For example. And on the streetlevel, for example, i think the master lessee will have opportunity for retail, especially food and dining to spill over on the pedestrian side of natoma way. So there is there are some parameters in terms of where we think in the first and second floor the retail needs to be situated, but also there is a tremendous amount of flexibility in terms of the what could happen and in terms of merchandising that the master lessee could recommend. This is a view of the natoma pedestrian way, where there is the predominant amount of restaurants and retail. I think you have seen this before. This is shaw alley is the gap that you can kind of make out, that leads through to the north side to the minnow street side and closer view shows what we have as a facade, what we call popouts, which are the proposed entrance areas into the realize spaces that could be for individual retail spaces or if a tenant came in and wanted two full bays or something, they would only need one of the popouts. They wouldnt have to use both of the popouts for their entrances, if they didnt want too. On the secondlevel you see there, it looks like a little apple with a slice out of it . That was the food court kind of operation up there. Where the kiosks and the food and things that are available to the people down below, they can see up there and see its up there and they can get up there easily with the escalators and elevators that we have provided, all in the intent of making this a very viable, workable operation. Out in front of the restaurants, as was just talked about, you see some umbrellas and we envision seating out there, umbrellas and nice weather as they love to do in San Francisco, get a lunch and sit outside and enjoy their lunch. Again, back to the grand hall. This is the main circulation area, the light column in front of us, right behind us the escalators that go to the buslevel and to the park. At the far west end, underneath the escalators we envisioned the wine bar coffee bar kind of retail, but again, this is our intent. We have put the infrastructure in for these, but the flexibility remains that other things could be done as well. This is our vision of the restaurant on the park. The 5,000 square foot restaurant with another 4500 square feet of terracelevel on the roof. The full service we see this kind of as a signature kitchen, a signature chef that would bring a real amenity to the park, and activate the park and get people to come up there. Its a destination point, we see, in the facility. Again, we often times state when we come here, the hotel vitali and the active bar scene would probably give vitali a run for their money. We were up there yesterday, fred clark and i looking at with a we were doing and walking on the metal deck, but its a terrific view. Its a terrific environment and we think its going to be very much appreciated and welcomed by the people who will be using it. This is the main plaza area. We have a cafe 1500 square foot cafe that would be provided by the master lessee. Currently envisioned it to look Something Like this if you were inside. Its very glassy and very open to the park. People can see into it easy and obviously out into the park. That is the end of the retail. If there are any other questions . Randy, one other thing. Sure. You are the expert at this, but one of the things that i would like to know in the biggerpicture of things from your standpoint . Yes. Is to what extent can that flexibility be built in to the terminal at this stage . That kind of flexibility that were talking about in terms of like some of these things that you show, like the counters, that are that one counter in the Grand Central area. Right. And i dont know to what extent i dont know the difficulty and the costs of putting that in versus doing other things . I think maybe you can sense the theme here from the board here is that we need some thinking on the transition that this center is going to go through. Yes, yes. And in doing that, we need some help from you in terms of saying okay, given that transition and that this is going to be happening in those timeframes. Right. What can we do or what should we be doing to maximize the not just the revenue but the feel of it . Right. I mean, the worst building in the world in my opinion is the state building in oakland. Because you walk in there and they have this massive open center and there is nobody there and what a waste for sure. I dont know what they thought would be coming through there, but now its just a security thing. This is going to be eventually its going to be 80 or lets say 70 transit, 20 park, 20 whatever. But its going to flip eventually and its going to be mostly for retail and the neighborhood, much as i love ac transit, and we have got some great customers that are going to be coming through. But i understand the realities here. Yes. And i would like to maybe come up with some plans here that recognizes this. Because what i see in here is not enough, in my opinion, recognition of the transition that will be taking place, so we can put it out there to whoever our master lessee or venture partner is going to be in this and understand its a longterm proposition here and its going to be evolving and to put that education out and first of all, starting with you, i think, do the thinking behind it so we can do that. Right. I believe we have done that and i hope we have done that. But i went back to this slide, because this is the main chunk of retail here, the twolevels here. We have our the hardest thing that the retail, particularly restaurants is the plumbing, is the hvac, all of these spaces have to be heated and cooled and the electrical and what we have created is loop systems of circulating hot and chilled water for the air conditioning and heating of the spaces. Weve circulated or looped electrical with big main peanut panels that distribute out to the space and have submetering for all the spaces and the thing we know that the restaurant that moves in day 1 may not be there year 2. So we have to able to adopt to whatever else comes along. We have plumbing under the floor. We have got the ability to come up through and put in new toilet rooms where we didnt have them originally and the ability too cap them off, if we want to take toilet rooms away from the interior of the spaces. Sail for the secondlevel and i will point out on the secondlevel, the eastern quadrant there. That largest orange area. We have a big grease duct that runs down the center. The people can tap into. So if they have these little kiosks and a burger kiosk, bring a duct up and tap into that and it goes up and out, and if he doesnt, he doesnt. We have tried to bring that whole thinking and procedure into all the of our thinking in how were laying out these areas for maximum flexibility. Because retail is a heretodaygonetomorrow kind of thing and we have to have it to someone moves in and they move out, we have an empty space. The worse thing we could have is empty small spaces or large, open empty spaces. One thing about the grand hall there is currently, all things considered, nothing on the level below that would preclude us from being able to put in additional infrastructure, if that was a viable thing to do. Good morning directors. My name is greg jordano with sensory interactive and our Company Helps clients to put Digital Media and hardware and software into the built environment and in this project it takes the format of creating a defining a promotional platform, mostly digital, that will maximize the available revenue from sponsorship advertising and naming to the tjpa while also improving the quality of the Visitor Experience through the facility. So what is a promotional platform . Its language that we have had pop up its a relatively new form of advertising developed for large venues such as stadiums and entertainment facilities and Transit Centers. They are made possible bit emergence of new digital technologis that allow us to integrate different types of media from digital and static signage to new types of technology, mobile applications, websites and architecture itself in terms of event spaces and to create a valuable branding. Promotional platforms are different from traditional advertising models. And primarily that they are sold to a small number of sponsors who sign for multiyear deals in return for the opportunity to reach a strong demographic audience, which you have here, through multiple channels, digital signage, events, the web applications, the mobile tools. Promotional platform delivers greater value looking at the first point, to a sponsor, than traditional advertising does. Three particular ways a sponsor is guaranteed exclusivity, meaning that no competitors to that brand will be in the facility. A sponsor has the opportunity to dominate the advertising environment; which means that at defined times the of day or year, a brand can take possession of the displays in a venur and make sure it [raoefrp ]s all sets of eyeballs moving through the facility and lastly immersion. Many will see the brands posters and video advertises and see events that are happening and see the name on the mobile app. This culmination of different ways creates a deeper connection that visitor have with blands brands more valuable from their perspective. And with a venue like this, they create content specific to this venue and rather than traditional posters that they hang around the planet, theyll generate specific ads that are timely, that are tuned to San Francisco, that are part of the culture, and what is happening in San Francisco, sporting events, political events and things that are happen ing will get reflected. For a brand like this they have a stake with the people and the content should be more than what people typically see in a station and the result is that they pay attention. Second point, exclusivity, dominance and immersion create the ideal conditions for advertiser to engage with the consumer and these traits along with content, focus the consumers attention and increase the amount of time that consumers spend engaging with the ad. A system that is designed to deliver exclusivityity, dominance and immersion will return higher revenues to the tjpa and the third point its important to note that a promotional platform is not possible just anywhere. This is not just anywhere. This location is going to be very interesting to brands, the hightraffic expectation and excellent demographics. That is why we have recommended that you proceed with a promotional platform rather than simply is deploying traditional advertising. We have expanded the feature list of the content Management System, which includes computer servers, video processers, wires cabling, networking equipment that allows us to program exactly when ad will show up on which screen with which content at what time . Examples of how that can bring additional value it allows us for example to dedicate the morning rush hour to a Coffee Company that would push their message at a time that the audience is receptive and pull in video to present to people waiting in bus lines and allow visitors to engage with the brand while waiting. It allows us to connect pointofsale systems to visitorez and mobile phones and allows us to integrate emergency messaging, if necessary. A broad range that we expect to reemergeover the lifetime of the promotional platform. These give the promotional platform the real value and tailor the way it connects to its audience. Content Management System will be part of what is provided by the master lessee. So how will the promotional platform enhance the value to the tjpa . A number of goals and objectives that we think will help to drive revenue and the no. 1 goal is of course to focus on revenue. This is at the prov that will maximize the advertising sponsorship and naming abilitis and position tjpa as the premiere advertising opportunity in the bay area. The demographic is very interesting to advertisers and one location that the brand can reach a very, very broad section of that demographic. By investing in this location, people from marin county, san jose, San Francisco, oakland, the full demo[tkpwrafbgs ] demographic come through this facility and its a wise spend through the brands perspective. Third, there are retailers that would be more interested in paying more for retail space for access for a tool like this youd outside of their facility and fourth, help the tjpa and master lessee to attract and maintain media sales partners will want to have this property in their portfolio. This will be a crown jewel for them and they will focus their attention on selling this property and that will drive number and of course, the return to you. One specific point 5, change we have made in the plans is to dedicate additional advertising space solely for the purpose of advertising and separate from wayfinding and transit information, that people are going to rely on to figure out languages and how to get to coit tower . That belongs on the screen and so that it doesnt disappear and get replaced with a burger ad. The ac transit passengers will know their way in and out of this thing, doing it twice a day. Absolutely. 6th point, because advertisers will have multiyear sponsorships in place will investment in better content, digital, static, et cetera. And that will deliver more engaging experience for passengers. Lastly and perhaps most importantly by doing the design now, were able to place it now rather than create a sense of clutter that conflicts with the quality of architect here. Is the package that is on the agenda today those digital, physical assets that support this platform . Yes. Yes. We have developed the plan for infrastructure. Im sorry the package today is basically for static signs. Wayfinding signs for the Transit Center. You are talking about the other package sorry. That is the base to the building does not include any of the plans that were shared with us today this. Is just for wayfinding and we have included the those for the transit users and kiosks. They are not this and we say that in the staff report, first page. There is a paragraph in the staff report. Yes. Thank you. Okay. So quick visual images that display some of the promotional platform assets on the lefthand image a portion of the main grand hall scheduled board will be the upper portion devoted to advertising. The lower portion closer to eyelevel with more detail on it is devoted to train and bus information and easier to use and read. Upper right, the small blue square adjacent to the elevator doors is an additional asset were proposing to allow us to separate advertising content from event information. So that is under the glass pavilion enclosur at the Elevator Bank and in the center of the image is a pair of interactive kiosks, the basic form factor of things that will be in the public way, in the building and around the building, doublesided metal boxes. Lastly, some basics on the economics. The headline is master lessee will bear the hard and soft costs related to the newly proposed assets, to answer your question, director reiskin and modifications. So if the master lessee wants to bring in a new activity or audio to a specific location is part of their piece. Estimated gross annual revenue from this investment is quite significant, and will be used to offset the costs of operating and maintaining the Transit Center. how much will be on broadband . It will be very broad. Wifi. Probably not using wifi, but fiber optics. So there will be cables . Yes. Ten years from now . Very probably due to reliability, yes. Supervisor kim was hoping to get a look at the second meeting and i can tell from the time thing, were going need one on this anyway, what time do we have to be out . 12 30 and we have a number of things on the agenda. So im in consultation with the vicechair. What i want to do is cut this presentation here, and get it at our next meeting, whenever that is. So we can get on to the contracts that we have to address, and get that done, and at the same time, allow supervisor kim to look at this. You know, in the future, i just want to say, it would be great to get as much material ahead of time as we can. Just speaking for myself, i want to listen to the people talking and i want to get a sense of them and the feeling for it. When we get this much material, which is very dense in term of its information, im always caught between listening to the person, trying to get a sense for what they are saying and looking at the maybe what they are saying or jumping ahead, so i can ask an intelligent question about something coming up in the future, which i cant do, really, as i try to keep up with this. One thing this will allow that the fact we can now digest all of the information that has been about this whole thing because its huge and there is is a lot of ramifications to this and that will help us as well and we can come back and finish this up. Right. If the team before we close this, if you could close with the main relevant points . Again, then i know that our cac chair wanted to make a comment about this. If you could just close with the main relevant points. Sure. So there is some closure without going through without going through the slides. Okay. So ill just talk about sort of the deal structure that we have envisioned for the master lessee. This is a critical point. We envision the tjpa entering into a longterm master lease with the master lessee and the master lessee will have a set of role and responsibilities and obviously one being providing the o m over the term of the lease and capital preplacements for the facility as and when they are required. The master lessee will pay obviously have the opportunity to achieve revenues from the retail, from the promotional platform, from events. And they will pay a fixed and participation rent to the tjpa and that is something well negotiate with the master lessee on and finally, the master lessee will also propose on an annual o m budget and fiveyear Capital Budget for capital replacements of the facility over the course of the lease term. The tjpa will have certain role and responsibilities. The tjpa on behalf of the purely public portions of the building such as the bus ramps, will reimburse the master lessee for running those public portion where the master lessee has minimal to no able to capture revenues and pay a Management Fee for that portion. Then costs, because this is say new facility without any kind of operating facility, the costs between if they are different between the annual budgets and the fiveyear Capital Budgets, those will be shared between the tjpa and the master lessee, again, something that will be negotiated as part of this longerterm process