Because there are committee members participating via teleconference all votes must be done by roll call and each County receives one vote
Although all directors are encouraged to participate only voting members can make a motion or second the motion on action items
for those joining us on zoom, please
Use the hand-raising feature
So that to indicate that you would like to speak as a reminder
Please speak into the microphone so the audience and teleconferencing board members can hear you
Thank you chair that concludes housekeeping
Thank you very much. I'll call this meeting of the
Executive committee to order and ask for safety briefing by Frank Costello and our chief safety security
Frank
Good morning. Chair McCallum committee members. So a very brief
Safety briefing always be worried surroundings first and foremost event of a fire drill alarm activation. We're going to exit the building
To a head count and Pat source Plaza make termination once we get the all clear whether or not we're going to come back in the building
In the event of an earthquake we are going to shelter in place preferably under desk large object
Till the shaking stops and do an assessment thereafter to see if an evacuation is necessary
The event today situation requiring first aid. I am going to nominate Jerry to call 9 1 1 those calling in remote
know your emergency contact information and the event of an active attacker we
always use the saying run hide and fight that concludes this morning safety
briefing thank you Frank would you join me as we salute the flag that
represents our great Republic ready again I pledge allegiance to the flag of the United States of America and to the Republic for
which it stands with one nation under God,
indivisible, with liberty and justice for all.
Thank you.
Madam Secretary, would you call the roll?
Certainly.
Vice Chair Chaffee.
Second Vice Chair Burksen.
Here.
Director Tremblay.
Director Najarian.
Here.
Chair McCallin.
Here.
We do have a quorum present.
Thank you very much. Do we have any public comment on any items on the agenda?
We have not received any written public comment and we have not received any requests to speak.
Very good, thank you. We'll go on to our regular calendar then. First item is approval of our
meeting minutes of April 14th. Is there a motion on that? Remove the item, Erickson.
J. A few seconds. A motion and a second. Madam Secretary, would you call the roll?
Vice Chair Chafee. Aye.
Second Vice Chair Bergson. Yes.
Director Tremblay is not here. Director Najarian. Yes.
Chair McCallan. Yes.
That motion carried.
Thank you very much. Next we have a public outreach for low income fare.
This is an action item which is presented by Henning Eichler, our senior manager customer
experience in serving the novo or public affairs manager, government and community relations.
Enning, your own.
Thank you.
Good morning, Mr. Chair, members of the committee.
I'm presenting item 6B.
This is an action item requesting approval to initiate the Title VI public outreach effort
for Metrolinx low income fair discount program.
Next slide, please.
The low-income fare is a 50% discount on all metering fares, and since this discount is
on top of existing discount, it represents the highest fare discount we currently offer.
The program is funded through an LC TOP grant, as authorized by the Board in May of 2021.
To verify eligibility to receive the discount, we opted to make it as easy for our customers
as possible. No forms to fill out. No income to verify. Individuals simply swipe their
EBT or food stamp card at any TVM to activate the discount for their fare purchase. No additional
discount is required by the conductors during fare inspections. This was done to allow our
low-income customers to remain anonymous during the fair purchase and to protect their privacy.
Since the program was launched in September of last year, we have recorded 42,166 low-income
transactions through March and last month in April, the number of transactions reached
8,316 which is the highest monthly transaction number since September.
To continue this program, FDA requires Metrolink to conduct an equity analysis and to conduct
a public outreach.
Next slide, please.
Metrolink's public affairs manager, Sylvia Novor, will now describe the public outreach
process to you.
Good morning, Chair.
As part of the Title VI process, we actively search and request public input as to what
the discount will be.
So we look for multiple opportunities for public feedback.
We do do a community meeting, which at this point is scheduled for June 21st, and we put
electronic station message boards so that people know that this meeting has taken place,
and this meeting will be virtual so they can just join us even if they can't come to the
meeting.
email notification regarding the public outreach meeting so that people know how to join us
and how to call in.
We post meeting notices and information on social media, including Nextdoor, which has
been a great resource for us.
People really do look at it and do comment on it.
And then we have the virtual public meeting, which I mentioned on June 21st.
Next slide, please.
The next steps would be that the board approves
the public outreach on May 26th.
We have the virtual community workshop
and then on the 28th of July,
the board accepts the public outreach
and looks at the comments that we have received
during the public outreach comment period
and then you vote to continue
or to revise the low income fair program.
Thank you.
Thank you very much. Any questions or comments from committee members? I can't see hands
raised in the boardroom. So if anyone wants to speak, please speak up. Mr. Chair, there
are no comments from the boardroom. Very good. No comments from TV Land. This is an
action item what's the board's pleasure trophy moves the item motion is there a
second motion a second Madam Secretary would you call for the
vote I share trophy I second vice chair Bergson director Najarian yes chair
McCallin yes that motion carried thank you next we have a customer experience
quarterly update for the third quarter of 22-23. It's a receiving file presented by Sabrina Davis,
our interim director of marketing and partnerships. Sabrina.
Good morning, Chair and committee members. Next slide, please. Throughout this presentation,
I do want to note the icons we've included on our slides to represent our strategic business goals.
We want to share how our actions and our initiatives closely align with and contribute
to achieving our agency's objectives.
I'd like to tell you about our January 10th.
There was a storm that flooded LA Union Station,
the passageway and access to our MetroLink platforms.
Our amazing customer relations teams immediately responded
by redirecting passengers to the south end of the platforms
to get them safely to the Pitsaurus Bus Plaza
and the LA Metro Subway entrance.
Our customer relations facility and safety teams
also worked together to implement emergency lighting
in late February during another rainstorm
that resulted in a power outage at Union Station.
And the CX team has also been working on station
wayfinding improvements, including the San Bernardino
downtown station where riders connect with our Aero service.
Customer comment we received was, the signs on the pavement
and elsewhere at the San Bernardino downtown station
for the transfer from the San Bernardino line
to the Arrow line are very helpful.
So that was a nice validation of our work.
Next slide, please.
We were also proud to welcome riders
to our second annual Transit Equity Day
when we offered free rides across the system.
We welcomed 19,824 riders
and 1,059 riders on Arrow trains.
This was a 40% increase over the previous year.
And the intent of this promotion is to incentivize riders
to try Metrolink and Arrow and to also reinforce
the importance of equity and public transportation.
For that week, we also saw a 14% increase
in our low-income fare.
Next slide, please.
On February 14th, we honored our existing riders
by celebrating customer appreciation day.
Again, Metrolink team members, board members,
and elected officials welcome riders throughout our system
with chocolate and smiles.
And thank you to the members of this board,
board chair McAllen, director O'Connor,
director Trumbly, director Chavez,
director Nguyen, and director Allen
for being a part of this important day.
Our target audiences for this campaign
included over 136,000 riders who purchased a ticket
in 2022 and 2023, and as well as riders
at eight of our busiest stations.
Customer Appreciation Day is always a hit,
and riders especially appreciate our videos from our CEO.
One customer commented,
keep up the good work, MetroLink,
and to you, Darren, for the funny dad jokes.
They're the best.
Next slide, please.
Oh, come on.
Finally, Metrolink completed our deployment of the early earthquake warning system.
The announcement of the completion was made on March 10th to coincide with the 90th anniversary
of the Long Beach earthquake.
Over the life of the early warning system implementation, our earned media reached an
audience of over 16 million, which had an ad equivalency of over 1.1 million.
So job well done to our comms team.
That concludes my presentation.
I'd be happy to answer any questions.
Thank you very much, Sabrina.
It was interesting to see the first time
I've seen a picture of the Union Station River
that occurred.
I've seen the aftermath,
but I haven't seen all that water in there.
Also, on customer appreciation day,
I told Pam O'Connor,
that's the first time I've ever seen her
that early in the morning, at any function.
So it was a good day.
This is a receiving file.
Any comments from our board members?
Mr. Chair, none from the boardroom.
Thank you.
Hearing and seeing none, this is a receiving file
and without objection, that's what the committee will do.
Next onto our service growth development plan update.
It's also a receiving file presented by Rory Vaughn,
our manager planning and development.
Rory?
Good morning, Chair and members of the committee.
Good morning.
I'm here to introduce the Service Growth Development Plan and just to give an update
on some of our findings.
The Service Growth Development Plan builds on much of the prior work that we've undertaken
at Metrolink over the last several years, looking at what we are, what we could be,
and what we might want to be in terms of what we provide to the region, what we could do
for our customers. It particularly builds on the work of the strategic business plan
and the various things that have gone into the SCORE program, including the SCORE cost
benefit operations analysis, which was a bunch of in the weeds things that we did about two
years ago, and we gave a kind of a brief update about a year and a half ago to the board.
Coming out of that prior work and entering into the service growth development plan,
We really wanted to sharpen our pencils as we move from the, what could we do, to what
do we want to try to do?
And in terms of our financial modeling, our operational modeling, our market research,
really making sure that what we put forward as what we think is a good idea in collaboration
with our colleagues at our member agencies is robust and that we can stand behind it.
There's also this little thing called COVID that happened.
We wanted to make sure that we really reflected changes that that wrought in the marketplace
so that what we present also incorporates the changing world that we found ourselves
in.
And through all of this to help establish a strong, actionable and consensus plan that
we can work towards over the next decade or more. More to come on that plan and what
we're proposing and the different ideas behind it, but I did want to share some of the findings
that we found on the market side and on some of the market research we did at the outset
of this project. So if you can go to the next slide please. The first one is talking about
recovery, not because I want to think back wistfully to the good old days of 2019, but
to address kind of the elephant in the room about the loss of ridership that we've seen
since the pandemic. Overall, our ridership, I apologize, it might be a couple months old,
but overall, we're about 40 percent recovered, a little over 40 percent recovered versus
where we were before the pandemic. And it's largely being driven by weakness in the morning
and evening weekday time period, which is the commuter period where traditionally the
white collar office commuters have traveled, which has been our bread and butter, and that's
It's been the market that we really focused our service on and our marketing on and our efforts on for decades, for, you know, by all legitimate reasons.
But this chart shows that that recovery is not even throughout the day, and we are seeing much stronger recovery in other times that people might want to travel.
particularly on the weekend, which is probably no surprise to folks here, but also on the
midday where, just in sheer absolute numbers, our ridership is about 50% versus what it
was—a little over 50% versus what it was before the pandemic, but that's taking into
account that a bunch of those trains that we offered pre-pandemic have been suspended
and not brought back on a per-train basis. Our midday ridership is about 80%, a little
over 80% of what we were doing before the pandemic. There's a bunch of stuff in the
weeds that I don't want to get into right now about, you know, some cases people might
have ridden that train, but it's suspended and now they're riding this train, and there's
various factors at play. But the point is that we are seeing a stronger recovery in
the markets that we've thought about serving, but has not been our traditional target market
for years and years. Next slide, please.
This next slide is just kind of an interpretive key for folks who might be following along
from home or reading this agenda packet outside of here.
It just kind of explains how to interpret the chart
and some of what we just talked about.
So one of the questions we get is,
what we ask ourselves is,
if we are seeing the stronger recovery in the midday,
well, is there really a market there?
Because a large percentage of a small number is still a small number.
So to help answer this question, we looked at,
well, we had some kind of tangential data before,
but to really help with this, we looked at streetlight cell phone data, which helps understand
where people are moving, actually real, true people traveling around the region to see
when they're traveling and where they're traveling.
And this chart shows kind of the market that we could serve, which is people who are traveling
more than 10 miles, who are traveling from one of our station pairs within two miles
of one of our stations to within two miles of one of our stations.
And what you see here is that, yes, there is more ridership per hour during the peak
commuter period.
There is still a peak.
Not as big as it might have been before, but there's still a peak.
But there's also a lot of demand in the mid-day, where on an hourly basis, demand in the mid-day
is about two-thirds of what the peak demand is, so it's still pretty, pretty strong.
And there are more hours in the mid-day, and so in a sense, there's potentially a large
chunk of demand there to serve. And as you may recall from a presentation I gave about
a year ago, there are large economies of scale to be had in serving, adding service in the
mid-day because unlock operating efficiencies get higher utilization rates of our crewed
equipment. It can become a very compelling story.
If we go to the next slide, you'll see that even though there is a fair amount of demand
out there in the market to travel in the mid-day, we're not really serving it very much. Each
Each of these boxes on this chart describes a train that's operating in that hour.
You'll see that in the middle of the day, say at noon or one o'clock, we might only
have two trains operating around our system.
So there is some service out there in some places, but on average, if you show up at
a random platform, at a random station, wanting to go in a random direction in our network,
statistically you're not going to have a train operating in that hour.
So short version of all of this, there's an opportunity
to serve the mid-day market.
This slide talks less about time of day travel or day
of week travel and more about geography,
where people are traveling.
And about two-thirds of people who are traveling
in that cohort we talked about before, within two miles
of a station, traveling more than 10 miles,
two-thirds of them are traveling between station pairs
that are served by a single line.
Maybe they're going from Orange County to LA
on the Orange County line or LA to San Bernardino
on the San Bernardino line.
And we serve them because we're serving those trains.
About a third of that overall travel flow is traveling
between station pairs that are not served by a single line.
We have to transfer from line to line.
Say you have to transfer from the Orange County line
to the Antelope Valley line to get to Santa Clarita.
And that's a smaller pool, but if we're able to serve both trips
on a single line like we do, as well as find a way to serve,
cost effectively those trips are requiring a transfer that's an increase of over 40 percent
that we could serve of increasing the market size that we that we can try to serve these
two opportunities more serving different times of day and use cases and travel patterns that
we're not serving currently as well as trying to find very cost effective ways through time
transfers and synchronized easy to use schedules to serve not just pairs on a single line but
pairs across lines across our system are two examples of the opportunities that we're looking
at really closely in the service growth development plan to see can we serve this better can we serve
this efficiently and is there an opportunity here. We'll come back with more results on that
but things are looking good and I'm very optimistic about how with the tone of my
future updates to this group will be. Yes, thank you, Rory. My question is this development plan
has been started. What is the completion date for this effort?
It's a bit of a moving target at the moment as we're trying to work through what's the right way
to engage in the census building process. We're also looking at different time horizons through
this study, we are looking right now at what could we do with enough time to try to do
it, maybe five, six, seven years, what might we want to do then. Coming up very, very,
very, very soon is turning the focus to, well, what can we do this year? Is there something
that we can do? Are there wins that we can pull forward to this fall, maybe October or
whenever it might be that helps us better optimize how we're offering service? Can we
go after some of these opportunities today
with the resources we have and get more bang
for the buck that we're operating.
And in order to meet that kind of timeframe,
that bit of work is gonna need to be wrapped up
and completed over the course of the summer,
maybe early fall, so that we can hit the potential
opportunity to change service in the fall.
And so that kind of opportunity will come in shorter order.
Consensus building around longer term timeframes,
a lot to Darren on how we want to approach this. But I imagine summer slash fall would
be the time horizon that we're looking at for that process across those other time horizons.
I'm obviously very interested in both the long term and the short term. But the short
term is something that I'm hopeful we can bring to fruition. And some new ideas on how
we can serve underserved customers. And I would expect us to have frequent updates on what you're
seeing rather than years apart. So come back if you will in the next month or two with an update
for us. Other questions, comments from committee members? Mr. Chair, you have Director Bergson.
Go ahead, Director.
All right.
Thank you.
Question I had is, with the SCORE program and the Olympics,
and we've talked about it over and over about having 30 minute
service throughout the day, the question to me
is less of whether we have something for midday service
and more of how do we promote midday service.
So hopefully there will be some concepts that come along
with your reports as they elevate in details
so we can understand how that would work.
If there was absolutely a flat zero ridership,
then what would be the point
other than during a three-week period of time in 2028
that anybody would be on it?
And obviously, that's not the goal.
The goal would be to have that service
that's supposed to stick around,
and there has to be a need for that.
So, out of the box thinking is where my head goes
to find new ridership avenues.
Appreciate the report and the numbers
that you're providing certainly will be very impactful.
Really briefly on that, there are two bits.
One is in regards to the Olympics
and what do we do there versus what do we do
as what we want to keep.
Or independent of the Olympics,
what do we want Metrolink to be for the region
in five, six, seven, however many years it is.
And those are related, but also distinct questions
in the sense that we might work with our partners
and find a way to offer a certain service profile
for the Olympics that might not be the same service profile
that we operate thereafter coming out of,
so we're looking at the service development plan,
which is not, what's the month of the Olympics look like,
but what do we wanna be?
What do we wanna keep on operating?
What do we wanna keep on being?
There's opportunities to say, get resources for this
in terms of the train sets and then repurpose them
for the service profile we wanna offer.
And we're keeping those two things kind of close together
in our minds to make sure we are not wasting opportunities.
But this effort, the service work development plan
really isn't focusing on what do we do for that month
during the Olympics.
It's what do we want to do in general going forward.
And second part was a quick question you said to promote
that in sense of kind of communication and marketing promotion, or do you have
something else in mind? Well it could be anything in a nutshell we have 550 miles
of track lots of stations and can we tell somebody if you go to that station
you can do all these things within let's say a one mile radius. We can't do that today, I mean at
least I can't go out even in my own County and tell you what's at every
station so to promote service you need to figure out where the people are going
and then promote that take Metrolink instead of driving your car over there
we can still get you there and we can do it without that car on the road so
hassle-free etc but until we have that analysis what we can offer how do we
know how do we promote it so it goes kind of in that and of course as you
said the Olympics is a three-week deal but the point is is that we've
discussed what are our options as a board do we do we buy a bunch of new
engines and new equipment do we just lease them for a few weeks I mean
there's things and if we do those things we have years in advance to plan for
that and budget for that so knowing what the ridership is in this midday because
the SCORE program's intent was to keep that service running after the Olympics and can't
run something if it's not profitable and if nobody uses it. So we've got time to figure
out how to make that, you know, how to advertise what different stations have to offer so that
people will take that. And there's some other avenues I think I shared with Darren after
the SCAG meeting about something else that we bring up. But yeah, I'm always considering
things that are a little different in advertising
or specials or deals or things like that
so that we can function for people's toolbox
of how to get around.
Yeah, no, I think that's very, very true.
And the more things we serve with our service profile,
what we offer, the more kind of bang or buck we can get
out of how we promote it.
If you have more customers you can ride
and you reach out to them,
then it's gonna get more return.
So there's definitely synergy between these different efforts,
both on our team and the teams that we're working with.
I'm excited for.
Any other comments?
No further comments from the board room, Mr. Chair.
Thank you very much.
I encourage everyone to continue thinking outside the box.
We need to, as part of this planning effort,
think about ways of providing service
that may be different from what we're doing today
in terms of size of trains and kinds of equipment, et cetera.
So I encourage that creative thinking to continue.
This is a receiving file and without objection,
that's what the committee will do.
We'll run now to our May legislative update.
It's a receiving file presented by Jeff Dunn,
our director of government and community relations, Jeff.
Thank you very much, Mr. Chair, members of the committee.
I'm reporting on item 6C, May legislative update.
Next slide please.
Starting with the local section,
it's reported to you already this morning,
staff is recommending to the Metrolink board
that it initiate the public comment period
as required by FTA under Title VI
for the continuation of Metrolink's
low-income fair discount program
funded by the Low Carbon Transit Operations Program
from the state's Greenhouse Gas Reduction Fund.
The details of the Title VI public outreach
were provided to you under that item,
And in previous reporting to you, we have shared the ongoing outreach.
MetroLink is already undertaken to bring awareness about the low-income fair discount program
to housing developments of underserved residents in LA and San Bernardino counties.
We have continued that direct outreach to approximately 2,200 units in Riverside County
and will be shortly initiating further outreach to targeted housing near MetroLink service
in Orange County and in Ventura County.
We will report the results of that outreach to you
as it is completed in addition to any findings,
community inputs or recommendations
that arise from the Title VI public outreach process
that the board will consider at its July meeting.
Also, I would like to inform in addition to the coverage
in your report concerning the community outreach
that MetroLink conducted with city staff
for communities along the San Bernardino line,
both in San Bernardino and Los Angeles counties,
that MetroLink will be continuing that outreach
by holding a virtual roundtable presentation and discussion
with elected officials of federal, state,
and local jurisdictions along the San Bernardino line
on March 24.
We have invited the offices
of congressional, state, legislative, county,
and city officials on the San Bernardino line to join us,
and we very shortly will be inviting our board members
whose jurisdiction cover the San Bernardino line
to join our CEO and staff in this virtual meeting.
We will also hold a virtual community meeting
later that same day, March 24th,
that will feature the same presentation
and invite feedback from local business
and community organizations.
San Bernardino line board members
are invited to both virtual meetings.
We will follow with other such meetings
for the other MetroLink lines throughout the year
and into next year, and board members
whose jurisdictions cover those lines
will be invited to participate in those outreach meetings
as they are determined and scheduled
in close coordination with our member agencies.
The meetings will provide an opportunity
for us to share information with communities
on quiet zones, on ongoing and future capital projects
on the line, maintenance of way, and other issues,
such as sustainability issues along the line.
Response that we received from city staff meeting
that we held in March was overwhelmingly positive,
and we look forward to strengthening our direct engagement
relationships with our station cities and adjacent communities along the line
to enhance our service and exceed expectations. At the state level,
MetroLink continues to work with the California Transit Association as a
member of the Transit Operations Funding Subcommittee, which has transmitted to
the legislature the consensus agreement of transit operators statewide for
assistance in the next fiscal year state budget. These include maintenance of
four billion dollars committed in the 2022-23 state budget for the transit and
intercity rail capital program to be allocated $2 billion in each of the
23 24 and 24 25 fiscal years rather than the governor's proposed 50 percent cut
to only one billion dollars per year additionally an allocation of 2.5
billion dollars from the state's cap and trade program to transit operators over
the next five years 500 million dollars a year these funds would come from the
currently unallocated cap and trade funds so they would not be taking from
from any other purpose currently funded in statute.
Also directing an estimated $1.35 billion
of the state's sales tax on diesel fuel
to transit operations over the next five years,
beginning with a proposed $213 million
in the next year's budget.
Finally, also converting $300 million in outlying years,
fiscal year 26-27 and 27-28 of TIRCP transit capital funds
to operations to provide additional operating funds
those two years. We will advocate these priorities with CTA, our member agencies, and transit
partners statewide as the budget process continues and directly with lawmakers in Sacramento
during the CTA legislative conference next week. Our CEO, Mr. Kettle, will lead this
effort with support from our strategy and government relations team. We note, too, that
the governors may revise. It will be released later today, and we will advise the board
of its provisions relevant to Metrolink
and transit operators statewide
in a very shortly future reporting.
Regarding the in use locomotive regulation,
as noted on the slide in the report,
CARB did adopt the regulation as expected
at its April 27th meeting.
As previously reported to you, Metrolink will avail itself
of the alternative compliance process, or ACP,
included within the regulation at the behest of Metrolink,
which provided CARB with the initial outline
of the ACP process that was eventually adopted
into the regulation as an alternative
to the more prescriptive spending account provision.
Metrolink sustainability staff will provide regular update
to the board regarding the development of the ACP with CARB
that governs the compliance with regulation.
Transitioning to federal matters,
Metrolink awaits still consideration
of its raised application of $45 million
for eight additional tier four locomotives
for which it has already secured $54 million of state Carl Moyer Grant funding to procure.
Metrolink has initiated targeted advocacy from its federal delegation members to USDOT
officials this month in advance of award decisions, which are expected in the summer, likely June
or July.
Finally, on the debt ceiling bill.
On Wednesday, April 26, the House of Representatives narrowly passed along party lines by vote
of 217 to 215, a bill to raise the debt limit by $1.5 trillion in exchange for $4.8 trillion
in spending cuts. The bill limits discretionary spending to fiscal year 2022 levels, reducing
federal spending by $130 billion. It rescinds Inflation Reduction Act climate tax credits
and unspent COVID-19 pandemic funding, among other proposals. The bill at this juncture
is not expected to pass the Senate, and the White House has said that it will veto this
bill.
Since then, the President and House leadership have met to discuss raising the debt limit
with the goal to reach a deal that would avoid default, which, according to Treasury Secretary
Janet Yellen, the federal government could be unable to meet its financial obligations
as early as June 1.
Participants have reported a little headway in the negotiations thus far, though Speaker
Mr. McCarthy has indicated that an agreement must be made by the end of next week in order
to pass legislation through the Congress in time to avert a potential default, assuming
a June 1 default date.
Staff will continue to monitor the debt limit negotiations for potential impacts to the
Department of Transportation or other relevant programs and provide update to the board.
This concludes my report.
I'm happy to answer any questions.
Thank you.
Thank you, Jeff.
As usual, very comprehensive report.
Any comments or questions from committee members?
Mr. Chair, none from the boardroom.
Very good.
Hearing none and seeing none,
this is a receiving file without objection.
That's what the committee will do.
Next, we have our quarterly compensation report
for the third quarter of FY23,
presented by Agavnay Bogdazia, I'm sorry.
I'm reporting on item number six, F, quarterly compensation report, third quarter, FY23,
January 1st through March 31st, 2023, and this is the receipt and file date.
In accordance with the Human Resources Policy 2.1, Wage and Salary Administration and Salary
Program Administration.
and the board requires human resources
to report all salary placements for new hires,
motions, demotions for classifications,
and any other changes in employee compensation
to the board on a quarterly basis.
During the third quarter, FY 23,
from January 1st to March 31st, 2023,
there were 19 compensation transactions,
which includes nine new hires, three promotions,
3, acting pay, one ATU salary increase,
and three return from acting at additional pay.
Concludes my report, and I'm happy to answer any questions.
Thank you very much.
You have me.
I apologize for stumbling over your name,
especially since I've been to Armenia so many times.
It ought to come very easy to me.
They're long last names, so.
Oh, I understand.
But easy to pronounce if you do it right.
Questions, comments from committee members?
Mr. Chair, none from the boardroom.
Hearing none, seeing none, this is a receiving file
and without objection, that's what the committee will do.
Next we have our Chief Executive Officer's report, Darren.
Yes, thank you, Mr. Chair.
Real quickly, good news to share with the board
as I shared with the Audit and Finance Committee.
The committee members were called
that we did have to suspend rail service
in the San Clemente region once again due to a risk of a landslide that was had debris
falling near our tracks just north of the San Clemente pier in working with the Orange
County Transportation Authority and specifically also with the City of San Clemente. The City
of San Clemente has awarded a contract to do some modifications at the location of where
the landslide risk was was severe. The city has a project that will take a
couple of weeks to do some regrading of the hillside and we're hopeful that
after that two-week period it'll be safe for us to restore passenger rail
service on on that line not just of course for ourselves and our service to
to Oceanside, but also for Pacific Surfliner,
who runs from Los Angeles to San Diego.
So stay tuned for that.
Our understanding is that the city's contractor
started work today and will be in earnest
over the course of those next couple of weeks.
They will be working both from the city side,
which has a city facility that was at risk
of falling down through the landslide,
and then also working from our right of way.
So the contract will be operating from the under a right of entry on our corridor.
So again, it's positive steps in that regard.
The second is just a reminder that next week, May 15th through May 19th is bike to work week.
We're celebrating that.
If you're a cyclist, please bring your bike on a train and ride for free.
Our social media team is already starting to work on that.
So it has also been a very successful promotion for us
over the years of encouraging multimodal transportation
on our system.
Thank you, Mr. Chair.
That wraps up my report.
Thank you very much.
Any committee member comments?
Mr. Chafee?
Yes, it's good to see you, Chair McAllen, back in action.
Even as only by video.
Look forward to seeing you back in the boardroom
and wish you well.
Well, thank you very much.
I will probably not be back in the boardroom until July,
but thank you.
And I'll continue to do these as much as I can.
I have no comments other than thanking everyone
for their well wishes that I've received.
And all I can say is that God's in charge of God is good
and He can accomplish many things.
With that, we stand adjourned.