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01-07-1992 - 1991/92 Commute Management PlanCity of West Carina Memorandum To City Manager and City Council AGENDA FROM Sharon M. Gardner, Admin. Analyst, Employee Transportation Coordinato3tTEM NO.' E1 SUBJECT: 1991/92 COMMUTE MANAGEMENT PLAN DATE January 7, 1992 SUMMARY: The annual survey and.update of the City's Trip Reduction/Commute Management Plan, as required by the South Coast Air Quality Management District's Regulation XV, is presented for City Council review and action. The City of West Covina is required by the regulations of the South Coast Air Quality Management District (SCAQMD) to produce and implement a Commute Management Plan. The City Council last approved such a plan in September, 1990. Staff conducted the annual survey and a proposed revised Commute Management Plan is presented for City Council review and action. BACKGROUND In an effort, to help preserve our environment, all cities and businesses with 100 or more employees are required to develop and implement a Commute Management Plan. The purpose of the Commute Management Plan is to reduce the number of vehicles arriving at the worksite. -This requirement is established by the South Coast Air Quality Management District's (SCAQMD) Regulation XV.. The City of West Covina is required to produce and implement such a Plan. The City's initial Commute Management Plan was approved by the City Council in May, 1989, and approved by the SCAQMD in July, 1989. Our Annual Update was approved by the Council in September, 1990 and approved by the SCAQMD on January 28, 1991.. Please refer to Attachment "A" which shows the basic components of the, original Commute Management Plan and the Updated Plans. Regulation XV requires the: City of West Covina to achieve an Average Vehicle Ridership (AVR) of 1.5. This means we must average 1.5 persons per vehicle arriving.at this job site. This average only considers those workers arriving at the job site between 6:00 A.M. and 10:00 A.M., Monday thru Friday. The Community Services Division Office conducted its third annual survey the week of November 4-8, 1991. Our job site includes City Hall, the Police building, and the Communicat ions, Center. We reached an AVR of 1.31. Last. -year, Commuter Transportation Services (CTS) calculated our AVR for this same group to be 1.22. It appears that we have increased our AVR by .09. We are now required to review our plan and modify it to achieve the required 1.5 AVR. LAST YEAR'S PLAN The SCAQMD requires that Trip Reduction/Commute Management Plan include incentives for ridesharing or using other alternate modes of transportation. The City's original Commute Management Plan for 1990/91 .included the following incentives: 1) Compressed Work Weeks consisting of 9/80 for City Hall, and 4/10 for the Police and Maintenance Departments, and 2) A Time -Off incentive consisting of two hours of leave time for those ridesharing or using other alternate modes 80% of the month and"one hour of leave time for those ridesharing 60% of the month. These are shown in Attachment "A." I,t was -projected that with the compressed work weeks and time -off incentives, we would achieve an AVR,of 1.44. It was expected that the implementation of the compressed work weeks and the incentives would cause an increase in the number of carpoolers. This was a conservative approach. The 1.44 projection was also based on the number of employees and vehicle trips for City Hall, Police, and the Maintenance Departments. It should be noted, however, that the To: City Manager and City Council December 20, 1991 Re: 1991/92 Trip Reduction Plan 1 Page 2 Maintenance Department is a separate site and is not included in the AVR'projections for City Hall. The AVR breakdown for 1991 is;as follows: City Hall (only) 9/80 95 emp. Avg. Ridesharers:16 AVR: 1.25 Police and OES 3/12 and 4/10 94 emp.* I Avg. Ridesharers:5 AVR: 1. 3 9. Maintenance 4/10 (crews) 9/80.(Adm) 70 emp. Avg. Ridesharers:12 AVR: 1.41 * Employees arriving 6 A.M. 10 A.M., Monday thru Friday only. 1990-91 PLAN RESULTS As stated earlier, it appears that we have increased our AVR over the last year from 1.22 to 1.31. However, there are a few factors we have to consider. Last year, we submitted our AVR Survey Sheets (for all City Hall employees,; per CTS's instructions) to CTS. for processing. The employees' start work and end work times were listed on each sheet. Unfortunately, when the Plan was being reviewed by the SCAQMD, it was discovered that CTS had computed all employees as arriving at the .site between 6 A.M.-10 A.M. As we know, the Police and Communications Departments have 3 different shifts. It should also be noted that the CTS calculations consequently had a negative impact on our projected 1.44 AVR. The following is an analysis of the results of the Plan's major components. COMPRESSED WORK WEEK RESULTS There is no doubt that the compressed work weeks have had a very positive impact on the City's AVR. Under the present system,.the SCAQMD gives credit only for those employees who work a Monday thru Friday schedule. As you know, the Police and Communications Departments have employees that work Saturdays and Sundays. The . credit given is as follows: 0.5 (1/2) day per week per employee for the 9/80 (City Hall); 1.0; day per week per employee for the 4/10 (Maintenance and Police Admin.); 2.0 days per week per employee for the 3/12 (Police). I As noted above, the credits are given only for a Monday thru Friday schedule: For example, we have 33 employees in the Police Department, on the 3/12, who report to work between 6 A.M.-10 A.M. However, of those"33 employees, 19 work on Saturday, Sunday, or both and at least one weekday. For the 19 employees who*work weekends, we get no credit for the 3/12. For example: if -an employee's scheduled work,days,are Thursday, Friday, and Saturday, we get no credit for that employee, because one of his workdays falls on Saturday (a weekend day)..,We only get the two-day credit for the 14 employees whose 3 work days fall between Monday thru Friday. An example of this would be an employee whose scheduled work days are Monday thru Wednesday, or Tuesday thru Thursday, or Wednesday thru Friday. (See Attachment B) If we were given the two-day credit for all 33 Police employees as outlined above, our AVR for Police would be 1.52. If. we were given a four -day credit for the 19 employees who work Fri. thru Sun. or Sat. thru Mon. (thereby not traveling 4 out of the 5 "peak period" days) our AVR for Police would be 1.66. 0 • To: City Manager and City Council Re: 1991/92 Trip Reduction Plan December 20, 1991 Page 3 Upon Council approval, we will submit a letter of appeal to the SCAQMD requesting them to reconsider the credit given for the 3/12. Compressed Work Weeks.,' As stated earlier, the main objective of 'Regulation XV is to reduce the number of vehicles arriving at the worksite Monday thru Friday, from 6 A.M. to 10 A.M.. Obviously, if employees work Saturday or Sunday or both, in addition to one or two weekdays, we have achieved this objective of reducing the number of vehicles traveling Monday thru Friday. The impact of any successful appeal is shown 'in Attachment "B." The resulting impact on the City's AVR would be an increase to 1.36 or 1.42. RIDESHARERS For the survey week, we had 121 trips made to the work site using alternate modes of transportation. Last year there were 118 trips made using alternate modes of transportation. Obviously, the Rideshare Incentive Leave Time, in its present form, does not appear to be an incentive. As stated above, employees receive 2 hours per month leave time for ridesharing or using other alternate modes 80% of the month (75% for those on the 3/12 or 4/10); and 1 hour per month leave time for ridesharing 60% (55% for the 3/12 or 4/10) of the month. SURVEY OF CITIES We just completed a survey of 20 cities regarding compressed work weeks (see Attachment "D"). Of those. 20 cities, 11 are "comparable" cities; 5 are neighboring cities (Baldwin Park, Covina, Irwindale, La Puente, and Walnut); and 4 are "other" cities (Azusa, Duarte, Monrovia, and Upland). Of the 20 cities. surveyed, 10 presently have compressed work weeks in place (this includes 5 of the 11 comparable cities). All 10 cities reported that staff and public reactions have been positive to this change. When we surveyed these same cities in June, 1991, 8 had compressed work weeks. In just a few months, 2 more cities had begun compressed work weeks and 3 more (Colton, Glendale, and Irwindale) are considering implementation in the near future. It is apparent that the trend for the public (and private) sectors is to implement compressed work weeks as a means to• achieve the required AVR target of 1.5 persons per vehicle. Attachment "E" on the survey cities includes information on the types of compressed work weeks and the incentives implemented to increase each city's AVR. Of particular note are the cash, drawings, and, time -off incentives. Specifically, 6 cities presently offer cash and/or other gift incentives, 5 cities conduct drawings for cash or other prizes, and 4 cities offer time off. WEST COVINA EMPLOYEE SURVEY In June, a memo was sent out to all Department Heads' requesting their input as to how the compressed schedules- were working in their departments. . Specifically, they were asked for reactions from the public, how their employees were adjusting, and any suggestions for improvement. All departments reported that reactions from the public were positive. It should be noted that with the 9/80 in City Hall, office hours to the public did not change; the hours remained 8 A.M.-5 P.M., Monday thru Friday. Employees work 7:30 A.M.-5:30 P.M. or 8 A.M.-6 P.M. All City Hall departments also reported that their employees had very positive comments as.far as adjusting to the change. i i To: City Manager and City Council December 20, 1991 Re: 1991/92 Trip Reduction Plan Page 4 The most frequent suggestion (7 departments) was the implementation of a 4/10 work week for City Hall.. It was suggested that if all of City Hall were off on the same day (e.g., Friday), we could be open longer hours to better serve the public the remaining four days. Problems related to scheduling meetings and office coverage would be eliminated. The Fire Chief has stated that the 4/10 has been very successful in the Fire Administration Office. He stated that their office hours have increased to 7:00 A.M. 6:00 P.M., thus better serving the public, and that there has been a decrease in absences and less stress. The Maintenance Director has stated that the 4/10 has been very successful with his field crews. There is more productivity due to the fact that the crews don't leave their sites for breaks and lunches, and morale has increased. The Police Chief has stated that the 4/10 and 3/12 have been very successful in his divisions. As you may recall, he sent a report to the Council in June 1991, regarding the success of the 3/12 in his department. Of particular note were the decreases in sick leave time and overtime pay. During the period of November 4, 1990 thru May 31, 1991, the 3/12 schedule had realized a reduction in sick time usage of 158.hours.(over the same period the previous year) . Also for that period, there had been a $90, 900 reduction in overtime, which was a direct result of the 3/12. The 3/12 for the Communications Dispatchers has been in place since March, 1991. At the time of the survey, the Communications Director had stated that 'there had been- no decrease in productivity. He also stated that morale appeared to be high, and that their overtime costs were down approximately 15%. PLAN REVISION OPTIONS Options to be considered as incentives for the Trip Reduction Plan are outlined as follows: 4110 FOR CITY HALL If we were to proceed with a 4/10 for City Hall, maintain the.4/10 and 3/12 for Police and Communications, and maintain the number of existing ridesharers, the AVR for City Hall (including Communications and Police) would be 1.40, as it is presently calculated. If our appeal to the SCAQMD is successful, and we are given a 2-day credit for the 3/12 employees who work Saturdays, Sundays, and one weekday, our AVR would be 1.46; and if we are given a 4-day credit for the 3/12 employees who work Saturdays, Sundays, and one weekday, our AVR would be 1.52. Please refer to Attachment "B". Additional positive impacts of the 4/10 work week in City Hall include: 1. Increase our level of service to the community by being open to the public 2 extra hours per day, from 7 A.M.-6 P.M., Monday thru Thursday. 2. Eliminate problems associated with scheduling meetings and office coverage, as all employees would have the same day off (Friday). 3. Increase the potential number of ridesharers, as all employees would have the same work hours and days off. (CONTINUED) • To: City Manager and City Council Re: 1991/92.Trip Reduction Plan r December 20, 1991 Page 5 4. Decrease the utility costs at City Hall, including electricity, water, gas, air conditioning, and telephones, as the building would-be closed every Friday (52 extra days per year). 5. Increase responses to our recruiting efforts, as a'4/10 plan is a very positive recruitment tool. On the negative side, there would be no public services on Fridays. There may be other negatives, but at this time, staff does not know what they would be. INCREASE RIDESHARE INCENTIVE LEAVE TIME As stated above, the present Rideshare Incentive Leave Time of 2 hours and 'l hour per month has notproven to be an incentive. It is suggested that we increase the leave time to 4 hours per month for those ridesharing at least 70% of the month (65% for those on 3/12 or 4/10) ; and 2 hours per month for those ridesharing at least 50% of the month (45% for those on 3/12 or 4/10). MONETARY RIDESHARE INCENTIVES Rideshare incentive of $50 per month for those who rideshare or use alternate modes of transportation at least 70% of the month (65% for those on the 3/12 or 4/10); $3.0 per month for those who rideshare at least 50%.of the month (45% for those on the 3/12 or 4/10). Under the present system, we average 36 ridesharers per month. Of the 36, approximately 24 rideshare 80% of the month and 12 rideshare 60% of the month. If we were to assume that all 36 would receive the $50 per month allotment, the annual hard cost to the City would be $21,600. For 72 employees at $50 per month, the annual hard cost would be $43,200. Employees would be taxed on funds received, as they are considered "taxable income." The IRS. regulations are clear about this impact. Staff is also aware of the past City Council's direction not to provide such financial incentives. However, it is presented here in the context of an option available to the City Council to avoid having to employ the 4/10 work week for City Hall. With the possible Air Quality Improvement Fund revenue source, this may be acceptable since it is not a General Fund revenue. MONETARY RIDESHARE INCENTIVE CAP Anticipating that the number of ridesharers will increase .(which is the whole idea) , we may want to consider putting a- maximum "cap" on the amount any one employee could receive. Specifically, $50 per month up to $500 per year (per employee) could be set. Using the $500 cap, the annual hard cost for 36 employees would be $18,000 and for 72 employees it would be $36,000. Additional staff time would be expended to do the processing for' the computations, payroll or demand requisitions, and other paperwork.' MONTHLY DRAWINGS Employees who rideshare or use other alternate modes of transportation at least 704 of the month (65% of the month for those on the 3/12 or 4/10) would be eligible for monthly drawings, consisting of the following: four $25 prizes and one $50 savings bond (actual cost of the bond is $25) . Annual hard cost to the City for both would be $1,500. Additional staff time would be expended to do the processing for the drawings, purchase of bonds, and other paperwork. • r To: _City Manager and City Council Re: 1991/92 Trip Reduction Plan December 20, 1991 Page 6. REVISE ELIGIBILITY REQUIREMENTS FOR RIDESHARE INCENTIVE LEAVE TIME Presently, employees have to rideshare 80% (75% for 3/12 and 4/10) of the month for 2 hours leave time and 60% (55% for 3/12 and 4/10) for 1 hour leave time. The SCAQMD now looks for incentives to reach a two-thirds, or 66% rideshare "quota". Therefore it is suggested that we decrease the 80% limit to 70%, (65% for 3/12 and 4/10) and the 60% limit to 50% (45% for 3/12 and 4/10). The increase in the incentive, leave time rate and the reduction of the eligibility requirements are recommended to occur at the same time. There is always the option to stage the changes. However, from -our survey of the employees and based on the SCAQMD's guidelines, the amount of leave time and the eligibiity requirements do go together to provide a very positive incentive. ALTERNATE-FUEL.VEHICLES The SCAQMD has been encouraging publie agencies and private businesses to purchase alternate -fuel vehicles. These are cars or trucks that are powered by liquid petroleum gas (LPG), methanol, comprssed natural gas or electricity. Regulation XV provides a credit for these vehicles when used by employees to commute to work. This would only be the staffcars assigned to Department Heads, Division Managers, and others that take cars home. The credit rates are as follows: Liquid Petroleum Gas (LPG) 2:1 Methanol 3:1 Compressed Natural Gas 4:1 Electric 5:1 The credit ratio is equivalent to having 2 to 5 people riding in one car to -the -work site. The availability of the Air Quality Improvement Fund revenue source would provide an opportunity to purchase some LPG conversion kits to apply to existing staff cars. Staff,has done a preliminary examination to this approach in a report to the Public Works Division Manager, dated December 9, 1991 (see Attachment "F"). The ,City could convert five vehicles and provide the tank and fueling system for approximately $18,600. In addition,' the City could explore the use of the other types of clean -fuel vehicles. One such vehicle could cost $15,0b0 to $18,000. This is cost prohibitive if we just use the Air Quality Improvement Fund. However, the City could.apply for a grant from SCAQMD to purchase such vehicles. Staff believes the immediate conversion of up to five staff vehicles would be appropriate. Staff also suggests the purchase of other types of vehicles by applying for the grant. If the grant request is successful, , the City could be on its way to complete , conversion in 3-7 years. If the grant request is not successful, the conversion of five cars to LPG would still give us some credit. TELECOMMUTING Telecommuting is when an employee does work at home instead of commuting to work. Telecommuting works well when you have a measurable work product and little or no responsibilities to serve at a public counter. The use of telecommuting will require analysis of the positions in City Hall that could lend themselves to such an approach. Staff suggests further exploration of•this approach. This may be a more cost. effective approach then the 4/10 work week. • To: City Manager and City Council December 20, 1991 Re: 1991/92 Trip Reduction Plan Page`? PARKING RESTRICTIONS The restriction of parking'by employees was analyzed in our first Plan. The fact that the County controls the bulk of the parking in the Civic Center and the availability of other parking across the street made this option not workable. FUNDING Legislation was passed in 1990 to create the Air Quality Improvement Fund. This State Legislation authorized the SCAQMD to impose an additional motor vehicle registration fee of two dollars effective April 1, 1991, and four dollars effective April 1, 1992. Forty percent of the funds received from this fee have been appropriated to local government for implementing transportation control measures -embodied in the Air Quality Management Plan and to meet the requirements of the California Clean Air Act. Every city is required to implement elements of the Air .Quality Management Plan. According to the figures presented by the SCAQMD, the City of West Covina .could receive up to $67,000 for the first year of the program. Funds are disbursed quarterly and began in October, 1991. To date we have received $6,428.00. In order to have received our appropriation, the West Covina City Council adopted Ordinance No. 1879 on May 13, 1991. This Ordinance established a trust fund account and expenditure guidelines designating funds received for mobile• source air pollution reduction programs. This is a restricted fund. The monies are to be used for items specifically targeted to reduce vehicle emissions. Included in the SCAQMD's eligibility guidelines are programs for Regulation XV/Trip Reduction Plans, traffic flow improvements (e.g., synchronized signal lights), alternate -fuel vehicles, non -motorized transportation (development of bikeways, bicycle parking and lockers), and auto use restrictions (adoption of an Air Quality Element into cities' General Plans). The City Council could consider using some of this fund for incentives to the Rideshare (or other alternate modes) Program. These monies would not come out of the General Fund. As stated above, this is a restricted fund and can' only be used for programs targeted at reducing vehicle emissions. 1991/92 COMMUTE MANAGEMENT PLAN RECOMMENDATIONS A. Based on the above, staff is recommending that the City Council approve a revised Commute Management Plan to be as follows: 1. Compressed.Work Weeks • City Hall - Maintain 9/80 • Police - Maintain 4/10 and 3/12 • Communications - Maintain 3/12 Dispatchers and 9/80 Admin. • Maintenance - Maintain 4/10 Crews and 9/80 Admin. 2. Rideshare Incentives/Eligibility Requirements 4 hours leave time per month for those ridesharing at least 70% of the month (65% for those on 3/12 or 4/10) . 2 hours leave time per month for those ridesharing at least 50% of the month (45% for those on 3/12 or 4/10). i To: City Manager and City Council December 20', 1991 Re: 1991/92.Trip Reduction Plan Page 8 2. Rideshare Incentives/Eligibility Requirements (Continued) The Leave Time, as stated on page 7, OR AT THE EMPLOYEE'S OPTION: I $50 per month for those ridesharing at least 70% of the month (65% for those on 3/12 or 4/10).* $30 per month for those ridesharing at least 50% of the month (45% for those on 3/12 or 4/10). * With a monetary cap per employee of $500 per year. Monthly Drawings i For those who rideshare at least 70% of the month (65% for those on the 3/12 or 4/10) : Four $25 prizes and one $50 savings bond (actual cost of the bond is $25) . 3. Telecommuting Authorize the examination of positions in City Hall that would lend themselves to such an approach and authorize the develoment and implementation of a Telecommute Program approved by the City Manager. 4. Alternate -Fuel Vehicles, Authorize staff to develop a final report for City Council action to convert up to five staff cars to LPG. Authorize staff to submit an application to purchase one or more other alternate fuel vehicles through the SCAQMD's grant. B. City Council authorize staff to file an appeal with the SCAQMD regarding the 3/12 computation method. The above approach would have Ia first year cost. of approximately $36,300. The breakdown is as follows: Monetary Incentive - $18,O00 (Based on 36 employees at $50 per month, with a $500,annual cap per employee). Monthly Drawings - $1,500 annual cost. Telecommuting - Undetermined at this time. This will require an examination of functionsiand feasibility'by positions in departments for implementing such a program. Alternate -Fuel Vehicles - $16,.800 approx.; based on 5 cars being converted to LPG at $3,000 each, $300 annual cost for leasing a 499 gallon LPG fuel storage tank, and $1,500 for a LPG fuel -dispensing unit. This does not include the purchase of alternate fuel vehicle(s) as this would be pursued through a SCAQMD grant. (CONTINUED) l To: City Manager and'City Council December 20, 1991 Re: 1991/92 Trip Reduction Plan Page 9 RECOMMENDATIONS• It is recommended that the City Council: A. Approve a Revised Commute Management Plan as follows: 1. Compressed Work Weeks • City Hall - Maintain.9/80 . Police - Maintain 4/10 and 3/12 . Communications - Maintain 3/12 Dispatchers and 9/80 Admin.. . Maintenance - Maintain 4/10 Crews and 9/80 Admin. 2. Rideshare Incentives/Eligibility Requirements . 4 hours leave .time per month for those ridesharing at least 70% . of the month (65% for those on 3/12 or 4/10). . 2 hours leave time per month for those ridesharing at least 50% of the month (45% for those on 3/12 or 4/10) OR AT THE EMPLOYEE'S OPTION: $50 per month for those ridesharing at least 70% of .the month (65% for those on 3/12 or 4/10 with a monetary cap of $500 per employee per year; $30/month - 50% .ridesharing (45% for those on 3/12 or 4/10). Monthly drawings for those who rideshare at least 70% of the month (65% for those on the 3/12 or 4/10) consisting of: four $25 prizes and one $50 savings bond (actual cost of the bond is $25. 3. Telecommuting, Authorize the examination of positions in City Hall that would lend themselves.to such an approach and authorize the development and implementation of a Telecommute Program approved by the City Manager 4. Alternate -Fuel Vehicles Authorize staff to develop a final report for City Council action to.convert up to five staff cars to LPG. Authorize staff to submit an application to purchase one or more other alternate fuel vehicles through the SCAQMD's grant. B. Authorize staff to file an appeal with the SCAQMD regarding the 3/12 computation method. riY1- Sharon M. Gardner Administrative Analyst II/ Employee Transportation Coordinator REVIEWED AND APPROVED: Michael L."Mller Community Services.Division Manager SG attachments ATTACI3MENT A 1989/90 ORIGINAL PLAN t 4/10 CH. 4/10 PD 4/10 MAINT. TIME -OFF/ ALT. MODES: • 80%-4HR. . 60%-2HR. CC APPROVED AVR 1.06 12/13,/91 CITY OF WEST COVINA REGULATION.XV/TRIP REDUCTION PLAN INCENTIVES 1989/90 1990/9.1 1990/91 REVISED PLAN AMENDED PLAN PLAN 9/80 CH 9/80 CH 9/80 CH 4/10 PD 4/10 PD 9/80 MAINT. ADM. 4/10 MAINT. 4/10 MAINT. 4/10 PD ADM. 4/10 MAINT. 4/10 FIRE ADM. 3/12 PD 3/12 COMM. OP. TIME -OFF/ ALT. MODES: . 80%*-2HR. • 60%**-1HR. CC APPROVED AVR 1.31 TIME -OFF/ TIME -OFF/ ALT. MODES: ALT. MODES: . 80%-$75. . 80%-2HR. . 60%-$50 60%-1HR. CC REJECTED CC APPROVED AVR 1.06 AVR 1.22 PROJECTED AVR UPON PLAN APPROVAL: 1.44 NOTE: * FOR 3/12 AND 4/10 - 75%-2HR. ** FOR 3/12 AND 4/10 - 55%-1HR. • ATTACHMENT B AVERAGE VEHICLE RIDERSHIP (AVR) (Persons Per Vehicle) CITY HALL, COMMUNICATIONS, AND POLICE DEPARTMENTS 269 Employees - Total 196 Employees arriving at worksite 6A-10A, Mon. through Fri. AVR Survey - Week of Nov. 4 - 8, 1991. AVR as it is presently calculated: 1.31 AVR if 2-day credit were given to 3/12 work week employees who work Sat. and Sun.: 1.36 AVR if 4-day credit were given to 3/12 work week employees who work Sat. and Sun.: 1.42 AVR if City Hall changed from the 9/80 to the 4/10 and Police and Communications remained on the 4/10 and 3-/12 work weeks: 1.40 AVR . if City Hall was on a 4/10, Police and Communications remained on a 4/10 and 3/12, and a 2-day credit were given to.3/12 work week employees who.work Sat. and Sun: 1.46 AVR if City Hall was on a 4/10, Police and Communications remained on a 4/10 and 3/12, and a 4-day credit were given to 3/12 work week employees who work Sat. and Sun.: 1.52 12/27/91 l 0 O • ATTACHMENT C 12/16/91 CITY OF WEST COVINA RIDESHARE INCENTIVE LEAVE TIME PARTICIPANTS DEPT. JAN FEB MAR APR MAY JUNE JULY AUG SEPT OCT BUILDING 1 1 0 0 0 0 0 0 0 0 CITY MGR 3 1 1 0 0 1 1 1 1 1 COMM. 1 1 1 1 1 0' 0 0 0 0 COM' SVS . 1 1 1 1 0 1 1 1 1 1 ENG . 1 1 1 1 0 1 1 1 1 1 FINANCE 3 3 2 2 2 2 2 2 2 2 FIRE 4 4 3 .2 3 2 4 3 1 0 HUM. RES. 2 2 2 2 2 2 2 2 2 2 MAINT. 11 10 11 14 13 15 11 8 11 13 PERS . 2 3. 3 3 2 2 .3 3 3 2 PLANNING 4 4 4 4 5 4 5 4 3 4 POLICE 4 4 3 4 5 5 8 9 7 3 REC. 1 1 1 1 .1 1. 1 1 1 1 RDA 1 1 1 0 1 1 1 0 0 0 RISK MGNT. 0 1 0 0 0 0 0 0 0 1 TOTALS 39 38 34 35 35 37 40 35 33 31 AVERAGE RIDESHARES FOR JAN. - OCT. = 36 . ATTACHMENT U AVEY CITIES - COMPRESSED•WORK WEEKS COMPRESSED OTHER' CITY WORK WEEK IMPLEMENTED COMMENTS AZ.USA (4/10) 8/90 CITY HALL CLOSED FRI. - M-TH 7:OOA-6:OOP BALDWIN PARK NO - - BURBANK NO - - COLTON NO* - * 3-MONTH TRIAL 1/92 (4/10 + 9/80). COSTA MESA (4/10) 1990 ONLY RIDESHARES PARTICIPATE. COVINA (9/80)C.H. 10/91 ALT. FRI. OFF. POLICE(4/10) DUARTE (4/10) 1982 CITY HALL CLOSED FRIDAY M-TH 7:30A - 6:OOP. EL MONTE (9/80) 10/89 OPTION OF MON..OR FRI. POLICE(3/12) OFF. FULLERTON NO - - GLENDALE NO* - * CONSIDERING 9/80 AND 4/10. INGLEWOOD NO IRVINE (9/80) EARLY 1990 ALT. FRI.- OFF IRWINDALE NO* - * 4/10-EARLY 1992 LA PUENTE NO MONROVIA (9/80) 10/90 NOT ALL DEPARTMENTS ON POLICE(4/10) 9/80 WORK WEEK. ONTARIO (4/10) 9/91 CITY HALL CLOSED FRIDAY M-TH 7:OOA-6:OOP. ORANGE (9/80) 6/90 OPTION OF FRI.OR MON. OFF POMONA NO UPLAND (9/80) 9/90 OPTION OF FRI.OR MON. OFF WALNUT NO _ _ WEST COVINA (9/80)C.H. 1/91 OPTION OF FRI.OR MON. OFF (4/10)MAINT. - (4/10)FIRE ADM. . (3/12)P.D. 12/16/91 ATTACHMENT E SURVEY CITIES - COMPRESSED WORK WEEKS - INCENTIVES ** COMPARABLE CITIES: COSTA MESA 0 (4/10) Only Ridesharers participate. 0 1 Main site (369) employees., AVR = 1.14 (prior to 4/10) • Incentives 1) Employees who rideshare accumulate $1 each time they come to work by alternate mode or for every 8 days they commute by alternate mode they receive 1 hour off. 2) Preferred parking. 3) Showers for employees who ride bikes or walk. • Budget: Not specified ; General Fund. EL MONTE • (9/80) City Hall 0 1 Main site 350 employees. AVR =1.5 (3/12) Police Dept. • Incentives 1) Preferred parking. 2) Trolly service, which begins operating before employees scheduled start times.(City Hall) 0 Budget: Not specified; General Fund. IRVINE • (9/80) City Hall 0 2 Sites - Emp• AVR (4/10) Police Dept. 1) 125 1.46 2) 175 1.38 • Incentives 1) $1 for every alternate mode trip. 2) $25/month for alternate modes more than 50%/month. 3) $25 oil change reimbursement (5,000 mi.)* *"This will $60 tune-up reimbursement (15,000 mi)* change to $5 gas coupon for every 1,000 mi.* # of trips." 4) Provides a vanpool for employees residing in Irvine. 5) Unclaimed bikes from P.D. are made available on a loan basis to employees. 0 Budget: $77,00.00 ; General Fund. ONTARIO • (4/10) 0 2 Sites 1) 250 Emp. • Incentives J 2) 650 Emp. 1) Incentive point - 1 point per day for alt. mode.(Prizes) 2) Drawing - raffle tickets for everyone who uses alt. modes. (Trip to Cancun) • Budget: $25,000.00(Includes 1 intern 20hrs/wk.); General Fund. ORANGE 0 (9/80) 0 2 Sites Em13. AVR 1) 337 1.20 2) 362 1.38 OIncentives 1) $30 cash/month for Alternate modes 70% or more. 2) After 6 months of ridesharing, 70% minimum, 8 hr. time off; fire 8 hr. pay., 3) Bus pass subsidy -first month free, and 50% off thereafter. 4) Preferred parking. 0 Budget: Not specified; Cash incentive is deducted from each department's payroll; General fund. 0 j I WEST COVINA 0(9/80) City Hall, Maint. Adm. 0 1 Site 269 Emp. (4/10) Fire Adm., P.D. Adm.; AVR = 1.31 .(3/12) P.D., Comm. Op. olncentives 1) Leavetime for using alternate modes of commuting. 9/80: 80%/month = 2 hours le'avetime, 60%/month =lhour leavetime. 4/10 and 3/12: 75%/month = 2 hours , 55% = 1 hour. 0 Budget: $2,500.00 ; General; Fund. NEIGHBORING CITY COVINA I ' • (9/80) City Hall 0 1 Site 122 employees (4/10) Police Dept. ,AVR = 1.12 (prior to 9/80 and 4/10) • Incentives 1) $100 drawing for those who rideshare 80% a month. 0 Budget: Not specified; General Fund. OTHER CITIES AZUSA I 0(4/10) 0 109;Emp. AVR = 1.11 (prior to 4/10) oIncentives 1) $40 Drawing for one carpool. Must carpool 50% for month. 2) Preferred parking. 0 Budget: Not Specified ; General Fund. . DUARTE 0 (4/10) j 0 46 EMPLOYEES • Incentives 1) $2 for every alternate mode trip. or vanpools. • Budget: Not specified ; General Fund. MONROVIA 0 (9/80) City Hall 0 .2 sites (4/10) Police Dept. 1) 2) 0 Incentives $3 for drivers of carpools Emo AVR 150 1.2 271, 1.2 1) Drawing - Gifts - 2 times a year - $50'(2 x $25); $100/year. 2) Fleet vehicle- Pick up 2,employees- Monrovia only. 3) Preferred Parking. 0 Budget: Not specified ; General Fund.. UPLAND 0 (9/80) 0 21,SITES Emp AVR 167 1.2 249 1.2 oIncentives 1) Employees who commute in a two -person carpool 60% a month receive $20. Those who commute in a three -person (or more) carpool 60% a month receive $25. 2) Employees who use public transit 60% a month receive $20. Those who walk or ride a bike 60% a month receive $25.. 3) Drawings during ridesharellunch held every quarter; 4 employees win $25 in drawing. 4) Employees who use alternate modes 60% of the year are eligible for a trip to Monterey and 1 day off with pay. 0 Budget: $24,410.00 ; General Fund. ** All cities offer guaranteed'ride home. a ATTACHMENT.F City of Wert Covina To Harry W. Thomas g Memoranaum Public Works Division Manager FROM Abraham W. Koniarsky December 9, 1991 Finance Director SUBJECT: ALTERNATE FUEL VEHICLES . Pursuant to your request, I have made contact with the California Energy Commission and A.Q.M.D. to gather more information on alternate fuel vehicles. Presently there are two viable options for alternate fuel vehicles in the passenger category: 1. Fuel..Flexibbe Vehicles --.can be run on Methanol (M-85) or gasoline. A.Q.M.D. would. credit us with three times the clean -air credit, i.e., one person driving such a vehicle would get the credit equivalent of three people in the. same car. Presently, General Motors is offering 1992 Chevy Luminas through the State of California at a unit cost of $14,618 plus tax and processing fees. There will be a discount of $500 to $2,000 per unit, contingent on the number of units purchased and a payment to be made within 20 days. Presently, we have no tanks to store Methanol. Morris Wolff plans to use the tank for Regular gasoline to store Methanol, once Regular gasoline is outlawed (several years from now). It should be noted that even though more methanol stations are anticipated, only 27 are presently operating in California. (Approximately three are currently open in our.area; ElMonte (2) and Diamond Bar (1). 2. Propane (LPG) -- conversion kits. Presently used by several cities in our :immediate area, including the City of Claremont and Glendora. They are considered cleaner engines,. they last longer (7 years if retro-fitted at time of purchase) and require less oil changes. Both cities use LPG in conjunction with their entire police fleet. This has been a very popular program. The Police Chief of Glendora has offered to give us a tour of his fleet and have us.drive some of his units. We .could purchase the kits from a 'local vendor for $3, 000 per unit (including installation) and have them installed in existing vehicles. These vehicles could be dual -fuel units; gas and LPG powered, if necessary. We could also lease for $25 per month an above ground fuel -storage tank for 499 gallons (it will - occupy one parking space) that could be located at the City Yard. Morris .Wolff has been contacted and can provide the space. A:Q.M.D. would credit us with two times the clean -air credit,'i.e., one person driving such a vehicle would get the credit equivalent of two people in the same. car. The City could retrofit several of the units being driven by Department Heads who do not car pool, CSO Units and pool cars. When the City of Glendora started their program, they received TV Memo to Harry Tho(710 December 9, 1991 Page 2 coverage (I am in the process of receiving their seven -minute videotape), showing the; Mayor/Council participating in this program. Propane (LPG) units would definitely be the most cost-effective ` means of participation in an alternative fueled vehicle program based on current available; options. Let me know if you need additional information or would like to discuss this program further. Abraha . Konia y Finance Directo AWK/gma cc: Jim Starbird Mike Miller Morris Wolff wp/Fuel a Jp�10 6��r NAW An 10M . Fuel Facts Western Liquid Gas Assu, cia_tio_n P.O. BOX 60694 • 4020 EL CAMINO AVE. • SUITE A-1 `. SACRAMENTO, CALIFORNIA 95860 • PHONE (916) 485-4382 • FAX (916) 485-4020 Liquefied Petroleum Gas Motor Fuel (LPG)/Progane Liquefied Petroleum Gas (LPG), also known as propane, is a hydrocarbon gas (C3H8) in use as a low -carbon, no-lead,104 octane motor fuel since the early 1920's. A byproduct of oil refining and natural gas processing, it is a favored fuel worldwide for fleets, especially those that do high -mileage delivery work. The Los Angeles Times delivery fleet is on LPG and has been since the early 1970's. Numerous other commercial fleets have long used this dean fuel, including those of Sears and Federal Express. Buses, vans, forklifts, taxis, and police cars are among other U.S. applications. Over one million U.S. on- and off -road vehicles run on LPG, most converted from gasoline via a relatively simple carburetor change and installation of a different —or second —fuel tank. In Canada and other countries, some cars and trucks are available from the factory LPG -equipped. Here, Ford manufactures a line of trucks with LPG as an option. Japan has 1.5 million vehicles on LPG. Many European taxis use it, notably in the Netherlands. Made in America Over 84 percent of current LPG used in the U.S. is made right here: 30 percent is a byproduct of our oil refining, and 70 percent comes from our vast natural gas processing capability. Worldwide, there is a surplus of this clean fuel. Canada and Mexico are just two of the many other sources for LPG. 10/90 -2- Emission Characteristics Use of LPG as a motor fuel virtually eliminates particulates, the gasoline and diesel carbon residue that makes up 25 percent of the 'brown cloud." The "cloud" is the visible part of smog, a health hazard that plagues many cities. A recent Environmental Protection Agency test of an LPG -fueled Ford V8 showed net hydrocarbon emissions i73 percent cleaner than the acceptable standard. Nitrogen oxides were down 57 percent, and carbon monoxide emissions 93% better than the Federal standard. In addition, a Southern California study indicated that LPG -fueled engines could cut the ground level ozone pollution by 50 percent over gasoline. Compared to methanol and other fuels, LPG aldehyde emissions, including formaldehyde, an eye and; respiratory irritant, are negligible. LPG hydrocarbons are also less reactive than those produced by gasoline engines. Because LPG is stored and transported in sealed, pressurized tanks, pollution from fuel evaporation is virtually non-existent. Refining Plants Already Operating LPG comes from two primary sources: (1) it can be "stripped" (removed) . from natural gas; and, (2) it is recovered in the refining process when gasoline, kerosene, diesel, etc., are extracted from crude oil. Because LPG is extracted in the normal refining process of the major hydrocarbon fuels, it requires no new type, nor additional, refining plants. The refining infrastructure is already, in place as, to a limited extent, is the refueling 4 -3- station network. There are approximately 1,400 public propane refueling sources listed in California alone, while many private fle,ets.have their own on - site fuel dispensing equipment. Nationally there are 10,000 public refueling sites. Virtually all gasoline -fueled vehicles, including those with fuel injection and onboard computers, can be "converted" to LPG power. An. LPG -fueled car or truck is essentially one with a gasoline -type engine, minus its complex carburetion. An LPG "carburetor has only one or two moving parts, as it does not have to atomize a liquid (gasoline) into vapor. The LPG fuel is already a vapor when it enters the engine, and the LPG fuel mixer meters it into the incoming air, based on the throttle setting. LPG Mileage Comparison LPG provides the.best mileage per gallon of any of the currently available alternate fuels. To travel the same distance in a vehicle powered by an alternate fuel, here is how many gallons of each would be needed: C LPG-15 gallons Ethanol--18.14 gallons Methanol-24.25 gallons CNG--60 gallons The average octane rating of LPG is 104, compared to 87-93 for unleaded gasoline. This high LPG octane virtually eliminates knock, ping, and vapor lock. -4- Easy Conversion of Current Models An engine can easily be converted to LPG. In fact, many LPG -powered vehicles have "dual fuel' capability. The driver can -flip between gasoline and LPG, greatly extending the range. LPG's Track Record While now recognized as a "clean air" fuel, LPG actually owes its history as an alternate motor fuel to several. additional, economy -linked factors: (1) Price: As a refinery "by-product" its cost was low, especially in summer, when heating fuel demand declined. (2) Engine Life: Because LPG enters the engine as a vaporized (dry) gas, it does not wash the engine oil off the cylinder walls nor does it contaminate crankcase oil as do liquid fuels. LPG produces negligible carbon buildup in the engine, nor exhaust smoke. This "clean burn" prolongs engine and oil life. In many documented cases, engines lasted twice .as long as they did on gasoline. (3) Emissions: Especially in enclosed industrial areas, LPG -powered hoists and forklifts are popular, and, in some cases, mandated. They produce far less carbon monoxide, hydrocarbons, and soot, all irritants to the workers' environment. (4) Safety and Security: Propane tanks are tested to more than four times their normal pressure of 125 PSI and are made of high strength metal, making • �'2 them 20 times as puncture resistant as a typical gasoline or diesel tank. For further safety, all crucial LPG valves automatically close in an accident.. Because tanks are sealed and LPG is not a siphonable liquid, fuel theft and vandalism are almost eliminated. Storage LPG has an environmental storage advantage not found with most fuels. Because it is a gas and not soluble in water, it' is inherently NOT a water contaminant. LPG is nontoxic. It won't mix with water or soil. Liquid methanol, in comparison, is infinitely soluble in water and virtually unrecoverable from the groundwater table if a leak occurs. Leaking diesel and gasoline storage tanks already pose a significant groundwater contamination hazard statewide, according to the California Department of Water Resources and the U.S. Environmental Protection Agency: One LPG Gallon = 270 Gallons of Fuel LPG is stored in a compressed and compact liquid state, allowing approxi- mately 2.70 vapor gallons to reduce to just one liquid gallon in a fuel tank. Before LPG enters the engine, it is returned to the vapor state ata pressure of less than one PSI. It is common to fit an LPG -powered vehicle with a larger tank than its gasoline fueled counterpart. The extra driving range is desirable for high mileage /fleet use,. and while many major truck stops and approximately 1,400 LPG businesses in California dispense LPG, not every gasoline station does. N Cle 0 I. —�SUMMM .I ® LPG, a nontoxic gas with significant environmental and economic advantages, is the only alternate fuel that also has a proven history of acceptance in the fleet arena worldwide. o i ® Nearly four million commercial vehicles are already running on clean - burning LPG worldwide, including nearly one-half million in the U.S. i ® There are, already over 1,400 pfl blic LPG refueling stations in California alone, compared to less than 100 for methanol/ethanol or compressed natural gas. ® While the supply of significant amounts of methanol would require additional and specialized refineries and imports, at significant costs, LPG is already being processed in existing plants here and abroad. Because LPG is produced daily in both oil .refineries and natural gas processing operations, it enjoys a logistical advantage in being available wherever there are oil and natural gas reserves, both here and�l abroad. ® The U.S. produces over 84 percent of the LPG. it uses. Q� LPG compares favorably with other alternate fuels in emissions totals.. Its superior mileage economy and compact onboard storage make it more attractive than methanol, ethanol, or CNG. LPG engines last longer, similar to diesels. ® LPG is an environmentally sound, economically attractive motor fuel with a proven track record. The technology for its use and the infrastructure for fuel production are already in -place and in use throughout the U.S. and the world.