Projects

California Pacific Medical Center (CPMC)

CPMC Long Range Development Plan:  TMC was involved in the initial planning stages through the entitlements for CPMC’s $2.3 billion master plan, including the Cathedral Hill Hospital and Medical Office Building, new hospital and medical office building at its St. Luke’s Campus, which currently represents the highest value project underway in San Francisco.  TMC spearheaded entitlement applications for these projects, provided guidance on key strategic planning, program and design elements for CPMC’s master plan.

CPMC Neuroscience Institute at Davies Campus:  TMC provided entitlements management for this 46,000 square foot in-fill project at the Davies Campus of CPMC.  TMC led a five year community outreach effort and coordinated neighborhood and City input in design features and ultimately, support for the project.  This project was approved by a 6-1 vote with no design changes by the San Francisco Planning Commission on June 7, 2007.

CPMC Institutional Master Plan (IMP):  As a precursor to its Long Range Development Plan, TMC has completed several IMPs for CPMC.  These IMPs, a City required document, details long term growth plans for the institution’s 5 existing and proposed medical campuses in San Francisco.  The last CPMC IMP accepted by the San Francisco Planning Commission was in November 2010.

TMC has a long-term and ongoing relationship with CPMC.  TMC has, and continues to provide planning and zoning consulting services, as well as community outreach efforts on various other projects for the client.

CPMC Institutional Master Plan

Academy of Art University

The Marchese Company wrote Academy of Art University’s (AAU) 2011 Institutional Master Plan, which successfully gained acceptance by the San Francisco Planning Commission in November 2011. TMC has also been responsible for drafting numerous Conditional Use Applications for submittal to the San Francisco Planning Department on behalf of AAU. AAU is a San Francisco art institution that has become the largest art and design school in the United States. The land use issues faced by this rapidly growing school are complex, and TMC is working with many City agencies and Academy staff and consultants on the university’s long range planning efforts. This process will involve numerous public hearings with requisite outreach and development and public support.

AAU Institutional Master Plan

The Archdiocese of San Francisco Projects

International Hotel Site – St. Mary’s Chinese Schools and Catholic Center:  Strategic planning and development management for International Hotel site for the Archdiocese of San Francisco and St. Mary’s Chinese Schools and Catholic Center, which had been forced out of an unreinforced masonry building in Chinatown.  Assisted in finding a temporary site for St. Mary’s schools; negotiated the temporary school permit with City Planning; structured an option and purchase and sale agreement to buy the site at Kearny and Jackson Streets from the owners of two parcels in the same block; managed the purchase escrow agreement; negotiated Memorandum of Agreement with Chinatown Community Development Corp. to sponsor the required senior housing component and with the landowner to sponsor a separate market rate building on a nearby lot; negotiated Archdiocese and St. Mary’s Chinese Schools joint funding for housing component; coordinated with HUD and Mayor’s Office of Housing on funding for housing component; negotiated a revised Environmental Impact Report with City Planning Department to allow the school to be built in lieu of retail shops; managed Environmental Impact Report to approval by City Planning Commission; managed all other permits from numerous City agencies; managed Construction Management and Funding Agreement between cosponsors; assisted the funders in fulfilling their obligations.  Monitoring construction and opening of school.  (1994 – present)

Catholic Youth Organization (CYO) / St. Vincent’s School for Boys in Marin County (800-acre parcel).  Negotiated an option to sell real estate to provide funds for a new campus; monitored the option stages and commitment milestones;managed the owner’s participation in the land use and rezoning process; represented the owner at multiple joint city, county and community strategy meetings.  (1997 – 2002)

Epiphany:  Project management for a Parochial School renovation and addition.  Assisted owner with strategic planning, agency approvals and favorable rulings on complex issues.  (2001-2002)

One Peter Yorke Way (New Chancery):  Project management for reconstruction of Pastoral Center (Chancery) into a 50,000-square-foot completely renovated building.  Managed the programming and space planning study; facility analysis of existing building; study to relocate into the Cathedral basement, architectural and engineering criteria and selection process; hazardous materials abatement contract and removal; provided Contract Administration Services.  (1999-2001)

Unreinforced Masonry Building (UMB) Program:  Strategic planning and management of this program for the Archdiocese of San Francisco.  Project included approximately 58 buildings in three counties.  Initial estimates to repair exceeded $100,000,000.  Negotiated compliance extensions with the San Francisco City Attorney and the Department of Building Inspection; worked with the Archdiocese to develop implementable solutions; tracked UMB records building-by-building; implemented final program (sold certain buildings to provide funds for repairs to other buildings, repaired certain buildings with parish support and funding, closed certain buildings to await future disposition or funding for repair).  (1994-1999)

San Francisco Interfaith Council:  Management of Senate Bill 133, Landmark Religious Buildings, through the State Assembly and State Senate.  This bill provided that religious buildings could not be designated as landmarks without the owner’s consent.  Gathered support from organized religious groups, legislative leaders, and general public.  SB 133 passed both houses and was signed into law by Governor Wilson in 1995.  It was appealed to the California State Supreme Court and ultimately to the United States Supreme Court, where it was upheld.  (1994)

Oakwood Retirement Residence for Sisters of the Sacred Heart:  Remodeling and expansion of an Alzheimer’s care unit and other spaces in skilled nursing facility in Atherton, California.  Performed planning and development management services; analysis of existing facilities; programming needs assessment; negotiated construction contract and administered contracts; monitored budget for all project costs; assisted with move management.  (1994-1995)

American Academy of Ophthalmology

Devised strategies for successful creation and implementation of a comprehensive reorganization plan, played a key role in developing plan, and achieved the formal membership approval needed for implementation, for the largest medical specialty organization in America, with 18,000 members in the U.S. and 3,000 abroad. (1991-1993)

California Healthcare Systems

Directed planning and acquisition of new offices and managed relocation. (1992)

California Infusion Services (CIS)

Directed planning and construction of innovative pharmaceutical processing facility, warehouse and administrative offices.  CIS provides home health care services to cancer, AIDS patients and to the frail and elderly. (1990-1991)

Children’s Hospital of San Francisco

Developed strategy and led negotiations to acquire City and County of San Francisco support to construct new Cancer Therapy facility; directed formulation and writing of Institutional Master Plan Update.  (1990 – 1991)

California Commission on Healthcare Policy and Financing

Wrote legislative resolution to establish the Commission, and acquired the backing of state health care and legislative leaders to pass the resolution in both the Assembly and Senate.  After passage, it was signed by the Governor.  (1989 – 1991)

Pacific Presbyterian Medical Center

Engaged in multiple projects as Special Assistant to the President for governmental affairs.  (1979 – 1991)

Bay Pacific Health Plan

Negotiated resolution of regulatory problems affecting the health plan’s contractual relationship to the California State Public Employees Retirement System (PERS), avoiding loss of $9 million in contracts.  (1990)

California Joint Commission on Refugee Resettlement, International Migration and Cooperative Development

Chairman of Advisory Council.  In coordination with the U.S. Department of State, led a delegation to Vietnam to discuss joint economic development projects upon U.S. approval of trade relations.  Successfully negotiated release of political prisoners on behalf of the Family Reunification Project.  Arranged and led seminar with respect to Central American immigration and development issues.  (1990)

Pan Med Enterprises, Pacific Presbyterian Medical Office Building

Strategic planning and development management for the medical office building; worked with legal counsel to create ownership model and governance structure of a California limited partnership of practicing physicians to develop and own improvements to be built on land controlled by a medical center utilizing a long term lease; responsible for development of the ownership organization, construction program, operations planning, move management, activation and building commissioning of this $40 million ambulatory care facility, housing 186 multi-specialty physicians, as well as clinical laboratory, radiology, pharmacy, café and patient education services.  The Pan-Med project was conceived under a unique concept coordinating physician, hospital and ancillary patient services, physical facilities and funding mechanisms.  Coordination of funding made it possible to establish the nonprofit Patient Assistance Foundation and Office of Patient Services, which offers free education and counseling to patients in need.

In 1986 the building received awards of excellence in health care facilities design from the American Institute of Architects and the California Building Officials.  (1979-1986)