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Community groups urge finding CPMC out of compliance on entry‑level hiring; city staff points to remediation steps
Summary
Community coalitions told the joint commissions that CPMC failed to meet the DDA’s 40% local‑hire target for nonconstruction entry jobs in the first hiring year; city workforce officials described corrective steps and funding to improve outcomes.
Community coalition speakers pressed commissioners to find California Pacific Medical Center out of compliance with the DDA’s first‑source hiring obligations, while city workforce staff described interventions and new funds to address early implementation problems.
Jenny Lam, representing a coalition of neighborhood groups, said the DDA required a local‑hire goal of 40% for entry‑level positions, applied across campuses and beginning with the agreement’s effective date. Lam told the joint meeting that CPMC “did not follow this overall process” for nonconstruction jobs, that the hospital delayed job projections and that hiring outcomes were poor: for a full hiring year CPMC filled 47 entry‑level positions systemwide, and “CPMC only hired 6 city referred candidates” through the first‑source process. Lam urged the Planning director to find CPMC out of compliance for entry‑level hiring.
City workforce staff described how the DDA’s hiring year (Aug. 10–Aug. 9) and a partial‑year reporting window complicate early tallies. Rhonda Simmons (OEWD) told commissioners that CPMC exceeded construction hiring goals (50% local entry‑level and apprenticeship targets) but struggled on “end use” hospital jobs; she said CPMC filled about 13% of the 40% nonconstruction target in the first period and that the shortfall (13 positions) had been rolled into the next hiring year. Simmons described a set of corrective steps: daily submittals of entry‑level job notices, expanded training and outreach by community‑based organizations, CPMC contribution of $3,000,000 to a workforce fund, and $1,000,000 in additional resources to prepare access centers to place candidates.
Support partners urged collaboration. Chuck Flax of Jewish Vocational Service said his organization has worked closely with CPMC recruiters and has had participants interviewed and placed through the First Source process, though he acknowledged rollout speed was slower than hoped. Commissioners asked staff for clearer timelines, more transparent hiring metrics and a remediation plan documenting specific commitments from CPMC and the OEWD.
Next procedural steps: staff said they will include the hiring shortfall, details of the remediation plan and updated hiring numbers in the directors’ report to the Board of Supervisors and will present updated metrics at next year’s annual review.
