Most people have access to a telephone. So all of our public meetings, including this one, theres a dialin number for people who cant get online and cant see our faces can still hear the text and can call in on their telephone. In fact were getting a significant number of people picking up their phone and calling in. All of those phone calls are transcribed for us and vick has been reading some of them. We want to make sure people have a real opportunity to participate and we have been reliant for some of our communitybased organizations, like so many can and the social equity organizations have been participating by phone as well and we have still early in the crisis did some inperson meetings with social distance. I have a question from youtube. Can you raise the tickets for safety violations and for r. P. P. S . Yes. So this is another complicated question. Again, if you go to sfmta. Com budget, you will see all of the details proposals for how were making adjustments to our citation fees and fines. Some of those fee and fine categories we have control over and many of them we do not. There are limits controlled by the State Government where we cant razor lower and the rules are complicated. What weve tried to do is think about fees fines, well, first of all, the objective of fees and fines should never be either revenue nor should they be punitive. Our primary objective should be getting people to pay their fair share and to do the right thing. Thats the only reason why we have fees and fines. To the extent that we have fees and fines we want to make sure that we look at them with an equity len lense. So a fine for something jeopardizing safety of vulnerable users should be higher for the fine that is annn annoyance. Over staying your time limit for your parking space, your meter, should be greater than the fine for not paying your 3 muni fares for your three square feet of space. Were trying to make sense of all of them to the extent that we can. Ultimately, we know that fixing the equity problems in fees and fines requires a state legislative strategy because the most important once we do not have control over. Its one of the reasons why the sfmta has been leading in order to make sure that those fines for things that are jeopardizing the safety of vulnerable user are increased. And that its a fine for stuff that is an annoyance are reduced at the state level and we have an equity framework that would allow San Francisco to adopt and take it a couple steps further. As you can see im passionate about this topic and really frustrated that we dont have the control that we need as a municipality in order to get it all right. Where we do have control, weve been very diligent and for example, we are increasing fares for people double parking in a bike lane which is a complete safety violation. To the state maximum. And similarly, where we have people riding scooters on the sidewalks, that fine is going up as well. So, very good. Were closing in on our time. And i just wanted to take a minute and clarify a little bit about the tow policy and say the fee for first time tow is eliminated for individuals experiencing homelessness. Certified by and the first tow fee is still in place for most others. Although it was reduced for low income individuals. So just wanted to clarify that point. Were at 12 47. I just want to acknowledge again that we ran a little bit late and apologized for that and we answered quite a few questions and there are questions remaining that we will followup with folks that asked us after this meeting in the next couple of days, should you hear from us. But to be respectful of everyones time, just want to go ahead and close question do you have any closing thoughts and remarks given where we are where the budget and health pandemic. First of all, thank you for putting up with this long conversation. Your input is important to us and its very much shaped the work that weve done so far. I want to repeat. That the only relevant statement of any organizations values is its budget. This is an incredibly important exercise for us and whether our revenues are collapsing or expanding, we can make good decisions about how we use our limited resources to uphold the public good if were clear about our values and if we understand how to make the difficult trade offs. For me, i can promise to continue to update the public to be fully transparent and really to be brutally honest. This is going to be a really, really difficult two years. Perhaps unprecedented in the last 100 years. And the only way were going to get through this is by being honest, by being transparent, by engaging with the public and by coming back to our core values to make the tough choices. So thank you all for joining us. And well be back with more information as history unfolds. Thank you. And good bye. Roll call, please. Clerk all right. Ill go ahead and mention that director chang is sitting in as director haneys alternate. With that [roll call] clerk noting that director tavares is absent, with that, you have a quorum. Were going to change our agenda here in a little bit and start with the closed session. Before we do, id like to rerecu recuse myself for the closed session. Id like to ask that director hirsch, as i did so last time, take control of the closed session. So ill be back in the board room and hopefully come back out today. Good luck in closed session. All right. Thank you, vice chair gee. As he noted, we are going into closed session. This is an opportunity clerk all right. The tjpa board of directors meeting is back in session. And in item 8, closed session, there is nothing to report. Go ahead and move into next item . Please. All right. Item 9 is communications, and director do directors, im not aware of any. Item 10, new business. All right. Well go into item 11, the executive directors report. Good morning, directors. We have a busy morning, but before we get started, id like to update you with some items. First, id like to update you on the Community Response to the novel coronavirus. We have taken several measures to enhance the health and safety of all Salesforce Transit Center services, including coordinating with federal, state, and local Health Officials and other transit agencies. They include the San Francisco mayors office, our officers at a. C. Transit and muni, and the department of Emergency Services and transit and joint information center. We have also expanded our cleaning measure including the frequency of cleaning of the touch points such as door handles and sink handles. We have Updates Information on our Digital Screens and were posting the posters from the department of health San Francisco department of health all over the building. Information can be found in common areas throughout the Transit Center, public rest rooms, and staff areas, and we and as we all know, the situation is changing rapidly, so well continue to monitor and respond appropriately. Next, id like to update you on our way finding project. As you know, after opening the Transit Center, it was determined to anecdotal feedback that the current wait signage needs improvements. We have been working with the San FranciscoTransportation Commission and our operators to conduct a way finding gap analysis and these efforts are underway. The way finding Consultant Team has completed a general assessment through a deep dive into the existing systems, survey research, Public Public passengers interviews, pedestrian journey tracking, volunteer test journeys, and a series of interviews with everything, including our janitorial staff as well as the cap riders. The analysis is expected to be completed by the end of this month or early next month and once this is done, ill present the findings to the boards. Im happy to announce that phils has opened two locations. They have already added to the neighborhood, adding more vibrancy options. At this time, id like to ask rich payette from lincoln property, our asset manager, to provide you with a brief operations update. Rich . Thanks, mark. Thanks. As mark talked about, we are addressing the covid19, so we have a very good Janitorial Company thats working with us. Theyre a vendor, and theyre cleaning everything that people touch. Doorknobs, touch screens, elevator railings, and we do have signage up educating people. The third floor bus deck continued to operate at normal capacity with a. C. Transit, greyhound, and they continue to operate at the corner of mission and fremont. Onsite was our first tenant that opened, and they opened in november. Our anchor tenant, fitness s. F. , opened in december, and we have two fill coffees that are open today. A quarter after that, well have spring fertility and happy lemon, and later, well have charlies philly steaks, kaiser, and others. This slide just shows some of the activity of our construction. Fully built out s. F. Fitness, fitness s. F. , and things in progress, and Stores Coming opening soon. 69,000 of that square feet is already executed and board approved, so thats 81 . Another way of looking at it, 35 retail spaces, and 25 of those spaces have been executed and or board approved at 71 , and our committed rent is 98 of of what we projected. We have l. O. I. Promising l. O. I. S on seven of those spaces, but we have interest in all 11 spaces. The next few will just be kind of, like, site plans or floor plans of each floor. That might be a little hard to read, but this is the first floor. Anything in purple is already committed, and everything in green is still in negotiation. Heres the same thing for the second floor. Kaiser, fitness s. F. , springtime fertility, and they will have that lease signed this coming week. That will leave just one space, space 232, that were still working on. We have strong interest in that space, and we expect to have the second floor fully leased shortly. And then heres our third park level, same thing. The restaurant, fully committed, and then, were still negotiating on the pad. Now were at the point if anybody has any questions. Any questions from the board . Thank you for your report. Thank you. Directors, just to resume my report, we have a financial report. If you have any questions, aaron can answer them, and my last item, i wanted to update you on the m. O. U. With the metropolitan Transportation Commission, San FranciscoTransportation Authority, San Francisco transbay joint powers board to enhance the facility of the downtown extension. This is to implement a new organizational structure do i have it . To support the tjpa projects in the most efficient manner in collaboration with the Partner Agencies in the bay area. The goal is to is to be to take the d. T. X. To shovel ready status in the next two to three years. As way of background, in july of 2018, we received an allocation of approximately 10,000 million from sfcta tot resume work on the preliminary engineering on the downtown extension. That was suspended in december 2018 after a discovery of the fiss fissures detected in the tunnel under the street. After that, the sfcta initiated a peer review of that effort, and at the same time, the board asked me to initiate a peer review with the American Transportation association. The peer review was concluded in may 2019. That concluded in recommending that the tjpa have less reliance on consultants and have more depth on tjpa staff to have more institutional knowledge. But they also recommended that the tjpa consider retaining an independent engineer to assess and monitor the program and report directly to the board. The report that was done by afta was done by Public Sector leaders with proven experience in managing delivery of large complex projects. They included the assistant manager with the denver regional transportation district, including the receive Program Manager for l. A. Metro, including the Vice President and senior priVice President w lewis and berger. After some discussions, the sfcta review was adjusted to recommend a new organizational structure for a new tjpx under the sfcta. So so moving forward, the new organizational structure thats being discussed right now contemplates the formation of a new structure. The expectation is the Steering Committee will be driven by managers and executive managers of these agencies. And then, the first order of work of the executive Steering Committee would be to approve or recommend to the tjpa boards a work program that analyzes the roles and responsibilities of each entity, and give us a clearer road map how to get from where were at right now to shovel ready for the downtown extension. The the the under discussions right now with the e. F. C. Roll will be to made recommendations to the tjpa board, but the tjpa will remain having final authority over the downtown project, and they can accept or reject the report of the executive Steering Committee. The executive Steering Committee will meet on a monthly basis and can report to the tjpa on a monthly basis when theyre ready. So thwe welcome that, but itsp to them to do that. It would be composed of the same agencies and led by the tjpa project director. And the work plan will include items to be delivered, and whos going to be delivering these items, and whos going to be reporting about these items . On this is a draft organizational chart thats contemplated as part of the discussions that were having on the m. O. U. On the righthand side, youll see that this is a normal operations of the Transit Center. Tjpa, right now, we have the executive director reporting to the board, and the executive director is supported by the chief of counsel, facility director, chief security officers, and the c. F. O. On the righthand side, we will have, at the very bottom, the tjpa managers working on the on the downtown extension project. Theyll be managed by the project director, which is a tjpa employee, but he or she will be part of the integrated management team, theyll report directly to the executive Steering Committee, and the executive Steering Committee will report to the board. The formation of the o. S. C. Would provide another tool in the tool box and have leaders of various agencies, tjpa, high speed rails, and others, to really give the project a shot in the arm and the tjpa a shot in the arm in regionalizing the project and making sure were doing this in full collaboration. And itll also better position us in securing funding, especially at the states and the federal level and also helps us with resolving any any discrepancies or conflicts in the development of the project, especially when it comes to operations and other issues, so well have all the parties in one room, discussing in a formalized manner. Some of the challenges that this structure introduces, as there is no Single Person thats really responsible for the downtown extension, youve got a committee composed of six individuals representing six agencies reporting to the board, so when the board receives this recommendation, there is no one particular person that could be held accountable. The chair and the vice chair of the Steering Committee are not permanent members. They could come and leave, so two or three years later, the board will not be able to hold anybody accountable for these particular decisions. However, its also going to heavily involve the engagement of the executives, so theyll really have to free their time up and be involved in the project. And also, the success of this structure predicates on everybodys engagement. I want the board to know theres some costs involved here. That concludes my report as directors report and m. O. U. Again, i hope to finalize the m. O. U. And bring it to you for your consideration at the april board meeting. I do recognize, and im sure you do, that given that this changes the way that tjpa does business, we need time to finalize this m. O. U. Any questions from the board . Director chang . Through the chair, thank you, vice chair gee, and thank you for that. I wasnt aware that we were going to be discussing this, the potential for the m. O. U. , the hope that it comes out. On behalf of our prior work on the transportation committee, just want to highlight the goals for this effort particularly for some of the members and members of the public who may not have been following it over the past year. Its to regionalize the project further, but to further promote participation amongst the regional state, regional, and other partners who are already on this board and involved. Also, to boost capacity of the effort, and there are different way to see do that, of course, but this way, i think brings the benefit of the coordination that is sort of inherent about having all these folks around the table with the resources and to move this project forward, and to frankly try to accelerate it and make it receive more state and other funding. So those were sort of the intent behind it, and i think some of the issues that you raised behind accountability, we have seen partnership approaches to development. Its a fair concern, and i think something that we should be, you know, better able to address once weve finalized the m. O. U. , but i think there are better ways to address it, and the wa and address it in the ways that weve seen these partnerships work both nationally and internationally. Thats all ill say right now. Thank you. Sorry. My intent was not to highlight the m. O. U. In a negative fashion. It was just to highlight theres some complexity in the reporting structure, and i wanted the board to be aware of that. Thank you for this. We need the entire board aware of all of the hard work going on to create this m. O. U. As well as the public. As cited, the two previous reports in t