better. i think you have an opportunity to do this, and i believe you may be to some planning for that. finally, we just need more transparency. as you were suggesting, mr. chairman, we need to know more about quality and in terms of what we want to know. is there harm in going to its hospital this hospital because it s infection rates are too high? are people having trouble after their hip surgery? i am sorry you cannot read this, but if you live in pennsylvania, you can go to a web site sponsored by the state. for hip surgery in this case, you can see the outcomes. over to the right, that is how much it costs at each of those facilities. we cannot have that data today but we desperately need them. happy to answer any other questions. supervisor campos: i do not think we have any questions for now. thank you. that was eye opening. jane sandoval? good morning. my name is jane sandoval and i work at st. luke s hospital as an emergency nurse. st. luke s is an emergency room
pennsylvania, you can go to a web site sponsored by the state. for hip surgery in this case, you can see the outcomes. over to the right, that is how much it costs at each of those facilities. we cannot have that data today but we desperately need them. happy to answer any other questions. supervisor campos: i do not think we have any questions for now. thank you. that was eye opening. jane sandoval? good morning. my name is jane sandoval and i work at st. luke s hospital as an emergency nurse. st. luke s is an emergency room that treats over 28,000 patients a year. most of our patients are low income or underinsured. in other words, we overwhelmingly treat patients who are marginalized or underserved in our society. as a result, some might think it is a thankless job, but make no mistake, i, along with my colleagues, believe that every person, no matter who they are, has a right to save, therapeutic, and comprehensive health care. prior to sutter purchasing our hospital in
they have to report to various entities, so it would be much better if we knew the data. i have to tell you, caterpillar, in illinois, obtained the data from their endoscopy centers for this procedure on quality, and they can show the quality with the price. that is what you want to do. so the next idea is piloting a new payment models. you have per preference to be accountable care organization, you will hear more about this from our calf speaker from calpers. this is where you take a disparate parts of the system and put them together and have a team responsible for total cost of care, hospital, ambulatory, tests, and so forth, for a given population. calpers has been doing this for a year its insurer, blue shield hmo, and in the northern part of san francisco, with 41,000 members, and already they have seen $51 million in savings. just by having things work more like a system. i assume this relates partly to the question about health care information technology. if you can
meeting on friday, let s find out what our families think about the hospital and what they think about this plan. i did a survey of the 26 folks that were there and this is the outcome because i don t know if this helps. of the 26 there, 20 live in the tenderloin, four live along the franklin corridor which is on the other side. and 88% of the respondents that i talked to had either meddical or healthy kids so for me it s disconcerting to see the build of a hospital where 88% might not have access to it. they go to community clinics. when i asked what kind of hospital they d like to see in the neighborhood, most said that hospital that serves needs of children, emergency services and dental services. the other thing is the traffic and contamination issue. before you ve seen a million and one pedestrian reports in the tenderloin. it is one of the most dangerous areas to walk through and the highest density of children so for us it s disconcerting to see we ll have 10,000, 2,00
president miguel: jane martha. good afternoon, commissioners, joseph smith, coalition for health planning, san francisco. breaking down simply that cpmc has four campuses which are basically hospitals with associated services. what cpmc plans to do is phase out the california campus, concentrate outpatient services at their pacific campus and concentrate inpatient services at the new facility at van ness and geary on cathedral hill. the description of st. luke s, however, in the project plan, focuses on a new medical building and a new hospital building that is significantly smaller than the existing hospital. what we see in the d.i.r. is that there is no vision for st. luke s, no anchor. functionally, it reads as though it is an access point for specialty services provided at cathedral hill or pacific campus. st. luke s operated as a full-service hospital primarily providing charity care for well over 100 years until sudder health took over. st. luke s, this takeover happe