01-14-1992 - Proposed Trip Reduction/Commute Management PlanCITY COUNCIL STUDY SESSION
JANUARY 14, 1992
WEST COVINA COUNCIL CHAMBERS
PROPOSED TRIP REDUCTION/COMMUTE MANAGEMENT PLAN
SUMMARY: At the Regular Meeting of January 7, 1992, the City
Council requested that a Study Session on the City's
Proposed Commute Management Plan be conducted. The main
areas of concern to the Council were those related to
incentives and credit given for the 3/12 Compressed Work
Weeks. Staff was also asked to provide more information
on telecommuting and alternate fuel vehicles.
I. STAFF PRESENTATION.
A. Telecommuting and Alternate Fuel Vehicles
B. Survey Information - Comparable Cities and Private
Industry
II. SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT (SCAQMD)
REGULATION XV
A. Introduction of Representatives
1. John Reimers, Transportation Programs Manager
2. Dawn Meier, Transportation Specialist
B. Trip Reduction Program
1. Incentives
2. Compressed Work Week Credit (3/12 computation), in
conjunction with the Average Vehicle Ridership (AVR)
Calculation
III. OTHER MATTERS
ALTERNATE FUEL VEHICLES AND TELEC• UTING
Based on the way the South Coast Air Quality Management District
(SCAQMD) presently calculates credits for the City's Average
Vehicle Ridership (AVR), the addition of alternate fuel vehicles
and telecommuting would impact the City's present (AVR).
Calculations are based on the following:
0 Conversion (alternate fuel) of 16 city staff cars
City Manager, Asst. City Manager, 3 Division
Managers, 8 Department Heads, and 3 Police
Commanders
• 4-employees telecommuting I day per week
• The -city maintaining present compressed work week schedules:
- City Hall 9/80
- Police 3/12; Admin 4/10
- Communications 3/12; Admin. 9/80
- Maintenance 4/10; Admin. 9/80
- Fire Admin. 4/10
• Figures based on our headquarters site (City Hall, Police,
and Communications) only.
• Figures based on employees arriving to the site from 6 A.M.-
10 A.M. only.
0 Figures based on maintaining the present number of carpoolers
at the City Hall Site (21).
0 Carpooling based on a two -person carpool, three times per
week.
Presently the City's AVR is 1.31. If the 16 staff cars were
converted to LPG and 4 employees telecommuted 1 day per week the
City's AVR would be 1.392. At that point 30 additional employees
would need to begin carpooling (15 two -person carpools) three times
a week in order to achieve an AVR of 1.5. If the City were given
a two-day credit for employees on the 3/12 who work Sat. or Sun. or
both, the City's AVR.would improve to 1.453. The City would then
need 14 additional employees to begin carpooling. However, if the
City were given a four -day credit for employees on the 3/12 who
work Sat. or Sun. or both, it would achieve it's AVR goal of 1.5.
If 15 staff cars were converted to LPG and 1 staff car to electric,
and 4 employees telecommuted 1 day per week, the City's AVR would
be 1.395. The City would still,need 30 additional ridesharers (15
two -person carpools) three times a week in order to achieve our
goal of 1.5. If the City were given the two-day credit for the
3/12 employees who work Sat. or Sun. or both, it's AVR would be
1.457. The City would then need 14 additional employees to begin
carpooling. However, if the City were given a four -day credit for
employees on the 3/12 who work Sat. or Sun. or both, it would
achieve it's AVR goal of 1.5.
1/10/92
i i
TIEU11ECOMMUTUNI G ?RoGtAms
Telecommuting. programs are another type of alternate work
arrangement that provide benefits to employees and employers.
Telecommuting can reduce the number of trips to and from the workplace.. It
can also mean shorter trips to and from the workplace. This section will
provide some background information on the concept of telecommuting.
DEFINITION
Telecommuting is working at a location other than the conventional
office. This place may be the home or an office close to home.
Telecommuting is an alternate to the. traditional office setting.
Telecommuting can also be defined as use of communications
technology (computers and telecommuting systems) to transport information
rather than people. However, telecommuting does not necessarily require
computers. Telecommuting also does not have to be a full-time
arrangement. Most people who choose to telecommute do so two to three
times a week and. value the professional and social benefits of working with
others.
TELECOMMUTING ARRANGEMENTS,
There are currently three forms of telecommuting. Telecommuting
can occur on a part-time (once a month to 2-3 days per week) or full-time basis
(5 days per week).
L. Work From Home - This is. the most common form of telecommuting
today.
2. Satellite Work Center - This form of telecommuting is prevalent
when a company decentralizes part of its operations to a remote
location. Employees who will be commuting to the satellite work
center must be concentrated in a, small geographic area near the
satellite center.
3. Neighborhood Work Center - The neighborhood work center leases
.. (or sells) space to a number of different companies. The neighborhood
work center • is equipped with telecommunications and computing
capabilities and supplies support services common to all tenants such
as clerical, photocopying, facsimile transmission, and teleconferences.
BENEFITS OF TELECOMMUTING
The following list of benefits can be used in promoting telecommuting
to your employees and to management.
Employer Benefits
❑ Increased productivity due to fewer distractions, more continuous
worktime, improved morale, etc.
• Decreased absenteeism based on the ability of employees to work in
spite of minor illness, car trouble, etc
❑ Decreasedturnover and increased flexibility in accommodating
employee needs
❑ Improved recruitment
❑ Decreased overhead in time of office expansion
Employee Benefits
❑ Decreased or eliminated commuting time, cost, and frustration
❑ Increased flexibility in coordinating household activities
❑ Improved work environment
❑ Increased employment opportunities
❑. Close bond with family and friends
Community Benefits
❑ Decrease in peak hour congestion, air pollution, and fuel consumption
❑ Decrease in transportation (highway and transit) capital and operative
costs due to substitution of telecommuting for transportation
❑ Employment for the mobility -limited
❑ Stronger family and community ties
❑ Decrease in some kinds of crime
0 Ability to shape land use patterns in_a positive way e.g., moving
employment to outlying areas where housing is more affordable,
moving job opportunities to areas of high unemployment
4
TELECOMMUTING FOR EVERYONE
Many jobs or parts of jobs are suitable for telecommuting. Tasks that
are successfully managed in telecommuting programs are those where the
individual already works alone, handling information. such as writing,
reading, telephoning, computer programming, word processing, and data
entry.. Employees who are well -suited to telecommuting are self -motivated,
highly productive, conscientious about work time, and have a high level of
job knowledge.
Adjustments are necessary to create a workable telecommuting
environment from both company and employee perspectives.
Employees may encounter one or more of the following, situations while
telecommuting.-
0 Isolation From Co -Workers - This problem can be
addressed . by scheduling part-time telecommuting and by
improving the quality of time spent with co-workers.
0 Less Visibility - Though in some situations reduced
visibility for the telecommuter could be a real or
perceived problem, it is usually not an obstacle. In
companies with active programs, promotions, occur from
within the ranks of telecommuters. -
0 Lack of Support Services - With good planning, work
can be done at home which does not require immediate.
photocopying or other services.
0 Loss of Living Space - Though it is advisable to have
some working space set aside, usually the amount of space
needed is small.
D Increased At -Home Costs - Costs such as electricity and
water which can increase slightly with telecommuting are
usually offset by cost savings from decreased commuting,
clothing, and lunch expenses.
0 Distractions In the Home Environment - This problem
can be surmounted by "training" family members and
friends not to disturb the telecommuter during working
hours.
I
O Increased Security Responsibility - Not everyone with
confidential information will be involved in
telecommuting; for those with security needs, training in
good security practices at home can be given.
Employers also have important concerns when implementing a
telecommuting program. These can include:
Q. Adjustments to Management Philosophy and.
Procedures - A new ,, management style, one which
emphasizes the productivity of employees over other
measures such as tardiness, is necessary to the success of a
telecommuting program, .
U, Mistrust of Employees - It should be noted that
employees with low productivity or who "cheat" on.
hours will do so regardless of being on a telecommuting
program. This problem should be directly addressed if it
exists within an organization.
0 Regulatory and Legal Issues - Some unions will oppose.
and some will support telecommuting; it is important to
investigate individual companies' union policies when
planning a telecommuting program.
0 Start -Up and Operating Costs - Costs of planning and
beginning a telecommuting program need not be large at
the outset; -however, even moderate investments in.
technology are offset by large gains in productivity.
0 Potential Loss of Employee- Loyalty - Employee morale is
heightened by telecommuting, and thus employee loyalty
is not an overwhelming problem. With a changed
management style, management -employee relationships
are strengthened.
IMPLEMENTATION
Implementing a telecommuting program requires careful planning,
detailed examination of jobs and people involved, a selection process,
technical assistance and general guidance. However, when correctly
implemented, telecommuting is a prosperous business decision. According
to Business Week, 200 U.S. corporations are already implementing some
form of telecommuting.
SUMMARY OF NECESSARY STEPS
IN DEVELOPING A
TELECOMMUTING PROGRAM
PROCESS
1. Form an internal steering,committee to plan for the program.
2. Develop an implementation plan based on the following program
components: timeline, payroll, hardware, software,
costs, reimbursements, accounting schedule, etc.
3. Conduct Information Session on telecommuting.
4. Select eligible individuals and departments through a survey
and selection criteria as determined by the internal steering
committee.
5. Select participants.
6. Conduct orientation sessions for participants and managers on
telecommuting and.how to successfully telecommute.
7. Commence six-month test period of program
8. Call telecommuting employees and managers during six-month
pilot of troubleshoot.
9. At the end of six months, evaluate the program.
10. If successful, consider expansion of program into other
departments.
RIDESHARE INCENTIVES
o SUBSIDIES FOR CARPOOL,VANPOOL, AND BUSPOOLS
TRANSIT PASSES
EMPLOYEE TRANSPORTATION ALLOWANCE
DRAWINGS (GIFTS AND CASH)
TIME —OFF
GUARANTEED RIDE HOME
SHUTTLE SERVICE
COMPANY CARS
0 BICYCLES LOCKERS/SHOWERS
0 PREFERENTIAL PARKING
ON —SITE CHILD CARE FACILITIES
0
•
QUEEN OF THE VALLEY HOSPITAL
r
NO. OF EMPLOYEES: 1200 TOTAL; 600 REPORTING BETWEEN 6 A.M.-10 A.M.
COMPRESSED WORK WEEKS: 3/12 (Nurses), 4/10, and 9/80 & FLEX HOURS
AVR: PREVIOUS .YEAR: 1.24 PRESENT YEAR: 1.17
INCENTIVES:
Eligibility for cash incentives, gifts, and drawings: Rideshare
or use alternate modes 2 times per week.
$15 gift certificates to West Covina Fashion Plaza, once every
2 months.
$15 per month for walkers, bike riders, and those who take the
bus..
. Drawings
Every other month: prizes include $15 gift certificates.to
the W.C. Fashion Plaza, $5 meal tickets to hospital's
cafeteria, movie tickets, car washes, pizzas, and gasoline
fill -ups.
Yearly drawing prizes include: 1 day's pay and a trip to
Laughlin for 2 people, valued at approx. $200 (2 nights hotel
and bus transportation).
Annual gifts for bikers and walkers (e.g. lambswool bike seat
covers)
Telecommuting - Upper Management, approx. 30 employees, once
every 2 weeks.
On -site Child Care Center (not yet completed); hospital will
provide discounts for employees who rideshare.
Fenced -in bike area with bike lockers.
Showers and Lockers.
. Preferred Parking.
Guaranteed Ride Home.
1/10/92
0
SAN GABRIEL VALLEY TRIBUNE
NO. OF EMPLOYEES: 447
COMPRESSED WORK WEEKS: NO
AVR: PREVIOUS YEAR - 1.18 PRESENT YEAR - 1.14
INCENTIVES
Cash Incentives:
Ridesharing 25% - 49% - $20 per month
Ridesharing 50% - 74% - $30 per month
Ridesharing 75% - 100%- $50 per month
The above numbers are for a 2-person carpool, walking, or
bicycling.
3-person carpool - 50%-100% - $55 per month
4-person carpool - 50%-100% - $60 per month
Monthly Drawings - 2 Winners Per Month- Prizes Include:
$50 cash
$50 certificate for dinner for two
$25 gift certificate for store of their choice
2 tickets to Disneyland
2 movie tickets plus.$10 for snacks
1 paid day off
4 hours pay
2 hours pay a
"Tell A Friend" - If an employee recruits a carpooler, he/she
receives a certificate for 10 gallons of gas.
Guaranteed Ride Home
Preferred Parking
1/10/92
SOUTHERN CALIFORNIA EDISON COMPANY
ROSEMEAD HEADQUARTERS --NO. OF EMPLOYEES: 3700; 3200 REPORTING
BETWEEN 6 A.M.-10 A.M.
WORK WEEKS: 5/40,-9/80, AND 4/10
AVR: PREVIOUS YEAR: 1.14 PRESENT. YEAR: 1.25
INCENTIVES:
Drawings
• Depending on site, twice a month or monthly - 3-4 winners,
gift certificates to local mall, ranging from $25 to $100.
• Quarterly drawings, 3 winners, gift certificates ranging from
.$2'00 to $300; or merchandise of comparable value, including
color TV's, cellular car phones, Polaroid cameras, etc.
Eligibility for drawings (depending on site), ranges from•
each time an employee rideshares to ridesharing 80% of the
month.
• Telecommuting - Home and Business Centers
• Vanpools
On -site fuel and maintenance
Employee pays based on mileage traveled.
Fleet Cars Used for Carpooling
Preferred Parking
Guaranteed Ride Home
1/10/92.
MILLER BREWING COMPANY
NO. OF EMPLOYEES: AVG. 800 - 1200; AVG. APPROX. 425 ARRIVING
6 A.M. - 10 A.M.
COMPRESSED WORK WEEKS: NO FLEX TIME: YES, SALARIED CARPOOLERS
AVR: PREVIOUS YEAR - 1.24 PRESENT YEAR - 1.30
INCENTIVES
GIFTS - For every day they carpool, they receive 1 pt.; points
go toward the purchase of gifts from a catalog.
DRAWINGS - Every Other Month
$25 Gift Certificates to Sears, Best, or other retail stores
(100 winners).
$15 Vons' Gift Certificates (100 winners)
Concert Tickets, Pro Football and Basketball Tickets (1-3
winners)
ANNUAL RIDESHARE WEEK ($5,000 BUDGET)
All Ridesharers received a gift each day of the Rideshare
Week for carpooling, i.e.,.frisbees, sports bottles,
ballpoint pens, notepads, and muffins and juice.
In addition, 75 people per day received a gift valued at $15,
such as a pair of sunglasses or a watch.
Also,.1 person per day received a gift valued at approx.
$300, such as a CD Player or VCR.
BIKE PROMOTION (May thru October)
. Bikers received $50 for every 40 days of bike riding.
. First, Second and Third Prizes for those who biked the most
days; $350, $275, and $175.
Caps and T-shirts were also given to bikers.
CAR SUNSHADES GIVEN TO ALL RIDESHARERS.
SUBSIDIZES VAN POOLS 50% °
PREFERRED PARKING.
GUARANTEED RIDE HOME.
1/14/92
NAVCOM DEFENSE ELECTRONICS
NO. OF EMPLOYEES: 500
COMPRESSED WORK WEEKS: NO
AVR: 1.52
INCENTIVES:
Ridesharing 3 days per week:
$30-35.gift (employee picks from catalog)
Monthly Drawing - 20 winners: $40 gasoline coupons
Subsidizes Van Pool m 100%
Bus Riders.- 100% Subsidy (Ranges from $42-$58 per employee
per month)
Bicycle Lockers and Showers
Preferred Parking
Guaranteed,Ride Home
CQXPARABZE CITIES
COSTA MESA
° (4/10) Only Ridesharers participate.
° 1' Main site -(369) employees. AVR. x� 1.14 (prior: to 4/10)
° Incentives
1) Employees who rideshare.accumulate $1 each time they come
to work by alternate mode 2X 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..
0. (9/80) City Hall ° 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)
° Budget: Not specified; General Fund..
° (9/80) City Hall ° 2 .Sites - ban . 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.
9
° (4/10) 2 Sites 1) 250 Emp.
0\-Incentives 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(1ncludes 1 intern 20hrs/wk ); General Fund.
ORANGE
° (9/80) 0 2 Sites Emp AVM
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.
O Budget: Not specified; Cash incentive is deducted from each
departments payroll; Genera]. fund.
s
9
WEST COVINA
0(9/80) City Hall, Maint.'Adm. a 1 Site 269 Emp.
(4/10) Fire.Adm., P.D. Adm... AVR =. 1.31
(3/12) P.D., Comma Op.
°Incentives=
1) Leavetime for using alternate modes of commuting. 9/80:
80%/month = 2 hours leavetime, 60-%/month =lhour leavetime.
4/10 and 3/12: 75%/month = 2 hours:, 55-1 1 hour.
0, Budget: S2.500.00 ; General Fund.
NZIMMORI31G CITY
{
COVINA �, .
o (9/80) City Hall o lj 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..
c Budget: Not specified; General. Fund.
OTIM CITIES
AZUSA
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 . .
G Budget: Not Specified ; General Fund.
C (4/10) c 46 EMPLOYEES
c Incentives-
1) $2 for every alternate mode trip. $3 for drivers• of carpools
or vanpools.
o Budget: Not specified ; General:Fund.
MONROVIA
•
(9/80) City Hall. 02 sites F=g AV
(4/10) Police Dept. 1) 150 1.2
a Incentives. Z) 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.
o Budget: Not specified ; General ',Fund.
q
° (9/80) C 2 SITES Mn AVR
167 1.2
249 1.2
OIncentives
1) Employees who commute in a tzao-person carpool 601 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 601 a month receive $25.
3) Drawings during rideshare lunch held every quarter; 4
employees win $23 in drawing.;
4) Employees who use alternate modes 601 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 off er-guaranteed.ride'_home.
Emp1Qy� Incentives Creak
a.Shift Towd�
By MARK A. STEIN
TIMES STAFF WRITER
First -year efforts to entice
Southern Californians away from
commuting to their jobs alone are
showing a "quite encouraging"
shift to car-pooling, a study has
found.. .
But researchers warn that em-
. ployers will have to use bigger
carrots and heavier sticks to con-
tinue making progress.
The study, by urban planning
professors Martin Wachs of UCLA
and Genevieve Giuliano. of USC;
gives .the first glimpse of what
options commuters prefer as the
region embarks on the nation's
most innovative efforts to'reduce
pollution and congestion.
They found that commuters like
switching to car pools more often
than to any alternative, including
buses, bicycles or working out of
rd Car Pools,.'..,..
their homes.
Wachs and Giuliano studied
changes in commuting habits noted
during the first year of a strict
regulation by the South Coast Air
Quality Management District. The
rule requires large companies to
offer workers incentives to com-
mute by bus, car pool, bicycle or:
other alternatives than -driving
alone.
Their research shows that 70.9%
of employees of the 812 work sites
studied continued to commute
alone, despite ride -sharing induce-
ments; this compares to 75.8%
before the program. Meanwhile,
car-pooling jumped to 18.7% from
13.5%, and bus ridership dipped to
3.9% from 4.2%. By county, 67% of
the firms 'surveyed were in Los
Angeles, 21 % in Orange County,
7% in San Bernardino, and 4% in
Riverside. Results on average,
Please see CAR POOLS, A20
A20 TUESDAY, JANUARY 14, 1991
LOS AW10
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TWIT 11W11
CAR POOLS: First-Year'
Growth
Continued from Al
incentives.
For these reasons, Wachs and
were consistent from county,. to "Doughnuts and coffee and prize, '
county, researchers said. :. drawings and one trip to Hawaii
others who have studied transpor-
tation in Southern California have
Wachs cautioned against reading .-and
all that are just not enough to
found, cars will continue to carry
most commuters for decades to
too much. into these first -year. :shift
more than a.few percentage
shifts. He said they reflect the fact - points," ''he said. "To 'get more
that, in the first year of long-term.. _:- dramatic numbers, they are going
come.
But to keep the region from
changes, simple solutions are tried !,. ;.to have to do more. ,'
first. Car pools, he said, are the ..'Convenience and price drive:•;
choking on its traffic —and the
pollution it causes —as many peo-
easiest "alternative. '
commuters' choices, just as they do' '.
pie as possible should be lured from
their cars by improving the alter
Because of their low cost and
convenience, car pools will prob-
in any !market, Wachs said, so ; •
making i commuting alternatives
natives and reducing subsidies giv-
ably always be the most popular. _
more convenient also makes them" ,
en drivers.
alternative to driving alone, Wachs.
moreattractive.
Improvements already are on
said. • But he added that other
It's important. that it .be well
the way, rail transit lines being
options, particularly public transit,
designed ... and reflective of a
built by the Los Angeles County
will probably play a larger role as
person's',actual travel pattern, he
Transportation Commission, addi-
more train lines open, bus service
said. "You can't expect someone to
xP
tional bus routes scheduled for the
improves and ilraffic congestion
have to ;wait 21 hours for a van
Southern California Rapid Transit
worsens.
and expect them to prefer that to
District, and commuter train ser-
Wachs said it is too early to
using their own car. If you can,*
vice being organized by the
'determine whether the AQMD
provide �a car pool or a van pool
Southern California Regional Rail
regulation is having a measurable
that does pick up a worker right at
Authority.
effect on air quality or traffic. But
their door and drops them off ,at
the idea is to reduce the number of
home, 'and arrange it so they can
D educing subsidies to automo-
vehicles on the road —thereby cut-
take an earlier van or.a later van"
biles is more' problematical.
ting pollution and congestion —by
if they finish workearly ".or stay
��
For example, free parking is very
increasing the average number of
late. ' '.
popular with employees, as seen by
people in each vehicle.
Management also must be flex-
; vocal protests raised when it has
ocal transportation planners
ible to accept bus riders who are
occasionally late because of a
been threatened at UCLA, City .
Hall and other employment cen-
have said they expect the •
missed connection.or tale bus, and
ters.
AQMD regulation to encourage
people to use the new rail transit
they .should make available com-
shuttles or taxi vouchers +:.
Wachs and others, including As -
semblyman Richard Katz (D-Syl-
lines and expanded bus services
lines led to be available during the .
pany cars,
to workers who might have to -,..!.'mar),
..*.employees
have recommended charging
for
expeccoming decade.
leave midday to care for a sick, •
or' for other personal emer-
the market rate
parking, then rebating that amount
In the first year of the program,
child
in the form of a monthly "travel
about, two-thirds of the companies
g encies.
"Management example also leads
'allowance" that they could spend
studied complied with the program
to workers taking it seriously, he.' ',
-as they wish.
by giving preferential parking to
a virtually cost-free
said. "If! management says: 'Ride-
paying for parking would leave
car pools,
incentive. Forty-six percent of the
sharing ;is important, but then all
managers drive to work alone and
them as well off as they are now,
but splitting the
companies offered to pay for part of
have reserved [parking] spaces, all
Wachs said,
.parking fee with a car-pool partner
their employees' bus passes.
About the same percentage of-
the workers see that. They re.,
or buying a bus pass would let
fered prize drawings to employees
who stopped driving alone, or of -'Employees
turned off by it."
also see a bargain,,
thepocket,m put more money in their
.thus encouraging them to
fered car poolers and bus riders
and respond to it. That, said,':,.use
Wachs, is why so many commuters
those alternatives.
"guaranteed rides home if they
drive alone to work.
"I can't think of any good reason
had to work late or leave early.
still
why in our society it should be the.
About 43% of the companies said
«T is popular to say that people
normal practice for the employer
they made showers and lockers
have a love affair with their .
to pay for the employee's parking,"
available to employees who rode
cars. But I've been reading 'about
he said. "It's antisocial. It increases
bicycles to work.
transporlalion�and doing research "
the consumption of gasoline. It
At the lower end of the scale,
on transportation for 25 years and I :
encourages people to drive during ;
some companies offered free coffee
haven't! found any credible studies.,
the most congested hours on the
and doughnuts to car-pool mem-
bers. Only about 4% of the work
which can demonstrate that people
are irrational, he said. Rather, I
. most congested facilities."
Such a proposal would, require an
sites sampled had withdrawn free
find that the choices most people
act of Congress because federal tax
employee parking as a way to force
make are rational. '
"In does take
law requires taxation of travel
solo commuters out of their cars.
most cases, .it
by
allowances —but not free parking.
Cars driven by employees of the
:companies studied by Wachs and
peopled longer [to commute]
lransit.!It does require you to wait
parkin costs are tax-deductible
while travel allow -
;Giuliano carried an average of 1.23
outside-. Buses are crowded, and
for employers,
ances re lax -tree only up to $21.
;people when the program started..
they are ugly. There is high crime
stops and on buses. And
b
Any largerax-free -allowance is taxable.
-The goal is to increase that to an
average of 1.75 people for compa-'
at transit
employees are gelling free parking
Wachs said Rep. Robert Mat -
sui (D-Sacramento) has intro-
nies in central Los Angeles, 1.3
from, employers and they often
have to make before they go
duced legislation in Washington to
-people in designated outlying areas
-and 1.5 people for areas in between.
stops
to work and after they get off
chan a the tax code to per
�- gee travel allowances.
.: After one year, Wachs.and Giu-
Jiano found that average vehicle
work.
"When you put all those things
"The magnitude of the change
in commutin patterns]so far is so
ridership had grown to 1.26. They
together, they are making rational
small I'd be relctant to say it has
said this was "statistically signifi-
choices in taking their cars,
"It time. It's
had a substantial impact," Wachs
,cant" in regard to the long-term Wachs! said. saves
goal of increasing the number of more convenient. It gives them
said. "However, it is in the right
direction, and we need to do every -
passengers per vehicle by 2G%.
more flexibility. So it's not a love thin we can do to reduce traffic
'with the automobile, its
Still, Wachs predicted that em-
affair
congestion and improv e the air."
ployers will have to use more rationality.