All the work shown on december 9th, 2016. If you look at the one on the right, that was taken last week. Major differences such as the awning, and all the work thats up on the park. A lot of work has happened in 2017. What you cant tell is even the replacement of the temporary beale street bridge, as well. Going into some of the highlights of construction, all the topping slabs were completed, all by the third quarter. Doors, framing, hardware installings, all installed and for the most part. The bus stop, commuter island, all those coding systems completed. And especially the grand haul, raidi radiant heating was completed in 2017. Also, the exterior awning, the entire awning as perthis picture here is all installed. All the items, the vertical glass curtain wall, like around the grand haul or level two, all the sections west of first street are all installed. When you go up onto the roof, the w8, which is the glass canopy is also installed. And also the sky light and the glass floor up on the roof was all installed in 2017. The roof top landscaping commenced in earnest and worked hard in 2017. The trees. There are 76, over 75 of the trees installed. And Boston Properties started installing the major parts of their gondola. And the pathways, theyre almost done with that half mile pathway that goes around the entire park. Its almost completed and is going well. Onto other elements. Ac transit commenced their bus testing on the bus deck in december, and that will continue. And then, the bus plaza, we opened the 5 Fulton Service on december 26, and this picture was early january for that operation thats happening in the bus plaza. Other items of note in construction, the plumbing and hvac installations made progress throughout. Electrical Power Distribution has been a focus of many of our conversations, but switch gear, transformers and such were all delivered and installs. Escalatelores, elevators and installation. The 12k power into the building was completed september 23rd, and then, the water connection actually happened as well. Moving over to the bus ramp, the bus ramp is complete, substantial substantially complete. They finished that in 2017. All the walls, testing to the bus ramp was completed. And then whats really left with the bus ramp is commissioning and elements, security elements such as the cameras and antiram barrier that are still being commissioned once the soc is fully operational. And then, our phase one, moving over to our our outreach for pla, this is part of the project labor agreement. We continue woebcore continued to work with hard hats. Turner and webcore hosted a veterans lunch on november 11st. We were expecting 30, we ended up with over 50. It was a successful event just for the veterans on our project. And then, they continue to get the outreach to bring veterans into the construction industry. The labor hours in the our breakout for the various from east bay to San Francisco continues. It shows our milestone of over 4. 4 million hours now of craft, which is cruising right towards 5 million by the time were done in craft hours. It its an amazingly large number. We had three Safety Incidents in the third quarter. We had zero lost time, we gave us a total of 11 incidents for the years. But zero lost time. It was very good on the teams part. We had a total hours in 2017 of 1 million hours of craft. We had well over 700 workers continuing to work onsite every day throughout the entire year. Moving onto so in labor and the safety, i do want to note that there had been continued to be labor harmony throughout the year with the pla. The pla provided a process for resolving issues such as jurisdictional disputes that were all resolved and worked through. And in the bottom right, shows some of the labor elements, safety week back in april. That was extremely successful for the staff, especially the ronnie lott motivational speaker part. Every one of the workers showed up for that one. Our goal is 16. 7 . Were holding at 19 after all those years, so were more than 15 over that average at this point, and its been going very well. The design procurement for the bus storage, we obtained approval of our plans, we executed an air space lease with caltrans. We awarded a contract to gelati construction and completed all of the archaelogical work at the bus facility that was remained after the west approach project. In regards to construction, we started on may 1st. We completed all the excavation. The bridge deck, the bridge itself over Second Street is already poured. Its already done. We obtained a calfire permit. It took us a while. It was a hard fought arduous process, but we got it for the administration offices, and we are Still Holding a late june 2018 schedule and held schedule throughout. Regarding community outreach, we ended upholding regular meetings monthly. We had the tenday look ahead. One will go out today that ill send out after this meeting. We have our newsletters, we have our social media highlighted. We continue to have the faces of transbay. We have a 24 hour hotlines for the transit and bus Storage Facility. And then, the graphic on the right shows the number of complaints has been trending down. That very first year was the highest. We did have in 2015, a blip, which i would call it during the year of steel, and also our bus Storage Facility the bus ramp, i should say, so our footprint doubled in 2015. But in 2017, we only received 12 complaints the entire year for the massive amount of property that were working on out there. Its a huge testament to the team working hand in hand with the neighborhood. And then, the student internships. Had a great summer with them. Cant wait till they come back. Theyll have a very different kind of setup because theyll have more operations next summer than the construction you see in those photos. And then lastly with my point, we have updated our jobs map. We are now over 22,000 jobs created throughout the country. We have touched 45 states. Were still the elusive wyomingsouth dakotamontana hawaii, but were hoping to get those as soon as possible. So with that, ill turn it over to ron. Thanks, dennis. Its always enjoyable to hear about the progress and all the accomplishments in the year and then i get to come up here and bring down the mood a bit. But i only have four slides and then well move forward. In terms of budget, we clearly are holding our own. The eac hasnt changed. Were at 2. 15, well below our budget. In the last month, we expended 25. 4 million, which is just shy of what ought to be paced in terms of work in place, and an uptick of compliment of 39. 5, so holding our own on that front. And then, we get onto schedule, which continues to challenge us a bit. Since last month, we slid into may, unfortunately, showing a substantial completion date of may 11th, as opposed to the april 23rd for the Transit Center, so we have clearly some work to do to keep reigning that back. The work also slipped up a bit, less apt mitchell on the transthe aptimism on that, but again, not reigning that back again. We were looking at the more details streams of activity associated with the construction, most everything slid out a bit in the last month, and its really the mep continuing to be the drag point. I am hearing that some milestones are being met better with the exception of electrical continuing to be the the true drag point in terms of constraining the next steps of commissioning and placement of other mep equipment. In terms of risk and mitigation, where are we with risk . Clearly, theres an erosion of confidence on webcores ability to partially secure a schedule recovery. The reliablity of their schedule has been pulled down a bit by some unanimous participation by fisk electric. In terms of i hear in the last week it has shifted and we are starting to get fisk electric to participate a little bit better and dialing in whats it going to take to get this done and support the operations in june . On a side note, we did have a very positive meeting with ac transit upper management a couple weeks ago. I think we have better alignment on expectations and what our associated constraints are, and a strong commitment that if we reach substantial in march or even as late as april, theyve assured me that theyll be operating in june. So that that alignment is stronger. As soon as i heard that, im hearing about the stepping into may. So we still have to keep working on that. Again, the production rates need to be improved with fisk. Weve had some success with mitigation in terms of maintaining other streams of activity and stepping up on meeting milestones for substantial completion. So what are we going to do different . You know, ive been talking for months about the mitigation, about augmenting and supplanting under forming contractors. I think weve seen some success there. Short of substituting companies, which i dont want to do, i have been started working with webcore what i call hypervigilance and looking for better metrics to measure in the coming weeks and looking at a weekly check in. I had received earlier about 25 key electrical milestones to trend through the first week of february so we can speak with more confidence with the operators and the agencies whether were going to make it or not by measuring these these milestones. Just this morning i received an expansion on that. I have over 70 milestones going through february to check in on a weekly basis and measure the misses and the makes and recalibrate forecast. And we have remedies alled contractual measures in place, and assessing liquidated damages, which are starting to tick off in the beginning of december and is reflective in the current pay app, and that is ticking off at 5,000 a day and soon to transition into 10,000 a day. Come april, its 50,000 a day, so hopefully, that will get the attention of the under performers and start seeing a turnaround and a better firmer grasp of where we need to be. With that, i can take questions or we can move onto phase two with skip. If we could finish the presentation and then present questions, if thats okay. Okay. Phase two. Good morning. Skip sacco, engineering manager and design manager for tjpa. I wanted to give you an update of phase two dtx accomplishments for 2017. Tjpa secured fundings allowing the Design Elements common to the rav design, plus the tunnel options study, which which addresses the concern of the cut and cover issues within the city. So limits, so cover limits for the project to proceed. We also we did the 30 design on the Common Elements to rav, and to date in 2017 completed about 70 of that work. The tunnel option study was completed on november 8th, and we delivered that report to the board in october, at the october meeting, the details of that. And then, the rail operations study was completed on october 31st, and those details were also presented to the tjpa board at the october meeting. We submitted the draft scir to fta for the final review, and we completed a final update to the phase two ridership study. And the updated study found the data that we presented in 2008 for the forecast cambridge registered study was done, it confirmed those results it confirms that those projections were accurate. Caltrain and high speed rail will be updating their studies their ridership studies and well again update the information for our study again this summer. And this is all valuable information needed to in updating the potential funding coming from the passenger facility charges and how that so all this information is needed for our projections for funding for the future project. We continue to work closely with the city so that the to make progress on bringing their rav study to conclusion, and we continue to work closely with california high speed rail authority, sfct, and the city. Okay. And im going to hand this off to martha for operations. Good morning, directors. Happy new year. This is martha velez with the facility manager, and i will be doing the section and be followed by sidney. So a major focus this year was getting key organizations in place to start getting to start work on getting ready to open. A first step, as mentioned earlier, was to contract with the asset manager, lincoln, to lead the way. Lincolns agreement was signed in may. Lincolns agreement also included partnering with specialized experts to support running the center, brb to run the park and to make it an attractive engaging environment by programming it with activities, colliers to manage the retail leasing, and pearl to design and operate the Digital Media platform which includes transit and wayfinding information as well as selling advertising on the 200plus screeni 200plus screens for Revenue Generation. Lincoln in turn signed major contracts that would support the Operations Planning as noted on the slide. I wont read the wont read the entire list. So with lincoln in place, an important next step was to setup a framework to manage the literally hundreds of tasks associated with opening a site. This took the form of implementing weekly monday afternoon transition meetings and creating transition schedules, of which you see the highlights every month. With major contracts in place, as noted on the previous slide, solid progress was also made by township who created approximately 50 rfps for other needed services. However volume dictated that these be staggered in issuing them, so 28 were posted on the tjpa website by the end of the year, with the rest of them to be posted this week last week and this week. Examples of services are pest control, water feature management, locksmith, and sog i had progress was also made by the architect with plans for greyhound and amtrak completed. Ordering the furniture for soc and operations hub is noted here because it is a long lead item and key to setting up the back of the house operations in a timely manner. I think you heard sidney earlier mention that this is going to be the hub of operating the Transit Centers, the security operation center. Finally, the first step in establishing an identity for the Transit Center was purchasing the appropriate urls to enable us to develop a robust website. A main focus for brb in 2017 was getting to know its customers so they could ascertain what types of activities to program. As an example, one of its outreach activities was to interview riders at the temporary terminal. They were asked what they would like to see at the Transit Center. Every single one of them said theyd like to see a place to have cocktails. So this and other outreach efforts informs their plaping for the creation of the activity zones as shown on the map. And you can take a look at the map, theres different areas that are colored to represent areas of active activities and passive activities and then just gathering places. With regard to sponsorship, its been noted in earlier presentations to the board that approximately 30 of the organizations that are contacted turn into actual sponsors, so over 100 contacted thus far in 2017. The expectation is high for 2018. Perfectlys wo pearls work in 2017 was focused on the design in the management system. Refinement continues; however, the design work is basically done. What you see on this slide is a sample of what one of the interactive screens could look like with each box representing a point of entry with information on it. Similar to pearl, kol letters focus in 2017 was colliers focus in 2017 was going out to market to fill the retail spaces. The retail merchandising plan was developed and approved. The Marketing Campaign was launched. A key aspect of the Marketing Campaign was creation of the colliers website, so a prospective tenant can go into the website and register, view a video of the site, read the lease template, arrange a tour, and then, also submit a letter of intent. And finally, a financial performer was developed that included read parameters and tenant improvement allowances perthe market that in turn generated the budget that you saw earlier. With pri, it was recognized early on that aside from activities in the park, activity and service was needed through t out the center for visitors while the retail spaces were under construction. As such, lincoln hired pri to develop a popup program. The program is well underway with Additional Details to be discussed in 2018 in the 2018 section. With the transit operations, a first step was to establish the Financial Framework with regard to how expans projections would be treated and creating the expense allocation structure. This was setup in april, and again, this was the structure that you saw on sarahs budget presentation. This was followed by creating a weekly transition planning framework meeting that included developing some of the work that came out of that those weekly transition meetings was developing operating protocols for the bus deck. Like who was responsible for calling 911 if a small fire was to occur. Again, there was a collaborative effort of all of the operators to develop this framework. Also, negotiations were commenced for the various agreements needed to operate out of the Transit Center with greyhound completed and approved. Also completed was the entry for the number five bus to Begin Operating out of the bus plaza. And lastly, and i think this was mentioned earlier, successful bus tests were conducted on the bus ramp, bus deck, and bus plaza. Sidney . In 2017, staff coordinated with the American Transportation authority to approve a review of the tjpa security plan. Earlier this morning, you authorized the executive director to execute this agreement. Staff negotiated the mou with Law Enforcement services for Law Enforcement services with sfpd and also earlier in this meeting, you authorized the executive director to execute this agreement. Staff conducted a multiagency Panel Discussion of potential quality of life issues at the Transit Center during the december Citizens Advisory Committee meeting. Panel included the executive director of homelessness and housing in San Francisco, multiple command and Staff Officers from sfpd, Andrew Robinson and myself. Staff also issued an rfp for information security, Cyber Security services in november and developed rules and regulations for tjpas park in october and now ill turn it back over to martha for the master plan. So this is a schedule that is usually in rons section. You have seen it many times before. It is intended to provide an over an overview of Operations Readiness as compared to construction and transit readiness. So for if a ilt isefacilities,s been to be ready by the end of march with the exception of display, so the deadline continues to be the end of march, and sidney will say a few words with security. Now that youve authorized the executive director to execute agreements with lied and sfpd, well have security in plan to manage security at the Transit Center which flows into the second part of three. The Operational Training is designed to ensure the Transit Center stewart staff is ready for operations by integrating the training that the Security Team will have to manage normal operations and respond to emergencies, and there will be completed prior to the Transit Center opening. And then, the third item, the security integration. This will be through the psim, and that will be complete in june of 2018 and now ill turn it over to sarah. So 2018 funding shifts to focusing on identifying full funding, seeking full funding for phase two, as well as seeking Additional Securities for operations. At the end of this week, actually, tomorrow, well be submitting an application for the states transit and inner city rail Capital Program for construction for dtx, 275 million. The Cellular Network operator, boingo will continue to work to sign carriers. Weve talked about supporting the rm3 measure which would not only provide those additional operatal fund but include 325 million for phase two, and we are closely monitoring all of the infrastructure discussions going on in washington and whats happening at the federal level. For phase one construction, i have two slides that are both actually pretty straightforward. Were going to be substantially complete in 2018. Items that are happening this year are really the starting up and maintaining of critical systems. Complete the installing, the integration of all the data networks. The systems, the neutral hosts, the cellular, thatll all get installed this year. Audio video will be installed. Way finding and digital signage, that all gets put up this year and of course the artwork will be going up very shortly and being commissioned. And then ultimately the roof top landscaping will be done in spring of this year as ron mentioned. Moving over to the bus storage, same item. Its going to be substantially complete this year. Finish the bus link ramp over the Second Street, exterior sun will also be in, grading, everything so that buses can be parked. And then, the Administration Building will be completed as well. Youll hear over the next few months, ill be presenting the construction updates over the next few months. So with that, ill turn it over to skip for phase two, the 2018. So for 2018, the plan for phase two is tjpa has been requested by sfcta to put the fcis on hold until the peer review on the street track has been completed in march. We will then submit the environmental document to the board fof your approval. The seiscs is with the fta right now, and they are doing their final qcqa checks and will be in position to issue the rod prior to the tjpa board approval. We have scheduled meetings with sfta to support their review for the tier three track. And were in place, once the rap study is available, well be in a position to address any of the recommendations that are presented from this study. Were going to secure funding to update the remaining Design Elements that were not done in the previous year, and then, well complete 30 design and cost estimate for the entire phase two project. We plan on entering the new starts federal grant program. Its a 1 billion ask for our grant, and its also identified in the 2040 plan bay area plan right now, and its all for the dtx project. The tjpa board approval, the environmental document, along with a record of the decision from fta is essential to entering the program to maintain the timeline required to secure the funding, so you know, to progress, we need to keep things moving. We will position the project for any additional infrastructure funding that may come available this year from any anywhere. Well be ready, okay . Thank you. Okay. The focus in 2018 is of course inform open. This can be thought of in three main areas. What i call lights on, doors open, marketing and promotion, and construction. Other than security, the other two Major Services that are labor intensive is the engineering and maintenance staff and the custodial staff. As we move closing to opening, lincoln will contract for e and m labor, mostly dictated by the hours needed to appropriately maintain the equipment. This cannot be accurately obtained until information is provided by webcore, however a staffing model has been built into the preliminary budget. With regarded to the custodial staff, the concept is to start lean based on projected visitor volume and safety considerations and then build from there. A staffing model, again, has been built into the preliminary budget. Additionally, the Major Service contracts that are already in place and mentioned earlier will be supplemented by other smaller needed contracts such as pest control. The computerized Maintenance Management system and it operations contract are singled out on this slide as a goal for 2018 because these are integral to keeping the center up and running. The it operations contract also includes a 247 help desk or will include a 247 help desk. With regard to establishing a robust Promotions Program to include a website, four proposals are in hand with focused work to occur over the next few months to select contract for and launch the program. Finally, lincoln is charged with planning, bidding and commencing the landlord what i call prework to be ready for the tenant improvements. This work would be starting to look at the electrical distribution and the mechanical and plumbing distribution branchs and taking a look at starting to build the demising walls which would be the main outlines. We will continue to seek sponsors for Revenue Generation. Recall that the concept is to provide activities that are free to the public with sponsorship to support covering operating expenses. An example from brb from other locations is seeking sponsorship for holiday decoration doe decorations. These conversations are well underway. Finally pearl is an important partner in structures these opportunities in that they will seek to pull brb into their advertising packages. Pearls goaled are threefold for the content management system. As mentioned earlier, the design work is done, so the focus turns to testing and implementation, so to be ready with the transit information, to be ready with the way finding information, and then, to work on Revenue Generation through advertising on the screens, experiencential activities in the grand hall. Pearl will be here in february to speak before the board for a comprehensive view of their work. The retail has two components, temporary and permanent. With the temporary, its straightforward. The goal is to be ready with pop ups for when the buses start to run. All the legwork is targeted to be completed by the end of march as noted earlier. A primary activity over the next few weeks is verification of the electrical outlets on the bus deck and the ground floor level. When this is completed, the preliminary plan can be finalized for pri to ge out and get commitments from the vendors. Colliers is going to follow in a little while, and they will include an overview of targeted activities that gets us to the Second Quarter of 2019 is the First Quarter that were looking at opening our first stores. So this is a visual of the pop up locations at the ground level with the pop up types noted in the key. And again, this is what were working towards and well be verifying the electrical over the next were going to actually do that one of the meetings is next week. Last, as mentioned earlier in 2018, full bus service. Im just going to focus on one as secretary, which is continued transition planning and ron mentioned this earlier. Over the holidays, a group of us met with the ac transit executive, salvador llamas and Steven Keller for active engagement on getting ready for what is needed at the bus deck. This includes the work that webcore needs to complete to enable the Driver Training for the buses to begin Revenue Service. So this led to our restructuring the monday mornings transition meetings so that the first part of the meeting is for information and action that pertains to all the operators, and the second half of the meeting is just for ac transit. We started with a check list that will be expanded on over the next few weeks for a comprehensive task list from ac transit. This is for us to understand the intersection of what is needed by when as related to the webcore work, and that new format started this work. Finally, this monday, conversation and this will happen on a weekly basis conversation was started on vacancy of the temporary terminal. The request of the operators is to start to build their task list and then we can apply timelines. Well, were off to a fast start in 2018. The third item, staff will host integrated security, emergency exercises to train the Security Team. Tjpa staff, transit operators, Transit Center employees and First Responders to respond to emergencies at the Transit Center. Theyll execute a professional Services Agreement for information security, Cyber Security services. Staff will request the board approve the sales force Transit Center code of conduct. Its to support the centers goals and other purposes of the facility, preserving the publics investment, and promoting a safe Transit Center for all users. It supplements the park rules and regulations. Finally following the board approval in october, an ordinance has been drafted amending the park code to amend tjpas park to the San Francisco park code. It should go before the board of supervisors later this month, and ill turn it over to mark to introduce or next presenter. Our next presenter is going to be Christine Salvi deputy. Shes with the department of public works. Shes helped us with outreach, and weve given her a very small task which is planning for our grand opening. Christine . Thanks, mark. Good morning, directors. As mark stated, we are planning for the grand opening excuse me of the Transit Center. I thought i would start by going over who our goals are. Our goal is to have a regional selection for the Greater Community in the bay area, and i want to assure you that is going to be done in a very comprehensive way, culturally competent. Were going to be reaching out to all of our neighborhoods in the region really. Its a small staff, we have a lot of partners who really want to see us succeed and have a great grand opening. Our outreach is going to focus on the continued use of the facility, and our goal is to build excitement and awareness about the center in the months leading up to grand opening. So in order to accomplish this, you approved a limited Public Outreach budget to offset the cost of these events and to implement a Community Media outreach plan. First were going to transition riders from the temporary permanent until in a multilink wal way through maps, signage and an ambassador program. Next, were going to undertake a traditional media and social media plan thats going to highlight everything from transit leadership, transit oriented development, and really highlight the project and its going to have a continued benefit for continued generations of san franciscans and everyone in the bay area. Were going to work with our partners to plan and host a series of events. Were going to be having public, school and media tours, and open house, and something were going to call a neighborhood block party. We really want inclusiveness, to make sure everyone knows this is for them. Were also going to have the grapt opening and ribb grand opening and ribbon cutting. Finally, weve established a working Communications Group with the ac transit, sfmta and our other partners. Weve met and toured the facility together, and weve started sharing information and planning for the event, and im happy to come back in the months and update you. This concludes our presentation. In 2017 you can see we accomplished quite a bit, but we still have a lot of work in 2018. Weve got completion of the Transit Center, bus operations, advancing phase fwo, atwo, andg sure that the leasing revenues are competent, and making sure that the operators dont have to subsidize the Transit Center. With that, do you have any questions . Yeah. For christine on the last slide, do we have a best guess date for the grand opening . I do not. I have a good range that im working with, and our planning partners and myself are working together. All that im doing can apply to when the center opens. So i presume itll be in the late summer, summer or fall . Well, we have two people that hold the answer to that webcore and ac transit. Webcore needs to finish the building. I know ac transit will be part of the grand opening. Im just trying to get a little bit yeah, absolutely. So our goal is to open everything for the community. Partners, and Revenue Service well have Revenue Service in place it sounds like to me already. Probably. The goal is in may to start with public tours and school tours and really promote that its ready. And Revenue Service and the popup retail i imagine is going to open at the same time, simultaneously, so events are going to be planned in that way. Yeah. Our other plan and weve discussed that with ac transit is to have a june operations, but really, from rons report, that was based on an april substantial completion, and so now, theres a little bit of slippage, so if we dont bring that back, the may could be in jeopardy the june operations could be in jeopardy, so thats something in the next two months were going to be pushing really hard to make sure we achieve that. But the intent is to be largely convinincidence with t start of service. It would be when the centers really open. I think thats roughly when the launch would be. Its ribbon cutting. So thats when the buses would come in and celebrate. Yeah. If its literally the launch of service, thats a whole thing that we have to get involved in, because that started at 5 30 in the morning. Im just saying, thats what you have we may have a little bit of preappreciations before that. Okay. And then, on slide 54, i guess this is skip yeah, slide 54, do you have any idea how many records and decisions been issued by the fta in the last six months . I have none. I dont. I hear its zero. So my question is if we dont get a record of decision if this continues as a means of just playing around with fta money for future i can tell you for this project, weve come to so close to getting that record of decisions starting way back to last summer that our teams are so closely connected on this project that we have every indication that as soon as were ready, theyre ready. And donald trump is still president. I dont yeah. Wiokay. Okay. All right. I just wanted to know what we had on that. Okay. And director, just on the last point, ive not hear that the federal Governments Holding up records of decisions. I think a discretionary Grant Agreement is another question, but were not there yet for this project. I just had a few quick things. Sorry that i had step out, but i had to read this, and it was a great report. As you said, a lot got done and theres a lot to do. Just three small things. The additional cellular revenues relating back to our earlier discussion, to what extent have you already contemplated those in the up coming budget . I apologize, i dont have the numbers in front of me, but off the top of my head, i believe the assumption was that they would have signed one or two carriers, not not all four, and then, the minimum annual guarantee is 125,000 a year, so that is included in the okay. It looked like i thought i understood from the slides, there would be additional beyond what they already have, and does that turn help address or gap so we dont have to rely on the operators to do so. I believe just based on timing assumptions that what i included was first and second carrier signings to be included. And there may be some upside there that we havent captured yet. Potentially. Okay. Thank you. The second question with regard to the code of conduct. What do we anticipate the process would be by which that would be established before it i assume it comes to the board, but how are you going to go about developing that. Oh, were in the process right now of developing it. Weve gotten Community Input from various different organizations since ive been here, and right now, im working with sfpd to get their input on that and then debra and i have been working closely on that to get it to something that will be unique to us, but weve been benchmarking it off of similar programs in the u. S. That have similar operations. Given that its in a public building that will be in a neighborhood in our city, we probably want a fair amount of Public Engagement in the Development Stage of that. I think that will help that board as it comes here, to know that its been vetted through Community Groups and the area, of course our cac and others. Yes. Thank you. The last point is not so much a question but more a comment. In terms of the goals of the opening, i think the targets, the existing riders, making sure they just understand the transition, thats really important. And then kind of the larger benefits to the public of the center, i think thats obviously important as well. The real you know, the real immediate winners are folks that are coming from the east way to San Francisco or vice versa, because the buses no longer have to toddle on the city streets. If it wasnt a good option for you before, it might be a better one now. I would hope and expect that ac transit ridership would benefit from this. Folks need to understand that benefit of direct freeway connections. Yeah, and i agree and well be working with ac Transit Marketing department, and weve met with them already to highlight that. Okay. I would join the other directors in just thanking staff for all the accomplishments and the great work that has happened last year. Ill keep mysxd fingers crosse that well meet our goals this year. I feel we do have a deadline, and that collaboration will allow us to get this. Webcore, in the room, we definitely are looking forward to opening the station as planned, and so other than that, i feel everybodys working hard and we should just use every little minute we have to reach opening of the station. Thank you. Okay. The last part of my presentation will be Erica Elliott from Colliers International with a very brief update on our leasing agreement. It should be a very short presentation. Good morning, directors. Yes to directors, at this point, i was prepared to stand here and say well, it was december and thats when everybody was not calling us to say were busy recouping our profits for the end of the year, but i have to say, that wasnt the case. They called us. We have not only did we have twice as many tours as we did the month before, but we also had 20 additional inquiries of people that were interested in the center, and we didnt think we were going to get any offers until our scheduled, you know, Second Quarter, but we have five offers already. And so what i want to just quickly go through here is this is our leasing report that youve seen for the last couple of months now, showing the different types of uses and where they are in the stage. So people weve reached out to, people that have contacted us, people that are deciding which space to pick, tours that theyve had with our contractors, tours that they wanted to have an overview of the center, and then pushing all of those into offers. So director reiskin, your question last time was how are we doing . So what we wanted to do is show you in comparison to the dock map of opening 11 stores in Second Quarter 2019. We wanted to show you where it would have to be and what offers we would have to have and in what phase to get to that point. Now, obviously this will change. Some deals will go quicker, some deals will fall out, by a good benchmark is what you see there on the screen. We were expecting most of our offers to come in and be negotiated this is letter of intent, Second Quarter. Were with 13 of them to get to that 11 opening, were five in it, and were not even on the board yet. So this is this is a great example of how well were doing. Does anybody have any questions . Just one thing, just to give you some action items here. So what we do is were promoting and were campaigning and were touring. Were working on putting tenants in the right placement. A lot of this is merchandising plans, which tenants should be put next to other tenants, which are placement in the most traffic, least traffic, more lounge and linger, and then working with the tenants on this mechanical and electrical and plumbing, so where do they best go in the center, where do they move things, work with lincoln and turn enter to review that. Thank you. One of the questions i have is leasing report by stage is how to read it. Ive never known whether the numbers were a snapshot or a progression. For example its a snapshot. All right. Its a snapshot, which means youve got three bar inquiries, and a separate three in preview . So let me explain each definition to you. Maybe it would help a little bit. So prospects are tenants that we have targeted that we are reaching out to that we have conversations with. Inquiries are those that have come to us through the website. They have registered with us. Preview are2q those who have ge through process and inquiry stages and are now seriously considering making an offer with you are working on which space to make an offer on. And onto this, we have three offers, but we actually have a little bit more than that. The total here is 172. Okay. Contacts. Yeah. 172 different interests. Yeah. Thank you. Director, this concludes my report. All right. Your next item is advisory review board update. Good morning. Direct directors. Id like to [ inaudible ] my name is bruce aggen. Im the chair of the tjpa Citizens Advisory Committee. Im glad to see the smiles on everybodys faces. Because thats what that was supposed to do. Ill just start off with the staff report and i wanted to talk about the inaugural bus service. Month after month, ive realt really engaging and important process that ive had the honor and privilege of serving on. We talk about budget, we talk about services, we talk about schedule, we talk about mitigation strategies and so on and so on, but the reality at the end of the day is were going to have a transbay sales force Transit Center with sales force and retail and so on. So we didnt want i was so excited about the five local Service Starting on december 26th, my wife and i were out of town with the inlaws over christmas. We got back about 3 00 in the afternoon on tuesday, the 26th. I told my wife im going down to the Transit Center. You want to go with me . She said okay, so we went down there, got to the boarding platform area, and who was there . It was just a
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