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 comman