and it's a plan that sets our priority. so it's important for us to hear from you what those priorities ought to be. i have here on my right, your left, a series of charts that show you a little bit more about san francisco's budget. overall the city's budget is about $7.4 billion annually. that includes all the funds we have to spend. all the city functions and the county functions and the airport and our police department and fire department and human services agency and our health department. you can see the next chart shows you where we get most of our money. so we spend a lot of time in san francisco talking about how to balance the budget. and we tend to focus that balancing conversation on what we call the general fund. those are the funds that the city has discretion over. in terms of making policy choices on what to spend money on and what to cut. where do we get our money? the biggest resource for san francisco and property taxes, it's over $1 billion a year. and we receive significant revenues from the business t

these are the priorities we're looking at. by the way i don't think that's the right priority. maybe we need to tweak certain things and things happen and we need to understand that the city is not just stagnant. as everybody from the different departments have mentioned they have plans, they have different things in the works right now that are happening today, maybe happening tomorrow and so forth, but the problem is that it's really hard for the public and myself to get a handle of what everybody is doing and by getting a handle on it there's opportunities to be -- or transparency for the public to then respond and maybe make sense of what we have as priorities this year, five years out, but next year something might happen. some project put a thousand residents somewhere changes things and all of a sudden we need to look at the priority on an on going basis and by the way i know you have the projects for the next five years but i think we should really think about this new situation that we have, so again i want to thank everybody that participated in this. this is not goin

if we start with a plan that explains what the priorities are, everybody is focused on those priorities. so if the map shows those critical pathways that have to be opened, which i saw yesterday during the medical exercise, the medical community knows what those routes are, they know which one have to be opened in order for citizens to get to those critical places. once that's posted up in the coc, we're all focused on that priority. identifying where those challenges are is really the challenge to understand that command element, command post, what the priority is and to be able to transmit that to the field where the resources are and then, if need be, to transmit the resource shortfalls beyond that. overall it was an outstanding experience. >> i'll jump in here. so this concept of common operating picture is one of the biggest takeaways for me and i think the city as we did this exercise. now, big concept, easy to implement. as rob was talking about, we're out at ocean beach, we're in a tent, we're 72 hours in, we don't have a lot of equipment, all i really needed to have was a nice

the top graph shows priorities and repriorities by the day of week. you can see our busiest day of the week by far is tuesday. yesterday was a tuesday and it was busy. below, the second graph is an ab and c priority call total and you will see the busiest day for all 3 categories is tuesdays. we had a total of 11,000, over a calls and b and c priority calls last year. this slide will give you an idea of a b and a b and c priority calls by the time of day you can see on the top slide that 1:00 in the morning is our top time for priority calls and b calls in the afternoon, c calls it's 10:00 in the evening. this slide will show you a priority calls broken out through the city. as you can see the mission district was no. 2 in the city with over 11,000 calls for service. we had 15 percent of a priority calls of service within san francisco. this next slide is a breakdown of a b and c priority calls in 2012 for the city. again you will see that mission station was no. 2 in the city just behind southern with almost 90,000 calls for service during the year.

so, probably useful to give a reminder of what our priority development areas. this is a framework that the region introduced quite a few years ago with the region wish tog help get involved in regional issues of urban sprawl and traffic congestion and how can we grow better as a region smarter. and the region, of course, does not have land use authority so they came up with this framework that encouraged local jurisdictions to identify those locationses within their cities that would make the most sense to be the areas to channel growth that are transit oriented. and, so, here in san francisco this map shows our priority development areas, i recall i realize it's a little washed out. attachment 1 in your packet page 128 also has a map. these are the areas that we identified in san francisco first in 2007, approved by the board of supervisors. they've been updated just a little bit here and there since then. generally the parts of the city where our area plans are. generally the eastern part of the city, bart corridor as well as the southwest where the sort of p

these are the priorities we're looking at. by the way i don't think that's the right priority. maybe we need to tweak certain things and things happen and we need to understand that the city is not just stagnant. as everybody from the different departments have mentioned they have plans, they have different things in the works right now that are happening today, maybe happening tomorrow and so forth, but the problem is that it's really hard for the public and myself to get a handle of what everybody is doing and by getting a handle on it there's opportunities to

and the priorities obviously can change but we wanted priorities that can talk about the division and playing this leadership role in developing the city's over all transportation system including advocating for san francisco's priorities within the region. it really talks to the external role that the executive director will play in terms of being a real catalyst throughout transportation programs and projects that are funded by prop k. and then we talked about some specific projects that immediate to be addressed in the near future. and then we talk about the work around transportation studies. we can spend a lot of time looking at discussing things that should be happening instead that are under way, but those who are the users of the transportation systems here, unless they are feeling that and seeing that, then a lot of times it's used facilitating discussions, but this talks about getting things done. one of the priorities, one of the key competencies is getting things done. it's important that at the end of the day that things are getting done and that there is this perception

and this diversity of priority development area is not just within the city, we have priority development areas in small towns like clover dale and other cities and so they range in scale with the intent in connecting again the transit with access to jobs. >> and gives you a picture of how san francisco is growing, in terms of housing, again, there is a significant growth in the expected in the city, and here you have three of the neighborhoods that will be taken on a significant portion of the growth. as you probably know the plan in the area are slightly higher than what you see in the local plans and that is part of assessing where it will be in the city. there are high expectations in terms of the level of growth that can be accommodated in the city. and san francisco, is facing a particular challenge, all cities, medium sized cities and small cities are making different efforts to address this convergence of housing and employment. in san francisco, your experience a different pattern and san francisco coaleses in the financial district which is no longer a case, the set of jobs that

our top priority as a nation and my top priority as president must be doing everything we can to reignite the engine of america's growth, a rising, thriving middle class. .hat is our north store that must have every decision they make. yesterday we learned that our -- we created about $500,000 this year. we haveave got -- created about 500,000 jobs this year. but we have got more to do. there are spending cuts that are hurting the community. cut cell costs our economy hundreds of thousands of jobs this year. countrywant to keep our on growth, when the create good, middle-class jobs, you have to make smarter choices. this week i will send a budget to congress that will help us do that. it is a fiscally responsible blueprint for middle-class jobs and growth. washington has argumen raged. my budget puts that argument to rest. we do not have to choose between goals, we can do both. when we saw in the 1990s, nothing reduces the deficit faster than growing the economy. my budget will reduce the deficit not what spending cuts that hurt students and seniors and middle-class families, but a bounce

if a vehicle license fee if voters pass that increase that amount so we can meet better priorities as many in the public comment period raised, but would that be a good source of funds that may increase our amounts for pedestrian safety? >> absolutely and it could be a primary funding source for transportation more broadly and that has some sort of targeted emphasis on pedestrian or pedestrian related improvements. >> thank you. >> okay. i want to thank -- not only you but all the departments and i actually have some questions and i am realizing that we should allocate twice the time but it's getting awfully long so specific questions i can ask the departments but i want to wrap this up and give thanks to the department of public works. earlier i know she wasn't able to speak but the district attorney's office was here, mta, department of public health, and again the transportation authority. thank you for your presentations and again i thank captain lum and captain salvi and people from the planning department for being here today. we're going to do some follow up. and i also in part

routes are, but we also need a quick orientation what the priorities are. where is the focus of effort so we can orient ourselves and our capabilities towards that. second thing we need is to understand the intent. what is the priority, where are they and that also keys us to what capabilities we might be able to focus on. of course the third thing we need to know what the resource shortfalls are. that will allow us to determine what kinds of equipment we need to put towards that. but what i saw in the exercise was a good information flow and an atmosphere of a team effort at the location at ocean beach. >> thank you. thank you, all. when we have an vent in the future and we know it's going to happen, we just don't know when, i sometimes tell my team we're one day closer to the next disaster. i don't know when it's going to be, but we're one day closer. when that happens it's unlikely that the people we exercised with are actually going to be the people who are responding. so knowing that, what are the top 3 things that you might share, your elevator speech

as the government code does mandate that we establish priorities as the department and we do have those established and essentially are one of our top priorities is affordable housing projects and that affects the entire review process, not only ceqa. also in general for all of our projects we have been making a very concerted effort as the department to provide more specific information much earlier in the process in fact even before a project application has been filed through our preliminary project assessment process. and i feel that it's been a very successful effort and we are able to make the easy calls on environmental determinations. we can at least make the call that yes in fact we do clearly trigger this or that environmental issue and therefore this or that type of environmental document will be needed. >> if i may on this, a directors bolt -- which projects get priority and second is our other public project. it's any affordable housing project. my only concern here is codifying something like this. i find it awkward that it would be on the code. that's what i find troublin

fissile material is a top priority. -- fissile material. an agreement agreed to transfer dollars to support nuclear- weapons programs. these funds are not available to support non-proliferation programs and securing and removing of hon. fissile materials. why is that the case? -- of the hon. fissile material. >> as i address part of that our specific responsibility with nuclear- weapons is deterrence. the non-proliferation peace is -- has always resided in other agencies, specifically state. we are part of that and cooperate with that. start treaty issues and so on. weparticipate in that, but don't have responsibility for that. as we're looking at these relationships and the agency relationship you're talking about, it is not in the budget because our budget line of responsibility -- >> i would just note -- we're looking at non proliferations and not refer to stove piping when it comes to non proliferation writ large, which includes a nuclear-weapons program but also includes investment in specific non- puller of ration programs. proliferat

what are the strategic priorities? how do you implement those priorities?i don't like, did any other way without some sort of a review top to bottom. i understand as i said my opening comments is very imperfect. he was sitting here know that. i know it. still, it's an important time to do it. it's worthwhile to do with there are saving you get out of it. if no other reason it's important to get some sense of editors admit that inventory is. we have the last 12 years had layered commandline commands on commands and weapon systems because we essentially have had over a ten-year period pretty much a noninteractive flood of money going to dod for the reasons everybody understands an accepted and supported. there's a different time. we have to do things differently and still protect the interest of our country. they take the rest of our time if it's okay to ask mr. hale to respond to specific numbers. >> financier question on brac 2035. we spent an enormous sum of honey. we would save $4 billion a year permissible in place and is close to the point now. we won't

so we had about 7 top priorities but we narrowed it down to 4. these are not the only ones but we thought these were key ones and then we talk about the role of the director, what they are responsible for and what their duties are and those are pretty standard for a leadership role. some are very specific to the authority and the authorities make-up. but we wanted to make sure that providing leadership is the critical element and not only leadership within the transit community, but leadership within the city, leadership within the region and leadership within the actual authority itself. making sure that it is a culture of excellence and excellence continues to be at the fore front of what we do and put in the 3rd responsibility to show justice equity and access and that's important to show disparities are addressed. we moved up that on the list of responsibilities and those are the kinds of things that we heard as part of the core competencies and we want the candidates to see. if we have taken the bullet like that and put it down maybe bullet

that's number one priority. number two priority, two years ago my rent went up 8.9%.t went up 9.5%. this year it went up between 10 and 14%. the difference in one rent check this year is $390. we have -- we're asking the city to give up 2000 plus prime rent control apartments and drop those people into the toxic soup of market rate apartment, and a market rate apartment is first and foremost a vehicle for investors to make money. second, after that is a vehicle to make profits and where does the edge start when you go into prove tiering. -- profiteering and topped by 5%. what you've got here is say situation that's happening. when we top it off with 5%, we want to keep our community, our city stable. that's the number two priority. number three priority, sc-4, market and dolores, 88 condos, i'm seeing 26 condos. i'm seeing 26 cost of living apartments. i'm seeing 26 lower income units and 10 section 8 people. it looks good. thank you. >> thank you very much. next speaker. >>> hi, i'm edmond [speaker not understood]. happy earth day [speaker not understood]. i'm at the