st. louis became part -- when st. luke's became part. they could put 300 beds in cathedral hill, others at st. luke's. we go to 7.2 acres. so we double the acreage, we double the access roads and transit capabilities. we take down the environmental impact. the health-care services for the eastern neighborhoods, and we have a great environmental compromise. cpmc has not been willing to discuss this in any way. another thing we hear about is numerous requests for data and benchmarks that have never been met. we cannot get the data or benchmarks. when they do provide them, they are not supporting the position. they take a position, but the data does not support it. this is in one report and various other reports around. traffic and transit. because of this unwillingness to ever move forward and ever be a in a partnership role -- raw with neighbors, with community advocates, with other advocates, we would urge you not to let this go forward, to make sure that you uphold the appeal at this tim

st. luke's. i've been a nurse there for 26 years. supervisor mar: we need the main microphone working. >> if i was a physician at st. luke's until i left there this past january. however, i was involved -- i was a member of the blue-ribbon panel. thank you. cpmc is staking its future of st. luke's on winning approval of its 555 bed cathedral hill hospital. in return for agreement between cpmc and the mayor's office to build this hospital, cpmc will rebuild st. luke's with 80 beds. in 2007, after the expiration of the attorney general's conditions of the sale of st. luke's to sutter health, cpmc announced its intention to close st. luke's. the hospital staff, the community were mobilized. there began a campaign to save st. luke's. there was an outcry from the hospital staff, from community leaders, and city officials, which prompted cpmc to convene a blue-ribbon panel i consider the future of st. luke's. -- and consider the future of st. luke's. the panel recommended that st. luke's be reb

st. luke's. the blue ribbon panel on the future of st. luke's was established in march of 2008 to create a viable plan for the acute care hospital and outpatient services. their work resulted in the blue ribbon panel report on the future of st. luke's hospital and include 11 recommendations, including a new acute care hospitals should be rebuilt on the st. luke's campus, the size of the hospital should be appropriate, and it should include service -- centers of excellence. on october 7, 2008, the commission passed a resolution endorsing the panel's recommendation. in each of the following two years, the commission passed an additional resolution that identified ways for cpmc to improve care to the vulnerable population and recorded specific targets for improvement in areas -- the commission has been monitoring the progress and cpmc has continued to meet the agreed upon goals. the three resolutions passed by the commission and the work of the blue-ribbon panel provided the framework for th

st. luke's is very important for people in district 9, district 10, and 11, so i come with a positive approach. i think cpmc will be able to negotiate this deal to be able to keep it vibrant sell our community can be saved in the end. thank you very much. >> good evening, supervisors. my name is steve. i am here representing the tenderloin development, and we are also a member organization of -- we are here to support upholding the appeals. there are many deficiencies in the eir that we feel have been pointed out over the years, and others, like gloria, have pointed out earlier. there has been little analysis about the impact this project will have on housing. especially in the tenderloin. there has been a poor analysis of traffic impacts, again regarding our neighborhood in the tenderloin. also in our neighborhood that has not been evaluated is the impact on st. francis hospital, the idea that this hospital will be directly competing with that hospital, and in this eir, there is no analy

its impact on st. francis, that was overlooked and downplayed in eir, but it is actually a very profound environmental impact. to see st. francis go down, it has an environmental impact on this neighborhood. these are the bread and butter impacts on real everyday san franciscans that our coalition has advocated for for 10 years. we have been dismissed by certain spokespeople as being some sort of stalinist plot to go after them. maybe he should stick to a convincing people and san francisco that tigers are just little cats when they run around the zoo. what we are for is the dignity of union workers, union workers to remain the union workers. we are for the dignity of low- income san franciscans to access the lifesaving health care no matter what their income may be. we are for dressing affordable housing impacts so year after year, we have to decry our families, our loved ones leaving this city, and we want to make short that the diligence that supervisors like supervisors elsbernd and chiu is not eat

the same thing is true going to st. mary's. i used to have st.mary's on speed dial, because my father was there often. if i would call the house and he was not there, i would call st. mary's. there he was. very goodlevw parking. 3jlzÑvery easy in and out. something was a princess. i do not see how 550 bed hospital will have more impact on parking than the existing hospitals. with regard to the concern for emergency vehicles, how can you ask why there would be an issue? if it is an emergency, should we not all get out of the way and let them get through? this needs to be debated in a public forum. with regard to parking, kaiser has tons of parking, and it is not enough. if you go there in the wrong time, you go to the highest level of parking on the back street, or the lowest level on the theory boulevard side. if it is a hospital situation, you are going to go by car. i cannot imagine the doctor's going by bus. i think you have to allow plenty of parking for hospitals. they are not businesses, in a traditional sense. there is a human element. if

st. luke's was supposed to be a spoke serving the hub, to use their analogy. st. luke's has served this community for 131 years as the only other hospital beside san francisco general. we are not talking about rebuilding another mcdonald's. this is vital to the health care infrastructure for san francisco for perhaps the next 100 plus years, to have an emergency room capable of handling the unexpected. the reason for the rebuilding is seismic safety. we know from other expert testimony that loss of a hospital eir substantially increases morbidity and mortality, for all nearby communities where the wait times increase. think about the stroke victims, your child of an attack or your heart attack. unviable st. luke's is needed at san francisco. it is better that they admit a need for new management rather than close saint wheat. please forget the profit driven point of a 1% margin. should not the true purpose of the nonprofit before the benefit of the community? thank you. president chiu: thank you. next speaker. >> i was a doctor until recently there. the core of th

the st. anthony's dining room. very exciting news, and affordable senior housing units. the dining room will be built in its current location so it can continue to serve meals. mercy housing will develop eight floors of affordable senior housing, expected to include around 90 units, 43 studios, 461-bedroom units. -- four -- 46 one-bedroom units. 18 of these units will serve formerly homeless seniors. this project will have a two- year construction period. it is scheduled for completion in the summer of 2014. the needs of our existing seniors, i think this is an exciting new development in terms of how we will continue to address this gap in need. at this time, i want to call up staff from the mayor's office of housing. >> good afternoon. thank you for the great summary. this is mortgage revenue bond financing. it is conduit financing whereby the city and county of san francisco issues the bond. we're not responsible for the repayment of these bonds, but it is repaid to the revenue of the proj

cpmc and st. louis must be built or the hospitals will lose their licenses. -- st. luke's must be built or the hospitals will lose their licenses. it is time to move forward and build these buildings. they fulfill their commitment to community, staff, and patient safety. with the affordable care act a certain date, we need more than ever to provide health care in the most cost-effective way possible. generating the best outcomes for the sickest patients at a centralized center of excellence hospital. am i done? supervisor mar: 30 seconds to go. >> i strongly support the mayor's agreement with cpmc to build the two stood of the art hospitals. supervisor mar: i am going to call a few more names. [reading names] next speaker. >> i am a lifelong resident of san francisco, born and raised. i am here to support cpmc's rebuild efforts. we talk about this process going on for five years. both of those hospitals could of been already built. in the event of the seismic earthquake, we would be that much safer. i think the time for holding this up is over. we need to push forwa

you have county hospital, san francisco general, st. francis, and st.to handle the overflow of massive patient needs. it is imperative that you approve the facility. >> next speaker. if there is anyone else like to speak, we're closing public comment very quickly. >> i am the development director, a community partner. i am here today as a representative in support of rebuilding. i bring with me strong support for the rebuilding project from the board of directors and by executive director. for 50 years, we have been providing an array of resources to help san francisco self managed ellis. our mission is to empower classified healthy pathways to recovery and promote long-term independent living. they have a strong and steady partner in our mission. they have helped us provide breast health education, outreach, comprehensive diagnostic, and more for our clients free of charge. they have been a primary supporter of the annual fund- raising events donating much- needed funds to the clients and residents for our overall mission. it is our firm belief that pr

once they got as far as st. louis, once they got past st. louis and st. charles, things changed because there were no places that they could look forward to for a warm meal around the fireplace and bed to he couldn't handle it. it's also a book recently written about three years ago, and tom danisi thinks that he had malaria. now, there's five types of malaria, which i never knew, but he was subject to two of them, one in the brain and one in his abdomen and he was in excruciating pain whenever they would kick up, particularly the ones in the abdomen, and he was using opium and alcohol to temper his feelings, and he was -- he had been called back to washington by thomas jefferson because he had not written the journals as he had promised to do, translating them into a written form and printing them, and he ended up on the path that runs between nachas and nashville, and that night he showed very peculiar symptoms and behavior. two shots were fired. they think he committed suicide. there's also another story that people tell, and with justification and wit

st. luke's. they are closing a hospital because of its failure to meet its 1% and operating expenses as expected. we really have to keep st. luke's open. a further comment. there was an expert -- chairperson mar: thank you for your support. next speaker. >> thank you, members of the board. my name is jeff garner. i am president of the van ness corridor association. we support cpmc's plan to rebuild. when we moved in, there was a parking garage adjacent to our building. it would shut down, due to tax evasion and fraud. it was unsafe, and secure, and uncared-for. my family and i parked there with little complaint, because it was closest to our apartment and church. cpmc purchased the building, and overnight, new lights were installed, with motion sensors, a new paint. signs were updated. safety took a front seat. a new parking system was implemented. things were handled decently and fairly. immediately, we felt secure and safe in our parking garage. cpmc# and favor of our community just bec

if an employer pulled out of st. francis or st. mary's, that would be a significant loss of business. supervisor chiu: i know there was not a lot of coverage on the decision but i was surprised to understand what had happened and i appreciate the explanation. >> i think the other part of the narrow network is when you go back -- let me continue and we will talk a little more about it. >> i think it is -- i am a little bit alarmed that this proposal. can you walk me through this again? when you are saying blue shield is proposing to narrow the network, and excluding st. mary's, what does that mean at the end? what happens to our 5000 members who are part of the physicians dignity? >> they would have to switch medical groups and if they needed hospitalization, they would be required to go to cpmc. supervisor kim: what is the option if you want to stay with your current medical group? >> you would have to disenroll and then enroll in a preferred provider claim. it's extremely expensive for us and we only have about 700 active employee

i yet talked to numerous doctors at st. wheat, listening to their ideas and what a viable and sustainable st. luke's would look like. having served on the blue ribbon panel with the appropriate location and the population served, to us, this means a significantly larger hospital, focused around excellence as recommended by the blue-ribbon panel. by focusing on the centers of excellence in a community of, senior health, gynecology, and no intervention obstetric as recommended by the board, it allows us to begin to visualize what a vigorous and viable st. luke's hospital would look like, including specialty services that support these services, cardiology, pulmonary -- psychiatric care, vision care, things that do not need to be centralized. what we have is a flawed eir, again centered on the cpmc business plan. we need something that serves the eastern part of san francisco and the greater good of all san francisco. thank you. president chiu: thank you. next speaker. >> i am a member of the positions organizing committee. th

even though st. luke's account for less than 5% of inpatient beds, they saw over 10% of the traffic in the city, a 26,000 patients. in terms of prodding, one proxy we use is ambulance diversion. if you are in an ambulance, you go to the nearest hospital to seek care. that hospital is crowded, there is no in patient capacity, but hospital is on diverge. ambulance needs to be rerouted to the next nearest hospital. when you look at the data, in all of california, san francisco is in the top four counties with the highest diversion rate. in all the hospitals combined, the number of hours on diversions was more than 4300. on average, everyday in san francisco, we had 11.5 hours of diversion each day. during these times, each patient that had to go to the hospital in an ambulance had to be rerouted because one of the hospitals was so crowded. of course, crowding is not evenly distributed across all hospitals. if you look at were crowding happens, it happened most in hospitals located in the southeast part

the st. luke's operating commitment, the baseline health care commitment, the beneficiaries, the skilled nursing facility bed commitment, and the health care innovation. they will hit those anymore summarized fashion for you. we will also do an update on the supreme court decision. we will do a full presentation on the health services system, which we did not hit last time. to remind you of the three priorities that our negotiations were based on -- the first priority is st. luke's. as you remember, the operating commitment to construct a new hospital on the st. luke's campus and operated for 20 years, we want to reiterate the direction we have received directly from the mayor is that we now would like to see an operating commitment, which is stronger and more absolute than the one that we originally negotiated. we have communicated that to cpmc. we're continuing to talk to them. we hope that even though we have not gotten there yet, we're optimistic and convinced that over the next few weeks

keep st. luke's open, please. make sure that what cpmc promised about st.e's thank you for your time, and have a nice day. chairperson mar: thank you. next speaker. ingoody bernal heights. i have for 39 years. i am concerned that st. luke's will close. where will we go for medical care? please, looks -- please keep st. luke's open. it is more convenient for all of us,/> good afternoon, supervisors. my name is amy kelly. i40 member of the first unitarian universalist church at the corner of franklin and theory. -- and geary. i have been laid to church because of traffic jams at 10:30 a.m. on sunday morning. it gets worse from there. it is always crowded. there is very little give for emergency vehicles. we heard earlier that the emergency entrance to the hospital will be on franklin, as w

st.ul's lutheran church, a positions organizing committee, and the san francisco organizing project. wo hospitals south of market, san francisco general and st. luke's. other hospitals are concentrated within 1 mile of each other. in a major earthquake, it would be nearly impossible for many of the san francisco poor people to get to medical care. st. louis gave great charity care for many poor for over one century one kind by the epically church. sutter hewalth try to close st. luke's shortly after purchasing it. this was instead of keeping it over at least five as promised to the state attorney general. now, they are proposing only 80 beds at st. luke's, which will make it less viable as a hospital and has close some units also at st. luke's. @'s proposal makes it more likely that st. luke's will not survive. they are proposing no psychiatric beds in their new hospital at van ness. they should at least be required to restore the 32 mental health beds at the rebuilt st. luke's or put at

at st. louis, essentially anything that they could think of to put the name st. louis world's fair or louisiana purchase exposition on they did. we have hundreds of plates. a lot of them with buildings. some with other things. there is a lot of cut glass items. we have a number of things that won gold medals at the fair from match match matches, to crayons, to dr. pepper which won a medal at the fair, a gold medal, so we have a number of those historic -- those industrial objects, including a corset that we have here, that was done especially for the fair. you wouldn't think that that was important, but it was awarded a prize at the st. louis fair. companies tended to use their awards as advertising after the fact, so on their boxes they would say gold medal or in here it says highest award, st. louis, 1904. they would have replicas of the medals so that people could know that this is a wonderful product because it won an award at a fair, and during the late 19th, early 20th century, having that award was a key part of promoting items that they were selling. we h

my resolution recognizes the importance of st. luke's hospital and emergency room for the southeastern neighborhoods of the city and county of san francisco and affirms the board of supervisor's commitment to working with the mayor, the department of public health, and private hospital corporations that operate in san francisco to ensure the long-term viability and operation of this critical institution. as was noted in the final purport of the health-care services master plan, the physical location and hours of operation do impact patient access to services, especially for san francisco's o vulnerable populations. the final report noted that the residence of the southeast during -- southeastern san francisco suffer from higher proportions of death due to alzheimer's disease, respiratory disease, and chronic liver disease. they endure higher rates of asthma and receive less prenatal care. the only other hospital located in the southeastern part of san francisco is san francisco general, which is on diversion 25% of the time. the e

luke's st. luke' -- at st. luke's together, i cannot tell you what my team has gone through, both at st. luke's and california campuses. i encourage you, i implore you to reject the appeal, except the eir. if you choose not to do that, decide to keep the dialogue open and continue this for tubing weeks. >> my name is rick stevens, recently hired as the new chief administrative officer for st. luke's. one attraction was the rebuild of an aging building not seismically safe. being part of the construction team, i can tell you we are building a better st. luke's. it will aid in the healing process of patients and families. the new facility is being built to support current services provided such as an er which will be state of the art. x-ray, pharmacy, and intensive care units, infectious disease, appellative care, and more. i see that the hospital needs to be rebuilt for the citizens south of market. it is vital for san francisco. further delays puts the hospital at risk. let's not wait for the state to close st.

i am currently the vice chief of staff at st. luke's. i practice family medicine at st. luke's hospital for over 30 years. i am also the chair of family medicine for the pacific and davies campuses. we provide care to hundreds of thousands of san franciscans. we need to continue to recruit new primary care physicians who are in short supply across the country as well as the up-and- coming specialists. across all of our campuses, we have an aging physician group, and while all of the hospitals in california are mandated to retrofits or rebuilt, it is very difficult to recruit physicians to a hospital that is not state of the art, as we have heard. at st. luke's, we do have a medical staff that is state of the art. we are dedicated to continuing of st. luke's mission. over the past six years, we have fought to keep st. luke's hospital open, and it was acknowledged that seen as a valued an important community aspect. but it has been deemed unsafe and likely unable to be retrofitted. our only hope of maintaining a vibrant and thriving medical community south of market is by

the st. louis fair. companies tended to use their awards as advertising after the fact. so on their boxes they would say, gold medal or in here it says highest award st. louis 1904. they would have replicas of the medals so that people could know that this is a wonderful product because it won an award at a fair. and during the late 19, early 20th century, having that award was a key part of promoting items that they were selling. we have a couple things from the jefferson guard. it was essentially a police force that was done, particularly for the state fair, for the st. louis world's fair. we have a badge there. we also have -- it was 1904, so they didn't just have a weapons we would think of today, they did actually have swords. and we're lucky enough to have the scabbard, the belts and the sword itself, which was numbered. there was a limited number that were created just for the jefferson guard to use only during the exposition. a man who farmed pa formed part guard, they would have been

i was born at st. luke's hospital, and even though every neighborhood would like to have a full-service hospital, that is not possible. my daughter was nearly born in golden gate park because not every neighborhood can have a full-service hospital. i believe this is a viable solution to provide a hospital. we were talking about health care, and those were the issues. hopefully the mayor's office will be able to sort this out. i hear about the enormous profits they make and that they are of profit-generating steam, and we question whether they can make a 1% margin, and they may not be able to make a 1% margin, and it is good we have that information now rather than next month when we have already made a decision, so we can move forward with the information we have secure a good -- the information we have here a good price i am going to call a few more names. [list of names] next speaker to record >. >> i have been a nurse for 39 years, and i am here with a short message on behalf of all my colleagues, a

st.e's 10 minutes away from me? i hope cpmc sticks with its promise to keep st. luke's open. knowing the cathedral hill hospital will be a longer commute for me, i would much rather rely on the hospital i have now. chairpersonfni mar: i am going o call a few more names. emily 0 rourke, dorothy behr, david dupree, david madsen, lois scott. >> i am with the bernal heights neighborhood center. i live in excelsior and attend the ball high school. ÷iñnr-- balboa high school. i am concerned about the proposal for cathedral hill hospital. traffic affect public transit as much as regular drivers. van ness and geary will become verye. we are trying to avoid traffic by writing muni, bart, and our bicycles. with great traffic, we can walk a block five times faster than any vehicle. living in the excelsior, it would take me and my family an hour or so to get to the cathedral hill, instead of 20 minutes. it will be very difficult for excelsior residents to travel many miles through crowded streets jus

if we lose st. luke's and thrilled another hospital downtown -- and killed another hospital downtown, we will be more unrepresented i. i am in district 11, only 10 minutes from st. luke's hospital, both cathedral hill is about 20- to 30 minutes in a perfect trafford, which is rarely the case. it does not have a fully equipped er. every emergency visit must be referred to another hospital in the system company so someone who is referred after a 10 minute drive must get back on the road for another half-hour to reuter this means care could come later. this is not good for the health of the south and southeast neighborhoods. many reports show that underserved, and uninsured patient stays sufficient barriers to act as special the karen -- a specialty care. not an awfuenough take from pros who rely on inefficient services and patient interaction. cpmc can stop these problems by building a full capacity hospital. >> let's go to the next speaker. goo>> good afternoon, superviso. my name is gary brown. i am

to remind you, at st. luke's and cathedral hill will be seismically sound, a brand new hospitals, in case of epidemics, it able be the best civil hospitals providing good quality of care. -- they will be suitable hospitals providing good quality of care. supervisor mar: next speakers. [reading names] >> i put my cards in, but i am out of order. i am a retired city employee. i am here to talk about your land use contract with regards to rates and benefits only. i do not believe this is the appropriate forum for dealing with rates and benefits. we have a health service commission elected to deal with that. has the authority to do that by the charter. i do believe that this land contract that we are talking about has no authority to set those rates and benefits. it is an adverse affect on retirees and employees to do so. you run the risk of being challenged in court if you should go ahead with this. these are multiple employer trust and you are interfering with it in this land-use contracts. i am here to revi

he is from st. louis. my old -- my whole family is from st. louis. and when i sat down with a raspberry and lemonade, i knew. tavis: it sounds like divine intervention. >> so much of the story parallel her real life. i could not believe it. you stole my story. it was on the point, but it was perfect. it was a perfect storm in a sense that energy wise, and again, she is just like that. really funny, creative, unique, some it feels special. there is that by. we were talking about this backstage. chemistry is not something you expect. you cast people for their professionalism, but then the chemistry happens, and it is something that makes coming to work fine. tavis: but to your point, if that does not happen, everything else can be right, but if there is no chemistry -- >> here is the thing i love about it, and we talked about this early on. what kind of husband and wife do you plan in this thing? a lot of times, the husband and wife are the butt of each other's jokes. she says something snappy, and he walks out of the door, and i am all things love rig

if an employer pulled out of st. francis or st. mary's, that would be a significant loss of business. supervisor chiu: i know there was not a lot of coverage on the decision but i was surprised to understand what had happened and i appreciate the explanation. >> i think the other part of the narrow network is when you go back -- let me continue and we will talk a little more about it.

a lot of us are committed to st. luke's, the one thing that occurs to me, and it is basically in supervisor campos's district, and i know that cesar chavez and various streets in that area are traffic disasters right now, especially along caesar chavis. so, in terms of -- i do not think any of the alternatives went up to 555 beds, but in comparing the number of beds and the activity in the current st. luke's and the alternative 3a+ st. luke's, was analysis done know what the different traffic impact would be a long season champ says in those various scenarios? >> let me invite my colleagues to speak to that. >> without the project, there are six intersections that currently operate. i will run through them and what i will run through them and what that means for the alternatives.