provisions. to move on to the actual meat of the presentation, i will first go over the housing peace. section 243 of the planning code, the van ness special use district, requires three square feet of residential space to be provided for every one square feet of other use. the planning commission by conditional use can modify this agreement for specific uses, including medical by making certain findings. the first part of the housing aspect from the city to cpmc requests cpmc contributed the mayor's office of housing a dollar amount representing what will be the required inclusion rehousing portion of the total required units. how was that calculated? if the hospital did provide the full three-one housing, they would need by planning department calculations to grow about 1.4 million square feet of housing.

factoring in a typical 8% efficiency factor, which pulls out mechanical and hallways, that would be 1100 units of 1000 square feet each. if any developer wished to pay the annual fee for those units, they would though 20% of those units, or 220 units. if you multiply 220 units by the feet o, it results in $74 million. the second portion of the request response to the displacement of 20 sar units and five rent-controlled -- thank you, sorry about that. and five rent-controlled apartments by the construction of the cathedral hill office building. the city's administrative code

says the developer must pay 80% of the replacement cost of those units. the city's real-estate department work with the mayor's office of housing and determined this amounts for the 20 units, $2.7 million. for the rent-controlled units, the five units, staff agreed the appropriate payment would be exclusionary in lieu fee for five units which would allow the city to replace those five units with five permanent affordable units, calculated at out to $1.4 million. those added together are the $4.1 million displacement. i will turn it over to the director of public health who will take you to those requests. >> good afternoon, commissioners. thank you for the opportunity to

present to use the health conditions. the rebuild of these hospitals are essential for san francisco residence. the last time i appeared before you was the very day of japan's earthquake and tsunami, a somber reminder of the importance of having seismically safe hospitals in san francisco. i want to acknowledge cpmc's commitment to rebuild. to provide background, the health commission has been involved in the cpmc rebuild for the last two years. in july of 2009, the health commission passed a resolution related to cpmc as the master plan that included seven recommendations. one of these recommendations created a working group to come to an agreement with cpmc on the recommendations, and we did come to agreement with cpmc on many of these recommendations. in march of 2010, the commission passed a separate resolution to memorialize these agreements. the health related provision of

the development agreement follows the framework the health commission recommended. the key policy issues that the health commission want to look at where the charity care patients, the long-term viability of st. luke's, and the community benefits to afford services to low-income san francisco residents. as i mentioned, through the work with health commission, cpmc has agreed to some of the provisions included in the development agreement. i want to share this with you. these include the creation of 62 new skilled nursing beds for medi-cal patients. subacute care, concurrent construction at the two campuses, implementation of the blue ribbon panel recommendation, and the center of excellence and senior and community health.

charity care. charity care is the provision of health care to low-income individuals, without the expectation of reimbursement. cpmc has made improvements to the provision of charity care the past few years and we like to see that trend continue. according to the resolution passed by the commission, it should provide charity care at a level consistent with the private nonprofit san francisco hospitals. st. francis, st. mary's are the only other private nonprofit hospitals, which is why this proposal uses their average as the benchmark for cpmc. when we look at 2009 numbers, which are most recently available, solder, which is cpmc and save lives, provides 0.99% of patient revenue through charity care -- at sutter.

just to acknowledge the fact that the first three other hospitals, government-run hospitals, which have different financing the private hospitals. there is subsidized by public funds, subject to those public budgeting process. kaiser also has different recording requirements. medi-cal is another resolution to provide inpatient and outpatient services to medicare out that a fisheries, consistent with other nonprofits. this measures the proportion of all hospital services that are appropriate for medi-cal, using the averages of all the other

private nonprofit hospitals. this would be important with health care reform when it is implemented in 2014, and as many as 36,000 san francisco residents who are uninsured will gain of insurance through medi- cal. the comparable percentages are 6.53%, and 13.73%. this slide shows and other nonprofit hospitals an average of 10.46% of all outpatient business, and 15.05% of all inpatient visits are for medi- cal visits. addition of provisions to provide care for the metical charity care patients include a san francisco proposal submitted

to cpmc. the department like to continue to support. $3.75 million to the consortium to provide primary care, specialty care, but let it -- clinic-based care, provide a pathway for patients to enter cpmc hospitals, and also provide a mechanism to let cpmc with charity care and their medi-cal obligations. 1.6 is related to subacute care mentioned previously. long-term viability of st. luke's is the next key policy area address to the development agreement. they want to ensure that citrix is an integral part -- at st.

luke's is an integral part of hospital care in san francisco. the commission had asked st. luke's be operated as an acute- care hospital with emergency needs for at least 20 years. health commission has requested a long-term commitment on the cpmc operation of st. luke's. provision 1.8 relates to the current commencement of construction and the provision of 1.9 relates to the blue ribbon panel recommendations i mentioned. these are items cpmc has agreed to. professions 1-10 and 1-11 provide centers of excellence. ait would be an anchor in the community and respond to the committee pause health needs -- and respond to the community's health needs, individuals in the neighborhood surrounding st.

luke's. at the center of excellence senior health, which we would believe would be comprehensive needs of san francisco seniors. 1.12 insures access to the most up-to-date technology, which we believe is an integrated way to provide access to care. we have a lot of concern about special care access and how the mechanism is developed. at st. luke's. 1.13 would require the building of a new medical office building within four years of the completion of st. luke's hospital. this medical office building we believe is critical to st. luke's success and provide a new modern space for physicians, private offices, and create incentive to practice in and around st. luke's. 1.14 provides full integration of medical staff for all cpmc

hospitals. currently, the medical group at st. luke's is separate from the other groups at other cpmc campuses. we believe that it agreed in the medical staff would allow physicians to practice it in a campus and allow patients to more easily have their health needs addressed within the cpmc system. community benefits would require cpmc direct the community benefits to low-income individuals in the committee. all nonprofit hospitals and california are required to provide community benefits as a condition to their nonprofit status. for example, charity care and cost of providing care to medicare patients are considered part of the community benefits. this provision would require a focus for cpmc community benefits to support san

francisco is vulnerable populations. cpmc currently partners with chinese hospital to provide certain specialty services at a reasonable rate, and item 1.16 would continue this productive relationship. last, to meet the needs of the diverse population, we would require cpmc to maintain culturally competent services in accordance with national standards. this last item was proposed by catherine dobbs of the san francisco health services system, and this provision would require cpmc to keep rate increases to blue shield to no more than the medical rate of inflation for health insurance to city and county employees and retirees. that is the conclusion of my presentation, commissioners, and i will turn it over to the next presenter.

>> good afternoon, commissioners. thank you for having me to present the cpmc workforce plan. but my colleagues, we have been working for the past two years with cpmc and their consultants and staff on the work force. you can imagine a product of this size presents a lot of work force opportunities, both on the construction side and what we call in-use side. ok. cpmc -- well, we have proposed a provide $2 million to support the construction and non-

construction workforce training programs for economically disadvantaged job-seekers. because this is a private project, we have not exercised our first source policy. at least 50% of the entry-level administration and engineer internship opportunities will be filled by san francisco residents, and at least 50% of the the new opera as construction opportunities will be filled by -- of the new internship construction companies will be filled by graduates of our academies, with the remaining to be filled with san francisco residents that are not necessarily part of the academy. in addition, at least 30% of apprentice and attorney-level construction decisions by trade to be filled by san francisco residents. and cpmc contractors in cooperation with labor will develop retention program, which is key for the city graduates to

journey out. that is the goal, for them to journey out in their particular trade. on the non construction side, we're proposing 40 permanent hires through the work force system per year. that is a total of 200 over five years. and provide projections of ongoing projections of entry- level employment opportunities. since probably the last time i came before you, i don't know if i have been before you since we started health care academy, which models the city filled academy, and cpmc has been a strong partner since the inception, as well as the health department. we have had that academy the past year. we have identified additional new partners, in partnership with the good neighbors coalition, to help provide training and direct placement opportunities on the not construction-related side.

our health care academy provides vocational training in both clinical and clerical areas of the medical field, and we will coordinate job notifications and cannaday peripherals through cpmc. we also have partnerships with a variety of other hospitals as well. just to give a sense of the positions and the pay scale. vocational, there is the range. housekeeping, phlebotomy work, as well as the non-clinical and clerical side. the internship and externship around the cagey tax. that step is to engage our cbo partners and additional partners and introduce the project and assess the capacity of these organizations and finalize our service process and of limitation steps and continue

with our job notification and canada it referral. we just finished up the health- care academy a few weeks ago and have continued to work with cpmc as this practice continues to go through this process. the collaboration between cpmc and oewd has been very strong and a little unusual. we had the opportunity to work with them. because they use the process and identified all of their state partners up front, which is not the norm, we have been working with them closely the past year, particularly on the city academy, and have facilitated a number of hands on training is with our trade partners at south land industry, tile, electric, as well as ibew number 6. through these trainings, are graduates have been able to get

some additional training and experience with each trade well before this project has even gone through all of this process. in addition, the trade partners have already begun to hire our city graduates. we just had a graduation last thursday. two of our graduates or sponsored into local 342 by the plumbers and steam fitters. the south land is a trade partner. and for the upcoming cycle, we will engage trade partners. that is really not the norm for us. this is a big deal and a real commitment. last, how we have structured our portion in terms of remedies to go to our goal, if our construction opportunities are not going the proper way, cpmc

contractors -- this is already part of first source -- are subject to liquidated damages through the first source hiring program. on the and the use, if we do not meet our 40 in that year, we have the right to roll over into the next year. so it if we leave 101 year, we're able to roll over and keep up those 10 the next year. and that it would be 50. if a hiring deficiency exists at the end of the agreement, the terms of the agreement will be extended until we are able to complete all of the negotiated agreements on local hires. thank you, and i look forward to any questions you may have separate -- you may have. president olague: after the presentation is done, will be calling somebody from mta and rhonda, i believe you both may need to leave early. we will take some questions from the commission at that time to accommodate your schedule.

>> good evening, commission. transportation portion of this presentation is going to focus on cathedral hill and six campuses. -- and the st. luke's campus this. we will identify the traffic impact in the eir and a mitigation measure. we will also cover some public realm improvements. this is a map of cathedral hill campus. i will briefly describe the building access and loading design. sorry to say the ball hard to see. the bottom of the slide is kiri boulevard. in the middle is van ness. -- in the bottom of the slide it is geary boulevard. access into the hospital parking lot will be provided off geary

street, egress just on post. i want to point out the grass on geary street is for emergencies only, not operational on a daily basis. on the left side, we have the building and loading dock, accessible from franklin street. the emergency department will be at the top left-hand corner of the hospital, accessed from franklin as well, and also the ambulances will access from post street. the building located on the right hand portion of the slide, towards the bottom, ingress will be provided from keri boulevard and cedar valley, which is currently one wait each bound,

but either way would it leave the hospital to receive dirt alley. part of the project involves converting cedar valley so you could turn towards polk street and will also appeal to make a left onto cedar to access van ness. finally, at the top of the slide, 1375 sutter st. building it, and access for that will continue to be the same as it exists today. that is just off franklin and that sutter. access design underwent a number of changes as part of the informal review process. we try to minimize the number of access points into the parking. we know curb cuts sometimes conflict with pedestrian flows,

and was reflected in the proposed project to minimize some of those conflicts. in addition to analyzing the access, we also covered variance. this is the access variant, with the only primary difference that you'd be able to leave the m.o.b. onto geary. you'd have the the opportunity to exit onto cedar or geary boulevard. because of that, there is no need to convert cedar 2-way and it would remain one-way eastbound. the other access variant is 2- way post street. the only primary difference between that and the proposed project is making post street 2- way, which would allow for access in the parking garage.

under the proposed project would be right turn out and and only. if it was to way, there would be for different maneuvers. -- if it was2-way there would be four detrick maneuvers. briefly to review the cathedral hill campus. in the morning and afternoon, we expect the campus to generate 600 vehicle trips are arriving at the site. as far as transit and the morning, we're looking at approximately 6 under morning trips and in the evening 550. just to remind everybody what is in the draft eir, traffic impact on the modified baseline conditions, we have a number of intersections that this project

impacts, located at van ness and the market and a pulp and geary. for the product variants, they're very much the same, with the exception of franklin and bush, which is a conversion to 2-way. under the access variant, there is a design and pedestrian impact we identified the. that allows people to exit the parking garage onto keri boulevard. there are a lot of things going on on geary, and we expect more pedestrians, and vehicular traffic associated with the parking garage. there's also the transit-only lane, additionally the high volume of returns from geary onto van ness. all of these things in combination, if you about cars to exit, we felt that would be

hazardous impact, and that is why you are seeing on the proposed project that exit eliminated. president olague: i was wondering if you might, in laymen's terms, explain what l.o.s. means. >> sure, without getting too technical, it is level of service, which is how we measure impact to traffic. level of service "a" is a good condition, meaning a vehicle driver does not have to wait too much. it ranges from service "a" to "f," being a feeling condition, meaning you are stuck at the intersection and you go through several cycles of lights before you cross. president olague: just for the sake of the public, level c and d on the slide, am i correct?

>> yes. president olague: d and e during p.m. peak hours. is that more critical? >> d is considered acceptable. level of service e or f is considered failing. president olague: thank you for that. >> if i could have the overhead back, please? president olague: thanks. >> i did want to show a cumulative slide toward dulles the fact we studied traffic impacts of the 20/30 conditions, considering citywide growth and the impact in combination with that growth. the previous intersections would be impacted by this project.

it goes from level of service d which is acceptable, to level of service e, which means it fails and 2030. there are additional intersection sailing and 2030 project additional intersections failing and 2030. a word about transit impact. 2015 baseline conditions, the cathedral hill campus is expected to adversely impact several transit routes. and 2030, the cumulative impact, and addition to those three lines, it will at first lead in fact -- it will adversely impact all their transit routes. we have an mta rep to talk to

you about the mitigation measures to deal with this impact. before we get to that,e, wantd to cover the streetscape improvements. what this line a shelling, the blue box is the cathedral hill campus. the green is the tenderloin neighborhood and the lower pork corridor. that -- the lower polk corridor. during the draft review, we heard many comments that we needed to take a closer look at the tenderloin and transportation impact the cathedral hill campus may have it in that neighborhood. i wanted to let you know we are doing that as part of the review and you will see