The board members.

I think we have Brett online.

Hi Mary.

And we have my apologies for being online.

It's all good.

We like your Hoosier shirt.

Thank you.

Okay, Maimon, we have the minutes within the packet, and then we just would go into the agenda.

Would you like to comment anything without the minutes?

Just documenting the last meeting.

And if there's no comments, we can just move straight into the agenda.

And the first agenda item that we have.

It's the first page or synth right coach.

That those were the items discussed at the last meeting.

Oh look like the same one we're going to discuss today.

Yeah.

Okay.

There's a lot of updates where we were at when we discussed these last time compared to where we are at today.

All right.

All right.

The first item on the agenda for today is the concessions RFB update and recommendations.

So I will take us to the first slide, which actually is a depiction of the four spaces and where they are located that were part of the solicitation that have a recommendation that we will bring forward to you today.

We began this solicitation process.

So just quickly, two of the locations are on Concourse A.

You see in green one in Civic Plaza, which is where Nature's Table is today.

The two on Concourse A were vacant, and then the one location on Concourse B is where Shapiro's operates today.

We're all part of this solicitation.

And so just to look back at the process that we've gone through, which has been a very robust process, started with significant outreach into the community.

We really had a focus on ensuring local brands would be represented and local operators would be represented through this process.

So we had uh an outreach meeting with over uh 120 attendees.

Uh we had an incredible number of 39 concepts that were actually proposed from 21 different companies, and we formed an evaluation team within um staff that was cross-generational, cross-departmental.

So we had a lot of really good input.

Part of this process also included internal and external focus groups, uh, passenger intercept surveys, um, uh a lot, as I mentioned, of outreach.

So we had a lot of input from what our folks looking for uh as we really tried to be thoughtful through this process, and through that, um, we've come the evaluation committee has come to their recommendations, and that comes through you, and then we'll take this to the board.

I would like to recognize that um Jason uh Polter on the team.

If you don't know Jason is our concessions manager, he just did an incredible job leading through this process.

Holly and her team were just incredible supporters and partners in helping through this process again as we were so intentional in reaching out into the community, and it so happened that a local operator, Kim Hendron, and him has operated um not only at the Indy Airport but at local hospitals, uh at Eli Lilly.

Um she had the South Bend Chocolate uh on the circle downtown.

Uh she operates not only in the Indy area but in other areas, and she was founded back in 1992.

She's locally based, and she's built her team.

Um, and the recommendations today, even though multiple, as I said, we had uh 21 different companies that proposed with 39 concepts.

The selection committee uh considered all of the recommended concepts to be um the best for the airport that came under uh Kim and CC Holding proposal.

And so these uh this is her staff that you see pictured on here, and she's also bringing in uh Chef Steve Oakley from Oakley's Distro as a director of culinary that will be guiding the culinary aspects of all of the proposed concepts, and then she's brought in two equity partners that will have 19.5% uh participation with Dave Corbett and Kristen Mays.

And each of the concepts that are being proposed will be license agreements, and each of these hopefully are names that you recognize, especially in the first three.

I'll talk about the last one, um, which is very unique.

So the first two are the vacant spaces on concourse A.

And again, this will be a license agreement with CC Holdings and her partnership team.

Uh Daredevil Brewing Company, uh based out of Speedway, will offer uh crack beer along with a small plates menu.

And as we did the analysis, um, again, all of the serving, all of the analysis was done.

This is sort of in the middle of Concourse A, and there's not a bar location.

You can think about Perry and Izzy's uh has uh alcohol at the beginning of Concourse A and then Tinker Vistro at the end of Concourse A.

So there's a that was a missing component in the offering, and so the Daredevil Brewing uh has come along.

The owners of each of these concepts were part of the interview process, and it was really um good hearing from them how excited they are to see their brands represented here at the airport.

And the second uh recommendation on Concourse A is for the Java House Bistro.

So Java House is based out of Carmel, Indiana, again, another locally uh local concept.

And one of the another one of the things that came out of all the research is we needed more breakfast offerings and another coffee offering for those who fly um concourse A, there's often quite a long line at Starbucks and uh or to have another local offering, and it's a little different from Starbucks.

I'm not a coffee drinker, but those of you who are, this cold brew coffee is really um something that's taken off, and that's that is as would be something different that we would be offering through this concept, as well as a chef curated menu.

So this would be a beef stro, and we'll have robust breakfast and lunch items um and and all day items as well.

The third and those first two concepts on A Concourse is where they would propose they'll start construction this summer, and we would see those offerings open by fall or in the end of this year.

Shapiro's currently it's been in the airport operating under SSP as the operator since the terminal opened, and um Brian Shapiro asked if we could introduce him to other operators that keep them interested in potentially partnering, especially with someone local.

So Kim Hendron being a local operator, met with Brian, and they are very excited to bring Shapiro's uh keep allow Shapiro's to stay here and refresh it.

And so again, with Chef Oakley working as through culinary, um, Chef Oakley, uh Brian Shapiro, Kim Hendron, they're really excited about a refresh being done to the Shapiro's concept, and they would anticipate starting construction on that later this year, uh, so that that concept would be reopened uh at some point in 2027.

And then the last item is the one that's that's uh a unique and sort of an experimental opportunity, and this was something Holly uh and and her team really helped us significantly.

We wanted to effectively be an incubator or provide a developmental space for local chefs, local restaurateurs who haven't really had a fully established opportunity uh with a significant for the other operators.

We require more than one location operating street side.

This uh developmental space, which is the nature's table space down in Civic Plaza today.

We identified as this developmental opportunity for again to feature and really give opportunity to local brands to give them this um vantage point and access to so many passengers and eyes seeing their brand.

And what uh CC Holdings proposed with this space is that they would feature um year-round, they would have this pit stop donuts, this donut opportunity.

So I don't know if any of you have seen them.

I just saw it um uh in Florida, I've seen it in North Carolina, South Carolina.

It's where you get to make your own donuts, and so this will feature smaller donuts that that will be right in the view of the passengers, and the donuts will come out, and then you get to pick which toppings go on the donuts.

So that that they will keep as a permanent part of the feature of the space, but then they will be bringing in other local brands and concepts and rotating them through.

And some of the local brands they've talked about is Chef Jusina, and Chef Jusina uh did our board brunch a couple of years ago.

Her food was fantastic, and so one of that's one of the potential partners that CC Holdings proposed.

Yama Lama uh is also at in 16.

That is one of at the at the AMP.

Uh I've I've uh had their food at the AMP.

Uh Hoity Tweedy uh is another look, all of these are local brands that and also some of the brands that proposed independently for space uh all of these spaces.

We have even though they didn't come forward as the recommendation, what we said to them is we will make introductions to CC holdings as they could be a future um featured brand within this developmental space.

Yes.

Um, and this has like with everything else would be this aligns with the strategy of building public round, right?

And I keep harping on that, but if you look a notice and you hear what everybody, what Marsha's saying is local, local working.

We try to keep as much economic impact local as possible.

This team right here, and I was gonna fix my notebooks because I don't my memory isn't as good as we need to be.

Last year, we need to sense every single dollar that was spent in Bunbook.

That's 160 million dollars.

All right, okay.

So still got it.

No, but it looks it's it's uh it's a constant theme of this place and makes it makes our community better just like making sure that our community defends it from the existence of this place, which is something that other airports do not do in the same in this country.

And you could see it over and over.

Usually is this is hard.

This is really hard.

The outreach that what Holly did, what Marsha did, what her team did hard to outreach to locals and make sure they understand that they're operating in an environment that they're not used to, but it's gonna be okay.

So this is a good result.

Uh the the other outcome would be it begins to create 5.1 because what we learned in the last two cycles of concessions is a lot of people want to do, but don't understand the simplicity.

And so now this gives um a lot of businesses the opportunity to be behind the curtain and understanding.

So as we proceed forward, um, there are more folks that understand what it takes and will allow them to begin to partner much earlier than when we did the last round.

It was about two years in advance.

Um, so this is also going to result in a lot of outreach that we're doing, but we'll have we're increasing our base of individuals who can talk to the community.

So we're we're very excited.

And bigger than that, it allows our platform to launch from.

So one example is it's not comparable to this, but it's a tech company that they piloted a program at the airport.

We're able to launch that in different airports in the United States, and they did what every tech company and read will tell you, but every tech company's dream is they sold their tech company to a bigger company.

So they were but that this was the first launch, and we did come back and say we've done work here and we've got experience at an airport and so on and so forth.

They were able to multiply and capitalize on uh what they're doing here.

With this developmental space, we don't even know today some of the future entrepreneurs who will get to featured there because these are 10-year agreements that are being proposed.

We're just listing some current brands, but this is going to give so much opportunity and open doors for these these local entrepreneurs.

It's really it's very exciting, and it's it also is exciting to have someone who is local that has been a such a strong partner with the airport authority all the way back to the old terminal.

Kim has just been really flexible, adaptable as we've worked through terms.

Um so it's it's it's a really exciting um I think point in time to bring these recommendations forward and again the the value that's going to come back to this community to see and to these uh brands for them to to be recognized and seen here in the airport is is great.

And it is an unusual.

Um Marshall tell you because we've been business for a long time, company called OHM, and it started really small.

It started at one airport, and they're all over the place now.

And right before I say Patrina, sorry, flashbacks, uh right before COVID.

Um they were they had a deal on the team.

So I mean, it was like the biggest deal in the world out there cold kind of like derailed them, but that's that our greatest hope is that these companies that could see their devil brewing in Florida all over the place, and Kim Mendrin goes all over the place, and she agreed to our community that's where he lives, and that's where our whole base is.

So I I hear all is it.

That's great what you guys are saying.

But this helped me under visualize this maybe better.

So is the space gonna have a pit stop donut sign, or what's what's the signage gonna so we are still working with them for what the name of this space will be.

So that's why you don't see it that it's right now we're just calling it developmental opportunity.

Um but whatever the name is that will be featured, the name of the space, but then you'll maybe have variable message that we put up there, right?

That it depends, uh pit stop goes in there, it stop thumbs up.

Uh some other one calls in there, it goes up.

But above the top, yeah.

Okay, because that's that cost money, right?

If we keep changing out the main signage.

So would which leads to my next thing as the different things come and go if there's adjustments that need to happen, who's paying for that?

So part of the uh negotiation it and agreement that we put in the solicitation package is that the airport authority would help offset some of the costs that are needed to adapt the space so that the because these are going to be such thin margins, and this is such a unique and unknown uh I guess type of operation.

So we have agreed that the airport authority will allow for rental credits of up to not to exceed $500,000 specific to the build-out of this space.

Kim Hendred has or CC Holdings has separately agreed to a minimum of 2.4 million dollars in best in investment in the three other spaces, and so the $500,000 upfront investment will handle things like some mechanical and electrical changes that need to be made.

So they would not pay up to $500,000 of rental credit uh to do thought.

But changes from that point on are their responsibility.

So if signage needs to change out in the future, that is the responsibility of CC holding.

Right.

So you start off by saying that the RFP or RFI said we would be responsible, but you're saying now that we would be responsible for to help some of the upfront investment of the space.

Oh, okay.

Just the space, getting the space ready.

Okay from that point forward, all the costs are theirs.

So if there's modifications that happen later, that's their responsibility.

Yes.

Yeah.

Um, and then the pit stop donuts, is that a is this a franchise but or licensing agreement like the other ones?

I would have to follow up to do you know the answer to that?

It's their own, it's it doesn't exist.

It's a proprietary trailer that they have and that they pitched.

Okay.

So with the implementation of these four, if the thought is that with the committee's recommendation, both these four agreements will go to the board in February for board approval.

And then the next slide just shows where the blue spaces are again, are this is what our program will look like, and where each of these new offerings would be located.

Um another question.

Um I guess just from past experiences.

I remember hearing that you know, people partner up with these concessionaires, and then they there's issues.

Um is it a 10-year agreement that they that we would have in place and that they would have to work together?

Is that correct?

10 years from it, um, it would start one twenty-eight, allowing for all the construction periods to be completed by the end of next year.

And then just like we had now, there's there could be extension, just like Shapiro, there could be extensions after it, but they have to um hopefully these partnerships are good because they got to work together for yeah, they're they're part of the uh official contractual agreement.

So if there would be any changes in that, they would have to come back and uh for uh an amendment or that change.

Well the standards, cost standards in the agreement, customer service, customer service, and not that they're they're offering district will agreement because you're trying to advertise investment that they've putting into the process over 10 years.

The send year is password, the norm and the name of this.

Other questions that I can answer.

Okay, okay.

I will keep us moving.

Thank you.

Then again, I would propose that this will be presented, these four moments at the board meeting in February, and with the support of the terminal optimization committee.

Maybe I don't know if you want to take a I think wey Marshall.

It's correct.

Um sorry, I apologize.

Um I um did you say already or or have you yet how many vacancies we have left?

I I did not there are two open spaces then after this, and we will continue.

We're continuing to do analysis.

The two open spaces after these four are the old uh in-route spa space, uh, just beyond uh the platform just pop in on B concourse and the other open spaces at the end of Concourse A, which is the old granite city restaurant down by United Airlines.

And we're gonna make sure that we don't exceed the capacity of the airport currently when it comes to revenue for these places, it's not a good opening up north base north faces like you don't have the amount of passenger.

So that's part of the announcement.

So and grand cities here.

Yes.

Okay.

You're saying.

Yeah, Brian.

No, I was just saying it.

I know Marsh, I know we've talked about this before.

Again, last week I was talking to my friend that owns the slippery noodle, and he was he was inquiring again to me, but he hasn't pulled the trigger on actually wanting to come and have a meeting, and I didn't know if there was still space or not.

Yeah, there's still tell them to come on down and you know, we got we gotta make sure that we gotta make sure that if if he comes on board, that means that it's financially or economically viable, right?

That it's business is volume.

So we want to make sure that the money is there, like amount of passengers will support the amount of concessions that we have.

And the way I added what you're saying before, is that we're probably not ready.

Until we until we do until we do an analysis because we have a very good amount of concessions.

We want to make sure that the concessionaires, especially since we're looking at local people, we don't want a railroad and we bring them into an area that they're not gonna generate the right amount of revenue to support it.

Yeah, and I I wouldn't try to alter to anything, but just generally speaking, right now with the amount of flights.

Uh I would assume that grand city would be a hard one to fill right now.

That's a big space.

Yeah, and it's surrounded by other concessionary exactly.

But the other one, if there was a concept that made sense, there is enough traffic there, it's just a little bit concept that makes sense.

Yeah, we just want to make sure that one doesn't cannibalize the other.

Oh, it's a different possible one.

Yeah, we've been working out.

We we may have some creative ideas that we'll bring back to you um with for those spaces, more fun.

But at this point, we want to continue uh finish up some analysis around.

I do know that our our local vendors are talking amongst each other because that's why I got approached again from the slippery noodle because he's could really get friends with the owner of St.

Elmos, and he told him that you know he'd be wise to check into it.

So we're happy that it's happening because when we started this whole program of reviewing, everybody would be very, very worried.

Local vendor were worried about coming into the airport.

That's music to my ears.

So everybody's kind of sort of doing the right thing and thinking that this is this is where they should be just spending time.

How long would it take us to do that in the houses?

Thinking a couple months.

Yeah, I mean, yeah, it'll be later this year.

We'll we'll be talking some more about it.

We've got the data, we just have to punch it.

And also we're looking at what passengers actually want, not what they say they want, which is another sort of journey that we're taking because everybody said they want healthy food, right?

And you survey a passenger, and our biggest selling item is burgers, too.

By far.

But if you look at the surveys, you're gonna go, oh wow, everybody wants a salad, but it doesn't have to know what they're buying.

So uh another question that I had we um um some of this is just helping my memory.

Um we we opened the terminal up, we had a 10-year um lease or agreements or whatever.

We were behind on them.

Um, and then COVID happened.

So um I'm just curious.

Do we have a clear time frame on when we're gonna go through the uh when the next refresh will occur?

Yes.

Do you remember that, Jason?

So most of the sorry, most of the expirations are 2031 to 2033, right around that time frame.

So for us to start working out on that would be probably 18 months before the first stage expired, maybe even two years prior to that.

I would say two years, right?

Because we it it takes a lot of time.

And then we realized that we didn't have enough time.

Um and you said 2031 and 2033.

2031 to 2033 is kind of where they're all grouped together.

COVID helped with that.

Yeah, back a little bit because some locations that was the good things from COVID because that was a big undertaking.

We had to do everything at the same time.

So now it's good that maybe there's some uh staggering.

Well, thank you for your support, and we look forward to bringing this uh these recommendations to the board in February.

So now we'll shift gears a bit.

Um some of the other terminal optimization items.

So the interior of the ground transportation center is an area that this committee has talked about trying to see some improvements, and Keith and his team led um uh uh getting a contractor on board to come in and paint.

And so it's you can't tell as much looking at these photos, but prior to painting, all the walls were gray floor to ceiling.

And then when you brought the white in and and we watched it transforming before our eyes.

Actually, appreciate how much lighter it is.

Yeah.

And so that that has really lightened up that space.

The other thing that's really helping is um on the south of that, you'll see this new lighting that we had installed and we were testing, and the the team internally has come to conclusion on this lighting and recommends.

And if you go stand there on your way out and you look south versus north, you'll see how much brighter with this new lighting, it really lightens the space.

It looks really nice.

And so the lighting is on order, and we should have that installed within a few months.

The next element in the ground transportation center that we will really be able to make an impact with is the floor.

And I'm gonna let uh Jared and talk a bit about the floor.

Uh and because it's had some issues uh from an engineering perspective and uh stability.

Yeah, go ahead and advance one more.

So this slide is is from a former project.

Um in my tenure here, uh, we've replaced this floor covering uh once from its original construction.

Um what you see highlighted, the lines on the floor represent some fairly significant cracks in the slab.

Um we remediated that when we put the current tile down.

Um we are doing some work uh to go out, do a couple core samples and and try and ascertain the condition of the slide smoothly to see if more remediation is needed.

The the thought process being that um we don't want to touch this floor again.

Uh we want this this current project to be the last time the floor needs to be replaced.

Um so that uh in turn means uh a Tarazzo floor putting Tarazzo in now is harder to do uh both because we need to make sure that there's no more movement in that slab, uh, but also because of the nature of that installation, uh the dust, the odors, you know, it likely means relocating the operation down there to another location temporarily.

But also because of the nature of that installation, the dust, the odors, you know, we have likely needs relocating the operation down there to another location temporarily.

So we are more than willing to work through those things, but uh but I think the the consensus here, uh Marcia, Keith, uh as well as myself, we want this to be the final floor.

We want that upgrade then to be in keeping with what the rest of the terminal feels like.

Um but I did want to just talk a minute about the prior project and and keeping that in mind.

We're doing some work to make sure if there's anything left that needs to be done to support fragile, we won't make sure.

And I I hate to do forensics, but you know, with the whole terminal being a rasp.

It just made sense for this to be terrible.

I don't know why it's not terrible.

So and Teraz for all practical purposes, it's bulletproof.

So it's expensive, but it'll last forever and it looks great.

And and we just showed some examples.

We added uh of Terrazzo installations at other airports.

We can also make this space interesting.

One of the things that we're speaking with meticulous, which is the uh architectural firm we hired, is we're talking with them about this is the flow, the passenger circulation flow.

So, how could we potentially use terrazo to help guide that flow more naturally?

And this we're not proposing any of these particular, we're still working our way through what the actual design would look like.

This is just to give you an idea.

It really can help guide flow.

So more to come.

Um, just wanted you to know that this is the next step in the process for the upgrades to the ground transportation center, and then uh Megan's team is gonna also be working on some arts that will be going in there as well.

So it's gonna be really nice.

And it's gonna be a little bit expensive, unlike houses in Florida, little new 1940s that this was gonna be all over, but it's busy done as expensive now, but it it's well working.

A lot of expensive.

Yeah, and I already expensive it.

I think it's a great idea.

Um I only concerned and cautioned.

Gotta make sure we have a budget for it to the having a clear plan of the relocating would be units that are placed inside the garage for the rental agencies and move everybody out of there.

So we haven't really done the stage garage.

It just tell them to go to the garage.

Yeah, just redo the signage and they reply.

I think we can maybe do one half at a time, or maybe that so we're working through, we've already started those conversations with the rental car companies.

Um the advantage is that nowadays people don't stand in the line in the rental car and they just go directly into the podicks sometimes.

Well, you if you could go.

Yeah, I know.

Okay, okay, moving on.

Yeah, you phone.

All right.

Uh, other active ongoing project.

Excellent sorry, yeah.

I I just want to say there's quite a bit of folks involved in the GTC floor project at least.

We can look at it from the everyday passenger experience, but when we develop that phasing, then we're not impacting uh large-scale events that are coming through.

So we're thinking about what that reputation is and that presence when it's in its final floor when it's shed on.

And uh so I I think PND is a little frustrated with me every time I bring up a new conference that's 70,000 people.

It's gonna be transversal space.

So we are fully coordinated attachments.

Their job is to make sure that it's invisible.

So what we've been doing up to now.

All the lighting walls, it disappears.

All right, so this is an existing ongoing project.

So if you walk through uh the external part of the brand transportation center now, you would see this under construction.

The crosswalk signage has been complete, the new signage.

Now the lighting, uh the infrastructure for the lighting is being installed, which is really going to brighten that space, which we desperately needed.

Um, so that is all underway.

And then this is uh one of the warming canopies.

Uh each uh will have two on the north, one on the north, one on the south, and those should be completed within the next couple of months.

So that's going to improve the experience for those folks who are waiting on buses to go back to the economy lot, and uh the lighting will improve the experience uh and brighten it up for everyone.

The heating canopy is gonna be late before it winters over.

Um winter goes, I guess.

Um February is some of the north one and March.

So I hope winter doesn't go too much beyond March.

Yeah, some of the things should have been winter what year.

There have been some long lead times on some of these items, right, Jim?

Yeah.

Yeah, but the north one is actually going to be open before the heater is installed.

Uh because we're we're waiting on the heaters to be produced.

Okay.

All right, and then another project that's underway that is uh near and dear to our hearts is our restroom renovation project.

And just as a reminder, we've broken that into two phases.

We've awarded phase one, which represents set uh seven Lynn Remens restrooms and nine family restrooms.

So half of the project, the other half of the project um will be awarded at a later date.

And this represents the ground transportation center, baggage claim, and the ticket hall civic plaza.

So all the pre-security restrooms are part of this phase one, and then this just sort of uh outlines how the individual phasing and the timing down in the bottom right, it's it's very small, but phase one of the ground transportation center, the north side, uh, will it it's underway.

Construction's underway, and so we're expecting that by mid-April.

Where did they start?

They started uh Monday.

Yeah, so it's yeah, demolition is going on right now.

And then tell me again what percent of our budget did we use for this first phase.

We actually have the budget slide coming up.

I think it's just it we we've awarded construction for phase one, and we've awarded the construction management and oversight for phases one and two.

Yes, right.

And I think we are we're over half of the budget.

Yeah, this is the construction agenda.

Uh Etika.

What's the could it's the construction administration registration or what um so I do you know they I don't have the exact number of it where we're at?

Do you have that job?

I do not over half, but again, we're in your we're entering capital budget season.

Um as we speak, we're gonna they're starting meetings in the next several weeks, so we'll be looking at the budget to see if there are any areas that need to be reallocated based on what we've learned from this first phase.

So we're definitely gonna go over that what I went from the blue.

Well, I mean, not yet.

One, you're on the air side, so that's gonna be it's gonna be a little bit more maybe you've got more restroom.

There's no way that you can with I I think this are painting, but then there will be at least a modest adjustment, how much we need to go further into this to see if we learn some things that help, or learn some things that wouldn't so that's what we're gonna larger.

So hopefully there's some things we can look at.

Some efficiencies that we're up getting learning, so it's don't cheap enough the restroom.

Exactly.

We don't have all the things we do here.

I mean, everybody who touches that's your main customer service thing.

That's I mean, it's incredible.

And also putting it in context, yeah, terminolyms, multiple billions of dollars today in today's dollars.

You know, we didn't want a multiple billion dollars.

We shouldn't have built a terminal that was just grandiose.

You know what I mean?

So we will continue, and I know we'll learn from this first restroom that we're working on, and the the things that we learned from that can then be adapted as we progress.

So very exciting.

Uh the next topic is our passenger flow and signage.

So we are involved in another study currently, and really looking at how passengers move through the terminal, where are they experiencing confusion, stress, not knowing quite what to do.

And we're taking with Mario's encouragement, we're taking a step back to look at this with a different lens.

And and if you think about it.

I guess it just says I'm a little bit cold.

But um, you round up on everything else.

Go ahead and say 40.

Yeah, that's okay.

Okay.

So we're gonna go back and look at human factors instead of the signage and figure out where we're where we're fumbling the ball, right?

And this isn't us, this is industry wide.

I think this is a if I'm if I'm right, this would be a new concept for the entire industry to figure out where you have decision points, and maybe that's where you put the sign, or alternatively, that's where you put customer service agent.

So we're gonna we're gonna try to fix something that's unfixable in this industry, which is a certain percentage of the population doesn't read signs.

If you think about Uber and Lyft and you travel it up, people are going, where's Uber and Lyft?

Oh when you call up the app, it'll give you a little map as to where you're supposed to go.

And and keep it people keep asking the same questions over deal for them.

So we'll try and figure out what the human factors are in the signage.

Instead of working signs first and then human factors, and you know, say we put the sign in the wrong place, it's the reverse.

Let's look at the human factors where you and I would stop normally and look around and say, where are we going?

And then that's where we're gonna put some sort of thing to actually guide our passenger, whether that thing is an individual saying, Hey, can I help you?

Or a sign or something along the slides.

We'll come up with a package that makes a lot more sense than just going off and making sure all the signs are blue with white backgrounds.

So it says that we've got so the study will be completed um spring early summer, and then we'll look at this year.

Of this year, of this year, yeah.

Yeah, we need to go through and look.

That's what we we've discovered.

Yeah, okay.

And then that brings us to budgets.

Um, and these this budget is reflective of what is in the current five-year capital plan.

Again, we will be revisiting all of these budgets as we enter the capital budget season.

But this tells you so for concessions refresh.

Um, we'll need some of those dollars.

I don't think that we're gonna need that full 1.8 million.

So that's something we can look at potentially reallocating.

Uh, the building interior renovations, that's really the dollars that are allocated for the Terrazzo flooring.

Uh, that's the remaining element of that project.

Uh, the drive-thru lanes, that's all bid already, so that's just being executed.

Restroom renovations, as we said, the first kind of half of that has been bid.

We'll see what we can learn and apply as we update the the budget for this next five-year review.

The passenger flow and signage study.

Uh, I don't think the study's uh gonna take all of that as I recall, it's not even half of that.

So we're working on that, and then the last item is really in the out years, which would be what do we learn from this passenger flow study that we may want to then apply to the elevators, escalators, signage, and so we will have this study to help inform us uh around what we actually need to do on this last project because that's something there's out.

And and something to keep in mind if you go to other airports, this theme is exceptional.

They're looking at things at other phenomena when they look at concessions and sessions.

We would have in another airport would have looked at the survey passage.

We're actually looking at what the pastors buy versus what they say is signing to the same thing.

No one's looking at human factors, and it's all about human factors.

They're looking at things that you would normally not see, so it's a little bit different.

And so far, the team has come up with results time after time after time.

So I would expect this to be you know, not first shattered, but common sense at the end of the day.

So that is actually the conclusion of what I had for today, and happy to answer questions um that you might have about any of these items.

Are you other questions?

I I missed a question earlier.

Uh can you go back to the garage lighting?

Say garage, but that's that DC C drive.

Um so there's the uh that wall wall.

Um that if you're standing at that Uber sign looking this way, there's that wall there.

Um, are we looking to do anything fancy there?

I'm looking at you because you normally handle it normally.

Take that movement.

Uh good title.

Uh you know, we continue to assess uh where public art makes sense in the terminal.

I think some of that space in general, you know, as we're thinking about moving the green lift and potentially you know, a dedicated lane and what the congestion is there.

We have not prioritize that.

Um what we have done is more uh internal to GTCs.

Would you mind showing the um uh the the photo that's got the heaters on it?

I don't know if that's that is or this one, yeah.

So we are moving forward factory apart on those window spaces, so you'll see it on both sides, so you'll have an interior experience with public art and then an exterior and that walkway, and also in sort of what is that gathering for economy lot, uh indigo is not far off there, as well as employee shuttles.

And this is a quite expansive of a space, so it's giving a local artist uh quite a bit of real estate, and then that will join our rotating collection.

So we're when we think about art, we also think what is the legacy that we can get with it, the long-term benefit and impact.

Um, and so we went through a very lengthy solicitation to build out a pipeline of this is called a license work with um being able to do vinyl uh throughout the terminal or you know, any construction walls.

We've got quite a bit of construction walls coming up for us to move quickly.

But if if you would like us to look at that space, happy to analyze it further.

Yes, yeah, and maybe touch on it.

One of the great benefits of it is all the boards, very nice.

Yes, um, they know what to say, right?

Um still gonna be able to see clearly through the windows.

Uh you don't need to.

So we've we've had uh those discussions.

So some there's there's already um different uh materials already in there, but based on signage and flow and other aspects of it, um we've determined that you don't need to visibly see through because what we were having was people were waiting inside to see their bus coming because that was the warmest spot.

Now we're gonna have the warming shelter, so they will likely be waiting outside.

So we have watched that with planning development and parking uh to make sure we're we're looking at that human behavior down there.

Okay, and it is temporary.

So if we put this up there and realize, okay, we've made a a misstep we can we can make an adjustment from it.

I just think of um like um elderly people, um, or things like I could see that, right?

If your uh your grandma's there, you want her to sit inside and in a nice comfortable chair while you wait for the bus.

And just people get lost a lot, so you don't look through the window and understand what's in there.

Uh so anyway, that's just two sense.

One of the other things that Megan touched on with this is this study that's happening right now to move the TNCs, the Uber and Lyft out of that ground transport.

That's what makes that ground transportation center so epic right now, and we're looking at the opportunity to put the the new drive lanes in uh between the terminal and the parking or the ground transportation center.

So that's well, it's kind of the capital project we've had for a couple years, and we've picked off the design phase of that.

So um a lot of the safety issues that we deal with come from the fact that the facility wasn't a thing when they built the garage, so it was never meant to handle the kind of congestion that it was from.

So we we have a project to move that activity out.

All right, I had two more things.

Um building this nice hotel.

Um I can't remember.

There's so much fun with the hotel.

And is there are we building out anything to connect to your either of the walkway that moves there's a uh a bridge that connects the hotel to the garage into the broken sidewalk area, and we're gonna be looking at some way after the fact to take that move on sidewalk area in condition in such a way where people don't freeze to death after the term.

That was one of the things that when we talked to the board trying to do rope costs on the project that was originally part of the plan that was eliminated from the time being, but we see a need in this capital budget process.

You'll see.

Oh, okay.

So it's not this is a two year down the road.

No, no, no, no, but this is the budget.

But if that's what's what's beneficial about the we have most of the infrastructure there, moving sidewalks on there, power there to the garage, and I'm not sure what uh the best engineer or saying we'll come up with, but I'm sure it's gonna be something very we we have ideas.

I mean, when when the board asked us originally about this, we we have some notions.

Um we have honest notions and we have uh very grand notions about that.

Anyway, the garage that borough canopy filled twice.

We've had to rebuild the environment.

So we've had some experience in doing things uh in that garage, and we've got all the garage has been well detailed first.

Um my last thing is is just general, and I'm I'm asking a lot of questions.

Brett, Brett, did you have any other questions?

I do not sorry.

Um so my last question was uh I understand this is a we call that ad hoc committee.

Um but it's been and I think ad hoc means like it's we disappear any time.

Uh it's it's been around and and you know, we're continuing to have things to do.

I feel like it would be good to have um the other committees have like bylaws, I think, don't they?

Charter with a charter.

We'd be glad to prepare a charter for your and and I don't know.

I think we had one back in the beginning.

We did we can refresh it.

Okay, but I just feel like this committee needs to have clear purpose objectives, things like that, and even just things like we were talking about the concession earlier.

Like to me, it should be maybe there should be a standard that hey, or uh spaces are due the two years before we need to start looking at it, or whatever the time frame is three years before we need to start looking at it and have an idea.

So two years before we can be ready to start making things happen.

Um I just feel like there needs to be more clarity because um uh yeah, because some of us um may not be in these roles forever, uh especially when you've been around four years, right?

You know, we're gonna let that down.

Uh well the moment great suggestion, Maiman.

We'll pull the charter back out.

I think it's good, it'd be good to revisit that and refresh it.

Yeah, I got nothing else.

All right, thank you, Brett, for joining us.

Have a great day, great weekend.

Thanks, everybody.

Thank you for being here.

Thanks for staying.

Bye-bye.