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Finally, items acted upon today are expected to appear on the board of supervisors agenda on october 20th, unless otherwise stated. Chairman thank you, ms. Major. We could you please read the first item. Sure. Item number one is an ordinance admitting the administrative code to require city departments to report annually, information about the cost of vehicles, the departments have registered for period of longer than 30 days, to authorize the city administrator to inspect or provide maintenance, to provide information to the city and the board of supervisors, and to authorize the city administrator to require departments to provide plans. Call the number streaming on the stream, 4156550001. And the meeting i. D. Is 1467653310, and press pound and pound again. If you have not done so already, please press star 3to be added to speak. Thank you. Chairman thank you, ms. Major. Were joined by the chief sponsor of this item, which has long fought for this change in Public Policy, the president of the board, supervisor norman yee. With that, i will turn it over to president yee. Okay, thank you, chair peskin for your cosponsorship, and thank you, supervisors safai and preston. As a city, we have committed to vision zero goals, to end pedestrian fatalities by 2024. This year has been especially tragic, giving that were living through a Global Pandemic and should find respite in being able to walk, bike, without fear of being hit. Another issue that has come to light light is something we need to selfreflect on. As a city, were doing everything we can to be safer when we are on the roads in cityowned and leased vehicles. In 2016, we passed an ordinance to install vehicle telemanics, or black boxes, in our city vehicles and expanded that to Public Safety vehicles in 2019. This Technology Helps us with department deploymen deployment, c. E. O. Efficiency, and date to to help us be safer on the roads. Overall the goals are to cut government waste and to improve safety. I want to thank the city administrator, kelly, and her team, with fleet management, for their partnership and collaboration throughout the years in implementing this program. Now we have some data to help us dent fee problem identim spots. We want to further strengthen our program and help to curb the unsafe driving were seeing in our city vehicles. I would like to first bring up the budget legislative annual staff to present earlier and some of the chief findings that earlier this year the budget b. L. A. Helped us produce a report on vehicle telemanics and vehicle leasing. Fred bestou and Jillian Metcalf are here to present their findings. Fred and jillian, are you ready to present . Yes, we are. To the budget and legislative analysts office, the floor is all of yours. Thank you. As you mentioned, president yee, we completed a report this year analyzing the vehicle telemanics equipment use in the city vehicle fleet. This is the second report weve done on this topic. The first one was in 2015, when the equipment was first being installed. So now this many years later, we went back and we were able to collect and analyze data on what some of the results of that have been. And what weve found is that the equipment can collect some very useful data, but it is not being put to use as affectively as would be desirable. So were not seeing improvements in areas such as speeding, aggressive driving, emissions control, takehome vehicle monitoring, and use of rental vehicles. Jillian metcalf will now provide a summary of the report, and then were available to answer questions. Jillian, do you have lines ready . I have them ready. Is there a way i can share my screen on my side . I believe you just go to share tray and the little three dots. There we go. Sorry, my modem was changed. Good afternoon supervisors. Thank you for having us here to speak today. Again, my name is julian metcalf. Just for the sake of common definition, when we speak of vehicle telemanics, were talking about black boxes or g. P. S. Tracking, allowing for vehicle location tracking, collecting and reporting on history, speed, mechanical diagnostics and other information. Youll notice on the bottom lefthand corner, a unit that is commonly plugged into the vehicles, and on the right, a screen that can be used to administer and monitor the system. The 2020 report, there were some key findings. Information from 2019 showed that 52 of the fleet had the technology installed, and an ordinance that was requiring Public Safety vehicles to an expected to add another 1,000 vehicles. We learned that simply having the technology installed doesnt mean it is used as promise. They collect and report only minimal data to the departments, and there is no department for collecting problems. One example is 365 vehicles we found based on the criteria that we considered underutilized. Monitoring and use of the system is generally centralized across departments. And when we spoke with departments, we saw a large variety of uses, from some supervisors and fleet managers that were barely engaged in the system, and others that were a little more handsoff. Across the board, the use was varied and inconsistent from department to department. There are areas that could be more affectively monitored, such as safety, aggressive driving, speeding, underutilization of vehicles, rental vehicle use, and takehome vehicle use. I would like to speak about safety for a moment. When we looked at the speeding data for a 13month period, we saw 2,619 that had speeding over the posted speed limit. Of them, 768 vehicles reported more than 50 incidents in the same period. It should be noted that the system does not record who is driving the vehicle. It is something that the departments monitor and maintain information on. So individuals could have driven multiple vehicles or poodle vehicles could have had multiple drivers accounting for this information. The same thing can be said that trips may have multiple speeding incidents. You may drive for two hours and speed three times, and those would be three separate speeding incidents. 16. 3. Of the speeding incidents were between 20 and 29 Miles Per Hour, at this speed, a risk to pedestrians, bicyclists and other vehicles. It is a little more difficult to show it against the posted speed limit, and ill explain briefly. G. P. S. Can have that variance, so if youre driving on a speedway, past the posted speed limit, say 55 Miles Per Hour, they think youre on a nearby surface street, with a 25 mileanhour speed limit, it may inaccurately report youre going over the speed limit if it thinks youre on that street, when youre not. So we created buffers. And we excluded those vehicles. And we excluded some vehicles not recording the speedometer information because they were using a different technology, where they can have issues within urban canyons and big buildings. All said, we reduced the speeding incidents that were reported to us by about half. So what were reporting here we believe to be a very conservative data set that looks at what we believe has fewer errors, and while there still could be some errors we have left in, that we cant detect, we believe that there is far more accurate ones here than if we looked at the entire thing. So it may reflect fewer speeding incidents than are occurring in reality. One of the other areas that is not currently reported and used is aggressive behavior. This system can report on harsh braking and harsh acceleration. And while there may be incidents where once in a while those are needed for defensive driving, the lack of regular reporting misses the opportunity to find repetitive aggressors chairman julian, im sorry to interrupt, but is there a way to make this fit the full screen and go back to the last graph . Yes. I apologize. I thought this was fitting the whole screen. Let me try a different view. Is that better . Chairman that is way better. Im terribly sorry. Chairman so can you explain that graph, which i am looking at really closely . Can you explain that graph . Absolutely. This is a distribution of all of the speeding incidents that we analyze. So you can see that chairman and the timeframe is what . It is from september 2018 to the end of september 2019. So it is a 13month period. Chairman okay. Go ahead. Yes. And on the far left side of the graph are the 10 Miles Per Hour to almost 11 Miles Per Hour, and thats when the majority not the majority, but many of the speeding incidents occur. And you can see a tapering off as you get to almost 29 Miles Per Hour. And the part in the bracket is the 16. 3 that is between 20 and 29Miles Per Hour over a speed limit. It could be a case where someone is on a freeway going 29 over, or on a surface street and going 29 over. Chairman is this a data set that excluded the canyons and surface streets that were proximate to freeways . Yes. This is the cleaned and refined data set. Chairman this is the conservative data set . Correct. Chairwoman chairman got it. Thank you. Absolutely. And on the next screen, you can see and this is also the conservative and clean data set the distribution of the speeding incidents around the city, on the left, and around the state as well. You can see it occurs on both freeway areas and also in residential and Business Districts where you would expect to see pedestrians. I want to speak briefly on rental vehicles. The city uses a contract with enterprise rentaca rentacar. Telemanics technology is currently installed on all of the rented focuses. In f. Y. 16 and 19, the city spent 1. 3 million on the contract. The contract, we learned, is not current, centrally monitored by the citys Administrative Office on contact management or central shops. Neither approve individual rental, either. When we spoke to the office of contract management and got a copy of the contract, we learned that the vendors are supposed to be emailing them annual reports. There was no record of annual reports in their email systems, and when we asked for an update to get the information we used in our annual circumstance it took several months for enterprise to produce it. They currently have a system where it is essentially designed indescernable . When we did get the data, we found there were 55 instances where cars were rented for more than one year. Which in our opinion affects the board of supervisors budget approval for vehicle purchases. This is because vehicle purchases come from one line item, and the rental fees come from another line item, so they dont get the same annual approval. When we looked at the data further chairman mr. Metcalf, in what departments did this behavior take place . Id be happy to pull that up in just a moment. But it happened in a couple. I dont have that right in front of me. If you give me a moment, id be happy to grab that. Chairman take your time. We want to know that. I dont want to have to leave this to go get to the department information. Chairman no. No. Well circle back to that. Okay. Okay. Perfect. We found that let me get the number real fast, the 18. 6 of the vehicles were rented, and enterprise rental cars classified with luxury, premium, or elite. One of the issues we found is we didnt know if these were justified. We can come up with this in circumstances where it would make sense, it was a particular vehicle without a stock and it was the only thing available. And some of the vehicles werent classifications and rates that managed what was in the city contract. But without any type of monitoring or central review, it is unclear if these were appropriate uses or not. And then in the end, we found that more could be done, to curb dangerous driving, reduce emissions, lower speed and potential waste to vehiclerelated use. These factors cost the city 10. 5 Million Dollars annually, with unnecessary purchases and maintenance. We believe that central shops could be monitoring more in the area of incidents of speeding, aggressive driving behavior, inappropriate use of vehicles, excessive vehicle emissions, rental uses, and underutilized vehicles as well. It doesnt include enough of these affective metrics. Our report recommends that the board recommend a minimum set of details measures for central shops to track and report, and corrected plans and data showing that there have been improvements. We recommended reporting on takehome vehicles and rental vehicles, which should be instituted. And these are covered in the current proposal for legislation, and our recommendations also covered that central shops could use this effort to assist departments when investigating an correcting any possible negative behaviors. Additional staff for this could be considered, and the cost of that additional staff could be offset in the savings from claims and unnecessary vehicle purchases. And the frequency and outcomes of these investigations, including the resulting improvements, should be annually reported to the board of supervisors to determine if these efforts are affective in having the desired impact. And the board of supervisors could request that the city administrator or Mayors Office assume responsibility for enforcing policies and procedures to improve driver behavior. And finally there is some room for some additional monitoring and reporting of takehome and rental vehicles. Chairman okay mr. President . Thank you. Before we ask anymore questions of the b. L. A. , i would like to give city administrator kelly to just kind of talk. She has to leave by 2 00, and her staff, adam and don, will be here if there are further questions. Ms. Kelly . Good afternoon, supervisors, naomi kelly, city administrator. Thank you forgiving me the opportunity to speak today. I have a bit of a presentation that will be coming up shortly. There we go. Lets see. Next slide. Next one. [inaudible] i enjoyed working wit with if they can mute themselves, that would be great. It has really been a team effort working with supervisor yee, central shops, and our data team, to try to get these black boxes, and not just vehicles i know the budget and legislative analyst has over 7,000 vehicles, but it is not really 7,000 vehicles. A lot of that is also equipment that we have put the black boxes onto. We probably have a little over 4,000 vehicles. But weve established and managed a citywide Term Contract to consolidate all city departments on the same telemanics system. And we partnered to install and maintain 4,198 telemanics devices and our equipment. We develop and issue monthly dashboard reports to the department. The dashboards are not just giving a canned dashboard to those departments. We sit down and meet monthly with those fleet managers and the different departments, their h. R. Staff, and when needed, we escalate to the Department Head. We have worked with data s. F. To analyze the vehicle patterns, which created an opportunity, when we saw underutilized vehicles and presented it to Department Heads, they recognized they dont each all need a vehicle, that theyve going t gone to a poolig system. The Department Heads have agreed to use a vehicle pool based off of the data we got out of telemanics. We use the data to evaluate and make recommendations to Department Vehicle budgets for the last couple of years. We have worked with both of Mayors Office and the board of supervisors on providing data on underutilization or whether or not a Department Needs a new vehicle or not. That process has been in place, and we plan to, with this legislation, make that process even more robust. Next slide, please. The benefits weve increased vehicle utilization. Weve identified and retired over 300 underutilized vehicles since 2018. Although its still not good, we still have a lot of work to do, but we have reduced highspeed incidents by twothirds since the launch. We still have a lot of work to do because this is the vision zero in pedestrian and city safety. The continuous testing programs, and approximately 1300 vehicles are participating and it led to an annual savings of 79,000. And it does allow us to do realtime monitoring, and this legislation were supportive of the legislation with some base lines to even improve that. Next slide, please. And i thought id give you just an example of a dashboard. This is animal care and control. I think this was done in july. But you can see what a dashboard looks like when they go to the departments. It is not just canned. We have conversations with them. We have a conversation that says, it looks like you have one vehicle that has been underutilized. It was a pickup truck that they used to go pick up dead animals when theyre needed, and so it is not always on the road. You can see there are some vehicle speeding incidents, which has been used and presented to the department. It was probably in response to going up going back and forth to the north to help with the fires. The freeways are where we have the speeding incidents occur. Both conversations are being had at that department. You can kind of see why a dashboard looks like idling. If we can say, hey, make sure when you get out of the car, you turn it off. They may have a reason to keep the vehicle idling, you may have an animal in the car, but this gives a dashboard where you can have a conversation with that department, and they can start investigating with their personnel what is going on to make sure we get to that vision zero that were looking for, and the cost savings and the efficiencies. So