managers the standard update time is every two minutes but in cases of emergency vehicles and public safety vehicles it can be as price as thirty minutes it spreads across the cost saves and emergency management but they tend to over lap for example, over the past 5 years the city paid a total of $76 million in litigations relate to this but at the same time system collects information on fast acceleration and hard braking i know creates inefficiencies and fuel inefficiencies at the same time this impacts safety so being able to collect that information and curve it saves time and money and also insures safety some of the

recent example come from the city of sacramento that suspended money in the first month saved $60,000 in fuel costs and the yellow county sheriff's office that outfitted the sheriff's deputies vehicles with attorney fee masks and found 50 ferries percent of the deputies in the municipal water district the employees saved $354,000 on fuel the drive cam is here in san francisco we'll discuss 3 that later on but saw a savings of 50 percent the rim fire we managed the emergency vehicles this is a quick illusion of what

managers might see in some of the telling mask reports this is the live update on the pressure view and the color codes is the status it gives reports on digging nofkz and fuel-efficient routing and other efficient metrics currently san francisco has 40 percent of its fleet using this system it is voluntarily installed with some departments and currently managed under the fleet management central shops o shops department on the left hand of the slide is a list of departments currently used awe using the system and this is the current fleet many of the parking vehicles and the puc and various other

departments on the right is an illusion of the drive ghaemi mentioned that the sfmta needed uses on buses and trains it is like telling masksematics when. >> - when they installed the system in 2010 they saw a sro percent decrease in busy accidents to expand vehicle telematics citywide a cost of $1. million in equipment and other cost for services training and administration for the remaining vehicles now regarding privacy and security employee privacy is a

concern under the policy of the city vehicles are considered similar to city owned computers they can be monitored by city management it is essential to protect employees from tampering so the city can secure the systems diagonally and the security and standards use for other information systems should be in place for the telematics so given the size of the fleet a citywide vehicles provides safety benefits but realizing the full value of the city requires that the management use the information it is therefore critical coupled with training and support for the use of the system as a management tool for for full benefits the board of supervisors will sure the

auditorium oversightincluding the reporting are implemented thank you i'll be happy to answer any questions. >> thank you i actually the report i mean, you're presentation really answered almost every question i had i want to give your office and yours particularly a lot of credit for dissolution a thorough report of explaining what this is and also articulating the benefits of the black boxes so i'd like to see if there's public comment on this item? seeing none, public comment is

closed. you know when i first asked for this report and coming back from new york the main motivation i've talked to the benefit of this would be a possibility of maybe having drivers driving for safely and the report itself flushed out there are more benefits to just maybe driving more safely by itself and the by the people for us to put in the black boxes when i talk about efficiency and other benefits that can happen and then when you look at cities and counties that have implemented some of this effort and see the cost savings that they receive in the very short time it is there is

no reason in his mind we shouldn't do this in san francisco for all our fleets it seems that whatever costs we've put into this in terms of the front costs and at ongoing monitoring we're going to see efficiency enough savings to pay for them and at the same time, we receive we're going to have basically your numbers citing that for the busses that are armed with their system the number accidents was reduced by restraining order percent imagine how much we have the city has to pay out had the accidents occur so there's a lot of saved to be made and hopefully, when we do this this will save lives also i commend our office on the effort and

putting this report together this gives me a lot of motivation for this report thank you very much >> thank you. >> okay madam clerk is there another motion to i think we'll just close this item. >> maybe to continue this item to the call of the chair. >> so moved. >> okay without objection motion passes madam clerk item 3. >> a hearing to receive an update from the auditor on the audit recommendation.

>> so today, we have tanya. >> that's correct. >> from the controller's office to present. >> so we're here today, i have danny here but we're here to talk about the represents on the follow-up report we issue on a quarterly basis and for our follow-up work we follow-up on all our audit recommendations from the finding we issue for the report and really what is more important than the finding are the implementation felt recommendations by our varies departments and our office publishes two

types of reports as it represents to follow up our quarterly follow-up report and we issue a two year report on all recommendations that have not been implement within the two year period that's required for recommendations to be implemented and although we do that report we still follow-up on recommendations that exceed the two year timeline to insure that the departments are actively doing something to mitigate the finding and sometimes there's difficulty depending on what the issue is if we need a bargaining unit to be open or contract to be open or something of that nature before the department handles that issue and we do regular followed up on the finding every 6 months those follows up require the departments report out to us on

their solutions of recommendations and the implementation of our finding and there are certain high-risk finding we go back 0 into the department and attest to what the department has done to implement the appropriate recommendations so over the next few slides i'm basically going to highlight our status for quarter 2 of 2014-2015 and so for the second quarter of fiscal year we k34uk9d 14 follow-up including 1 one hundred 17 contested recommendations and of the 14 recommendations we still have 7 follows up that are open we have two, that have lapsed and 5 that are after our two year period and two are closed of the

one hundred 17 recommendations status we have 42 percent or 49 that have been closed of one hundred 17 recommendations and 43 recommendations that residential open and 23 that are lapsed but again, we continue to follow up up on those individually and two, that have been contested by department i'll discuss those more in depth when their contest the department that opted not to implement the recommendation so there are summaries of the proposed follows up in the quarterly report and you can find that on our website at the controllers we are talking about that will highlight all our work for this quarter so the 2014 audit at the department of public health looked at the departments inventory and materials

management of the san francisco general hospital and identified the weakens in those areas including the lack of a security control system and lack of opinions and follower documents to dispose of expired in 2014 again an audit at the public works controls over billion dollars of payment for the hospital rebuild project we found the department made over payment for a discount as reimbursable expenses under the contract as a result of the audit public works recovered 34 thousand plus for the offer up to that time for the audits there were a total of thirty recommendations that were closed and then now i'd like to discuss

a few audits that have outstanding recommendations so the first is a performance audits that was k34uk9d that brought to life the significant risks that the city is enclosed to related to construction contract and the risks of hiring krashtd that the city found to be poor performers the office made 12 recommendations that are substantially improve the contractors election processes the value of those recommendations is realized when the city has a process in place to say the construction work is of green great quality and provides value for the tax dollars spent the 2014 audit of the public works construction contractors selection process find the city departments don't inadequately assess the contractor performance and don't

consider past performance in awarding construction contract there are 3 overarching things for the recommendations that called for increased stakeholder see collaborations and the administrative folks to require the completion and performance evaluations and those evaluations be considered when awarding new contraction and the leading contracted to dpw the policies and procedures - i'd like to take a moment and opportunity to applaud my staff and note this audit in 2014 distinguished award sponsored by the local government auditor and the audit was selected for this national award because of the impact for the feasibility of

recommendations to make government programs nor effective and efficient we were actually, one of 12 dozen shops within the u.s. to win this particular award to public works has composed a working group to implement those recommendations and mr. dobson is here from public works to speak about this process in the implementation. >> members julie laya dobson i'm here for a brief introduction we're doing to support this audit and ask a colleague to talk about the specifics on what we've been doing to date at public works we believe that all city departments are responsible for construction and that's airport, rec and park the port sfmta

mta and public works but we'll all benefit from this formal evaluation of contractor that perform works and we're actually very much in support of taking an appraisal of those contractors as part of our review and selection process for future construction awards we've agreed as she said to be the lead agency to coordinate and come up what a joint set of recommendations bans our represents and what type of legislation we would be bringing forward for the boards review we've convened a working group we've actually been working on a set of changes to the cheaper 6 code an o on the construction and continuing the work with this specific focus in mind on

contractor performance so i'd like to introduce nicholas king that came on board to help us with this initiative to help us with policies and procedures so he'll speak specifically on what we've been doing. >> good afternoon, everyone so i'm going to talk about the plan for implementing this audit principle goal of past performance evaluation for us to collect and present accurate and relevant contractor performance information to whoever the official is who's making the selection decision down the road the good news is there's coincidence among the

recommendations there are 12 recommendations all 6 departments agree with all every single one we're off to a great stat now the next step to figure out what it looks like i'm talking to you at the early stages of the process if this goes well in about a year don't hold me to that we'll be back here with the draft legislation in hand to codify all of this and the other good news is that san francisco is not first for the effort and that's important because other jurisdictions have implemented evaluation prufrdz of contract and federal government and the city of san francisco new york and philadelphia lots of information out there to look at laws and see which ones we like and the

staff to implement figure out what the best practices are so we want a few things to save taxpayer money and make sure taxpayers are getting the best quality of work and save time on product duration and do it better and deliver better products and throughout the process and actually want to decrease the conflicts between the contractors whether litigation as projects are progressing so how are we're going to do that? roadway the way it is we're basically considering the promise that a contractor makes when he or she summits a bid we're going to change that to require an evaluation of past

performance when awarding the contract as i said it becomes out there we're going to look for them immediately when our immediate task at hand are are 4 things one it is pretty straightforward we have to change the law to say a evaluations are required and two they will be credit card in future awards we have to make sure we write the law h that protects the managers and construction managers the city so they give honest and candid opinions and number two so sit down with all the departments and create a common evaluation form a form i don't mean a piece of paper but the metrics and consider the rec and park

department and the playground and the metrics that are applicable across the board regardless of the size of the project and the complexity number 3 we're going to require the consideration of evaluations and the award process the price and the management capacity and the excellence of the contractor and the last piece that will precede is 230u9 the technology in the system it has to be a central database imagine it will be accessible to all of the departments and all of the awarding agencies to look at and how the krashthdz are performing in the past as we embark we want to make sure it is fair and transparent that it takes into account the different needs of the different parts of city and

the public and, of course the contractors who are out there big and small and listen to them and all the different staff from the port to the rec and park to the mta to make sure we're taking their experience take into account when we develop this and so that's a brief he overview if you have any questions any of us can take them >> i have a question once you develop this tool or this evaluation process i guess the biggest question for me is seem like you're thinking that the person that is going to do the eviction will, project manager in other situations where one is coordinating a project with whether it's a

construction or other you know different type of a contract and they're working with the contractor a lot of times they end up not being the best people to work with so i don't know if this is the issue but where the issue other considerations some places they have like a separate evaluation unit that didn't directly they might be knowledgeable but is it a different unit or an outside evaluate our. >> that's a good question and the answer is maybe and it don't understand. >> one of the issues you're

getting at is potential bias or if that's too strong potential subjectivity one would project manager at mta might work harder than a project manager and mta or puc so preliminarily the way to overcome that is with a proper evaluation tool one way to think of it is on one end of an evaluation spectrum have something like yep yep is a website anyone can go in and say i hated the food and don't eat here it's a an open ended evaluation on the other side of the spectrum over the course of 16 games the quarterbacking how

well, they performed no room for commentary the evaluation procedure we're aim for is in the middle but closer to the objective questions when did you promise this project was a late or early how many change orders there's specific questions we can ask so we remove the subject activity and the bias from the project and that's our goal the trick is 230ug9 exactly with the questions are lined up there are plenty of evaluation metrics out there we have to figure out what we can agree that that applies to building a fire station or dam any other questions no thank you.

>> so the next report i'd like to stews is our 2012 audit with the did you want and contracts administration contract and the audit found the department if maintain the support for the support amount and approval of payment to the vendor that leads to extensive expenses occurred by the department and the monitoring 9 contract by the public health department and needed improvement and an approval department of health is here to discuss those knows changes. >> good afternoon ann department of public health so an this connecticut can contract for our cop machines with the controller's office was reference we have a number of copy machines throughout the

department and we weren't fully monitoring the usage to validate the invoices we've received we're receiving summary reports from connecticut can but those reports are not providing the kind of information we need right now and what we're planning to do is access software that will louse allow to go online for the usage of the machines that's to occur in the future when we get assess to the software once we have the tool we'll have live online access to monitor our usage and then to review our invoices more adequately if you have any questions, i'll - >> no questions thank you. >> thank you. >> in intuitively my office audited the records social

security numbers communication program which was created to fill the state requirement to create a public version of the records r0rd with the social security numbers that will protect individuals personal identification and the audits found the records office is not necessary to show case the assistance is numbers of records from 1980 through 2008 so it is actually a state requirement we need to fulfill in the city and county of san francisco and the audit found that the does want if account for and record the indirectly the costs for personnel costs and the proper accounting and document team will help recorder to determine whether the revenue generated from the program

offsets the operating costs the recommendations will allow the department to assess and monitor and adjust the budget and be able to allocate or adjust the resources accordingly it is in the process of implementing all the recommendations and ms. g g of the assessors r0rd office is here to discuss the recommendation. >> good afternoon mr. chairman and members of the public members of the committee i wanted to thank the csa staff for helping us the state government code authorized all couldn't roareders to collect an additional one dollars fee in order to help protect the social security numbers to reject the