efficiency, others warn that it could lead to diminished public services. The ongoing debate underscores the need for a nuanced understanding of how work arrangements can meet both employee needs and community expectations.
