01-21-1992 - Commute Management PlanTO
FROM
City Manager and City Council
Community Services
SUBJECr.
COMMUTE MANAGEMENT PLAN
City of West. Cuvilaa
Memorandum
AGENDA
ITEM No. E-la
DATE January 21, 1992
SUMMARY: The Revised Annual 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's 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
At the City Council Meeting of January 7, 1992, staff presented a
proposed revised Commute Management Plan for the Council's review
and action. (please see green attachment). At that time, the
Council requested that a Study Session on the City's Proposed Plan
be conducted. The Council also directed staff to contact the
SCAQMD and.have their representatives present at the Study Session
to answer questions as they relate to Regulation XV.
The main areas of concern to the Council were those related to
incentives and credit given for the 3/12 Compressed Work Weeks.
( It should be noted that the original reasoning behind the 3 / 12
Compressed Work Weeks for the Police Department was to reduce
overtime costs. Please refer to Police Chief Holmes' June 10, 1991
Council Report attached.) -Staff was also asked to provide more
information on telecommuting and alternate fuel vehicles.
The City Council Study Session -was held January 14,. 1992. Three
SCAQMD representatives were present to answer questions. Staff
presented further information to the Council on the subjects
outlined above. Staff also provided survey information from both
the public and private sectors which showed the various incentives
used for reaching AVR's.
TELECOMMUTING
Included in the Council's packet for the January 14 Study Session,
were the components for a telecommuting program. Per the
discussion between the Council and staff, it is staffs
understanding that we are presently looking at a telecommuting
program on a rather small scale.
The SCAQMD representatives stated that 2%, or 30 out of their 1300
employees telecommute. The City will examine the 95 positions in
City Hall to see which ones may lend themselves to such a program.
At this time, without having the benefit of the -study information
available, we assume this may entail approximately 6' positions,.
telecommuting one day per week.
Also as stated in the Study Session, we are looking at functions,'
such as report writing and repetitive work that would be a feasible
telecommuting assignment. A written policy, -approved by the City
Manager, would set forth the conditions of such an arrangement.
For example, the employee would have a specified work place in the
home, and a project/assignment would have to be completed in a
given timeframe as set forth by the employee's supervisor.
0
At this time we are uncerta
because this program will k
anticipated this to be a cost
initial spending of funds on
in as to the exact costs. ' However,
e done on a small scale, we do not
,ly endeavor. We do not anticipate an
(buying any equipment.
Another issue discussed was 'converting staff cars to LPG and how
this would increase the Cty's AVR. (Please refer to the.
"Alternate Fuel Vehicles" Attachment.) It is staff's
recommendation to the City Council to proceed with the conversion
of 5 staff cars to LPG.. This will cost approximately $16,800;
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. In subsequent years the City could
convert more vehicles.
ALTERNATE FUEL VEHICLE
Based on the Study Session,
proceed with submitting an a
Program, to purchase'an elect
Staff will also explore othe
not come out of the revenue:
This is a separate funding soi
step in increasing the City':
SUBSIDIZED BUS PASSES
This was a new issue that 4
Presently a monthly bus pass
month. If approximately 6 em
total annual cost would be $2
half the cost., the annual sub. -
recommended that the City sub
DRAWINGS
t is staff's recommendation that we
plication, under the SCAQMD's Grant
-ic or other alternate -fuel vehicle.
grant funding sources. This would
the City receives under A.B. 2766.
:ce. Obviously, this will be another
AVR.
is discussed at the Study. Session.
for Foothill Transit costs $32 per
loyees used the bus every month, the
304. If the City were to subsidize
Ldized amount would be $1, 152 . It is
idiie half of the monthly pass cost.
Based on 'discussions at the Study Session, it is our recommendation
we proceed with the monthly I drawing incentive. For those who
rideshare 70% of the month (65% for those on 3/12 or 4/10). These
would be a total of five $25 iprizes.per month. This can include
gift certificates from West Covina merchants, savings bonds, or
cash. The total annual cost for this incentive is $1,500.
TIME -OFF
Under the present Plan, employees who rideshare or use other
alternate modes 80% of the month (75% for those on 3/12 or 4/10)
receive 2 hours of leave time.1 Employees who rideshare 60% of the
month receive 1 hour of•leave time.
The City presently averages 36 employees per month who rideshare.
Of those 36, approximately 27 receive the 2 hours leave time and 9
receive the 1 hour leave time. Therefore, the total time off for
the 36 employees is 63 hours per month.. The average hourly rate,
including benefits, of the 36 employees, is $17.18.. Therefore,
$17.18 x 63 hours = $1,082.34 per month.
Per AQMD guidelines, as the,
suggested that the eligibili
adjusted to have the higher the
we are requesting that the 2-
However, it is recommended th<
for those who rideshare or us
month (65% for those on 3/12 o:
granted for those who rideshar
3/12 or 4/10).
relate .to Regulation XV, it is
:y requirements. for incentives be
'eshold at about 66%. Specifically,
zour.• and 1-hour leave time remain.-
t 2 hours of leave time be granted
a other alternate modes 70% of the.
4/10); and 1 hour,of leave time be
50% of the month (45% for those on
-2-
GRANT PROGRAM TO BUSINESSES
At the January 14 Study Session, Council expressed a desire to
share the revenues received under A.B. 2766 with businesses within
the community who .are also- required to file a Trip
Reduction/Commute Management Plan. Staff has contacted the SCAQMD
and has learned that this is an eligible program, with the
understanding that the City is responsible for the paperwork and
other administrative tasks as they relate to the auditing of these
funds.
According to the initial figures presented by the SCAQMD`, the City
of West Covina could receive up to $67,000 for the first year of
the program, under A.B. 2766. Funds are disbursed quarterly and
began in October, 1991. As of October, 1991., the City received
$6, 428.00 under this program, for the months of June and July 1991.
On January 9, 1992, we received a check .for $9,913.67 for the
months of August and September, 1991. Therefore to date, the City
has received a total of $16,341.67. Obviously, it is not certain
what the exact amount of this revenue source will be. Therefore,
it is projected that the annual income from this source would be
about $48,000. Any annual expenditure of these funds should be
considered during budget preparation. A split of the funds between
projects and programs, city and private businesses for commute
management can be estimated at that time. The final approval would
be at the time the City is required to conduct an annual review of
the plan.
TRANSPORTATION MANAGEMENT ORGANIZATIONS
The City Council asked for information on forming a Transportation
Management Organization (TMO). This is the outreach'to business
and other cities to attempt to devise cooperative ventures that
will make improvements in average vehicle ridership. In essence,
the City would be acting as a catalyst in the community to achieve
a greater reduction of commute trips. Staff will also explore the
use of the existing Integrated Waste Management JPA as a way to
stimulate the formation of a TMO.
Our major tasks as they relate to the Commute Management Plan to
date involved the annual AVR Survey of all employees; an Annual
Rideshare Fair, monitoring the Rideshare Incentive.Leave Time, and
updating the City's Commute Management Plan. However, if we are to
proceed with a more regional and/or community -wide approach, more
staff time and resources will be committed. The Community Services
Division office is the staff for such an effort.
PLAN COSTS
ITEM
TELECOMMUTING
CONVERSION OF STAFF
CARS TO LPG
ALTERNATE FUEL VEHICLE
SUBSIDIZED BUS PASSES
DRAWINGS
COST
MINIMAL; ACTUAL
COST UNKNOWN.
$16,800
$15,000-
$18,000
$1,152
$1,500
FUNDING SOURCE
N/A
A.B. 2766
SCAQMD GRANT
A.B. 2766
A.B. 2766
TIME -OFF $12,980 (est.) GENERAL FUND
TOTAL OF NEW COSTS, EXCLUDING THE GRANT', IS $19,452. THIS WILL BE
FUNDED BY AB 2766 REVENUES..
-3-
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 for Administrator.
Maintenance - Maintain 4/10 field personnel and
9/80 Administrator.
2. 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.
It is estimated that this could involve
approximately 6 employees telecommuting 1 day per
week.
3. Conversion of.Staff.Cars to LPG
Convert 5 staff cars to LPG
4. Alternate Fuel Vehicle
Authorize stalff to submit an application to
purchase an electric or other alternate fuel
vehicle through the SCAQMD's Grant Program or other
grant programs
5. Subsidized Bus Passes
Subsidize half of the monthly bus pass cost.
6. Monthly Drawings
For those who rideshare at least 70% of the month
(65% for those on the 3/12 or 4/10: Five $25
prizes,. consisting of gift certificates from West
Covina merchants, savings bonds, and cash.
7. Time -Off
Maintain the 2-hour and 1-h6ur leave time
incentives. Grant the leave time on for those
who rideshare 70% of the month at 2 hours of leave
time per month.) For those who rideshare 50% of the
month, give 1 hour of leave time per month.
Staff also requests autlorization to develop a plan for a
Grant Program to businesses that are required to develop Trip
Reduction/Commute Management Plans. This'would be contingent
on the amount of funds received under A.B. 2766. Once the
City has 'a better handle on the exact amounts received, we
will come back to Council with a report, regarding the
implementation of a GrantlProgram to businesses.
-4-
It is recommended the City Council:
A. Approve the 1992,Commute Management Plan for the City of West
Covina to be as follows:
1. Compressed Work Weeks
City Hall - Maintain 9/80
Police - Maintain 4/10 and 3/12
Communications - Maintain 3/12 for Dispatchers and
9/80 for Administrator.
Maintenance - Maintain 4/10 for field personnel and
9/80 for. Administrator.
2. 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.
3. Conversion of Staff Cars to LPG
Convert 5 staff cars to LPG
4., Alternate Fuel Vehicle
Authorize: staff to submit an application to
purchase an electric or other alternate fuel
vehicle through the SCAQMD's Grant Program or other
grant programs.
5. Subsidized Bus Passes
Subsidize half of the monthly bus pass cost.
6. Monthly Drawings
For those who rideshare at least 70% of the month
(65% .for those on the 3/12 or 4/10: Five $25
prizes, consisting of _gift certificates from West
Covina merchants, savings bonds, and cash.
7'. Time -Off
Maintain the 2-hour and 1-hour leave time
incentives. Grant the .leave time for those who
rideshare 70% of the month at 2 hours of leave time
per month. For those who rideshare 50% of the
month, give 1 hour of leave time per month.
B. Authorize staff to develop a plan for a Grant. Program to
businesses that are required to develop Trip Reduction/Commute
Management Plans and provide report. to City Council during the
1992-93 budget process.
Sharon M. Gardner, Admin. Analyst II, `
Employee Transportation Coordinator
REVIEWED AND APPROVED:
�'oe
Michael L. Miller
Community Services Division Manager
-5-
ALTEATE" FUEL:.VEHICLES. AND.. TELEA-AMUTING:
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
C 4 employees.telecommuting 1 day per week
a 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
c Figures based.on our headquarters site. (City Hall, Police,
and Communications) only.
o Figures based on employees arriving to the site from 6 A.M.-
10 A.M. only.
• Figures based on maintaining the present number of carpoolers
at the City Hall Site (21).
c 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
QUEEN OF THE VALLEY HOSPITAL
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.
o $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. lambs wool.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
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
"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/lb/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
$200 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
0
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
(160 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 asa 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 50k
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: $40 gasoline.coupons
. Subsidizes Van Pool - 100%
. Bus Riders - 100$.Subsidy (Ranges from $42-$58 per employee
per month)
Bicycle Lockers and. Showers
Preferred Parking
Guaranteed Ride Home.
1/10/92
SIIRVB"l.CITIES - COMPRESSED WORE WEEx3 INCZNT3'vEs *:
ARAB=fit CITI33:.
° (4/10) Only Ridesharers.participata.,
° 1' Main. site. (3 69) employees. AVR 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 made they receive l.hour off.
2) Preferred parking.
3) Showers for employees who ride bikes or walk.
° Budget:. Nott specified .; General Fund:.
e.
° (9/80) City Hall. 0 1 Main site 350 employees. AVR a1.5
(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. 0 2 Sites. - MR.
(4/10) Police Dept.
AVR
.1) 125
1.46
0 2) 175
Incentives:
1.38
1) 11 for every alternate mode trip.
2) $25/month for alternate modes mere;than 50$/month.
3) $25
oil change reimbursement (5,000 mi.)*
$60 tune-up reimbursement (15,000 mi)*-.
*"This will
$5 gas coupon for every 1,000 mi.*
4) Provides
change to
P. of tr ps."
a.vanpool for employees residing in Irvine.
5) Unclaimed bikes from P.D. are made available. on loan
to employees.
a basis
° Budget: S77.00.00 ; General Fund.
ONTARTO
° (4/10) 0 2 Sites 1) 250 Emp.
2) 650 Em
° Incentives p`
1) Incentive point 1 point per day for alt.'made.(Prizes)
2) Drawing - raffle tickets for everyone who uses-alt. modes.
(Trip to Cancun)
° Budget: $25.000.00(Ingludes 1 intern 20 rciwk.); General Fund.
AGE
° (9/80) 0 2 Sites
F.IliD AVR.
1) 337. 1.20
cIncentives 2) 362 1..38
1) $30 cash/month for: Alternate modes 70% or more..
2) After 6 months of ridesharing, 70%.minimum, 8 hr. time off;
firs 8 hr. pay.
3).Bus pass subsidy -first month free, and 501 off thereafter.
4). Preferred parking.
o Budget: Not specified; Cash incentive is deducted from each
department's payroll; General fund.
s
REST CCV'TNA
.0(9/80) city Hall, Maint.. Adm.. ° 1 Site 269 Emp. J .
(4/10). Fire Aden., P.D. Adm. AVR = 1.31
(3'/12). P.D., Cc=.. Op.
°2noentivea
1) Laaystime for using altarnati& modes of commuting. 9/80:
80�/month = 2 hours leavetime, 6G_%/month =,.hour leavetime.
4/10 and 3/=: 73*/month = 2-hours , 55� _ 1 hour.
°. Sudgat: S2,300.00 ; General Fund.
IIE MMCRI2i6
CVVMM`
° (9/80) city Hall a l sits 122 employea�
(4/10) Police Dept. AVR.- 1.12 (prior to 9/80 and 4/10)
° Inaaativea:
1) $100 drawing for those who rideshare:80* a month.
Budget: Not. -specified; General Fund.
�S8 '
109 Emp. AVR = 1.11 (prior to 4/10)
a>:nesatives
1) $40 Drawinq for one carpool. Must 2) Preferred parking carpool 50* for month.
° Budget: Not Specified ; General Fund.
Dp88TE .
° (4/10) ° 46 EMPLOYEES '
° Incentives
1) $2 for every alternate mode trip. $3 for drivers, of carpools
or vanpools.
° Budget: Not specitied ; General Fund.
M4M-_C�VTA
° (9/80) city Hall ° 2 sites
II gyg
(4/10) Police Dept. 1) 150 1.2
° Incentives 2) 271 1.2
1) Drawigq - Gifts. - 2. times a year - $30 (2 x $25),- $1.00/year.
2) Fleet vehicle- Pick up 2 employees- Monrovia only.
3) Praferred Parking.
Budget: Not specified ; General Fund.
UPLAND
° (9/80) ° 2 SITES egg V
167 1.2 -
�Iacaative� 249 1.2
1) Employees who cammuta in a two -person carpool 60% a month
receive $20. Those who commute in a thres-person (or -more)
2) carpool 60* a month receive $25.
Employees who use public transit 60$ a month receive $20.
Those who walk or ride a bike 60% a month receive $25.
3.) Drawings during rideshare lunch head every quartar; 4
employees win $25 in drawinq.
4) Employees who use alternata modes 60$ of the year are eligible
for a trip to Monterey and 1 day off with pay.
° Budget: 124.410.00 ; General Fund.
## All cities otfar gnaraatasd ride. home.
0
•
TO
FROM :
suarsCr.
CITY MANAGER AND CITY COUNCIL
RONALD E. HOLMES, CHIEF OF POLICE
PUBLIC SAFETY DIVISION MANAGER
POLICE ALTERNATE WORK WEEK UPDATE
City of West Covina
Memorandum
AGENDA
ITEM NO. C I A
.-
DATE. sll N E /b , f g 9 1
SUMMARY: On October 25, 1990, the City entered into an agreement with the West
Covina Police Officer's Association to institute the 3/12 modified work week
schedule for Patrol Officers. The Letter of Agreement authorized a trial
implementation period of the 3/12 schedule which expires on June 30, 1991.
Council requested a staff report at the conclusion of the trial period and
recommendations on continuance of the 3/12 schedule.
BACKGROUND: The City Council authorized a trial implementation of the 3/12 work
schedule for Police Officers and Civilian employees of the Police Department
who work Patrol shift hours. Through the meet and confer process, Letters of
Agreement were signed between the City, the West Covina Police Officer's
Association,'and the General Employee's Association, which established the
ending date of the trial period as June 30, 1991. At the conclusion of the
trial period, Council requested a review of eight different criteria in order
to assess the impact of the 3/12 schedule on overall work performance. Those
criteria are as follows:.
(1) Number of Arrests.
(2) Number of Citations
(3) Response Time
(4).Sick Leave Usage
(5) On the Job Injuries
(6) Job Related Traffic Accidents
(7) Increases in Citizen Complaints
(8) Reduction in Police Department Overtime
In order to prepare this report for Council and allow adequate time for
additional meet'and confer with the Associations, prior to the expiration of
the trial period, this report is based on statistics gathered between November
4, 1990 and May 31, 1991. In each category, a comparison will:be made between
the years 90791, under the 3/12 plan, and the years 89-90, under the 4/10 plan.
(1) Number of Arrests: During the trial period, the total number of arrests
was 3,273 versus 3,754 the year. . This difference,
P Y however, is.
attributable to several factors, none of which were influenced by the 3/12
schedule. Most notably, was the de -emphasis on misdemeanor warrant arrests
due to the overcrowding in County jail and the ability to issue citations
to offenders rather than requiring bail to be posted. The number of felony
arrests during the two periods were.within one percent of each other.
(2) Number of Citations: During the trial period, the total number of
traffic citations issued was 11,066 versus 10,910 issued the previous year.
The 3/12 schedule,has had no discernible effect on the total number of
.citations issued.
(3) Response Time: During -the trial period, the overall response time
average was 14.9 minutes, with a priority one response time average of 4.7
minutes. for the same period last year, the overall average was 15.3
minutes, with a priority one average of 4.7 minutes. The 3/12 schedule has
not affected the priority one response time and has resulted in a slight
reduction in overall average response time.
(4) Sick Leave Usage: During the trial period, Police Department employees
working the 3/12 schedule used a total of 973 hours of sick time. During
the same period.last year, those employees used a total of 1131 hours of
sick time. The 3/12 schedule has realized a reduction in sick time usage
of 158 hours during the trial period. This would tend to indicate that
employees are healthier and less likely to abuse sick time under the' 3/12
plan than they were under the 4/10 plan.
(5) On the Job Injuries: During the trial period, there were nine on -duty.
injuries in.the Patrol division. This compares with.eight on -duty injuries
during the same period last year. Based on these figures, it appears that
the 3/12 schedule has not had a negative impact on the number of job
related injuries.
(6) Job Related Traffic Accidents: During the trial period, there were
eleven on -duty traffic accidents involving Police Patrol vehicles. During
the same period last year, there were also eleven on -duty accidents. It
appears that the 3/12 schedule has not caused an increase in accidents, as
feared, due to exhaustion or over -tired employees driving City vehicles.
(7) Increase in Citizen Complaints: During the trial period, there were
fourteen Citizen complaints made against Patrol Officers versus nine
complaints during the same period last year. The increase during the 3/12
period was examined closely and does not appear to be correlated to the
modified work schedule. There does appear.to be an increase which
corresponds to.the publicity received after the recent incident involving
the Los Angeles Police Department.
(8) Reduction in Police Department Overtime: The main benefit to the City
resulting from the 3/12 plan was an expected reduction -in Patrol overtime.
During the trial.period, a total of $199,131 was spent in Patrol related
overtime. During the same period last year, a total of $290,031 was spent
in Patrol related overtime. There has been a $90,900 reduction in overtime
which can be directly attributed to the 3/12 schedule. This reduction, over
an entire year, would equate to a savings of $155,828, which is within the
area targeted by the original 3/12 proposal.
Based on these statistics, there have been no negative side effects to the 3/12.
work schedule and the expected savings in overtime have been realized. Overall,
Officer morale and attitude has increased and the 3/12 schedule has been well
received by both Associations involved. Members of the Police Association and
the General Association have indicated that they would like to continue the
3/12 schedule under a permanent Memorandum of Understanding.
In preparing the 1991-92 budget, the Police Department overtime account has
been reduced by $150,000 from the previous year, to reflect the anticipated
yearly savings as a result of the 3/12 schedule. It is understood that this
reduction is pending Council approval of the recommendations in this report and
of the 1991-92 budget.
RECOMMENDATION: City Council authorize the Personnel Department to meet and
confer with the West Covina Police Officer's Association and the West Covina
General Employee's Association in order to reach agreement on making permanent
the modified work week schedules currently in use in the Police Department.
Ronald E. Holmes, Chief of Police
Public Safety Division Manager
SUGGESTED USES FOR ASSEMBLY BILL 2766 REVENUES
Alternative Work Weeks and Flextime
Telecommuting and Teleconferencing Programs
Transit Incentives
Community Rideshare Fairs
Public Education Programs (pertaining to transportation/mobile sources)
Parking Management Programs
Vanpool Incentives
Merchant Transportation Incentives
Auto Use Restrictions
HO V Facilities
Transit Improvements
Truck Dispatching, Rescheduling, and Rerouting
Diverting Port -Related Truck Traffic to Rail
Traffic Flow Improvements
Nonrecurrent Congestion Management
Airport Ground Access
Elements of Pm 10 Control
I/