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OP-ED: Who killed Doctor’s Medical Center?

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By Jovanka Beckles

 

A quarter of a million people in Richmond and West Contra Costa County, a majority people of color community, will be without a community hospital as a result of a recent decision to phase down and finally close the doors of Doctors Medical Center (DMC) in San Pablo by April 21.

 

 

To not provide a full service hospital in West Contra Costa County is an example of environmental and institutional racism as experienced by predominantly poor people of color.

 

In large part due to the location of Chevron and other industries, West Contra Costa County has higher rates of cancer and asthma. These industries also pose a regular risk of explosion and release of dangerous chemicals.

 

There should be a hospital nearby in case of an industrial accident, but the largest and most profitable industry, the Chevron Corp., refused to contribute to keep DMC open.

 

The remaining hospital in the area, Kaiser Richmond, does not serve indigent patients, has an emergency room too small to handle the volume of the area, and does not have the capability to handle strokes and heart attacks.

 

The DMC emergency room closed to emergency services months ago. For most of the residents of Richmond, San Pablo and surrounding areas, emergency care is between 15 and 20 miles away over clogged freeways.

 

Already it appears that two or three people have died because they could not receive emergency care quickly enough.

 

But it’s not just an issue of emergency care. A community needs a hospital just as it needs its parks, police, libraries, schools and public transit.

 

When people require treatment in a hospital, it is important that their parents, children and other members of the family and friends be able to visit.

 

It is simply part of good medical care. People who need regular treatments, whether it’s for cancer or kidney problems, need a hospital that is convenient.

 

The long travel distances to a hospital place an extra burden on poor people.

 

There is very little chance that last-ditch efforts will save the hospital. One can only hope.

 

So who killed DMC?

 

First is our broken health care system. The problem with DMC was not how it was run. Whatever problems its management had, it provided service at lower cost than surrounding hospitals.

 

The problem was “its patient mix” – DMC treated “too many” low income or indigent patients.

 

The problem with DMC was not how it was run. Whatever problems its management had, it provided service at lower cost than surrounding hospitals. The problem was “its patient mix” – DMC treated “too many” low income or indigent patients.

 

Payments from Medicare and Medical were too low to cover costs. DMC lost money on every one of these patients.

 

Simply put, DMC failed because it provided medical care to people who are already underserved. As a result, DMC had to be subsidized.

 

The county refused to do it. The state government refused to reclassify DMC so it could receive a special subsidy for caring for “target” patients, and came up with a paltry $3 million.

 

Obamacare meant the hospital would benefit community members, but provide more services at a loss to DMC.

 

Many community members tried to save Doctor’s Medical Center. As a result of pressure from the community, the Richmond Progressive Alliance and the California Nurses Association, the Richmond City Council was pressured to allocate $15 million to support DMC.

 

Unfortunately, government leaders from other parts of the area turned their heads.

 

San Pablo contributed nothing more than to broker a deal to transfer land to the local casino. Neighboring cities Hercules, Pinole and El Cerrito were silent.

 

A majority of the county supervisors based in the East County would not help.

 

The Contra Costa Times ran a campaign for the closing.

 

Other hospitals in the region should have contributed. While they are called “non-profit,” Kaiser, Sutter and other hospitals are enormously profitable and have ways to transfer money to management.

 

They save a lot of money because of their “non-profit” status.

The existence of DMC actually saves them money by absorbing some of the indigent population they would otherwise have to treat. Yet they refused to join in the plan to keep DMC open.

 

There are a lot of institutions and individuals to blame for closing DMC, but in the end the main problem was that there were not enough political leaders willing to organize a campaign to force these institutions to save DMC.

 

This scenario is a case of classic institutional racism. Areas where people of color live are underserved supposedly not because of race, but because we are not wealthy and powerful

 

In the end the main problem was that there were not enough political leaders willing to organize a campaign to force these institutions to save DMC. This scenario is a case of classic institutional racism.

 

We have to figure out as a community how to get the medical care we need, we deserve and is our right.

 

Jovanka Beckles is a member of the Richmond City Council.

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Activism

At the event, 16 entities signed the EIP pledge, vowing to take steps to increase public contracting opportunities in their spheres for small and historically underutilized businesses.  The pledge signees included Hub International, the Port of San Francisco, the San Francisco Public Utilities Commission, California High-Speed Rail Authority, the Port of Oakland, Robert Graham of Webcor Builders, Holder Construction, the Weitz Company, Sky Blue Builders, Hornblower, Swinerton, Luster National, Talson Solutions, Center for Community Wealth Building, and the Construction Contractors Alliance.

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Toks Omishakin, secretary of the California State Transportation Agency, was one of the speakers at the event. Photo by Shellee Fisher Photography and Design.
Toks Omishakin, secretary of the California State Transportation Agency, was one of the speakers at the event. Photo by Shellee Fisher Photography and Design.

By Calvin Naito, Special to The Post

On June 4, a national nonprofit named the Equity in Infrastructure Project (EIP) – which aims to increase public construction contracting opportunities for small and historically underutilized businesses – held a day-long event in downtown San Francisco to rally supporters and build momentum to its cause.

It was attended by more than 100 individuals from public agencies, private firms, and other organizations committed to increasing contracting opportunities with governmental agencies, thereby creating more competition and lowering public costs.

The EIP event was held the Hyatt Regency San Francisco in conjunction with BuildIT, which aims to increase contracting opportunities for LGBT-owned businesses.

At the event, 16 entities signed the EIP pledge, vowing to take steps to increase public contracting opportunities in their spheres for small and historically underutilized businesses.

The pledge signees included Hub International, the Port of San Francisco, the San Francisco Public Utilities Commission, California High-Speed Rail Authority, the Port of Oakland, Robert Graham of Webcor Builders, Holder Construction, the Weitz Company, Sky Blue Builders, Hornblower, Swinerton, Luster National, Talson Solutions, Center for Community Wealth Building, and the Construction Contractors Alliance.

Following the workshop, BuildIT hosted a VIP evening reception honoring EIP, whose principals – Phil Washington, John Procari, and Rick Jacobs – accepted the award.

The event also set in motion the coalition’s efforts to implement recommendations from EIP’s “Procurement for Prosperity: A Playbook.”

The Playbook is a practical guide for public agency leaders and procurement and contracting practitioners to grow the capacity of small and first-time contractors, strengthen competition, and deliver better value for taxpayers.

Toks Omishakin, Secretary of the California State Transportation Agency (CalSTA), a long-time EIP supporter, also told attendees, “This is about commitment.  This has been a life’s work. This is a tailwind moment.”

The event’s presenting sponsor was Hub International, one of the largest insurance brokerages in the nation, which was joined by partners Travelers Insurance and the State Compensation Insurance Fund.

After the pledge-signing ceremony, attendees participated in a workshop in which they examined the policies, practices, and programs needed to meet EIP goals, learned from practitioners, and identified next steps toward utilizing the Playbook.

Ingrid Meriwether, formerly of Merriwether & Williams Insurance Services (MWIS) and current president of Hub International’s Aligned Risk Management, MWIS, described the hard-fought lessons she and her MWIS team have learned over the last three decades administering contractor development programs (CDPs) for the City and County of San Francisco, Alameda County, City of Los Angeles, LA Metro, and other municipalities.

The CDPs help small and local construction firms win public infrastructure contracts with these government agencies.  The program provides bonding assistance, contract financing, technical support, training, and other services to underrepresented businesses funded by public agencies who seek greater contracting participation with these firms.

Merriwether said programs like these “break down systemic barriers, create greater fairness, and save taxpayers money by enabling more competition.  The contractor development programs have, cumulatively, over two decades, helped contractors access over $1 billion in bonding, supporting over $380 million in awarded contracts, and maintaining a loss ratio 250 times lower than the industry average – while saving participating municipalities more than $27 million in contracting costs as a result of enabling more competition.”

Rick Jacobs, EIP co-founder and co-chair urged attendees make plans to meet again in the near future “to continue building on this work, share progress on organizational commitments, and discuss how we can collectively advance the goals of the EIP pledge.”

For more information on the EIP and to access a copy of the Playbook, go online to https://equityininfrastructure.org/

Calvin Naito is communications manager for Equity in Infrastructure Project.

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Activism

Oakland Museum Presents Landmark Retrospective Celebrating Beloved Bay Area Artist Mildred Howard

“Poetics of Memory” coincides with a year of major recognition for Howard. In 2026, she received the California Arts Council’s 50th Anniversary Award, honoring artists whose work has shaped California’s cultural and civic life, as well as the Museum of the African Diaspora’s Artist Impact Award. In 2025, she was awarded a prestigious Guggenheim Fellowship in recognition of her transformative contributions to American cultural life.

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Mildred Howard. Photo by Christine Cueto for the Oakland Museum of California, 2025.
Mildred Howard. Photo by Christine Cueto for the Oakland Museum of California, 2025.

Special to The Post

The Oakland Museum of California (OMCA) opened “Mildred Howard: Poetics of Memory,” the first major museum survey of Bay Area artist Mildred Howard, on June 12.

The exhibition spans five decades of Howard’s influential work, bringing together immersive installations, found-object sculptures, archival materials, and new commissions that explore memory, identity, and power in American life.

“Poetics of Memory” coincides with a year of major recognition for Howard. In 2026, she received the California Arts Council’s 50th Anniversary Award, honoring artists whose work has shaped California’s cultural and civic life, as well as the Museum of the African Diaspora’s Artist Impact Award. In 2025, she was awarded a prestigious Guggenheim Fellowship in recognition of her transformative contributions to American cultural life.

Howard was born in San Francisco in 1945 and raised in the East Bay, where she went on to study Afro-Haitian dance, make and sell clothing, and experiment with collage and sculpture.

Her multimedia art practice emerged from these experiences, later becoming associated with West Coast conceptual art, San Francisco funk, and a vibrant community of artists like Oliver Jackson, Betye Saar, and Raymond Saunders. Since the 1970s, she has used found materials and family stories to explore memory—both individual and collective.

At OMCA, visitors enter “Poetics of Memory” through a series of intimate galleries featuring Howard’s early mixed-media pieces and sculptures, along with a large video projection of a number of her public artworks.

Together, they emphasize Howard’s interest in everyday objects as powerful carriers of individual and shared stories. Highlights include collages that remix images of the artist herself; found-object sculptures like The History of the United States with a few Parts Missing (2007) that address omissions in dominant narratives; and public works like “Locks and Keys for Harry Bridges” (2001) that transform urban space into a meditation on access and labor.

This culminates in a richly detailed “studio” environment, where works in progress, archival exhibition flyers, historic photographs of Howard and her community, postcards from fellow artists, and other materials offer insight into her creative process and daily life.

The exhibition then opens into a high-ceilinged, dramatically lit space that brings together Howard’s signature immersive installations. On one end, “Crossings” (1997/2026) – a field of hundreds of ceramic eggs leading to an ornate mirror – suggests cycles of birth, motherhood, and transition, while drawing on the emotional echoes of the Middle Passage. On the other end, “Blackbird in a Red Sky” (a.k.a. “Fall of the Blood House”) (2002) – a red glass shack bordered by a pond – also uses reflection and transparency to draw viewers into the work and prompt consideration of themes of identity and home.

Howard’s newest video installation, “Moving Stills” (2026), repurposes never-before-seen family footage she took as a teenager on a train trip to the American South. Projected onto cascading layers of translucent fabric that stretch across an entire gallery wall, the piece immerses viewers in a layered meditation on memory, migration, and time.

The “Mildred Howard: Poetics of Memoryexhibit will be on display through Oct. 11 at the Oakland Museum of California, 1000 Oak St., Oakland, CA 94612. Museum hours are Wednesday through Sunday, 11 a.m. to 5 p.m., with extended hours on Fridays to 9 p.m.

This story is sourced from the Oakland Museum of California press office.

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Alameda County

Ferry Fares to Increase July 1 as Ridership Hits Record Highs

The Oakland and Alameda routes will increase from $4.90 to $5.10, the South San Francisco route will go up from $7.40 to $7.60, and the Vallejo route will increase from $9.90 to $10.

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Courtesy photo.

By Mike Aldax, The Richmond Standard

Starting July 1, the standard adult fare for the San Francisco Bay Ferry route between Richmond and San Francisco will increase to $5.20, up from the current $4.90.

Discounted fares for eligible passengers, including youth, seniors, people with disabilities, and Clipper START users, will rise to $2.60 from the current $2.40. Children under 5 will continue to ride for free.

The Oakland and Alameda routes will increase from $4.90 to $5.10, the South San Francisco route will go up from $7.40 to $7.60, and the Vallejo route will increase from $9.90 to $10.

The adjustments are part of a systemwide fare update approved by the agency’s Board of Directors, which is moving away from a flat 3% annual increase to route-specific pricing for the 2027 and 2028 fiscal years.

This fare update arrives as San Francisco Bay Ferry celebrates a historic May, transporting 301,270 passengers. The record-breaking figure represents an 8% increase over May 2025 and marks the third consecutive month of record-setting ridership.

Furthermore, it is the sixth month in a row that passenger numbers have exceeded pre-pandemic levels. Weekend travel has been a primary driver of this growth, with average weekend ridership seeing a 56% increase compared to pre-pandemic trends.

The agency states that the fare adjustments are necessary to ensure the long-term fiscal sustainability of public ferry services. By shifting to route-specific adjustments, the agency aims to offset rising operating costs while maintaining the high levels of service frequency and reliability.

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