Two things have been brought to my attention, the crossover on the bridge has been operating with a flashing red light instead of green, which is a passenger comfort issue and that tenmile per hour speed limit signs have been added to the bus deck which is designed for buses operating at 20 Miles Per Hour and that will be a limiting factor and also could be causing the bus fountains to behave anemically. After six months of operation, look into that. We want to make sure we dont do temporary safety ideas that just get solidified and end up inhibiting our future capacity. Ok, well follow up on that. Call your next item, item 5, the exclusive directors report. Good morning, directors. Im pleased to provide you this morning with an update on Ongoing Operations at the Transit Center and our work to move forward. Its been a busy month of transit operations, events and activities, as well as efforts to onboard new tenants and retail spaces. First off, staff plan and responded to potential impact from the soma wildfires and outages from pg e. We have redundant systems in place for Power Outages and while we were not impacted by the Power Outages we used this to review our systems and protocol for Power Outages to ensure the least impact possible in the event we have one. As for bus plaza operations, we meet with the transit operators. And we are responding to a request for minor improvements and maintenance issues and moving forward with plans to waive findings signage in collaboration with atc and sfmta. As for the park, nice weather in september and october resulted in large grounds with exciting new events such as game meetups. These new events joined our regular complements joined by nearby families and seniors as well as fitness and wellness sponsored by fitness sf. As of november, we have adjusting programming for the fall and winter months adding a movie night. The park hours are now 8 00 p. M. For the fall and winter months. And on the retail front, im happy to report that we are bringing three additional leases for you today. We are finalizing a fourth lease under my approval authority. If all four leases are approved and executed, this will result in 75 of the Transit Center p being fully leased. This is an exciting time as we will see large numbers of the public visiting with the first of the tenants opening durings to thdoors tothe public. Onsite dental is opening and fitness assess has started selling memberships on site and getting ready for the grand opening on december 27th. Phils coffee is communitied too have two locations open in january. With all of these openings, we will have 45 of the transit open for service, basically. And with these businesses open, we will have much more traffic than we have today. As a point of reference, fitness sf alone is expected to have 3,000 visitors a day under normal operations. Our security and operations teams are busy onboarding new tenants and they are plan for the increased foot traffic throughout the Transit Center. And we are now focusing on helping the remainder of the tenants and working on the permit processing, making sure they respond to dbi comments as soon as possible and with their procurement process of the contractors. Our facility manager with provide you with more updates on that later this morning. On to phase two in the downtown extension, we were happy to cohost a tour with mtc for congressman rodney davis of illinois. Congressman davis is a member of the house, transportation and Infrastructure Committee and he was in california to enlarge Infrastructure Projects and very impressed with the Transit Center and with our effort for planning ahead for the future by building the lower concourse and train levels as part of phase one in preparation for phase two and the trains. Phase two peer review is now complete. We work with our partners to implement the recommendations that was done earlier this year by the tgpa, as well as results of the peer review. Our hope is that these peer reviews will strengthen the project and get it delivered on time. At this time, i would like to invite Dennis Pearson for the update agreements. Good morning. Ill provide you a brief report of the project Labor Agreement quarterly for q3 and go through the administration and labor statistics as previous reports. So we held our 30th meeting of september 19th with the joint Administrative Committee where we went through a construction closeout youll hear today from ron alamada and an improvement update youll hear from martha valez and we discuss Union Updates and apprenticeships, as well, as our standing operations, with the veterans and apprentices and all of the unions at this point. Regarding the labor update, we did not have any work stoppages and that affected no labor instances at all during our punch list items and zero recordables in the Third Quarter which keeps our street going quite awhile now. And then lastly, statistics on how many hours weve had as of th. As of september 30, we had 5. 7 million and skeletal clue cleaning up that ron will refer to, im sure we surpassed 5. 7 mill at this point. So with that, that concludes my brief project Labor Agreement update. This concludes my report, as well. Any questions . In talking about signage, somebody mentioned that the signage from the transbay terminal to bart is not clear. They werent aware they could see it and i know ive seen in other cities where theres signage along the floor and i know we have that outside of the terminal, getting people to the bus deck but i wonder if its directing people to the two bart stations. Maybe thats something we can work on. To get a consultant on board for an overreview of the signage and do some outreach to the passengers and let us know what other signage needs to be done. I think a lot of us use it, we know where the bart stations are. Well include that. Good morning. Im jim patrick from patrick and company and i would like to talk about this joint Labor Agreement and i argued at the same podium maybe four or five years ago, ive forgotten, that this was a mistake and we shouldnt adopt this agreement. And they stayed thank you, mr. Patrick, all in favour say aye and it was passed unanimously. Now were five years down the line and how did we do . Well, lets see, we didnt have a strike and that was good. Did we deliver the project on time . No. This sort of assumes we agreed to pay the highest price for labor and thats in the contract. Now lets see, that implies the highest quality and im trying to think. I remember a big hole in a beam and it caused 11, 12month delay. We brought on this contractor, fisk, and they were a disaster. Oh, we knew what our costs were. They would be easy. We went overbudget. We didnt know what our costs were. I think by not doing this, we could have saved 300 million, could have saved the the city of San Francisco and brought in ins in on time. We pride ourselves 3 million on 50 states. Why arent we spending in the San Francisco bay area . Doesnt that make more sense . Whats wrong with us . Its a politically correct decision but your job is to manage a business. You agreed to pay 5. 7 million craft hours, you just reported and you agreed to pay the highest price. For sure, were going to have the highest budget. For sure, were probably going to have cost overruns and it wont work very well. Since this is a done deal, i would like to reference to the memorandum, which is part of what he was talking about and in the third line it says, this agreement provided im talking about the jpl or whatever its called provided standardized working conditions and wages. I suggest we need to add the word highest as an adjective to the wages because we also agreed to pay the highest wages and were sweeping that problem under the table and i dont think thats right. Thank you. Item six is the construction closeout dates. Good morning, directors, ron alameda, director of design and construction for the tgpa and im pleased to report that were advancing through the closeout. Now that were open and the physical aspects of the beam are behind us, we were able to refocus everybody on to the closeout effort. As we stand now, as you see in the pie graph, we have 14 trade groups that are in active closeout with the contractor and 13 out of 49 are goin advang to a dispute resolution meeting to help resolve those issues. We have 22 closed out and related that in terms of closeout, were down to 26 punch list items. So that effort, the physical effort out on the site is winding down. And we expect to, in terms of timesline, trajectory, were striving to close out the straightforward contractors with the web core by the end of the year and were striving to wrap up the dispute resolution activity early next year, january, february, and then well see the remainders, if any, that will continue on to litigation. And well get to that a little bit more next month when we have a briefing in closed session regarding legal matters. Contingency costs in the last couple of months, its been 400,000 worth of contingency drawdown, three of which were from the cmgc contingency and finalizing old issues going back and forth. In terms of new stuff, the construction contingency of 100,000 was generally netting out due to modifications because of ti and the mechanical work and what have you. So small and winding down usage of the contingency as we wrap up the physical work up there. With respect to budget, construction budget, we have an uptick of 19. 1 million and thats drawn from both contingency and Program Reserve and i think the drivers were discussed in earlier meetings and this is just a reflection of dealing with a bit of the legal matters, as well as some of the additional costs with the ti work. And the e estimated at completin was 2 million in legal that moved that needle and towards the completion, where our Program Reserve was reduced by 10. 5 million. Again, to reflect the Movement Towards construction. Thats about it. Pretty short and street and were in the final strokes of closing this thing out . Thank you very much. Move on to your next item. Item 7 is the facility operations update. Good morning, directors, martha valez, the facility manager. I will provide a general facilitys update. Sidney will give a security overvieoverview and i will discs leasing and tenant improvements. When we last met discussions with regard to amtrak had not been finalized. Since that time, amtrak decided to relocate to the streetlevel island at mission and fremont and it is the same island that samtrans uses. This was effective on october 28th and they are currently vacating the temporary terminal this month. Other transit activity as of note Transit Center activity as of note is the executive director mentioning Onsite Dental will be ready to open on monday, november 18th. The top picture is a completed exam room and it is washed in blue light because they have a lighting system that can individually adjust to each exam room according to patients needs and fitness assess is moving full steam ahead to open on december 27th. They are currently conducting onsite membership drive. Lastly, phils is targeting the end of january, so at that point, almost half the center will be open for business. This slide is to provide you a visual of the activities of the three tenants starting at the top left moving clockwise. The first two pictures are fitness assess setting up an exercise area. The next two are phils with a picture of how they wrapped the storefront at mena and front street. The picture of the inside of that same space under construction, you can see the framing is nearly finished. The last two are Onsite Dental and a picture of the completed interior hallways with exam rooms on each side and a picture of one of the exam rooms. When i took they picture, they were still setting up. Generally, other activities of note, lincoln is working with a vendor on the european style market for the gran hall and ill provide a few more details on this next slide and brv has moved into the winter programming. The park is now closing an hour earlier at 8 00 p. M. And each friday in november is movie night and mostly geared towards children and in december, a half week before the holidays, a lowkey winter fest is planned with activities also geared towards children, for example, time with santa and Face Painting and planned is silent disco and music. Popular activities, such as toddler tuesdays remain. The daily calendar can be found on the salesforcetransitcenter. Com. Pearl work is ongoing. This slide notes the advertisers to date and the expected revenue of about 652,000. The top picture is to highlight that food trucks remain a daily routine and going up to the park. And the bottom picture is a representation of the european holiday style market and the European Market is planned for the grand hall and the outside area between the grand hall and Sales Force Tower and Boston Properties is working with the same vendor to extend the market on to sales force plaza. The bottom right is how the vendors would be arranged and run through the month of december from 11 00 a. M. To 7 0s pending ironing out details with the vendor. The overall objective is to build events with annual center tradition creating excitement, foot traffic, support the businesses and by extension supports the transit operators and the general public. An update on security, supporting brbs new winter hours and the reduced winter park hours and coordinating with transit operators to make incremental security improvements to the bus ramp to include additional signage and improve messaging. Securities coordinating with the tenants as a part of the pa strategy to prepare for the retail Transit Center. Thank you. The following is an up on the retail leasing. Today four leases will be presented, three of which are on the content calendar and the three on the consent calendar are spring fertility, poke house, gte or mobile verizon and with the director signing authority. As a reminder, the director signing authority is leasing that are ten years or less and 1. 8 million in aggregate rent or less. And this table is a summary of the status of the center when the four leases are completed. And as you can see, the center will be 75 leased with the average annual rent at 98 of proforma. When fully leased it would exceed proforma. This spring lease is spring fertility, on the second floor on the but florid plaza adjaceno Onsite Dental. The nature of the business is as it is named. A Consultation Office with no procedures performed other than blood draws. Rent of 3. 3 million over 15 years and a basebuilding estimate less than proforma for net proceeds the life of the lease at 2. 7 million. This next least is poke house and they feature hawaiian style poke. Thats a slice raw fish served over rice and fresh vegetables with sauces. This the first San Francisco location with five other locations in the bay area. To recap the deal above proforma, ten years, three months, rent of 1. 13 million over ten years and three months. Tenant improvement that is less than proforma for net proceeds over the life of the lease of 770,000. This next one is an outlet and to recap, in general above proforma, rent of 2. 5 million, a tenant improvement in base building estimate less than proforma with the tenant improvement at zero and offsets the rent and the lease is 1. 84 million. This is the last lease, happy lemon. This will feature teas and juices and this is the first location of San Francisco and others throughout the bay area. To recap the deal, above pro for proforma, a base building estimate sightly above and offset by the proforma rent and net proceeds over the life are 600,000. Were working clockwise and we have phils coffee, happy lemon, suite 17 and 18 were working for initial services, hopefully a bank, tycoon kitchen, venga and pernadas and suite 135, its a mexican restaurant, charlies, a foundation cafe, phils coffee and verizon and suite 137 is a health food operator and sweet 133 is a space without specific interest. We have interest from two operators. And this is the second floor, as you know, above the below the bus, sf kaiser and Onsite Dental and spring fertility so the entire second floor has nicely filled in with healthrelated services. And lastly, the park level, the restaurant and cafe pad. In discussing the tenant improvements, this is to provide an overview of what was originally envisioned for the program in 2010 as compared to today. And this is what the market demanded. This puts into context the work needed to reconcile the built systems to what is needed to invest in the kitchen exhaust and utility tenant improvements. On the ground level, 14 spaces in 2010 as compared to 23 spaces today and what this means to the infrastructure is capacity and scrubber and for all spaces redistribution for water, gas and sewer. On the second level below the bus deck, a food court in 2010, fitness sf today. So this mainly means redistribution of gas lines and how configured at the source in the meter room. At the second level, adding services meant adding lines for water sewer and a redistribution for the electrical. This work has actually already been done because of needing to complete it before the ocs lines were electrified. And also note the original plan was for nonrevenue generating space on the space above the bus plaza and in general smaller spaces demand higher perfoot than lower spaces. And so as impacts to overall schedules are understood with regard to the kitchen exhaust and utility work, also to be reconciled are the tenants own schedules. On the left side of the table are the various challenges to the schedule and on the right side are actions and or mitigations related to the noted challenges. The top section labeled physical, im going to discuss that in a later slide. The bottom section lists the various areas that impact the tenants own schedules and how addressed. And with permitting, lincoln has hired an expedited in supporting the tenants as they move through the process and a primary benefit is making sure that the tenant is responding to dbis comments so as to not slow the process. The expediter produces weekly notes for each tenant on a weekly basis. A tight labor market in some instances has delayed the tenant in getting competitive quotes. They are working as was done with fitness sf and Onsite Dental but not every tenant wants to do that. With the construction timeline, in general, lincoln is endeavoring to compress the timeline, again, to work with the landlord concurrently as just described. Tenants are also experiencing sticker shock. This is also a factor in that even with competitive bids, costs are high and as noted in recent chronicle in october and this means the tenant will have to rethink what was originally envisioned in the space. Lastly, many of the tenants have expressed needing to open at the same time as neighbors because of synergy needed for foot traffic generation. This is also a schedule impact in working with them to support them in their success. So taking the previous factors into consideration, this slide is what the start of revenue may look like with the solid bar depicting the fiscal year 1920 and the crosshatch indicating a projected start. Even so, keep in mind revenue will be generated on 45 of the leasable space by the end of january. Onsite dental, fitness sf and fills and the rest will follow in clusters. Also, not every groundfloortinnant may befloore impacted. Seven are leased by tenants that are type one and type one is smoke and grease and of the seven, four are currently impacted because they are at a point in their design work where specific information is needed to move forward. The rest are not as far along, so impacts to the schedule will be assessed when a decision is made as to the exhaust system type with the ultimate goal of opening as soon as possible. As such, the timing of receipt for the fiscal year will continue. This is the last slide. The approach is considered are centralized, decentralized or a dom bcombination. Whichever system is selected, aside from functionality and cost, also taken into consideration is tha that this n investment needed to be scaled to future needs and not limit future potential. As noted earlier with utilities, water, gas, electricity and theyre being looked at as a part of the same exercise that the distribution needs to be reconfigured to meet the layout of the spaces. And it should be noted that capacity is adequate. So it is expected that in december, a summary of the findings, along with a cost estimate will be provided, at which point detailed schedules can be developed when procurement timelines are understood. And thats the end of my report. Any questions . Yes. As a board of directors, im happy to see the information about leasing the commercial and retail spaces because this revenue will help to alleviate the payments that ac transit has to make to the center about operations, maintenance and bus storage, including those two items that you have in the consent calendar. So very happy. Thank you. Good news. No other questions, direct . Thank you for the update and exciting to have our first tenants starting next week and thats great news. It was on one of your slides that there has been some delays and when we expected tenants to provide to open their shops at the Transit Center and i just want to better understand the lease structure. When that happens, i assume that, basically, the normal lease we dont get any rent while the delays are happening, regardless of whose side of the fen theyre on. Whether theyre our delays, providing the tenant space or the tenants delays in finishing things they need to do. Whats the relationship between start of collecting rent and the delays that people are seeing . So the way the lease is structured, there are triggers, but if the trigger is because were taking longer at something, then, of course, that impacts when the tenant can start their work. But once we do our part, then the normal time frames apply, so they would be they would are to start rent per those triggers in the lease. And do we have a good balance and handle on the things we have to do and sort of the risk sharing between us and tenants and when that starts up . After were done with landlords work, they have 120 days to open for revenue. Were trying to do here is expedite the process. I dont think any of them will be within the 1 120 days. In this fiscal years budget, we made assumptions they would open because assumptions we made we would be doing landlords work along with improvement work, working parallel with Onsite Dental and thats why theyre able to open with sf fitness. And phil has elected to do the tent improvements until were done with the landlord work and thats why theyre opening in january but we should be in the timelines of the leases. Were trying to expedite the process. So, for example, we have a meeting this next week with one of the restauranteurs who wants to work i us on seeing how we can compress the timeline, just like we did with fitness sf and Onsite Dental. Thats good. It seems we have 25 of the space as we look through those trying to make sure were not the only ones holding the bags on delays, would be what i wanted to make sure were building into those leases. We know some things will be on our side and theirs and sorting through all of that. Just a note, verizon actually wanted to open in december and we told them were bringing the lease here today and so were going to work with them and try to open in january or february. Theres no i participate in calls with the tenants every week and they want to be open. Good. We want them to. [ laughter ] thank you. Thank you. I would like to make an announcement. I sat through a report that mark devilla will be leaving us and i want to thank her for the great work shes done the two and a half years. Shes our facility manager. And shes set up a good system for us to follow. So thank you. My pleasure, thank you. applause . On behalf of the board, also, i want to say thank you. Its been quite a journey to get the center. So its great news were here today and we enjoy yourdayold reportyour detailedreports and e on our way. So thank you for all of your great work. Thank you for saying that. I appreciate it. We have one member of the public that wants to comment. Mr. Patrick . Sorry, you must be getting tired of seeing me, jim patrick, patrick and company and i want to talk about security for a moment. I would like to develop a numeric system of some sort on our successful or lack of success in our security management. And how many homes people have we dealt with and how many arrests have been made and how many interfaces with ambassadors . Right now were saying security is great. I believe it is great and working good and i havent seen any homeless people, so i would like to set that bar high and then i would like to do a Trend Analysis of making sure we keep it high. I believe we can improve on our security reporting. Thank you. That concludes members that wanted to comment and we can move on to your next item. Item 8 is a Citizens Advisory Committee update and we have the chair, derick holt, with us. Good morning, board members. Im derick holt and thank you for continuing to hear the updates from the tgpa cac, we appreciate the updates from the staff including martha, dennis, sidney, chris and our guest at the cac meetings and were happy that the Transit Center is doing so well with great pedestrian activity, security, rooftop, and theres clear signage thats increasing, an increasing number of riders who know where to go and get on and off the buses, the to staff and ambassadors are answering questions and theres clear security there. And Center Security and sfpd, the rooftop park is being use im utilized by Community Members and people using the center and there are great activities at the center. Operationally things are smooth with significant process and the great news that martha shared about the progress there and were excited about that. And we still want to make sure that the appropriate parties are held responsible for the delays that have taken place over the last ten, 11month period of time but were glad theres a significant momentum. We appreciate the presentation from highspeed rail and the synergy Transportation Plan expose there arplans andthere ay highspeed trains and Pedestrian Safety but the highspeed rail teams say they have that as a priority, as well. Our cac gratitude goes out, again, to lewis zernoga and his associates from the sfcta peer review update. And it sounds like well hear some supportive, positive news from them, hopefully, regarding releasing funds and moving forward with the agreed upon plans up to the twoyear milestone and we do have some concerns if we have recommendations regarding reorganizing the tgpa and the powers that be as far as thats concerned. So hopefully theres good thousands on that front. And the cac representing numerous counting speeding into San Francisco highly focused on ensuring its easy to ride a train into San Francisco and easy to get into the transit to connect with mass transit within San Francisco. Or get off from work and easily connect from the Transit Centre to transportation leaving the city and that ties us into the dtx and ease of access to the Transit Center, especially from people outside of the city. We hear concerns from many people, from around the entire region, as well as within the city and this does affect commerce and the freedom and eight to enjoy that all San Francisco has to offer. The cac believes the dtax can help San Francisco shine brighter as a good steward of the environment and taking care of the residents in multiple ways. The cac is aware and concerned with the educatio escalating ang costs and without progress on the already voterapproved progress. Were asking for your support. Youre pushing the levers and buttons getting the powers to be to move forward and those are our comments. Thank you. Any questions . Thank you. Move on to your next item. Item 9 is public comment, an opportunity for the members of the public to address the authority on matters not on the calendar and have not received any indication that members which to address this and well move into the consent calendar. All matters listed are radio tunroutineand no separate discun unless the public would request to have an item severed from the calendar and considered separately and we have noted any indication a member of the board of the public wishes to have it discussed separately and your items are item 10. 1, approving the minutes of the september 12, 2019 meeting, approving the bylaws to establish 425 mission street, sanfrancisco as a Principal Office for the business of the tgpa effective september 23rd, 2019. Item 3, authorizing the executive director to execute a Lease Agreement with po connection houske houseon the ge Transit Center and 10. 4, to complete negotiations and complete a Lease Agreement with spring fertility with 2500 square feet of retail feet for a 15year term and item 10. 5, authorizing the director for 133 square feet of retail square feet for a tenyear term. I have to excuse an item on the minutes since i wasnt here. Well call the minutes separately. For 10. 2 to 10. 5, a motion in . A motion to approve . First and second, director brinkman. role call . We have six ayes and 10. 2 and 10pointa ar10point. 5 are appr. All those in favour . The minutes of september 12, 2019 are approved. Move into your regular calendar. Item 11, San Francisco county Transportation Authority, peer review panels, sign a report. We have lewis. Good morning. Im the project management to the Transportation Authority and as you know, at the request of our board, we have been conducting a review of the management oversight governance and project delivery for the dtx project and months ago, you saw a presentation of the preliminary findings of that study and today, you will be hearing about the final observations and recommendations from the panel. Over the last few months, we have been working with the principal stakeholders, the tgpa, highspeed rail, comtrain, mtc to develop a memorandum of understanding for the implementation of some of the recommendations. And so, that is moving well and we hope to have the finalized this mou in the next few months. In addition, we have been working with the tgpa staff for and allocation of 11 million to restart the engineering for the dtx and were hoping to take that to our board for approval in december. So with us today, we have john fisher, who is one effort members of the panel and he will be making the presentation. Thank you. Good morning, directors. Its good to be back. I was here in august with an update on our progress for the panel and so its my pleasure to be back and give you a summary of recommendations now that the report is final and has been adopted by the sfcta board earlier this month and obviously happy to answer any of your questions. Just a reminder of our process in engaging the stakeholders within the city family but also a number of the operators in the region, california highspeed rail and, as well as spur, and, of course, the Mayors Office and really appreciate mr. Zelvanye and his time of the stakeholders that have participated in to board that have given helpful input to shape this going forward. This is our panel members, really a Diverse Group of project Delivery Experts with backgrounds in funding and finance and procurement that came to this with the singular goal of improving the delivery options and performance for realizing Train Service in the sales port Transit Center as soon as possible. One of our panel members, john bicari, saying megaprojects are a process of neardeath experiences. The other goal was to learn from some of the similar challenging projects across the country and across the world and bring those Lessons Learned here to phase two, to dtx to try to put it on a track to avoid some of the pitfalls, if possible. And this is a reminder of our process, a methodology we went through in april, a series of workshops with the stakeholders and the panel on a lot of the areas of governance and oversight, project delivery, funding and finance and we k a d we did a series of interviews, indepth with stakeholders in the region, as well as sessions with the tgpa looking the current project information which was extremely helpful to inform our process. Finally, we embarked on five case studies of megaprojects indepth in the apendices of the report. The panel did develop a twoyear plan for the agencies involved and those aredayold more in the report and i wont go into them here but happy to engage on any questions around that if we get to it. So just jumping in, really the primary, early Panel Recommendation was repositioning this project which, i think, has erroneously perceived by some as a project benefiting just sanfrancisco. Theres been a lot changing in the region since the inception of phase 2, dtx, not the least of which a transbay crossing is looking at tying the region together and this project, we see as vital to that and really, needs a Value Proposition kind of reset to make the case of the regional importance and really retagging it a project of Regional National significance which is also a hook to federal funding from surface authorizations in the past. Clearly, the engagement of the elected officials at every level needs to occur and i think the panel felt that this includes engaging the public directly and really articulating the benefits, both on a social equity, environmental and certainly economical developments that are as a result of this magnificent downtown for phase two and its critical from the panels perspective to identify champions, both inside the project and clearly externally and do so over generations. This takes awhile. It wont be just one person. This is a longterm investment. The panel felt that it is critical to hit this reset now to be competitive. The federal funding landscape, we in california are not just competing nationally but competing against other megaproperties in the l. A. Region, but right here in the bay area and we need to be very clear on our Value Proposition and our funding and finance plan needs to be credible to garner that support. I wanted to underscore that this is these recommendations are really around just this twoyear period. I think one of the activities in the twowork plan is to dive into a look, deeper look at the overall governance longterm and project delivery. We did not embark on doing that and it was more of a focus on how to harness the agencies in the region, focused on project delivery phase and clearly there will be more discussions about that but i wanted to make that point. The recommendations, which a lot of what we heard today focusing on phase one and closeout of those activities, a lot of understanding of the operations and maintenance of the facility is clearly a core focus and that was recognised by the panel. I think the mr. Zeranogas report about an mou in progress, that was the panels understanding, is theres a lot of details to work out through that process, but the overarching recommendation was to lover strength in the regions to strengthen the delivery of dtx, including caltrain, california highspeed rail, mtc, the city and county of San Francisco and sfcta, city and county of San Francisco could be filled by sfmta, city planning, i think the panel was deferring that to the mayors decision but making sure that all players were in the boat. There are in addition to dtx, obviously a number of other related projects underway, pennsylvania avenue, 22n 22nd street station, fourth and king and theyre all very relate and all champions need to be a part of that process, we felt. This group would be the project delivers to this structure, the incidenintegrated program team e end of the year. I think thats ambitious but i think as weve heard, theres been a lot of discusses on the mou to date to move that forward. Within that structure, like other megaprojects that inform this recommendation, it would be development of an executive Steering Committee which would be compromised of the executive directors of each of the agencies i mentioned that would be developing attack or oversight body of a lot of the staff that would be responsible for helping to advance some of these decisions that comes to the efc within this twoyear work plan and help to expedite inteinstead of requiring to evey board to move decisions up to this board for final approval or rejection. And i wont list all of these but a couple of the other areas that the panel felt strongly about that would require concurrence by the executive Steering Committee before coming to this board would be selection of the Program Director for the rail portion of this project for dtx and, also, developing a phasein plan or an initial operating segment that is fundable, affordable and is going to require some hard decisions. But the panel felt very strongly that was critical to do to achieve service by 2028, which is in our report as a target goal. And finally, i think the twoyear work plan really, as i said before, would end with a procurement in 2021 and it was not envisioned this would go beyond that and that would be up to the stakeholders involved to assess and make decisions at that point. And so we didnt opine on that in the report. The panel felt it was critical to separate some of the high confidence and low confidence Funding Sources in the current funding plan and this increases overall confidence in the ability to access these fund sources and that includes establishing an affordability limit to give the confidence to all levels of government that the project maybe seek additional funds from, that theyre able to use them and deliver on a set timeline. There was a lot of discussion spent on how to do that and we offered some recommendations, but its clearly going to take additional work. Its critically important, a s i mentioned, this reset on the Value Proposition is making this a National Case of the significance of making this connection and that needs to be conveyed to the congressional delegation with very clear priorities and parameters. Finally i mentioned the phasing and as you heard earlier, there is a movement to restart targeted engineering and the panel felt that this initial operating phase was going to require additional analysis and it should. I think it was also recognised and clearly understood as the rod was secured during the development of this report that any of these looks should not impact the success in that milestone of achieving the rod, so that would be the envelope upon which this second look would take place. And i think its also important to restate the opportunity to look at dtx in the context of the larger megaprojects going on in the region. And i will say the delivery options report, which i think is taking another look at the procurement, what is the best procurement methods for delivery . I think the current status was a design build approach and i think there was a lot we can learn from the industry on the delivery option expos options ak things have changed. Updating the cost estimate from 2016 is a start from that. I will say i think the other opportunity is to really work with caltrain and highspeed rail and bring them together on what are the capacity needs and when does each operator need them . We did wait and receive the caltrain business plan, which was a very similar conversation with options of service and its a robust, healthy discussion and really bleeping . We have to evacuate and well decide whether to continue this or come back. It will be an hour before we can get back in the building. So i will call the meeting as an adjournment and probably work with mark and figure out questions. The meeting is adjourned. Barrage. The commission will come to order. I will take roll call. [roll call] i would like to take the opportunity to introduce a guest and our audience and we will have a longstanding working relationship. She is the new the mayors new Health Policy director. Shelley . [applause] do you want to say hello to us or are you good where you are . [indiscernible]
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