public health? >> why don't we ask planning. >> good morning, thank you for being here. >> good morning, i don't have any updates for you because i have no obligations due to planning and post approval and they have moved forward or we have moved forward with approving the demolition permits and it is quite obvious from the construction going on right now but as far as we are concerned everything is on schedule and our environmental planning decision has been following the mitigation measures which they are in compliance with. >> what is the next step with the action of the planning moving forward. >> it is the receipt of their sort of their follow up, and blanking on the word, status update that will be submitted to us in the end of may and it will be reviewing for our next objective. >> okay. >> great. >> thank you very much. >> actually, i just wanted to just ask about the community out reach part of planning and i am wondering how, not only

cathedral hill but also the tender loin residents are included in the planning for the various impacts of the project. how are we doing through the planning? >> they are related to various invier mental impacts and so there is no specific out reach for that and perhaps we will recognize the approval that were required for sort of community visioning groups, to be established relative to the various campuses. and those are, the planning department are not involved in those, and it was required that the cpc was responsible for establishing those and they have not begun those, as far as i am aware but they are not required to establish those yet. >> and then, which department

over sees to make sure that they are going to engage the neighborhoods in that visioning process, which department is over that? >> it will be the planning department, since it is a condition of approval. >> so we will machine that in the same way that we will regulate any other for compliance. >> and from the development agreement and do you know whether that process is supposed to start and insure that that is doing that community engagement? >> i don't have that information off of the top of my head, but we are, i believe that it is out from needing to begin those processes. >> thank you. >> if i may, with respect to the planning and as i understand it, the planning is the development agreement? >> yes. >> and so, can you just in a general way, sort of explain sort of what your role is and your level of involvement.

>> we are the primary receiver of the compliance report that occurs, but as written in the development agreement, or the delegation and we did not think it was appropriate to review the healthcare requirements and we do defer the responsibilities out to the other city agencies. but we are at the end of the day, main coordinating agency working with the oewd to insure the total compliance. >> make sure that you are

involved in the various pieces of it because the va gives you that oversight responsibility. >> sure and, we are hopeful that with these annual compliance checks that that will absolutely get tied in, that is where our role really is, solidified is making sure on an annual basis that they are in compliance and it is not the most sufficient use of our staff times and have the folks that are not experts in health involved in the day-to-day discussions with the health department for example, and the workforce piece but at a high level we are staying engaged in the city counter parts to make sure that all of the components are being met and all of the obligations. >> and it would be good to have

the information about when that visioning process will start by cpmc and just to have more of this specifics of when it is supposed to start. >> okay. >> sure. >> those will be due in may or june of this year. >> so that sounds like it is really soon. and cpmc is responsible for that >> yeah. >> and then, planning overseas to make sure that they are doing that. >> we are not directly involved in those visioning sessions but we will make sure that they will meet the requirement outlined in the condition of approval. >> okay. >> and related to the role of oversight, could you talk a little bit about what kind of community out reach planning is planning or has done to insure compliance with the various parts of the agreement? >> we have not done any to date since the adoption of it and there was a lot of out reach,

done in advance of the da being finalized. but, we have notified it and a need to do specific out reach for any specific component to date. so, and we have not done any. >> and i would actually ask the planning to think about how they could engage the community and the various aspects, you know, to the extent that you are the over seer of the compliance and i think that doing the out reach around the various areas, will be helpful and whether it is healthcare and workforce, and traffic, and transportation, and i think that i think that to insure compliance, that there has to be engagement of the community. >> and so, i would ask that you would think about what that out reach strategy looks like. >> sure, we can go ahead and take a look at that with our city, and family agencies. >> great, thank you very much. colleagues any other questions?

>> wonderful. and thank you again to cpmc, and suter to all of the city agencis that have presented. why don't we now open it up to public comment. and i have a number of speaker cards here. calvin welch, and emily, lee, and patty lee, mary subuchi and danny lamb and, willie wo ng. amid, and if you could line up to your right is our left, thank you very much. >> thank you. >> we have been asked here to

three basic reasons and the coalition is very mindful that or about a year and a half ago, this project was dead in the water, and that the efforts on the part of the mayor's office and oewd to reach some sort of an agreement, had basically failed over the issue of saint lukes hospital, and at that point, we came to the board, and asked the board to become involved, made some suggestions, and so the suggestions were accepted. and we moved on to create the development agreement, that we see today. we have a continuing interest, to the coalition of san franciscans for healthcare, and housing, and jobs, and justice. and made up of some 60 community based organizations and coalitions of organizations. to meet the three main, if you will objectives, of our program

for this development, the first is following up on the innovative solutions, that this board and cpmc came to end of the development agreement, around employment training and placement, and around healthcare and around the creation of a new saint lukes hospital. and our difficulty is in meeting those three objectives, the role of city departments has been extraordinary passive, basically waiting for checks in the mail from cpmc, the testimony that i think today, indicates that basic passive stance of key city departments in trying to come up with innovative and creative programs, and let me just give you three. one, the city has no real experience in dealing with

permanent entry level jobs in not in construction, but permanent jobs. and the notion that it is only healthcare in a hospital, and an organization is complex as cpmc, indicates to us that the folks doing job placement do not really know what they are dealing with in cpmc and there is no real engagement with the community in that regard. in terms of the innovative programs around providing healthcare and funding in the tender loin, there has been basically no engagement with the community and the community groups who were made up of those people who need those healthcare needs and finally saint lukes itself, redesigning saint lukes and creating a new and vigorous saint lukes, it is nowhere, and you will hear the testimony today in each one of those three areas about what the community concerns are i hope that you listen. >> thank you. >> next speaker. >> good afternoon, supervisors,

my name is emily, and i am with the chinese progressive association and we have been part of which community and labor coalition for four or five years and we are glad to be at the point where we can actually look and see what is the progress made and we fought for all of these really important, you know, benefits from the development, and i think that we are really glad this year, you know, some of the progress on the healthcare services that we are supposed to be provided to low income communities in san francisco and we are glad to hear that the dph and the cpmc did verify through an independent audit or, the number of patients and we are glad that number is higher than we originally thought and however, that information was supposed to be posted on the dph's website within three months or in october of the execution of the da and so, we would love to see more of that type of information, available to the community and to the public so that we can actually you know, know that information and be able to understand how that

will meet that requirement. and to ensure that 5400 medical patients are going to be served and we will strongly recommend that they take a more proactive approach as the board suggested with working with the community members and insuring that that happens as opposed to waiting and seeing what happens, and i think that we feel like that is a really important benefit, that should be provided to low income patients, across san francisco, and we really want to make sure that cpmc has a plan to do that. so i think that we really are you know, glad to see that there is progress, but still there is so much more to be made and i think that, you know, it has been about 6 months and or, close to that, and we have not seen the type of leadership or what we would like to city the agencies engage in particularly since the healthcare pieces are so

substantial and we know that they are not going to be easy to meet those requirements. and so, you know, the following speakers will give a little bit more specific examples of how we feel that the city and cpmc could be working better with the community and labor coalition that we will represent to insure that our communities are being served for the long term. >> i am going to read a few more names and a poll guys if t

medicare are coming from the tender loin neighborhood. and i did not hear that much about the obligation to identify or to create what is called a management service organization, located in the tender loin and also partnering with the primary care and services in the neighborhood. and if the da states that and if it is outside of the neighborhood and that is obviously a concern to us because we want to make sure that the folks in the neighborhood are able to access the quality healthcare and where they live. and some of the numbers

>> they don't know that the services don't go to saint lukes and there has never been the out reach to the nurses or the community so that we will understand exactly what is going to go into saint lukes and since the da has passed we have had former cuts to services at saint lukes and we have lost our cath lab and our nuclear medicine and we have lost the subacute annex. and we have also lost our

infusion center. and those basically dwinled down to nothing as a progression and i have dealt with them for years and i know that is not random and this is part of a divine plan that we are not privvy to and i would really like to know which direction we are going in, and i would like to know for the community. and we still are attempting to serve the community, but we are still very much the ugly stepchild, the basic, and the elderly and above all the uninsured and sometimes, that is wrapped up all into one patient. i know that the floor is full the same with the medical floor

and i have a 33 bed search floor and we have five patients, something is very wrong with this picture. i would like to see something more specific as far as the long term survival of saint lukes and i don't see that happening at all. i am really very worried and we really are very vulnerable, thank you. >> thank you. >> next speaker, please? >> good morning supervisors, i am the director for the program for chinese for affirmative action and i am speaking on behave of a coalition of organizations that i have been working closely and monitoring the workforce commitments in the development agreement and we are part of a broader cpmc coalition that simply is monitoring the key issues. and the cpc, workforce coalition is includes all

groups representing all communities named in the da including the tender loin and south of market and the bay view hunter's point as well as labor unions, representing the nurses and healthcare workers. and this is a real opportunity from the development agreement, to think about how the city is enhancing the current workforce system. it is an opportunity, for a model of change, and how we are working with developers and employers, to direct placements to sustainable jobs for the most vulnerable communities. and i also want to acknowledge that although, city wide, san francisco is seeing a decline in unemployment, the target the neighborhood that have been highlighted in the da are the ones that are experiencing the most subborn and unemployment rates in china town, for example, in others, we know that the unemployment rate is twice as high, so, that really gets masked when we look at city wide unemployment rates, and so we also asked to have a

true, better understanding of those neighborhoods and the unemployment rates and also the under employed. >> so with the da we have found a couple of challenges among the cpmc, performance. in the failure to make quantified projections of the numbers of entry job levels that projects higher than next year and how that makes planning an effective training program and possibly for the san francisco foundation. so further community group concerns are whether the healthcare academy which is named in the da have the capacity to train sufficient numbers of workers and as calvin mentioned earlier, we want to be able to have a deeper understanding of exactly the healthcare academy and how it is a pipeline and a pathway for the multitude of the job opportunities coming from the hospital, not just in

technical, healthcare, but in janitorial, customer service, and retail, and a variety of at additional factors. >> whether it is them focusing on the removal and the understanding of the requirements especially for english professioncy and past criminal conviction ss a continued question that we have and are looking forward to working with ohed and also how the hca are targeting the out reach to the 6 communities again. and the tender loin and the mission and the south of market. >> thank you. >> next speaker, please? >> i want to talk more about

the local higher and to improve the opportunities in the communities that she had just talked about. within there there are also things that we are concerned about the difficulties of the ten day deadline, and so, within ten days, there is basically a ten day period, to hire locally, and that means that within those ten days, cpmc is sending the information up to hsa and sends it off to the community and we need to get those applications back in to cpmc yes that is really ten days and, ten calendar days and we have a concern about the 40 percent local higher agreement

and the 40 percent is actually four all of the campuses and not just the new campus. there were jobs listed and i would consider 40 of them entry level and only four have been shared with hca to my knowledge and we want to see if there is going to be continued public presentations or the how the community members can find out more about the jobs and so we can make sure that the san franciscans can apply and we are concerned about os, and capacity, and monitor to the cpmc with their local hire commitment, and for the construction jobs. and especially, in reference to the disadvantaged workers in the neighborhood naid briefly. >> thank you, supervisor mar. >> could you just repeat those numbers of the number of jobs, how many of them are in use,

and non-construction and how many have been shared again? >> so, it is just based on what i saw on the website this morning. and there is about 40 jobs that could be considered entry level and so, those would be like high school degree, couple of years working experience and to my knowledge, only four have been sent out. >> okay. >> thank you. >> thank you. >> next speaker please? >> and my name is alicia and i am a nurse at cpma pacific campus and i would like to thank mike here for being here with us. and but we are sad that dr. brown is not here to hear our concerns and our voices as the nurses that he is the ceo of at our hospital. ken rich did point out the fact that the development agreement, there is supposed to be a cliper card matching programs

available to all of its employees at cpmc and it has not been rolled out yet. and we are hoping that it will be rolled out because it supposed to be from august of 2013, and we are hoping that there is a six month delay on this program, that they would extend this program not the ten years that it is written in the contract but an extra six months from the extended pass at that time so that we get a ten full years of having this matching program in the agreement it states that it is supposed in the orientation packet, which it is not currently and they are supposed to advertise it to the employees, of cpmc.

i want to point out that we were trying to organize a union and the nurse woulds get them up to six to seven anti-union fliers a day. if they have something to communicate to us they have the resource to do so and i would like to see them letting us know the facts and that the program is available to us. at the, i am here to talk about the nursing and staffing practices of cpmc campus. i work in the er and we are short staffing it impacts the

community city wide about a week ago, er was inundated with too many patient and there were nine ambulances that came in at once, and the complaints and the patients is waiting from, you know, the possible, you know, heart attack, and stroke, and bleed and they waited anywhere from one half hour to two hours just to be triaged and at the same time there were 20 plus patients in the waiting room, waiting for over six hours just to be roomed in the emergency room, it is very unfair to the community that when they need a medical need they have to wait that long. >> it is a very unsafe practice and the nurses upstairs, which is on the floor, are also, under staffed and when the hospital is under staff, it is very unsafe and it is not very fair to the community

and recently, one, they cna, and they want to be represented to the cna union, and up to this point, the management, has not agreed to sit down with the nurses in good faith to negotiate. thank you. >> next speaker please? >> amy, herb and i am an rn at cpnc in the pacific campus and we are here to address the conditions that are possible and difficult for us to care for our patients in the community. and she described how inadequate staffing practices are frequently led to back up in the emergency department often blocking access to care at our hospital. the short staffing in our critical car units and the rest of the hospital also contributes to this problem by slowing down the ability to transfer and admit patient and

it hinders our ability to provide the care and patient that have been admitted. this is a chronic problem in our hospital and one of the reasons why we have organized to form a union and join cna. i would like to add that the administration at cpnc knows the at quid staffing is and has the resource to do so as it was suddenly provided to us in the period leading up to our union election. and it has become a problem, and nurses have spoken up about this and continuing training and educational needs have been treated as complainters, instead of having it addressed or respected. despite a unethical anti-union campaign by cpmc we did win the election on december 16th and it was just last week by the nrb and we are here to publicly ask that cpnc recognizes the union hospital that they stop the surveillance and intimidation that is continuing as recently as yesterday.

and this is all intended to curtail our ability to get information to and communicate with our co-workers. and taking care. and we can address the issues that are making it tough to us to care for our patients and so that we can optimally care for the patients in our community at our hospital now and also in the upcoming hill location, thank you for your time. >> next speaker? >> hello, supervisors, high name is ann stewart and i am a representative with the california nurse's association. thank you for hearing all of our concerns that were brought forward today. i am here on behalf of the nurses in the east bay with suter summit medical