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HomeMy WebLinkAbout09.B- City Manager ea RESOLUTION(ID#2023) DOC ID:2023 A CITY OF SAN BERNARDINO—REQUEST FOR COUNCIL ACTION Budget From: Andrea Travis-Miller MCC Meeting Date: 09/04/2012 Prepared by: Heidi Aten, (909) 384-5122 Dept: City Manager Ward(s): All Subject: Resolution of the Mayor and Common Council of the City of San Bernardino Adopting the Pre- Pendency Budget Plan. (At Meeting of August 29,2012, Item Continued to September 4,2012.) Financial Impact: Account Budgeted Amount: <<Insert Amount>> Account No. «Inert Account No>> Account Description: «Insert Account Description Balance as of: <<Insert Date>> Balance after approval of this item: «Inert Amount>> Please note this balance does not indicate available funding. It does not include non-encumbered reoccurring expenses or expenses incurred, but not yet processed. Motion: Adopt the Resolution. City Attorney Review: Surwortine Documents: Resolution Adopting Pre Pendency Budget Plan 8-27-12 (DOC) Updated:8/30/2012 by Linda Sutherland A Packet Pg,241::: 9.B.A 1 RESOLUTION NO. 2 RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE 3 CITY OF SAN BERNARDINO ADOPTING THE PRE-PENDENCY BUDGET PLAN 4 d 5 BE IT RESOLVED BY THE MAYOR AND COMMON COUNCIL OF THE v CITY OF SAN BERNARDINO AS FOLLOWS: 00 6 m 7 SECTION 1. That the pre pendency budget plan dated August 23, 2012 and attached hereto as Exhibit"A" is adopted. m 8 m 9 d 10 M 11 12 r N 13 /// m 14 C m 15 16 c 17 0. 9 18 a 19 .a 20 0 21 0 /// 5 22 0 23 C c 24 /// E L 25 Q 26 /// 27 26 I Packet Pg. 245 1 RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN BERNARDINO ADOPTING THE PRE-PENDENCY BUDGET PLAN 2 3 I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the Mayor and 4 5 Common Council of the City of San Bernardino at a meeting thereof, held on v 6 the day of 2012, by the following vote,to wit: m m a 7 Council Members: AYES NAYS ABSTAIN ABSENT d 9 MARQUEZ d 9 or m JENKINS a` 10 — 11 VALDIVIA n N 12 SHORETT N 13 KELLEY c — m 14 d JOHNSON 15 v MCCAMMACK 00 16 d 17 Georgeann Hanna, City Clerk i 18 ` The foregoing Resolution is hereby approved this day of 2012. 19 L IL n 20 c Q 21 Patrick J. 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These visits involved borrowing books, participating in educational adventures for children, accessing a public computer, enjoying free cultural events, attending forums on topics like job search skills, citizenship classes and more. In spite of a continuation of rigorous belt tightening which included the elimination of all general fund book monies, the inability to replace the retired Children's Librarian and the elimination of all state funds to support our literacy programs and technology, the Central Library increased its circulation to children this year and the three branch libraries remained open. However, the escalating fiscal crisis during 2010/11 alerted the Library Board of Trustees, the Administrative body in charge of library policies and personnel, of the need to plan for potential further reductions. They initiated a strategic planning process in September of 2011 to better manage declining resources based on public need. They agreed to use a multitude of measurements and community input to create a Strategic Plan that would provide the most needed library services identified by our residents, delivered in the most cost effective manner, using best management practices and established technology. The measurement and management tools used in this process were the following: Management Partners Report for the City of San Bernardino, 1999 Facility Usage Statistics, compiled by the staff of the San Bernardino Public Library Collection Data compiled from the Library's automation vendor Library Survey 2010 Library Survey currently underway 2012 Materials Availability Survey conducted at Central Library and all three branches Stakeholders Workshops (2 sessions) Staff workshop Trustees workshop: Library Board of Trustees, Library Foundation Directors and Friends of the Library Board members OCommunity Conversations on Library Roles and Community Needs (10 sessions) San Bernardino Public Library Pendency Plan Page 1 The massive efforts of information gathering designed to create a Strategic Plan has been used instead to create the library portion of the Pendency Plan to support the city-wide bankruptcy initiative. OPERATIONAL AND MANAGEMENT CHANGES PROPOSED BY MANAGEMENT PARTNER REPORT The Library Pendency Plan was based largely on recommendations from the Management Partner Study charted below. "Group", "Recommendation", "Responsible" and "Comments" are taken directly from the report. "Status" column was supplied by current library staff. The proposals for the dependency plan, based on recommendations from the report, follow after the chart. Group Recommendation Responsible Comments Status Charter Enact a Charter amendment Mayor and Significant Pendency plan Change to place the Library Council improvement in recommends placing Department under accountability for the Library under supervision of the City library Parks and Recreation Manager performance. rather than direct- Mayor and reporting to the City Council would Manager. Question have direct remains as to whether authority the Charter will allow this reorganization. Budget Dedicate any state of Library Board, To catch up on State budget crisis California library monies Mayor and lack of materials. eliminated all library received by the City for Council Some indirect cost program funding for purchase of materials and/or to the General 2011/12 inventory scanners and RFID Fund togs Management Explore facility sharing Mayor,City Best practice and California State improvement opportunities with the School Manager, creates Library funded a grant District Library Board opportunity for request for the Library grant funding to hire a full time person specifically to generate formal partnerships between the Library and other agencies,departments and non-profit service organizations. San Bernardino School District was first on the list,however,absence of a Superintendent of Schools for the past 10 months has delayed this process,but a formal partnership process is currently underway. Management Establish formal, Library staff, Best practice The Pendency Plan Improvement collaborative relationships Police,EDA, proposal to place the between the Library SBETA Library Manager in Department-and its Literacy direct report to the Center-and compatible City Parks&Recreation departments for crime Director will support prevention,economic the creation of a development and workforce stronger partnership development efforts between Parks and Libraries that could San Bernardino Public Library Pendency Plan Page 2 emerge as a Community Services Department. Management Reduce the number of stand- Mayor,City It is assumed that Part of Library Improvement alone library branches once Manager, closing 2 branches .Administration's the number of shared Library Board will save$150,000 budget proposal in facilities has increased to each. This money 2009. Council instead serve the population to be reinvested in requested branches library services to remain open with achieve a more minimal staffing and satisfactory level Central Library reduce of service. hours by closing Frida s. STRUCTURE CHANGE RECOMMENDED In San Bernardino, the Library Department is a separate department operated by a Library Director that is selected, appointed and reports to the Library Board of Directors. The Library Board is both established and governed by City Charter. The powers established by the City Charter for the Library Board include: • Establishing policies for managing and operating the Library Department • Administration of trusts • Defining the number, duties and powers of the staff • Hiring, discipline and firing of staff • Establish the salaries of Library employees • Purchasing The recommendation of the Management Partner's report is that a Charter Change be proposed for the ballot, placing authority for the Library in the hands of the City Manager. While this could be accomplished in the future if desired by the Common Council, for purposes of the pendency plan, the Library Board supports having the Library Manager report to the Director of Parks and Recreation until the City emerges from bankruptcy. This allows the staff of both organizations to work together to design a Community Services Plan that promotes staff sharing, re-designing existing facilities for the community that enjoy "blended" services combining the best of parks, libraries, SBETA and community safety. These partnerships will enhance grant applications and will allow both departments to assess the benefits the partnership affords to both agencies and the community. NUMBER OF OUTLETS RECOMMENDED: Residents of the City of San Bernardino currently receive their library services through a Central Library and three branch libraries. The respective square footage San Bernardino Public Library Pendency Plan Page 3 of service space, collections available, annual circulation, and other service trends are outlined below. Facility Sq. Distance Collection Card Patron Circulation Computer Program Footage from Size Holders Visits in 2011/12 Usage Attendence Central Feldhem 64,800 NA 144,939 69,718 423,944 329,724 81,750 12,348 Library Rowe 5,655 4.2 miles 38,013 10,792 18,243 519937 5,071 1,939 Branch Library Inghram 3,000 3.5 miles 17,889 10,875 31,646 32,479 51193 1,052 Branch Librar Villasenor 7,500 1.2 miles 27,080 6,703 34,148 34,401 5,063 1,098 Librar Totals NA 227,909 98,088 1 507,981 1 448,541 97,077 16,437 The Management Partners study recommended the closure of two branches. Due to the severe nature of the economic crisis, all three branch libraries are slated for closure in this Pendency Plan. In a community struggling with poverty, unemployment and a dropout rate in the schools of more than 25%, reduction of any library service is approached with extreme reluctance. However, the following data supports the decision to close all branches: Circulation at two of the branch libraries (Inghram and Villasenor libraries) have continued to decline due to poor hours, lack of new items in the collections and limited staff capabilities to supply customer service support. These same two libraries are also within 3 miles of the Central Library. However, these branch libraries serve the highest number of visitors, hosting approximately 70,000 visitors per year who use the branches to access public computers to find and secure jobs or create resumes, read newspapers and magazines, attend a meeting at Villasenor or enjoy the location as a vital "cooling center". The Rowe Branch Library, also reluctantly slated for closure, is the greatest distance from the Central Library. The Rowe Branch has the largest square footage dedicated to book materials and serves a clientele consisting largely of seniors and children-all dedicated readers. Circulation at that branch this year approached the 50,000 mark. However, all branch locations are suffering from severely depleted collections. This has occurred due to the inability of the library to purchase replacements for missing items and the lack of a book budget to purchase significant numbers of new items over the last 5 years. Consequently, the branch book collections show the following percentages of materials older than a 1995 publication date: San Bernardino Public Library Pendency Plan Page 4 Astronomy 30% older than 1995 \.. Life Science 42% older than 1995 Chemistry 61% older than 1995 Law 28% older than 1995 Economics 20% older than 1995 Political Science 45% older than 1995 Family Living 32% older than 1995 For a complete analysis of the collection for each branch library and Central Library, please see the attachment under each branch tab. The estimated cost of updating these collections would be a minimum of$50,000 per branch location—a cost prohibitive in our current economic situation. Therefore this Pendency Plan recommends the closure of all branch libraries and the transfer of key popular and current information to the Central Library. The Pendency Plan further recommends the following approach to closed branches: Ingbram Branch Library: Because Inghram is a rental facility, the Pendency Plan recommends the immediate closure of this location and the transfer of all books, materials and shelving to city storage, Central Library or Rowe Branch Library. Prospect of reopening this facility during better financial times is poor. However, the San Bernardino County Library is currently constructing a 10,000 sq. ft. library to be located in the Muscoy area which will be available to serve the library needs of this community if they chose not to travel to Central Library. This County facility is scheduled to open in Spring of 2013. Villasenor Branch Library: The Pendency Plan recommends exploring rental options for this attractive and newly renovated facility due to the presence of a community multipurpose room. Portions of the collection at Villasenor will be relocated to Feldheym Library or stored. Potential for re-opening this facility under a joint use approach with Parks & Recreation or with other non-profit or commercial partnerships during better financial times is good. Rowe Branch Library: The Pendency Plan recommends "moth-balling" this facility after removing popular and current materials for circulation at Central Library. This facility is uniquely designed for library usage. Small office spaces and lack of community room space make this location unlikely to have rental appeal unless completely gutted. Potential for re-opening this facility as a branch library during better financial times is good. San Bernardino Public Library Pendency Plan Page 5 OPEN HOURS AT CENTRAL LIBRARY: This Pendency Plan recommends a change of hours at the Central Library. Currently the Library is open Monday through Wednesday, 10 a.m. to 8 p.m.; Thursday 10 a.m. to 6 p.m., Saturday 10 a.m. to 6 p.m. and closed Friday and Sunday. This allows for 46 open hours and 5 days open per week. This plan recommends opening the Library Monday through Wednesday, 12 noon to 8 p.m., Thursday through Saturday, 10 a.m. to 6 p.m. This allows for 48 open hours, but adds another open day, returning Friday service, providing 6 open days per week. STAFFING CHANGES PROPOSED The Library budget currently shows 19 positions available for funding. The Pendency Plan proposes the elimination of 7 positions from the budget, bringing the staff complement down to 12 full time positions and 1 part time position from a 2005 high of 31 full time employees. Of those remaining positions, 1.5 FTE are management, 4 are mid-management and 7 are general. The remaining support for library operations comes from un-benefitted part time employees. The decisions of what positions to retain, which to transfer and which to eliminate were based on the planning process conducted by Library Staff over the course of 9 months. Specifically, staff looked at the data received through surveys and the Community Conversations held within the Branch libraries and Community Action Groups. The participants at these sessions were asked to select the roles they valued most from a list of potential roles public libraries often fill. Participants were also asked to provide information regarding the most important needs the city could fill for themselves and their families. While the data gathered from those sessions is attached in the appendix section, universally, the following roles were the top "vote getters": 1) Technology Center: a place to use public computers to look for jobs, write resumes and apply for positions on-line; to learn about new technology and to experience free classes on the use of a variety of technology 2) School Education Resource Center: a place where children can enhance and support the education they are receiving from the public or private schools they are attending. 3) Lifelong Learning Center: a place where formal and informal training takes place offering classes in technology, citizenship, reading, creative writing, financial literacy and more. `r. San Bernardino Public Library Pendency Plan Page 6 f Based on these decisions, Library Administration eliminated positions supporting a traditional role of Information Center, recognizing the ability of the public to access information on a wide range topics through the internet at home or on a library computer. Library Administration also transferred a bi-lingual professional position formerly dedicated to Adult Information Services to support the delivery of Children's Services. In addition, Library Administration eliminated the division called "Technical Services", outsourcing the major product of that division—the cataloging and processing of book materials. Outsourcing is more cost effective than in-house processing when based on a small amount of new purchases made each year. Based on these reasons, and to further streamline the management of the library, cuts and transfers were proposed in the Pendency Plan. Information below outlines and further explains the changes. Eliminated from the budget are the following positions: Library Administrative Supervisor Management Vacant Principal Librarian Management Vacant Library Technical Services Supervisor Mid Management Filled Library Program Coordinator Mid Management Vacant Library Computer Lab Coordinator General Filled Librarian II – Adult Reference General Vacant Library Technician – Circulation General Filled Retained in the Budget: With this critical shortage of trained staff, all staff members are required to be cross trained in at least one other division, and to be available to work a public desk in the event of illness, jury duty, vacations, etc. The remaining positions, as indicated by the Organizational Chart, are as follow: .5 City Librarian position (Management) Cross trained as Reference Librarian This position will continue to be filled by a 20 hour per week manager. Due to the filing of Fiscal Emergency, PERS Agency has given the city the right to continue to use a retired annuitant for management of the library, during the time period the city is in bankruptcy. This person will still be limited to a maximum of 960 hours in the fiscal year. Library Information Technology Manager (Management) Direct Public Assistance- r 50% San Bernardino Public Library Pendency Plan Page 7 This position will continue to serve 50% in management, the other 50% as a public desk employee, directly involved in customer service delivery. The management function of this position is to provide qualifying applications to E-Rate, a complex federal program that allows the Library to receive over $100,000 each year to cover phone, telecommunications and computer costs. Thanks to this position, the Central Library offers Time Warner Cable computer access to the public—the fastest currently available—at an extremely low cost. Network Coordinator: Technology and Software Maintenance (Mid Manager) (Cross trained a Computer Lab Coordinator) Paid at the salary level of a Computer Technician II, this position is responsible for the operation of 5 independent software programs controlling our 80 public computers and the 40 staff computers currently on-site at the library. This position also coordinates phone service and wireless internet activity. In addition, this employee applied to the State Library for 30 new chrome books (lap tops) donated by Google Corporation, adding to the list of equipment requiring repair and maintenance. The closure of the branch libraries will not reduce this number, since all computers will be relocated to Central Library. All this equipment is available to the public for use, serving over 90,000 customers per year. The repair and maintenance rate, therefore, is staggering. The current Network staff are the original installers of the library's network. This position and that of Network Assistant is invaluable to the operation of technology services—the role of the library rated "Priority 1" by the public in every "Community Conversation" across the City. Network Assistant: Technology Maintenance (General) Paid at the salary level of a Computer Technician 1, this position is responsible for the repair, maintenance and smooth operation of the 150 computers that will be located in the future at Feldheym Central Library. Formerly assisted by two part time intern positions, since the last budget reductions, this individual is responsible for all repair and maintenance. Circulation Supervisor: (Mid Manager) Direct Public Assistance This position manages the smooth borrowing and return of nearly 300,000 items each year. While the position shows this individual supervising two employees, she also supervises 15 part time employees working 10-15 hours per week. In addition, for most of these employees, the library job is their first work experience and their supervision calls for more time and attention than a more "seasoned" class of employees. San Bernardino Public Library Pendency Plan Page 8 Under the Pendency Plan, this position will also be responsible for processing all donated materials, since the plan also calls for the elimination of the Technical Services Division of the Library and the elimination of the Technical Services Manager. Finally, this position is responsible for collecting fines and fees from library patrons, notifying customers of overdue items and coordinating collections with Finance. This position is responsible for an income stream of approximately $100,000 per year. Technologv Librarian: (Mid Manager) Direct Public Assistance Under the Pendency plan, this position is responsible for the operation of the Adult Information Desk and the Computer Lab. The Plan eliminates the position of Computer Lab Technician and transfers that responsibility to the first floor oversight of the Technology Librarian. Combining two locations into one reduces the necessity of one staff person, resulting in a more cost effective and improved customer service experience. This position is also now responsible for collection coordination for Central Library. This responsibility is new since the elimination of the Technical Services Manager formerly in charge of collection development. Although the Library has extremely limited funds for the purchase of books, the task of relocating 90,000 volumes currently located in branch libraries, determining what books to add to Central, what to store and what to discard will all fall on this position. The discarding of books is a critical decision that must be handled with care and professionalism, otherwise the cost of lost valuable resources and political fallout can be excessive. Children's Librarian (Librarian II) — bilingual — (General) Direct Public Assistance Cross trained in Adult Reference Services The Pendency Plan calls for the transfer of a Librarian II from the Reference and Information department over to professional manage Children's Services. Identified by the Community Assessment process as tied with Technology as the most important service the library can offer, this position is responsible for delivering information services for children and parents, coordinating programming, purchasing and retention of children's library resources, coordinating with schools for education support and assisting in the writing of grants to bring additional resources to the Library. Library Program Coordinator — (General) Children's/Teens/Volunteers Direct Public Assistance. Cross trained in computer lab services. San Bernardino Public Library Pendency Plan Page 9 This position serves under the supervision of the Children's Librarian and is responsible for assisting at the Children's Desk, coordinating Teen Services and collections, providing limited adult programming and coordinating volunteer services. Senior Library Technician — (General) Direct Public Assistance — bilingual — Cross trained in Children's Services This position is responsible for scheduling the computer lab, coordinating part time coverage at the lab and assisting in the delivery of technology access for the public. Duties include serving on the public desk (20 hours per week), scheduling part time hours, and teaching technology classes. Library Technician — (General) Circulation Direct Public Assistance — bilingual Spanish — Cross trained as delivery driver This position is responsible for coordinating overdues, assigning clients to collection agency, and working the circulation desk, the busiest of all public service desks. Critical due to bilingual Spanish certification, this position also steps in as a delivery driver when necessary. Library Assistant — (General) Direct Public Assistant— bilingual Spanish — Cross trained in Circulation Services This position has been transferred from the Technical Services Division and placed under Circulation Services. This position is the only position with the ability to catalog and classify library materials, allowing the library to add donated books and media to the library collection. Her ability to speak Spanish allows her to catalog all Spanish language materials in house. This position will also be responsible, under the Pendency Plan, of coordinating the Passport Services transferred from City Clerk to Library. Passport Services will generate an income of approximately $50,000 which very nearly pays the salary of this cost-effective employee class. Senior Library Administrative Technician (General) (crossed trained on Children's Desk) This position is responsible for coordinating and completing payroll, booking community facilities for rental, booking all art and displays for the library, serves as webmaster for the Library and provides graphic art services for all library programming. Administrative Technician (General) (crossed trained as Computer Lab technician) This position is responsible for coordinating personnel records, paying bills, tracking invoices, handling all income received as library fines, fees and charges, coordinating San Bernardino Public Library Pendency Plan Page 10 the agenda process for the Library Board of Trustees and running all trust fund reports for the Library Board Additional changes in the staffing of the Central Library include the elimination of the use of the part time Library Technician for circulation purposes. In making this change, Administration is following the example of both San Bernardino County and Riverside County by using minimum wage part-time employees for all circulation functions. USE OF FOUNDATION FUNDS, FRIENDS AND TRUST FUNDS: The Pendency Plan calls for no funds to support the book budget, to purchase media, to provide databases for the students, job-seekers or small business managers and entrepreneurs. The Foundation and the Friends of the Library are the two non-profit private funds that, upon request of the Library Director, will provide the critical needs for the collection, for Technology enhancement and for special upgrades to facilities under special circumstances. The by-laws of the Foundation, however, specifically prevent the use of their funds to support general library operations. "General operations" would be defined as salaries, or routine maintenance of facilities. However, trust funds could be used to the potential enhancement of drastically reduced library services by supporting the following projects: Bookmobile Service to Schools: A project that would be supported by grant applications, a "Kidsmobile" project could be designed specifically to visit school sites, allowing youngsters to have access to up to 6,000 volumes of books brought in from the closed branch libraries. Visits could be scheduled based on school interest. This project could be launched to serve the entire community of children, including those areas where, up to now, no branch library has existed in the recent past. Membership in the Inland Library System: A consortium of libraries, consisting of San Bernardino County Library, Riverside County Library (LSSI) and Ontario Public Library currently exists. The San Bernardino Public Library has been actively pursuing membership in this consortium and has obtained a quote to "purchase" our way into the network. While the cost to participate initially is high (approximately $70,000) maintenance savings of$10,000 would be achieved each year and the opportunity to have quick access to a wide range San Bernardino Public Library Pendency Plan Page 11 of books and materials not currently owned by San Bernardino Public Library would be a strong advantage for our community members of all ages. Reviewed and Accepted by the Library Board of Trustees Special Meeting, August 23, 2012 San Bernardino Public Library Pendency Plan Page 12 Demographic Profile San Bernardino Public Library Highlights Population Growth: The population in the City of San Bernardino grew by 13% over the past decade to 210,000. This growth rate is slightly higher than the state's (10%) but lower than that of San Bernardino County as a whole (19%). Despite the overall growth, a sharp decline occurred in the white,non-Hispanic population (-26%). Diversity:This area became majority Hispanic between 2000 and 2010, with the Hispanic share of the population increasing from 48% to 60%. The white, non-Hispanic share population by Age decreased from 29%to 19%,and the black share from 16%to 14%of total. Age Structure: San Bernardino is much younger than the state, with a median age of 29, compared with 35 for California, and the age structure did not change substantially over the past decade. In contrast with statewide aging trends, the older population remained at 8% of the total, while the number of young people grew by 6%. This young age group is 71% Hispanic, 14% black, and 10% white, non-Hispanic. Blacks, with a median age of 28, and Hispanics, with a median age of 24, are younger in this area than statewide. Households: This area has a large portion of single-parent households-18% of total households here, compared with 10% statewide. Also, 14% of households are linguistically isolated, meaning that no one living in these households age 14 and over speaks English at least"very well." Education: Educational attainment is lower in San Bernardino for all racial and ethnic groups than in California overall. Just 12% of adults have earned a Bachelor's degree or higher, compared with 30% of adults statewide, and 33% have not completed high school, compared with 20%statewide. Income: Median household income is $39,000, just 65% of the California median of " $60,000. The unemployment rate was 6% in 2006 but increased to 19% in June 2011. In this area,26%of people have incomes below the federal poverty level, as do 45%of female-headed families with children and no husband present. This demographic profile is part of a series of library jurisdiction profiles prepared for the California State Library by the Stanford Center on Longevity. The project, "Understanding California's Shifting Demographics,"was supported in whole by the U.S. Institute of Museum and Library Services under the provisions of the Library Services and Technology Act administered in California by the State Librarian. The opinions expressed herein do not necessarily reflect the position or O policy of the U.S. Institute of Museum and Library Services or the California State Library, and no official endorsement by the U.S. Institute of Museum and Library Services or the California State Library should be inferred. 0 STANFORD CENTERON N LONGEVITY Page 1 Demographic Profile San Bernardino Public Library Key Indicators 2000 2010 Population Growth Total population 185,401 209,924 10-year growth 12.9% 13.2% Diversity a/o Hispanic 47.5% 60.0% %Asian, non-Hispanic 4.1% 3.8% a/o White, non-Hispanic 28.9% 19.0% %Black, non-Hispanic 16.0% 14.2% Aging %65+ 8.2% 7.9% Median age 27.6 28.5 Households •Married couple with children 27.5% 24.0% • Living alone 21.1% 18.9% 1. Population by Library-Defined Age Group,2010 2. Race and Ethnicity by Library-Defined Age Group,2010 In thousands:males on lent,females on right •White,NH =Black,NH Asian,NH -0ther,NH •Hispanic Age group Total `,x,t 85+,Oldest 65 to 84,Older adultsat 46 to 64,Midlife 33 to 45,Adult 19 to 32,Young 14 to 18,Teens +. 11 to 13,Tweens _-.;..• ® 6 to 10,School age 0 to 5,Infants/toddlers b, 40 20 0 20 40 0% 20% 40% 60% 80% 100% 3. Population Growth by Library-Defined Age 4. Population Total, 1990-2010 S. 10-Year Population Change Group,2000-10 In thousands 1990-2000 2010 Change , %Change 400 •2000-2010 Total 209,924 24,523r 13.2% San 85+ 2,143 373 21.1% 300 9 mard,no 895 Public 6.6 - 65 to 84 _ 14,391 L1biry 209.9 46 to 64 40,595 13,252 48.5% 200 185.4 . san ,_:: s ' 164.2 ee nar4mo 33 to 45 34,714 -540 -1.5% c „nt 19 to 32 46,940 7,6741 19.5% 100 - 14 to 18 19,321 r 3,507} 22.2% i'f}®1ITt California 11 to 13 10,631 150 1.4% �+ 6 to 10 17,912 -1,9491 -9.8% 0 -- 0 to 5 23,277 1,161 5.2% 1990 2000 2010 Source.US Census 2010,2000,or 1990 Prepared for the California State Library by Stanford Center on Longevity,9/12/2011 Page 2 Demographic Profile San Bernardino Public Library 6. Population by 5-Year Age Brackets 7. 10-Year Change in Population, 2000-10 In thousands,males on left,females on right a)By Age b)By Race and Ethnicity a)2000 ® b)2010 In thousands In thousands B5+ - 80-84 80.64 84 White,NH - 70-74 70.74 1j 6664 60-64 Iyrr�� Black,NH 50-54 50-54 40-44 40-44 Asian,NH 30.34 30.34 20-24 2624 Other,NH_Z 7614 10-14 Hispanic - _. 0-4 04 16 8 0 8 16 16 8 0 8 16 -5 0 5 -20 0 20 40 60 Total 24,523 185,401 209,924 Change )13.2% 8. Population by Age,Race,and Ethnicity,2010 In thousands,males on left,females on right White,Non-Hispanic Black,Non-Hispanic Asian,Non-Hispanic Hispanic too- loo- 90-94 90.94 80-84 8484 70-74 70-74 60-64 '�� 60-64 50-54 _ 50-54 40-44 40-44 30.34 '_ 30-34 20-24 20-24 10-14 10-14 0-4 _ _ 04 10 5 0 5 10 10 5 0 5 10 10 5 0 5 10 10 5 0 5 10 White,NH Black,NH Asian,NH Hispanic Total' Population 39,977 29,897 8,027 125,994 209,924 Share of Total 19.0% 14.2% 3.8% 60.0% 100.0% %65+ 17.4% 7.8% 12.4% 41% 7.9% %20.64 64.7% 57.6% 65.1% 52.9% 56.2% %under 5 4.2% 8.6% 4.7% 11.2% 9.3% 9.Age Mix by Race and Ethnicity,2010 10. Foreign Born, 2005-09 11. Household Language, 2005-09 100% -- - - 1 Region of Origin a Linguistically Isolated" t . 100% 2% �� a At least one other language and English 80% 13% a•.,'. English only 80% Y: 6orope fi0% 60% Asia 40% � 40°o I ?+ Aq f� 20% 20% i I } a 0% I_. Foreign Born: 46,902 § Total Wh, BI, As, Olh, Hi NH NH NH NH y,Foreign Born: 23.6% ". 5°mce.Ads 200509 Source ACS 200509 Wh=White;Bill Black;As=Asian;Oth=Other Race or Two or More Races;Hisp=Hispanic;NH=Nan-Hispanic:ACS=Amencan Community Survey 2005-09 'Seepages 5-6 for detail on Other,Non-Hispanic -Linguistically Isolated=No one in the household age 14 and over speaks English at lead"very well" Source:US Census 2010,unless otherwise noted Prepared for the California State Library by Stanford Center on Longevity,9/12/2011 Page 3 Demographic Profile San Bernardino Public Library 2. Household Income,2005-09 13. Labor Force and Unemployment, 2006.11 In thousands of$(2009) b)Median Household Income by Labor Force a)Income Distribution Race and Ethnicity' In thousands Uallmploymem Rate 35% 85.5 - ______ ____ _.-_______ 20% I CA f $60392 85.0 -_.-_. _—___-. __._- 18% 30% +, 84.5 —.--_.__ _ 16% 25% 1 j Total 05 84.0 __-_ 1/12% 20% 83.5 Wh,NH 51,215 10% 83.0 — 15% 8% BI 82.5 6% 10% 82.0 4% Se _ - _. __ As 81 81.5 ... 2% 1- 81.0 L -- - + 0% 0� Hisp 1 106 '07 108 '09 '10 June Less 10 25 50 75 100 150 '11 than to to to to to or Labor Farce —Unemployment 10 25 <50 <75 <100<150 more E0 $50 $100 source.ACS 3005-OH source G Empoymm,Oevelepnem paveronant 4. Household Type, 2010 15.Average Household Size, 16.Living Arrangements %of all households 2010 Age 65+,2005-09 a)Total,2000.10 b)By Race and Ethnicity,`2010 By Race and Ethnicity' ECETM 6 r *i other ta no In r, mtly 23% 5 ..h " m14% 4.2 8% Female- 15°� 4 Female alone hno husband nd Female head ohuaband 38% ', 3.4 3.3 w/children, 6% no husband 14% 13X 3 2.9 48% Male alone Male bead 41 2.5 wlcbi na 2 ) With other y � latives 2000 2010 Wh,NH BI As Hisp 1 Total Wh,NH BI As Hisp re with spouse SWrce:RCS 3005-OY 17. Educational Attainment for the Population Age 25 and Over by Race and Ethnicity' a)%of Adults Who Did Not Complete High School b)%of Adults Who Attained a BA or Higher .,2000 Ill .2000 •2005-09 100% 1 100% I 80% }I� 80% 60% 60% 40% 40% 20% 20% Wh,NH BI As Hisp Total CA Wh,NH BI As Hisp Total CA somw.Cenws 2000,Acs Z005-09 'Wh,NH=White,Non-Hispanic;BI=BIack,Hispaoic Inclusive;As=Asian,Hispanic Inclusive)Hisp=Hispanic(Includes all races);CA=California Total Note:In the Amencan Community Survey and for Census variables other than population,Hispanic origin is not broken out for all races. Source:US Census 2010,unless otherwise noted Prepared for the California State Library by Stanford Center on Longevity,911 212 01 1 Page 4 Reference Data San Bernardino Public Library White, Black, Asian, Other, Detail for Other,Non-Hispanic Hispanic: Total Non- Non- Non- Non- American Native Some Two or More or Latino: Population Hispanic Hispanic Hispanic Hispanic Indian& Hawaiian& Other Races Alaska Pacific Race Native Islander A Total Population 2000 Total 53,630 29,654 7,594 6,501 1,129 582 288 4,502 88,0221 185,401 2000%of Total _ 28.9% 16.0% 4.1% 3.5% 0.6% 0.3%--- 2.4% 47.5%1 100.0% 2010 Total 39,977 29,897 8,027 6,029 867 704-- 361 4,097 125,9941 209,924 2010%of Total 19.0% 14.2% 3.8% 2.9% 0.4% 0.3% 0.2% 2.0% 60.0%1 100.0% B.Population in Major Age Groups by Race and Ethnicity : 2000 i 0-19 12,962 12,756 2,418 2,962 409 262 133 2,158 40,2201 71,318 20.64 31,997 14,984 4,625 3,230 656 306 135 2,133 43,981: 98,817 65+ 8,671 1,914 551 309 64 14 20 211 3,8211 15,266 85+ 1,219 182 37 29 4 0 1 24 3031 1,770 2010 0.19 7,164 10,332 1,812 2,613 228 282 138 1,965 53,4381 75,359 20-64 25,850 17,231 5,223 3,094 559 395 209 1,931 66,633: 118,031 65+ 6,963 2,334 992 322 80 27 14 201 5,9231 16,534 85+ 1,150 228 82 36 7 5 0 24 6471 2,143 C.Age Mix for Each Racial and Ethnic Group 2000 0.19 24.2% 43.0% 31.8% 45.6% 36.2% 45.0% 46.2% 47.9% 45.7%1 38.5% 20-64 59.7% 50.5% 60.9% 49.7% 58.1% 52.6% 46.9% 47.4% 50.0%1 53.3% 65+ 16.2% 6.5% 7.3% 4.8% 5.7% 2.4% 6.9% 4.7% 4.3%: 8.2% 65+ 2.3% 0.6% 0.5°/ 0.4% 0.4% 0.0% 0.3% 0.5% 0.3%: 1.0% 2010 i 0.19 17.9% 34.6% 22.6% 43.3% 26.3% 40.1% 38.2% 48.0% 42.4%! 35.9% 20-64 64.7% 57.6% 65.1% 51.3% 64.5% 56.1% 57.9% 47.1% 52.9%1 56.2% 65+ 17.4% 7.8% 12.4% 5.3% 9.2% 18% 3.9% 4.9% 4.7%: 7.9% 85+ 2.9% 0.8% 1.0% 0.6% 0.8% 0.7% 0.0% 0.6% 0.5%1 1.0% D.Racial and Ethnic Mix for Each Age Group ; 2000 1 0.19 18.2% 17.9% 3.4% 4.2% 0.6°k 0.4% 0.2% 3.0% 56.4%1 100.0% 20.64 32.4% 15.2% 4.7% 3.3% 0.7% 0.3% 0.1% 2.2% 44.5%1 100.0% 65+ 56.8% 12.5% 3.6% 2.0% 0.4% 0.1% 0.1% 1.4% 25.0%: 100.0% 85+ 68.9°h 10.3% 2.1% 1.6% 0.2% 0.0°/ 0.1% 1.4% 17.1%: 100.0% 2010 1 0.19 9.5% 13.7% 2.4% 3.5% 0.3% 0.4% 0.2% 2.6% 70.9%: 100.0% 20-64 21.9% 14.6% 4.4% 2.6% 0.5% 0.3% 0.2% 1.6% 56.5%1 100.0% 65+ 42.1% 14.1% 6.0% 1.9% 0.5% 0.2% 0.1% 1.2% 35.8%I 100.0% 85+ 53.7% 10.6% 3.8% 1.7% 0.3% 0.2% 0.0% 1.1% 30.2%i 100.0% E.Population Growth i 2000-10, Change 0-19 -5,798 -2,424 -606 -349 -181 20 5 -193 13,218; 4,041 20.64 -6,147 2,247 598 -136 -97 89 74 -202 22,6521 19,214 65+ -1,708 420 441 13 16 13 -6 -10 2,1021 1,268 85+ -69 46 45 7 3 5 -1 0 344: 373 Total -13,653 243 433 -472 -262 122 73 -405 37,972: 24,523 2000-10,%Change 1 0-19 -44.7% -19.0% -25.1% -11.8% -44.3% 7.6% 3.8% -8.9% 32.9%1 5.7% 2464 -19.2% 15.0% 12.9% -4.2% -14.8% 29.1% 54.8% -9.5% 51.5%1 19.4% 65+ -19.7% 21.9% 80.0% 4.2% 25.0% 92.9% -30.0% -4.7% 55.0%: 8.3% 85+ -5.7% 25.3% 121.6% 24.1% 75.0% WA -100.0% 0.0% 113.5%1 21.1% Total -25.5% 0.8% 5.7% -7.3% -23.2% 21.0% 25.3% -9.0% 43.1%1 13.2% Source.US Census 2010,2000 Prepared for the California State Library by Stanford Center on Longevity,9/12/2011 Page 5 Reference Data, continued San Bernardino Public Library White, Black, Asian, Other, Detail for Other,Non-Hispanic Hispanic) Total Non- Non- Non- Non- American Native Some Two or More or Latino; Population Hispanic Hispanic Hispanic Hispanic Indian& Hawaiian& other Races 2010 Alaska Pacific Race Native Islander F.Population by Library-Defined Age Groups,2010 ; 0-5 1,988 3,041 450 885 57 66 36 726 16,9131 23,277 6-10 1,559 2,362 425 591 53 73 33 432 12,975; 17,912 11-13 962 1,420 271 373 35 49 23 266 7,605] 10,631 14-18 2,092 2,825 508 639 68 72 38 461 13,2571 19,321 19-32 7,532 6,824 2,041 1,327 161 165 94 907 29,2161 46,940 33-45 6,243 4,599 1,309 888 169 132 54 533 21,675; 34,714 46-64 12,638 6,492 2,031 1,004 244 120 69 571 18,4301 40,595 65-84 5,813 2,106 910 286 73 22 14 177 5,2761 14,391 85+ 1,150 228 82 36 7 5 0 24 6471 2,143 Total 39,977 29,897 8,027 6,029 867 704 361 4,097 125,9941 209,924 G.Population by 5-Year Age Brackets,2010 i 0-4 1,695 2,579 376 741 48 56 29 608 14,1301 19,521 5-9 1,542 2,346 401 616 51 73 35 457 13,1601. 18,065 10-14 1,657 2,416 456 612 57 73 37 445 12,789; 17,930 15.19 2,270 2,991 579 644 72 80 37 455 13,3591 19,843 2024 2,884 2,923 791 561 64 75 38 384 11,3741 18,533 25-29 2,706 2,119 777 434 58 43 32 301 9,7271 15,763 3034 2,164 1,776 502 347 48 45 29 225 9,104] 13,893 35-39 2,219 1,698 503 366 57 62 19 228 816021 13,388 4044 2,637 1,821 527 323 76 44 21 182 7,8691 13,177 45-49 3,359 2,105 _ 486 _ 341 _ 79 _ _ 46 22 194 7,2041 13,495 5054 3,746 2,089 639 306 72 30 24 180 5,7871 12,567 55.59 3,201 1,583 539 220 53 21 17 129 4,063; 9,606 6064 2,934 1,117 459 196 52 29 7 108 219031 71609 65-69 1,997 760 348 115 29 15 2 69 2,019! 5,239 7074 11501 609 229 74 21 4 2 47 1,408! 3,821 75.79 1,260 478 194 63 12 3 8 40 1,0661 3,061 80-84 1,055 259 139 34 11 0 2 21 7831 2,270 85-89 786 156 53 27 7 3 0 17 4411 1,463 9094 292 55 21 7 0 0 0 7 1651 540 95-99 65 12 5 2 0 2 0 0 31! 115 100+ 7 5 3 0 0 0 0 0 to: 25 Total 39,977 29,897 8,027 6,029 867 704 361 4,097 125,994; 209,924 H.Median Age,2000-10 White, Black, Asian, American Native Some Two or More Hispanic i Total Indian& Hawaiian& Other Race, Races, Non- Hispanic Hispanic or Latino Population Hispanic Inclusive Inclusive Alaska Pacific Hispanic Hispanic Native, Islander, Inclusive Inclusive Hispanic Hispanic Inclusive Inclusive 2000 39.0 24.5 30.2 25.4 21.8 22.1 19.5 22.5 27.6 2010 45.4 28.0 35.4 28.8 23.4 23.6 19.8 24.1! 28.5 Source:US Census 2010,2000 Note-In the American Community Survey and for Census variables other than population,Hispanic origin is not broken out for all races. O Prepared for the California State Library by Stanford Center on Longevity,9/12/2011 Page 6 Reference Data, continued San Bernardino Public Library I.Income Distribution,200549 J.Median Household Income by Race and Ethnicity,2005.09($2009) Range(ths) Households %of Total While,NH Black Asian Hispanic Total %of CA California <$10 4,755 8.3% $51,215 $31,739 $42,981 $37,401 $39,405 65.2% $60,392 $10 to<$25 12,933 22.5% $25 to<$50 16,686 29.0% $50 to<$75 11,156 19.4% $75 to<$100 6,101 10.6% $100 to<$I50 4,431 7.7% $150+ 1,485 2.6% K.Household Type,2000.10 2000 2000,% 2010 2010,% Total households 56,391 100.0% 59,283 100.0% Family Households 41,418 73.4% 44,520 75.1% Husband-write w/children 15,521 27.5% 14,230 24.0% Female head,no husband,w/children 7,877 14.0% 7,930 13.4% Male head,no wife,w/children 2,137 3.8% 2,819 4.8% Without children 15,883 28.2% 19,541 33.0% Nonfamily households 14,973 26.6% 14,763 24.9% Living alone 11,886 21.1% 11,229 18.9% Other nonfamily 3,087 5.5% 3,534 6.0% sortie:us census 2010,20M L.Household Type by Race and Ethnicity,2010 White,NH Black Asian Hispanic Total Total households 16,320 10,479 2,427 28,950 59,283 Husband-wife family 41.5% 23.0% 53.1% 51.3% 43.4% Family with male head,no wife 5.7% 8.7% 6.8% 11.1% 8,9% Family with female head,no husband 14.7% 36.5% 14.0% 23.2% 22.8% Living alone 30.1% 25.5% 18.4% 10.1% 18.9% source:u Other nonfamily 8.0% 6.3% 7.7% 4.4% 6.0% Census 2010 M.Poverty,2005-09 Percentage of families and people whose income in the past 12 months is below the poverty level California All families 20.7% 9.8% Families w/related children under 18 years 27.4% 14.5% Families w/female householder,no husband present 36.3% 24.2% Families w/female householder,no husband present wl related children under 18 years _ 44.8% 32.2% All people 26.1% 13.2% Under 18 years 33.4% 18.3% 18 to 64 years 23.1% 11.9% 65 years and over 16.3% 8.4% N.Educational Attainment,2005-09 %at each level of educational attainment White,NH Black Asian Hispanic Total Population 25 years and over 31,041 16,844 4,807 54,273 108,139 Less than high school 13.1% 18.6% 22.3% 50.1% 32.8% High school graduate(includes equivalency) 31.1% 28.7% 23.2% 25.5% 27.4% Some college or associate's degree 34.5% 42.3% 27.6% 18.7% 27.6% Bachelor's degree or higher 21.2% 10.5% 26.9% 5.7% 12.2% O.Employment Status,2010-11 2010 June 2011 In civilian labor force 85,000 83,700 Employed 68,900 68,000 Unemployed,%of labor force 18.9% 18.8% Source'.CAFrnpioymenl Develoonsrn Department P.Occupation,2005-09 Estimate Percent Civilian employed population,16 yrs&over 73,156 100.0% Management,professional,and related occupations 15,035 20.6% Service occupations 14,516 19.8% Sales and office occupations 19,869 27.2% Farming,fishing,and forestry occupations 411 0.6% Construction,extraction,maintenance,and repair occupations 9,344 12.8% Production,transportation,and material moving occupations 13,981 19.1% 0.Class of Worker,2005-09 Estimate Percent Civilian employed population,16 yrs 8 over 73,156 100.0% Private,for profit,wage and salary employee 50,322 68.8% Private,not for profit,wage and salary employee 3,667 5.0% Private,for profit,wage and salary self-employed in own business 1,042 1.4% Government workers 12,930 17.7% Self-employed in own not incorporated business 5,061 6.9% Unpaid family workers in family business 134 0.2% Source:American Community Survey 200509,unless otherwise stated Profile-Template 9-8-11(ver 911212011 1321 Nate:In the American Community Survey and for US Census vanables other than population,Hispanic origin is not broken out for all races. White.NH represents White,Nan-Hispanic. Black and Asian are Hispanic inclusive. Prepared for the California State Library by Stanford Center on Longevity,9/12/2011 Page 7 Legend ® _ COMMUNITY CENTER M Library Council Wards tst Ward _ 2nd Ward 3rd Ward aK 4th Ward Sth Ward ® 6th Ward 38 mG O 7th Ward 89 18 • Feldheym Library 8 P • Inghram Library • Rowe Library • Villasenor Library Note:Library "Material Check Out" numbers do not include renewals. • P � t r — 18 ' •�!{ 11d;Ward a .•t tab it Y i t ` r •�r A • •• t i •� r•( r ward , ,; I --� 1 30 • •• r •,+'IU ll v a � s M ' IGH a l 259 `- > I A LI RO NhW4rd • 'µ 4' � I _ • .' • L ME S QW 1 d @G(O o BTM ST 6` is rl• 1' S 9 C_1, 6 00THILL B VDi _ 66 — — sTH ST LTO AV' O t rw t6' fuW rd m MI MILLAVE I • I-��^ w •3 a z PJ I • I MILL ST - Q 1 % CE r RALAVE r/ O Ia •y •., r, F oRAN H s SAN BE NARDINO AVE z� z •� r SAN BE N RDINO AVE _ o V LE VD z ward i LUWNIAAVE 1 1 �FAIRWAY DR 4Y OS 1 F D ANDS et A N Q G O t c •T � + 7 .�/ g a CI US AVE u m < O m OE RAVE z m D�"y'- 'mvitletl b Etl E evek S.B.Cit Libra Printin Date:8/82012 Pre retl B Ruth Parish IT De artmenl File:I'.1 M% s\Libra \Cartl Holders B Ward\Libra Ca0Ho1ders.lul 2012-PohraiLmxd g of San Bernardino Patron of Materials from Library Combined i 3"Wltld 1 a 3 1- N = E F- N er Va1N3 c d N 3AV IM0101 w 1S VINHOJI.1VO m 1_.._._.._.� .. 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CD V "+ 1 1111 - MEMO Jim ■ esri® - - City of San Bernardino Shapefile Lake Dr 173 cje5 mac„"ioln Crest 1�ewe vev awn 1� Forest pr t 8 C�� 6emontq�o an Bar ardino National Forest C330'North Svd San ernardino Y < > a q`e a N saP9 as a c m m o W Bohnert Ave z ° 259 z d a W 16th St w oaq ve W Base Line Rd 1 W Base Line St z E u > z m c) Rialto 66 5t 3 a h Std a Z 9p Ar ow Hwy W Rialto Av, > E Rialto Ave > ¢ m U 30 Merrill Ave W M ii St m a' m r > N m m 3 ¢ c U o ° ¢ °J W Olive St m ¢ E o- + p Bernardino Ave w in Bernardino Ave CID Valley Blvd 3 • W Lugonia Ave r o 38 Slover Ave a z W Colto ' a o m F Citrus Ave r m v EWaeh Barton Rd O o^ n OoPa7a� 5th Ave 0 1 U 2 3 D m dc; 0 o as, I `� '� � < �� N g�co 71h St 1 Miles Beaumont Ave s O y W 28th St E 28th St w 3> 63 N EBnardino ardino > o v Forest d 3 c m Z n d d d o Z E 27th St z ds November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Try it Now! • Demographic Income Profile . � esri- City of San Bernardino Summary 2000 2010 2015 Population 191,849 214,671 219,288 Households 58,296 62,085 62,944 Families 42,729 45,348 45,762 Average Household Size 3.19 3.35 3.38 Owner Occupied Housing Units 30,923 31,907 32,105 Renter Occupied Housing Units 27,373 30,178 30,839 Median Age 27.7 27.9 28.3 Trends:2010-2015 Annual Rate Area state National Population 0.43% 0.70% 0.76% Households 0.28% 0.63% 0.78% Families 0.18% 0.55% 0.64% Owner HHs 0.12% 0.68% 0.82% Median Household Income 3.70% 2.59% 2.36% 2000 2010 2015 Households by Income Number Percent Number Percent Number Percent <$15,000 14,460 24.8% 12,127 19.5% 10,637 16.9% $15,000-$24,999 9,432 16.2% 8,028 12.9% 7,193 11.4% $25,000-$34,999 8,319 14.2% 7,466 12.0% 6,292 10.0% $35,000- $49,999 9,330 16.0% 9,696 15.6% 8,313 13.2% $50,000- $74,999 9,268 15.9% 12,570 20.2% 14,668 23.3% $75,000- $99,999 4,304 7.4% 6,912 11.1% 7,982 12.7% $100,000- $149,999 2,447 4.2% 3,882 6.3% 5,721 9.1% $150,000- $199,999 369 0.6% 789 1.3% 1,178 1.9% $200,000+ 457 0.8% 614 1.0% 958 1.5% Median Household Income $31,158 $39,844 $47,785 Average Household Income $41,086 $49,323 $56,386 Per Capita Income $12,955 $14,849 $16,833 2000 2010 2015 Population by Age Number Percent Number Percent Number Percent 0-4 18,682 9.7% 21,761 10.1% 22,433 10.2% 5-9 20,556 10.7% 19,887 9.3% 20,540 9.4% 10- 14 18,259 9.5% 17,211 8.0% 18,155 8.3% is- 19 16,210 8.4% 19,533 9.1% 16,621 7.6% 20- 24 14,603 7.6% 18,903 8.8% 19,438 8.9% 25-34 28,070 14.6% 32,451 15.1% 35,553 16.2% 35-44 28,549 14.9% 26,213 12.2% 26,268 12.0% 45-54 19,312 10.1% 24,383 11.4% 22,111 10.1% 55-64 11,463 6.0% 16,792 7.8% 18,693 8.5% 65-74 8,417 4.4% 9,257 4.3% 11,371 5.2% 75-84 5,876 3.1% 5,721 2.7% 5,640 2.6% 85+ 1,850 1.0% 2,561 1.2% 2,463 1.1% 2000 2010 2015 Race and Ethnicity Number Percent Number Percent Number Percent White Alone 88,488 46.1% 86,098 40.1% 82,859 37.8% Black Alone 30,576 15.9% 30,875 14.4% 29,538 13.5% American Indian Alone 2,706 1.4% 2,897 1.4% 2,855 1.3% Asian Alone 7,824 4.1% 10,386 4.8% 11,326 5.2% Pacific Islander Alone 709 0.4% 780 0.4% 776 0.4% Some Other Race Alone 51,424 26.8% 71,365 33.2% 79,086 36.1% Two or More Races 10,121 5.3% 12,270 5.7% 12,848 5.9% Hispanic Origin(Any Race) 90,536 47.2% 123,828 57.7% 136,272 62.1% Data Note:Income is expressed in current dollars Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esrl forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Try it Now! "'ge '- -` • Qesno Demographic and Income Profile Report City of San Bernardino Trends 2010-2015 3.5 c 3 w y 2.5 a c d 1.5 m 1 C �Area C Q �State 0.5 USA 0 Population Households Families Owner HHs Median HH Income Population by Age 16 14 12 10 v U g `v a 6 4 02010 2 E2015 0 0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ 2010 Household Income 2010 Population by Race $50K-$74K 40 20.2% $75K-S99K 35 $100K-$149K 30 6.3% $150K-$199K $35K-$49K 1.3% 25 15.6% $200K+ C 1.0% 20 0) a 15 30 $35K $25K-$34K 19.5% 5 12.0% $15K-$24K Whae Made Am.Intl. !.$Ian Pacific Other Two+ 12.9% 2010 Percent Hispanic Origin: 57.7% CSource:U.S.Bureau of the Census,2000 Census of Population and Housing.Esri forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Tj it Now! ,.. .. • esn' Executive Summary Ir City of San Bernardino 2010 Population Total Population 214,671 Male Population 49.5% Female Population 50.5% Median Age 27.9 2010 Income Median HH Income $39,844 Per Capita Income $14,849 Average HH Income $49,323 2010 Households Total Households 62,085 Average Household Size 3.35 2010 Housing Owner Occupied Housing Units 44.69% Renter Occupied Housing Units 42.2% Vacant Housing Units 13.2% Population 1990 Population 177,219 2000 Population 191,849 2010 Population 214,671 2015 Population 219,288 1990-2000 Annual Rate 0.8% 2000-2010 Annual Rate 1.1% 2010-2015 Annual Rate 0.43% In the identified market area,the current year population is 214,671.In 2000,the Census count in the market area was 191,849. The rate of change since 2000 was 1.1 percent annually.The five-year projection for the population in the market area is 219,288,representing a change of 0.43 percent annually from 2010 to 2015. Currently,the population is 49.5 percent male and 50.5 percent female. Households 1990 Households 59,090 2000 Households 58,296 2010 Households 62,085 2015 Households 62,944 1990-2000 Annual Rate -0.14% 2000-2010 Annual Rate 0.62% 2010-2015 Annual Rate 0.289/6 The household count in this market area has changed from 58,296 in 2000 to 62,085 in the current year,a change of 0.62 percent annually. The five-year projection of households is 62,944,a change of 0.28 percent annually from the current year total. Average household size is currently 3.35,compared to 3.19 in the year 2000. The number of families in the current year is 45,348 in the market area. Housing Currently,44.6 percent of the 71,509 housing units in the market area are owner occupied; 42.2 percent,renter occupied; and 13.2 percent are vacant. In 2000,there were 65,668 housing units- 47.0 percent owner occupied, 41.6 percent renter occupied and 11.3 percent vacant. The rate of change in housing units since 2000 is 0.83 percent. Median home value in the market area is$137,979,compared to a median home value of$157,913 for the U.S. In five years,median home value is projected to change by 3.72 percent annually to$165,604. From 2000 to the current year,median home value changed by 3.72 percent annually. source:U.S.eursau come census,2m11 census of ropul.aon and Housing.ad nonpest.nor 2m0 and 2016.earl converted 1990 census daft into 2000 geography. 021111 e.n 11n402011 rage 1 of 2 * esr*i Executive Summary City of San Bernardino Median Household Income 1990 Median HH Income $25,810 2000 Median HH Income $31,158 2010 Median HH Income $39,844 2015 Median HH Income $47,785 1990-2000 Annual Rate 1.9% 2000-2010 Annual Rate 2.43°/ 2010-2015 Annual Rate 3.7% Per Capita Income 1990 Per Capita Income $10,849 2000 Per Capita Income $12,955 2010 Per Capita Income $14,849 2015 Per Capita Income $16,833 1990-2000 Annual Rate 1.79% 2000-2010 Annual Rate 1.34% 2010-2015 Annual Rate 2.54% Average Household Income 1990 Average Household Income $31,934 2000 Average Household Income $41,086 2010 Average HH Income $49,323 2015 Average HH Income $56,386 1990-2000 Annual Rate 2.55% 2000-2010 Annual Rate 1.8% 2010-2015 Annual Rate 2.71% Households by Income Current median household income is$39,844 in the market area, compared to$54,442 for all U.S.households. Median household income is projected to be$47,785 in five years. In 2000,median household income was$31,158,compared to$25,810 in 1990. Current average household income is$49,323 in this market area, compared to$70,173 for all U.S.households. Average household income is projected to be$56,386 in five years. In 2000,average household income was$41,086,compared to$31,934 in 1990. Current per capita income is$14,849 in the market area,compared to the U.S.per capita income of$26,739. The per capita income is projected to be$16,833 in five years. In 2000,the per capita income was$12,955,compared to$10,849 in 1990. Population by Employment Currently,77.6 percent of the civilian labor force in the identified market area is employed and 22.4 percent are unemployed. In comparison, 89.2 percent of the U.S.civilian labor force is employed,and 10.8 percent are unemployed. In five years the rate of employment in the market area will be 80.9 percent of the civilian labor force,and unemployment will be 19.1 percent. The percentage of the U.S.civilian labor force that will be employed in five years is 91.2 percent,and 8.8 percent will be unemployed. In 2000,55.4 percent of the population aged 16 years or older in the market area participated in the labor force,and 0.1 percent were in the Armed Forces. In the current year,the occupational distribution of the employed population is: • 51.3 percent in white collar jobs(compared to 61.6 percent of U.S.employment) e 22.9 percent in service jobs(compared to 17.3 percent of U.S.employment) e 25.8 percent in blue collar jobs(compared to 21.1 percent of U.S.employment) In 2000,69.1 percent of the market area population drove alone to work,and 2.9 percent worked at home. The average travel time to work in 2000 was 27.9 minutes in the market area,Compared to the U.S.average of 25.5 minutes. Population by Education In 2010,the educational attainment of the population aged 25 years or older in the market area was distributed as follows: e 31.2 percent had not earned a high school diploma(14.8 percent in the U.S.) e 28.8 percent were high school graduates only(29.6 percent in the U.S.) • 6.5 percent had completed an Associate degree(7.7 percent in the U.S.) • 8.9 percent had a Bachelor's degree(17.7 percent in the U.S.) e 4.8 percent had earned a Master's/Professional/Doctorate Degree(10.4 percent in the U.S.) Source:U.S.Bureau of the Census.2000 Census of Population and Housing.Earl farecasis for 2010 and 2015.Earl cumerted 1990 Census do%Into 2000 gec,raphy. =011 son iitl Y011 Page2of2 � i ! E [ r § ! ! ! ! ! rl ; F ! ! ! ! § • ! ! | „ ; ! „ i , � : Q . . . . , , . . . . . . 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AsMPaC. Other Twoi 2010 Percent Hispanic Origin:57.7% QSource:U.S.Bureau of the Census,2000 Census of Population and Housing.Esri forecasts for 2010 end 2015. 02011 Earl On-demand reports and maps from Business Analyst Online.Order at www.esrl.eomlhao or call 800-447-9778 11/1412011 Page 1 of 1 � esri- ACS Housing Summary City of San Bernardino 2005-2009 ACS Estimate Percent MOE(t) Reliability TOTALS Total Population 205,267 5,066 Jj Total Households 59,207 1,129 IM Total Housing Units 64,171 1,155 OWNER-OCCUPIED HOUSING UNITS BY VALUE Total 31,873 100.0% 899 Less than$10,000 398 1.2% 119 m $10,000 to$14,999 200 0.6% 62 m $15,000 to$19,999 179 0.6% 81 m I $20,000 to$24,999 191 0.6% 55 m $25,000 to$29,999 160 0.5% 69 m $30,000 to$34,999 179 0.6% 77 m j $35,000 to$39,999 160 0.5% 57 m !!!1 $40,000 to$49,999 459 1.4% 110 m $50,000 to$59,999 386 1.2% 121 m $60,000 to$69,999 372 1.2% 103 m $70,000 to$79,999 483 1.5% 129 m 'r $80,000 to$89,999 448 1.4% 138 m $90,000 to$99,999 338 1.1% 90 m $100,000 to$124,999 1,365 4.3% 208 $125,000 to$149,999 1,211 3.8% 265 m $150,000 to$174,999 1,547 4.9% 203 j $175,000 to$199,999 1,772 5.6% 277 1 O $200,000 to$249,999 4,339 13.6% 423 $250,000 to$299,999 3,907 12.3% 384 $300,000 to$399,999 9,777 30.7% 599 $400,000 to$499,999 2,382 7.5% 271 $500,000 to$749,999 1,295 4.1% 211 $750,000 to$999,999 153 0.5% 86 $1,000,000 or more 170 0.5% 62 m Median Home Value $272,377 N/A Average Home Value N/A N/A OWNER-OCCUPIED HOUSING UNITS BY MORTGAGE STATUS Total 31,873 100.0% 899 Housing units with a mortgage/contract to purchase/similar debt 23,756 74.5% 859 Second mortgage only 1,929 6.1% 343 Home equity loan only 2,979 9.3% 327 Both second mortgage and home equity loan 342 1.1% 136 No second mortgage and no home equity loan 18,506 58.1% 789 Housing units without a mortgage 8,117 25.5% 435 AVERAGE VALUE BY MORTGAGE STATUS Housing units with a mortgage N/A N/A Housing units without a mortgage N/A N/A -` Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: a high W medium i low November 14, 2011 Made with Esri Business Analyst www.esn., 800-447-9778 Try it Now; esn- • Summary City of San Bernardino 2005-2009 ACS Eatimate Percent MOE(*) Reliability RENTER-OCCUPIED HOUSING UNITS BY CONTRACT RENT Total 27,335 100.0% 913 With cash rent 26,534 97.1% 906 Less than $100 309 1.1% 109 m $100 to$149 298 1.1% 123 m $150 to$199 303 1.1% 102 m $200 to$249 521 1.9% 136 m $250 to$299 355 1.3% 125 m $300 to$349 277 1.0% 98 m $350 to$399 350 1.3% 115 m $400 to$449 448 1.6% 146 m $450 to$499 602 2.2% 159 m $500 to$549 1,222 4.5% 221 $550 to$599 1,290 4.7% 267 m $600 to$649 2,018 7.4% 296 $650 to$699 2,046 7.5% 283 $700 to$749 1,792 6.6% 276 $750 to$799 2,417 8.8% 320 $800 to$899 3,416 12.5% 367 $900 to$999 2,733 10.0% 335 $1,000 to$1,249 3,631 13.3% 408 $1,250 to$1,499 1,407 5.1% 272 $1,500 to$1,999 953 3.5% 214 $2,000 or more 145 0.5% 63 m No cash rent 801 2.9% 179 m Median Contract Rent $780 N/A Average Contract Rent N/A N/A RENTER-OCCUPIED HOUSING UNITS BY INCLUSION OF UTILITIES IN RENT Total 27,335 100.0% 913 Pay extra for one or more utilities 26,477 96.9% 908 No extra payment for any utilities 857 3.1% 157 HOUSING UNITS BY UNITS IN STRUCTURE Total 64,171 100.0% 1,155 1,detached 40,071 62.4% 991 1,attached 1,703 2.7% 262 2 1,303 2.0% 235 3 or 4 3,325 5.2% 352 5 to 9 3,814 5.9% 448 30 to 19 3,862 6.0% 410 20 to 49 2,106 3.3% 266 50 or more 3,773 5.9% 361 Mobile home 4,155 6.5% 263 Boat, RV,van,etc. 60 0.1% 46 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high LL medium 0 low November 14, 2011 Made with Esn Business Analyst ,Ww „ ,L ';;;e esri- ACS Housing Summary City of San Bernardino 2005-2009 ACS Estimate Percent MOE(*) Reliability HOUSING UNITS BY YEAR STRUCTURE BUILT Total 64,171 100.0% 1,155 Built 2005 or later 1,163 1.8% 206 Built 2000 to 2004 1,726 2.7% 230 Built 1990 to 1999 5,237 8.2% 414 Built 1980 to 1989 11,210 17.5% 644 ail Built 1970 to 1979 10,340 16.1% 643 aD Built 1960 to 1969 9,801 15.3% 621 Built 1950 to 1959 13,811 21.5% 683 all Built 1940 to 1949 5,697 8.9% 464 om Built 1939 or earlier 5,187 8.1% 430 Median Year Structure Built 1968 N/A OCCUPIED HOUSING UNITS BY YEAR HOUSEHOLDER MOVED INTO UNIT Total 59,207 100.0% 1,129 Owner occupied Moved in 2005 or later 4,917 8.3% 448 Moved in 2000 to 2004 9,554 16.1% 635 E Moved in 1990 to 1999 8,342 14.1% 535 E Moved In 1980 to 1989 3,770 6.4% 342 0 Moved in 1970 to 1979 2,642 4.5% 267 E Moved in 1969 or earlier 2,649 4.5% 270 E Renter occupied �I Moved in 2005 or later 13,515 22.8% 728 Moved In 2000 to 2004 9,310 15.7% 616 Moved in 1990 to 1999 3,570 6.0% 376 Moved in 1980 to 1989 559 0.9% 134 m Moved In 1970 to 1979 192 0.3% 84 m Moved In 1969 or earlier 189 0.3% 74 m Median Year Householder Moved Into Unit 2002 N/A OCCUPIED HOUSING UNITS BY HOUSE HEATING FUEL Total 59,207 100.0% 1,129 Utility gas 47,491 80.2% 1,107 Bottled,tank,or LP gas 572 1.0% 125 Electricity 9,920 16.8% 584 Fuel oil,kerosene,etc. 9 0.0% 23 Coal or coke 0 0.0% 0 Wood 316 0.5% 104 Solar energy 14 0.0% 19 1 Other fuel 52 0.1% 42 1 No fuel used 834 1.4% 171 m Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: M high m medium i low November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 lry it Now! esr•e ACS Housing Summary City of San Bernardino 2005-2009 ACS Estimate Percent MOE(!) Reliability OCCUPIED HOUSING UNITS BY VEHICLES AVAILABLE Total 59,207 100.0% 1,129 Owner occupied No vehicle available 1,117 1.9% 186 1 vehicle available 7,817 13.2% 495 2 vehicles available 13,265 22.4% 687 3 vehicles available 6,114 10.3% 469 4 vehicles available 2,704 4.6% 359 5 or more vehicles available 856 1.4% 161 Renter occupied No vehicle available 4,711 8.0% 405 1 vehicle available 11,755 19.9% 663 2 vehicles available 8,197 13.8% 601 3 vehicles available 2,076 3.5% 302 4 vehicles available 454 0.8% 142 ul 5 or more vehicles available 140 0.2% 65 Average Number of Vehicles Available N/A N/A Data Note: N/A means not available. 2005-2009 ACS Estimate: The American Community Survey(ACS) replaces census sample data. Esri is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1, 2005 through December 31, 2009. Although the ACS includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE Is a measure of the variability of the estimate due to sampling error. MOEs enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty is called the confidence interval, and it is calculated by taking the estimate+/-the MOE. For example, if the ACS reports an estimate of 100 with an MOE of+/- 20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation(CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate,expressed as a percentage. E High Reliability: Small CVs(less than or equal to 12 percent) are Flagged green to indicate that the sampling error is small relative to the estimate and the estimate is reasonably reliable. M Medium Reliability: Estimates with CVs between 12 and 40 are Flagged yellow—use with caution. Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error Is large relative to the estimate. The estimate is considered very unreliable. Sourca:U.S.Census Bureau,2005-2009 American Community Survey Reliability: 0 high [[] medium I low November 14, 2011 Made with Esri Business Analyst ,. .. www.esn.coo i,ba ;,U-44/ 9//U Iry it Now Page 4 V I � esr• Bernardino Population City of San Bernardino a.� 2005-2009 ACS Estimate Percent MOE(*) Reliability TOTALS Total Population 205,267 5,066 Total Households 59,207 1,129 Total Housing Units 64,171 1,155 aD POPULATION AGE 15+YEARS BY MARITAL STATUS Total 149,120 100.0% 3,528 Never married 61,889 41.5% 2,050 Married 64,549 43.3% 1,513 Widowed 7,280 4.9% 1,217 Divorced 15,402 10.3% 1,132 POPULATION AGE 3+YEARS BY SCHOOL ENROLLMENT Total 194,381 100.0% 4,750 Enrolled in school 66,678 34.3% 2,234 Enrolled in nursery school,preschool 3,701 1.9% 1,065 ilJ Public school 2,966 1.5% 989 m Private school 735 0.4% 701 1 Enrolled In kindergarten 4,090 2.1% 1,156 m Public school 3,949 2.0% 1,146 01 Private school 141 0.1% 272 1 Enrolled In grade I to grade 4 14,514 7.5% 1,139 Public school 13,763 7.1% 1,134 Private school 751 0.4% 756 Enrolled in grade 5 to grade 8 15,143 7.8% 1,097 Public school 14,452 7.4% 1,109 Private school 691 0.4% 643 1 Enrolled In grade 9 to grade 12 16,567 8.5% 1,176 Public school 15,733 8.1% 1,166 Private school 834 0.4% 713 Enrolled in college undergraduate years 11,205 5.8% 1,168 Public school 9,586 4.9% 1,176 Private school 1,619 0.8% 882 Enrolled in graduate or professional school 1,457 0.7% 804 m Public school 999 0.5% 704 1 Private school 458 0.2% 572 1 Not enrolled in school 127,703 65.7% 2,583 POPULATION AGE 25+YEARS BY EDUCATIONAL ATTAINMENT Total 112,062 100.0% 2,595 No schooling completed 3,124 2.8% 931 m Nursery to 4th grade 2,259 2.0% 931 5th and 6th grade 7,955 7.1% 969 7th and 8th grade 3,658 3.3% 952 m 9th grade 5,693 5.1% 962 10th grade 3,426 3.1% 1,058 11th grade 6,600 5.9% 1,049 MI 12th grade,no diploma 4,361 3.9% 988 1 High school graduate,GED, or alternative 30,761 27.4% 1,268 Some college,less than 1 year 7,323 6.5% 1,095 Some college, 1 or more years,no degree 15,054 13.4% 1,044 Associate's degree 8,249 7.4% 970 LM Bachelor's degree 8,944 8.0% 1,072 Master's degree 3,185 2.8% 870 Professional school degree 850 0.8% 637 Doctorate degree 621 0.6% 532 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: 0 high m medium I low November 14, 2011 Made with Esri Business Analyst 447-9778 Try it Nowi Page 1 of 8 * esr*i- ACS Population City of San Bernardino 2005-2009 ACS Estimate Percent MOE(3) Reliability POPULATION AGE 5+YEARS BY LANGUAGE SPOKEN AT HOME AND ABILITY TO SPEAK ENGLISH Total 186,296 100.0% 4,521 5 to 17 years Speak only English 26,188 14.1% 1,537 Speak Spanish 21,783 11.7% 1,543 M Speak English"very well"or"well" 20,403 11.0% 1,641 N Speak English"not well' 1,154 0.6% 280 m Speak English "not at all" 226 0.1% 119 m Speak other Indo-European languages 190 0.1% 65 01 Speak English very well'or"well' 190 0.1% 239 1 Speak English"not well' 0 0.0% 0 Speak English "not at all" 0 0.0% 0 Speak Asian and Pacific Island languages 790 0.4% 176 m Speak English"very well'or"well' 728 0.4% 539 1 Speak English"not well' 61 0.0% 39 10 Speak English "not at all" 0 0.0% 0 Speak other languages 521 0.3% 295 m Speak English'very well'or"well' 506 0.3% 442 1 Speak English"not well' 15 0.0% 28 1 Speak English "not at all" 0 0.0% 0 18 to 64 years Speak only English 64,015 34.4% 2,298 Speak Spanish 51,294 27.5% 2,254 Speak English 'very well'or"well' 32,937 17.7% 1,620 Speak English "not well" 12,510 6.7% 988 Speak English"not at all' 5,847 3.1% 736 Speak other Indo-European languages 1,177 0.6% 229 Speak English'very well'or"well" 1,084 0.6% 688 Speak English "not well" 76 0.0% 40 m Speak English "not at all' 17 0.0% 18 1 Speak Asian and Pacific Island languages 4,012 2.2% 579 Speak English'very well'or"well' 2,983 1.6% 829 m Speak English"not well' 952 0.5% 210 Speak English "not at all' 77 0.0% 57 1 Speak other languages 1,125 0.6% 391 m Speak English"very well'or"well' 1,046 0.6% 630 Speak English"not well' 79 0.0% 83 1 Speak English "not at all' 0 0.0% 0 65 years and over Speak only English 9,789 5.3% 619 Speak Spanish 4,482 2.4% 468 Speak English'very well'or"well' 2,937 1.6% 969 Speak English"not well' 759 0.4% 200 Speak English "not at all' 786 0.4% 212 Speak other Indo-European languages 318 0.2% 108 m Speak English'very well'or"well' 284 0.2% 585 1 Speak English"not well' 20 0.0% 28 1 Speak English "not at all" 14 0.0% 23 1 Speak Asian and Pacific Island languages 550 0.3% 139 m Speak English "very well'or"well' 230 0.1% 379 1 Speak English"not well' 172 0.1% 65 m Speak English"not at all' 148 0.1% 92 Speak other languages 63 0.0% 55 1 Speak English 'very well'or"well' 22 0.0% 190 1 Speak English "not well" 41 0.0% 48 1 Speak English'hot at all' 0 0.0% 0 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium 1 low November 14, 2011 Made with Esri Business Analyst www.esn.com/ba 800-447-9778 Try It Nowi Page? of 3 • e I ACS Population Summary City of San Bernardino 2005-2009 ACS Estimate Percent MOE(3) Reliability WORKERS AGE 16+YEARS BY PLACE OF WORK Total 73,038 100.0% 2,116 am Worked in state and in county of residence 58,500 80.1% 1,863 Worked in state and outside county of residence 14,388 19.7% 953 Worked outside state of residence 149 0.2% 72 m WORKERS AGE 16+YEARS BY MEANS OF TRANSPORTATION TO WORK Total 73,038 100.0% 2,116 Drove alone 55,284 75.7% 1,815 Carpooled 10,132 13.9% 832 CID Public transportation(excluding taxicab) 2,053 2.8% 322 oil Bus or trolley bus 1,745 2.4% 303 Streetcar or trolley car 5 0.0% 13 8 Subway or elevated 30 0.0% 28 Railroad 272 0.4% 104 Ql Ferryboat 0 0.0% 0 Taxicab 6 0.0% 16 1 Motorcycle 117 0.2% 52 Ll1 Bicycle 92 0.1% 57 LL Walked 1,261 1.7% 229 Other means 891 1.2% 259 Worked at home 3,201 4.4% 417 WORKERS AGE 16+YEARS(WHO DID NOT WORK FROM HOME)BY TRAVEL TIME TO WORK Total 69,836 100.0% 2,087 all Less than 5 minutes 1,582 2.3% 295 5 to 9 minutes 6,034 8.6% 570 10 to 14 minutes 10,926 15.6% 782 15 to 19 minutes 12,928 18.5% 840 20 to 24 minutes 9,859 14.1% 777 N 25 to 29 minutes 4,046 5.8% 464 N 30 to 34 minutes 8,986 12.9% 724 0 35 to 39 minutes 1,762 2.5% 294 40 to 44 minutes 2,125 3.0% 358 45 to 59 minutes 4,170 6.0% 481 60 to 89 minutes 4,148 5.9% 481 90 or more minutes 3,270 4.7% 402 Average Travel Time to Work(in minutes) N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high [p medium 1 low November 14, 2011 Made with Esri Business Analyst * esr*l- iACS Populatio City of San Bernardino 2005-2009 ACS Estimate Percent MOE(3) Reliability CIVILIAN EMPLOYED POPULATION AGE 16+YEARS BY OCCUPATION Total 75,363 100.0% 2,142 Management 3,909 5.2% 1,001 m Business and financial operations 1,751 2.3% 881 m Computer and mathematical 586 0.8% 573 Architecture and engineering 413 0.5% 616 Life,physical,and social science 251 0.3% 469 Community and social services 1,277 1.7% 743 m Legal 453 0.6% 513 1 Education,training,and library 3,486 4.6% 997 m Arts,design,entertainment,sports,and media 705 0.9% 620 Healthcare practitioner,technologists,and technicians 2,676 3.6% 981 m Healthcare support 1,612 2.1% 930 m Protective service 1,873 2.5% 942 m Food preparation and serving related 3,920 5.2% 1,055 m Building and grounds cleaning and maintenance 3,862 5.1% 986 m Personal care and service 3,970 5.3% 1,191 m Sales and related 8,286 11.0% 1,107 E Office and administrative support 12,018 15.9% 1,128 Farming,fishing,and forestry 402 0.5% 469 Construction and extraction 6,900 9.2% 1,455 m Installation, maintenance,and repair 2,688 3.6% 1,175 ID Production 5,072 6.7% 1,130 m Transportation and material moving 9,252 12.3% 1,347 CIVILIAN EMPLOYED POPULATION AGE 16+YEARS BY INDUSTRY Total 75,363 100.0% 2,142 Agriculture,forestry,fishing and hunting 533 0.7% 589 Mining,quarrying,and oil and gas extraction 38 0.1% 192 Construction 7,733 10.3% 1,407 Manufacturing 6,578 8.7% 1,191 Wholesale trade 3,282 4.4% 1,132 Retail trade 9,663 12.8% 1,126 Transportation and warehousing 5,326 7.1% 11181 m Utilities 450 0.6% 603 Information 919 1.2% 690 Finance and Insurance 1,781 2.4% 848 m Real estate and rental and leasing 1,420 1.9% 858 m Professional,scientifc,and technical services 1,901 2.5% 963 m Management of companies and enterprises 15 0.0% 137 1 Administrative and support and waste management services 3,895 5.2% 11091 m Educational services 5,923 7.9% 1,118 Health care and social assistance 10,587 14.0% 1,234 Arts,entertainment,and recreation 2,007 2.7% 912 m Accommodation and food services 5,107 6.8% 1,138 m Other services,except public administration 4,199 5.6% 1,096 m Public administration 4,006 5.3% 1,035 m Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: M high [[] medium I low November 14, 2011 Made with Esri Business Analyst san;t e5ri www.esri.com/ba 800-447-9778 Try it Now' "age°or a • � esria ACS Population Summary City of San Bernardino 2005-2009 ACS Estimate Percent MOE(i) Reliability FEMALES AGE 20-64 YEARS BY AGE OF OWN CHILDREN AND EMPLOYMENT STATUS Total 55,315 100.0% 1,509 Own children under 6 years only 5,513 10.0% 514 In labor force 3,261 5.9% 420 Not in labor force 2,252 4.1% 296 Own children under 6 years and 6 to 17 years 6,367 11.5% 517 In labor force 3,091 5.6% 342 Not in labor force 3,276 5.9% 407 Own children 6 to 17 years only 13,309 24.1% 727 In labor force 8,696 15.7% 582 Not in labor force 4,613 8.3% 468 No own children under 18 years 30,126 54.5% 1,197 In labor force 19,148 34.6% 954 LW Not in labor force 10,977 19.8% 700 POPULATION BY RATIO OF INCOME TO POVERTY LEVEL Total 200,916 100.0% 5,004 Under.50 21,610 10.8% 1,873 .50 to.99 29,901 14.9% 2,426 1.00 to 1.24 16,155 8.0% 1,690 1.25 to 1.49 15,974 8.0% 1,796 1.50 to 1.84 17,306 8.6% 1,770 1.85 to 1.99 6,210 3.1% 1,184 2.00 and over 93,761 46.7% 3,442 N HOUSEHOLDS BY POVERTY STATUS Total 59,207 100.0% 1,129 Income in the past 12 months below poverty level 12,561 21.2% 661 Married-couple family 3,361 5.7% 382 Other family-male householder(no wife present) 1,063 1.8% 220 u, Other family-female householder(no husband present) 4,502 7.6% 417 Nonfamily household-male householder 1,454 2.5% 229 CM Nonfamily household-female householder 2,182 3.7% 290 om Income In the past 12 months at or above poverty level 46,646 78.8% 1,096 Oil Married-couple family 22,473 38.0% 849 IM Other family-male householder(no wife present) 4,337 7.3% 464 Other family-female householder(no husband present) 7,815 13.2% 532 IM Nonfamily household-male householder 5,984 10.1% 512 Nonfamily household-female householder 6,037 10.2% 446 JD Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high W medium 0 low November 14, 2011 Made with Esri Business Analyst �, rr � esr•i- ACS Population City of San Bernardino 2005-2009 ACS Estimate Percent MOE(t) Reliability HOUSEHOLDS BY INCOME Total 59,207 100.0% 1,129 Less than$10,000 4,869 8.2% 436 aD $10,000 to$14,999 4,841 8.2% 412 $15,000 to$19,999 4,150 7.0% 392 Oil $20,000 to$24,999 4,145 7.0% 426 $25,000 to$29,999 4,396 7.4% 412 IM $30,000 to$34,999 3,911 6.6% 411 9D $35,000 to$39,999 3,397 5.7% 370 aD $40,000 to$44,999 2,858 4.8% 350 $45,000 to$49,999 2,666 4.5% 312 MI $50,000 to$59,999 5,354 9.0% 475 IM $60,000 to$74,999 5,983 10.1% 506 $75,000 to$99,999 6,378 10.8% 501 $100,000 to$124,999 3,096 5.2% 369 $125,000 to$149,999 1,477 2.5% 249 $150,000 to$199,999 1,056 1.8% 202 $200,000 or more 632 1.1% 177 m Median Household Income $39,827 N/A Average Household Income N/A N/A Per Capita Income N/A N/A HOUSEHOLDS WITH HOUSEHOLDER AGE <25 YEARS BY INCOME Total 3,473 100.0% 402 Less than$10,000 559 16.1% 141 m $10,000 to$14,999 316 9.1% 107 m $15,000 to$19,999 304 8.8% 105 m $20,000 to$24,999 470 13.5% 173 m $25,000 to$29,999 111 3.2% 49 m $30,000 to$34,999 239 6.9% 103 m $35,000 to$39,999 315 9.1% 126 m $40,000 to$44,999 262 7.5% 130 m $45,000 to$49,999 167 4.8% 100 m $50,000 to$59,999 184 5.3% 87 m $60,000 to$74,999 241 6.9% 153 m $75,000 to$99,999 149 4.3% 77 m $100,000 to$124,999 135 3.9% 90 1 $125,000 to$149,999 9 0.3% 13 1 $150,000 to$199,999 0 0.0% 0 $200,000 or more 11 0.3% 17 1 Median Household Income for HHr<25 $28,812 N/A Average Household Income for HHr<25 N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high LTJ medium 0 low November 14, 2011 Made with Esri Business Analyst Population * esr*i- City of San Bee rnardino 2005-2009 ACS Estimate Percent MOE(3) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 25-44 YEARS BY INCOME Total 25,973 100.0% 970 Less than$10,000 1,822 7.0% 277 $10,000 to$14,999 1,668 6.4% 253 $15,000 to$19,999 1,897 7.3% 292 $20,000 to$24,999 1,857 7.1% 303 $25,000 to$29,999 2,170 8.4% 316 $30,000 to$34,999 1,859 7.2% 296 $35,000 to$39,999 1,662 6.4% 272 $40,000 to$44,999 1,472 5.7% 263 $45,000 to$49,999 1,190 4.6% 225 $50,000 to$59,999 2,699 10.4% 379 $60,000 to$74,999 2,578 9.9% 363 $75,000 to$99,999 3,043 11.7% 383 $100,000 to$124,999 1,074 4.1% 220 m $125,000 to$149,999 558 2.1% 181 m $150,000 to$199,999 265 1.0% 97 m $200,000 or more 163 0.6% 88 m Median Household Income for HHr 25-44 $40,162 N/A Average Household Income for HHr 25-44 N/A N/A HOUSEHOLDS WITH HOUSEHOLDER AGE 45-64 YEARS BY C INCOME Total 20,851 100.0% 789 Less than$10,000 1,547 7.4% 256 $10,000 to$14,999 1,489 7.1% 236 $15,000 to$19,999 1,063 5.1% 179 IM $20,000 to$24,999 1,136 5.4% 214 dD $25,000 to$29,999 1,245 6.0% 213 $30,000 to$34,999 1,158 5.6% 230 Lli $35,000 to$39,999 1,089 5.2% 201 $40,000 to$44,999 751 3.6% 160 [l, $45,000 to$49,999 971 4.7% 171 $50,000 to$59,999 1,852 8.9% 255 $60,000 to$74,999 2,533 12.1% 313 $75,000 to$99,999 2,667 12.8% 304 $100,000 to$124,999 1,534 7.4% 271 $125,000 to$149,999 744 3.6% 157 m $150,000 to$199,999 659 3.2% 172 m $200,000 or more 412 2.0% 151 m Median Household Income for HHr 45-64 $49,864 N/A Average Household Income for HHr 45-64 N/A N/A GSource:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high (li medium i law November 14, 2011 Made with Esri Business Analyst '620ll Fs� w•.vw.esn.comj ua �u0-4v1-9i 5F5 -w r Vows * esr*l- a Population City of San Bernardino 2005-2009 ACS Estimate Percent MOE(*) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 65+YEARS BY INCOME Total 8,910 100.0% 451 Less than$10,000 941 10.6% 178 $10,000 to$14,999 1,368 15.4% 217 $15,000 to$19,999 886 9.9% 175 $20,000 to$24,999 682 7.7% 139 $25,000 to$29,999 869 9.8% 166 $30,000 to$34,999 655 7.4% 136 $35,000 to$39,999 332 3.7% 80 m $40,000 to$44,999 373 4.2% 115 $45,000 to$49,999 337 3.8% 92 $50,000 to$59,999 618 6.9% 120 $60,000 to$74,999 631 7.1% 109 $75,000 to$99,999 519 5.8% 101 $100,000 to$124,999 354 4.0% 104 $125,000 to$149,999 166 1.9% 69 m $150,000 to$199,999 132 1.5% 51 m $200,000 or more 46 0.5% 33 Median Household Income for HHr 65+ $28,110 N/A Average Household Income for HHr 65+ N/A N/A Data Note: N/A means not available. Population by Ratio of Income to Poverty Level represents persons for whom poverty status is determined. Household income represents income in 2009,adjusted for inflation. 2005-2009 ACS Estimate: The American Community Survey(ACS)replaces census sample data. Esri is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1,2005 through December 31, 2009. Although the ACS includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys Including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOES enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty Is called the confidence interval, and it is calculated by taking the estimate+/-the MOE. For example,if the ACS reports an estimate of 100 with an MOE of+/- 20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation(CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate,expressed as a percentage. High Reliability: Small CVs(less than or equal to 12 percent)are flagged green to Indicate that the sampling error is small relative to the estimate and the estimate is reasonably reliable. m Medium Reliability: Estimates with CVs between 12 and 40 are flagged yellow-use with caution. Low Reliability: Large CVs(over 40 percent)are flagged red to Indicate that the sampling error is large [/v+. relative to the estimate. The estimate is considered very unreliable. Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high lli medium jj low November 14, 2011 Made with Esri Business Analyst ',,2011 Es,, www.esri.com/ba 800-447-9778 Try it_Nowl esn' - Ward 1 Shapefile m ^� Musco a a �\ o has s c a > E Lynwood Dr—Ir Lynwood Dr m 259 c d > m O r'p W 27th 0 m ¢ z ° a z a' c W Hi Ave WE Highland Ave Highland Ave 3 E > m d > Q U N Q Q W 16th St m w rn Z 330 -_ S S Z Z N ° m Z W 13th St E 13th St >" `n y ¢' Baseline St W Base Line St g ase Line St Baseline St E AA ¢' an a > er ardino a m C my u 3 L ° O ° U 66 mW 5th St Z h St 3 d Sl 5th St San Bernar i Internationa E Rialto Ave m Airport 1 c � m W Mill St E Mill St 0 0} o 3 m G n ¢ m ' w E z ¢ r a' ,area snow na W Olive'St San Bernardino Ave f m ¢ v Iv E F St 'o W Lugonia Ave ZFairway Dr m m N Redlands Blvd �N t Q m h o rA v Sl cD T �'�> m 1A 2.1 Berton Rd i? Miles 0 San San 8 rnardino et rdino ounty San Bernardino a Rialto Hi hland County Jail P ca 5 ecil ds November 14, 2011 Made with Esri Business Analyst www.esri.com/ba -)778 1 � Demographic esn Ward 1 Summary 2000 2010 2015 Population 26,081 29,105 29,745 Households 7,256 7,751 7,877 Families 5,229 5,529 5,575 Average Household Size 3.39 3.55 3.58 Owner Occupied Housing Units 2,523 2,594 2,596 Renter Occupied Housing Units 4,733 5,157 5,281 Median Age 25.9 25.8 26.2 Trends:2010-2015 Annual Rate Area state National Population 0.44% 0.70% 0.76% Households 0.32% 0.63% 0.78% Families 0.17% 0.55% 0.64% Owner HHs 0.02% 0.68% 0.82% Median Household Income 1.90% 2.59% 2.36% 2000 2010 2015 Households by Income Number Percent Number Percent Number Percent <$15,000 2,894 39.5% 2,582 33.3% 2,398 30.5% $15,000- $24,999 1,573 21.4% 1,413 18.2% 1,353 17.2% $25,000- $34,999 1,069 14.6% 1,103 14.2% 996 12.6% $35,000- $49,999 783 10.7% 1,063 13.7% 980 12.4% $50,000-$74,999 683 9.3% 955 12.3% 1,251 15.9% $75,000-$99,999 182 2.5% 406 5.2% 522 6.6% $100,000-$149,999 94 1.3% 158 2.0% 255 3.2% $150,000-$199,999 33 0.5% 29 0.4% 49 0.6% $200,000+ 23 0.3% 41 0.5% 71 0.9% +.-..- Median Household Income $19,669 $24,003 $26,366 Average Household Income $26,753 $32,852 $37,616 Per Capita Income $8,601 $9,912 $11,254 2000 2010 2015 Population by Ape Number Percent Number Percent Number Percent 0-4 2,916 11.2% 3,356 11.5% 3,424 11.5% 5-9 2,971 11.4% 2,979 10.2% 3,048 10.2% 10- 14 2,483 9.5% 2,435 8.4% 2,565 8.6% 15- 19 2,151 8.2% 2,606 9.0% 2,288 7.7% 20-24 2,163 8.3% 2,775 9.5% 2,926 9.8% 25-34 4,150 15.9% 4,439 15.3% 4,847 16.3% 35-44 3,719 14.3% 3,596 12.4% 3,418 11.5% 45-54 2,273 8.7% 2,945 10.1% 2,771 9.3% 55-64 1,318 5.1% 1,840 6.3% 2,123 7.1% 65-74 1,018 3.9% 1,125 3.9% 1,344 4.5% 75- 84 708 2.7% 716 2.5% 698 2.3% 85+ 213 0.8% 291 1.0% 292 1.0% 2000 2010 2015 Race and Ethnicity Number Percent Number Percent Number Percent White Alone 8,615 33.0% 8,657 29.7% 8,519 28.6% Black Alone 3,945 15.1% 3,640 12.5% 3,362 11.3% American Indian Alone 474 1.8% 473 1.6% 455 1.5% Asian Alone 920 3.5% 1,133 3.9% 1,193 4.0% Pacific Islander Alone 69 0.3% 72 0.2% 70 0.2% Some Other Race Alone 10,746 41.2% 13,687 47.0% 14,688 49.4% Two or More Races 1,313 5.0% 1,443 5.0% 1,458 4.9% Hispanic Origin (Any Race) 17,499 67.1% 21,791 74.9% 23,150 77.8% Data Note:Income Is expressed in current dollars Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esd forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst Nww.esri.com/ba 800-44: • wesn- Demographic and Income Profile Report ` Ward 1 Trends 2010-2015 2.4- .-. 2.2 V C u 2 ; � 1.8 1.6 c .. 1.4 W 1.2 m C 1 0.8 E Area 0.6 State Q 0.4 USA 0.2 0 Population Households Families Owner HHs Median HH Income Population by Age 16 14 12 10 C N � 8 d 6 4 02010 2_fl 2015 0 0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ 2010 Household Income 2010 Population by Race $35K-j49K 13.7% 45 $50K-$74K 2.3% 40 $25K-$34K 14.2% $75K-$99K 3$ 5.2% $150K-$19K 30 - j100K 4q$49K $100"'n W 25 0.5% y O a 20 15 $15K-$24K 38.2% 10 5 $15K 33.3% g white Black Am.Ind. Asian Patlac Mer Two+ 2010 Percent Hispanic Origin: 74.9% Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esrl forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst .1m/ba 800-447-9778 Trry_t Now • * esri* Executive Summary Ward 1 2010 Population Total Population 29,105 Male Population 50.9% Female Population 49.1% Median Age 25.8 2010 Income Median HH Income $24,003 Per Capita Income $9,912 Average HH Income $32,852 2010 Households Total Households 7,751 Average Household Size 3.55 2010 Housing Owner Occupied Housing Units 26.1% Renter Occupied Housing Units 52.0% Vacant Housing Units 21.8% Population 1990 Population 28,558 2000 Population 26,081 2010 Population 29,105 2015 Population 29,745 1990-2000 Annual Rate -0.9% 2000-2010 Annual Rate 1.08% 2010-2015 Annual Rate 0.44% In the identified market area,the current year population is 29,105.In 2000,the Census count in the market area was 26,081. The rate of change since 2000 was 1.08 percent annually.The five-year projection for the population in the market area is 29,745,representing a change of 0.44 percent annually from 2010 to 2015. Currently,the population is 50.9 percent male and 49.1 percent female. Households 1990 Households 8,321 2000 Households 7.256 2010 Households 7,751 2015 Households 7,877 1990-2000 Annual Rate -1.36% 2000-2010 Annual Rate 0.65% 2010-2015 Annual Rate 0.32% The household count in this market area has changed from 7,256 in 2000 to 7,751 in the current year,a change of 0.65 percent annually. The five-year projection of households is 7,877,a change of 0.32 percent annually from the current year total. Average household size is currently 3.55,compared to 3.39 in the year 2000. The number of families in the current year is 5,529 in the market area. Housing Currently,26.1 percent of the 9,924 housing units in the market area are owner occupied; 52.0 percent,renter occupied; and 21.9 percent are vacant. In 2000,there were 8,961 housing units- 28.1 percent owner occupied, 52.7 percent renter occupied and 19.1 percent vacant. The rate of change in housing units since 2000 is 1 percent. Median home value in the market area is$101,358,compared to a median home value of$157,913 for the U.S. In five years,median home value is projected to change by 2.1 percent annually to$112,480. From 2000 to the current year,median home value changed by 3.25 percent annually. Source: u.s.Bureau of the census.2000 Census of Population and Housing.Esrl foreoests for 2010 end 2015.Eed cornsnw im census date Inro 2000 geography. 02011 Esd 11n02011 Pegs 102 * esr*i* Executive Summary Ward 1 Median Household Income 1990 Median HH Income $14,807 2000 Median HH Income $19,669 2010 Median HH Income $24,003 2015 Median HH Income $26,366 1990-2000 Annual Rate 2.88% 2000-2010 Annual Rate 1.96% 2010-2015 Annual Rate 1.9% Per Capita Income 1990 Per Capita Income $6,303 2000 Per Capita Income $8,601 2010 Per Capita Income $9,912 2015 Per Capita Income $11,254 1990-2000 Annual Rate 3.16% 2000-2010 Annual Rate 1.39% 2010-2015 Annual Rate 2.57% Average Household Income 1990 Average Household Income $19,766 2000 Average Household Income $26,753 2010 Average HH Income $32,852 2015 Average HH Income $37,616 1990-2000 Annual Rate 3.07°/ 2000-2010 Annual Rate 2.02°/ 2010-2015 Annual Rate 2.75% Households by Income Current median household income is$24,003 in the market area, compared to$54,442 for all U.S.households. Median household income is projected to be$26,366 in five years. In 2000,median household income was$19,669,compared to$14,807 in 1990. Current average household income is$32,852 in this market area, compared to$70,173 for all U.S.households. Average household income (`yy is projected to be$37,616 in five years. In 2000,average household income was$26,753,compared to$19,766 in 1990. Current per capita income is$9,912 in the market area,compared to the U.S.per capita income of$26,739. The per capita income is projected to be$11,254 in five years. In 2000,the per capita income was$8,601,compared to$6,303 in 1990. Population by Employment Currently,71.2 percent of the civilian labor force in the identified market area is employed and 28.8 percent are unemployed. In comparison, 89.2 percent of the U.S.civilian labor force is employed,and 10.8 percent are unemployed. In five years the rate of employment in the market area will be 75.1 percent of the civilian labor force,and unemployment will be 24.9 percent. The percentage of the U.S.civilian labor force that will be employed in five years is 91.2 percent,and 8.8 percent will be unemployed. In 2000,46.6 percent of the population aged 16 years or older in the market area participated in the labor force,and 0.1 percent were in the Armed Forces. In the current year,the occupational distribution of the employed population is: e 38.5 percent in white collar jobs(compared to 61.6 percent of U.S.employment) a 28.5 percent in service jobs(compared to 17.3 percent of U.S.employment) a 33.0 percent in blue collar jobs(compared to 21.1 percent of U.S.employment) In 2000,52.4 percent of the market area population drove alone to work,and 4.5 percent worked at home. The average travel time to work in 2000 was 26.7 minutes in the market area,compared to the U.S.average of 25.5 minutes. Population by Education In 2010,the educational attainment of the population aged 25 years or older in the market area was distributed as follows: a 51.5 percent had not earned a high school diploma(14.8 percent in the U.S.) a 29.5 percent were high school graduates only(29.6 percent in the U.S.) a 3.5 percent had completed an Associate degree(7.7 percent in the U.S.) e 2.0 percent had a Bachelor's degree(17.7 percent in the U.S.) e 1.4 percent had earned a Master's/Professional/Doctorate Degree(10.4 percent in the U.S.) Source: U.S.Bureau of the Cenaw,2000 Census of poputatbn and Hoaaing.Earl forecaata for M10 and 2015.EM mrnmeh d 1980 Cenwa deh IMO 20M geography. 02011 Earl 11/14MH1 page202 |- 99e9e4 ! r ! ! 4r1 ! 9c 9 r ; ; , r1 ; 1994 ! 9 ! " $ , , $ v fl : l , 4 ` � r r ° ` ; i • • , , > ! : „ ! l , , , ! [ ; ! ° ! Q ` e ! ! ! ! 2 � • r 4 ; l ; r ; ; < r ! < 4r < ! ! ! ; ll4ri ! ! ! ; [ ; ir § c . � £ � § | � � ! | � � , ! } / ' LM ! ! \ . • , ! l • , � ! ! , _ ! } ` | } ) ; ! L) - ° , ! ! ! ; ! ; „ i , = . , • ! " ! ! , l : , ! ! ! ` z ! „ ! ! ! , ! ! � ! c « „ 2 E 9499 9 4 4 ! ! : ! i ! ! ! • ! ! r ! : ! : ! ! ; ; ! < 4 ! ! < ! < } r ; ; < § � § 2 ( C co � | � ! , { ) � � | } 4 ; ! LM ! \ � § � ! ! ! \ ° , • , ) � | | ! ! ! ! § � ! ! � - I ! l ; � • { ! ! ! ! ) ° ! | i . > � , ; ; ; , ! § \ ! ! ! ! u9 ! ! . • ieesrio Graphic Profile Ward 1 Households 2010 Households by Income 000 000 $SOK-75K(12.3%) 7pp�((5p% $35K-$50K(13.7%) $75K100K-E150K 000 $150K+(0.9%) 000 7877 25K-35K(14.2%) 000 <$15K(33.4%) 000 $15K-$25K(1 B.2%) 000 ° 2000 2010 2015 2010 Population by Age 2010 Owner Occupied HUs by Value 4554 10.1%) 55.64(6.3%) $200-299K(3.3%) 100-199K(46.4%) $300-399K(0.4%) 35-44(12.4%) 85+(7.3%) $400-499K(0.3%) E500K+(1.1%) ® 534(15.3%) 20-24(9.5%) 519(27.6%) <$100K(48.5%) 2010 Employed 16+by Occupation 2010 Population by Race 50 45 40 Maintenance/Repair((3.2%) Production(8.7%) 35 Construction(8.7%) Transportation(11.3%) 30 Farm/Fish(1.2%) 25 Mgmt/Businew.(6.9% dmin Support(13.41%) U 20 Professional(8.0%) 0) 15 Sales(10.2%) 10 5 Services(28.5%) 12.5 White Black Am.In . Asn./Pac. Other Two+ 2010 Percent Hispanic Origin:74.9% Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esri forecasts for 2010 and 2015. 02011 Earl On-demand reports and maps from Business Analyst Online.Order altvirvinviresiri.com/bao or call 800-447-9778 11/14/2011 Page 1 of 1 1psne . ACS Housing Summary Ward 1 2005-2009 ACS Estimate Percent MOE(3:) Reliability TOTALS Total Population 26,697 1,638 ,jij Total Households 7,195 299 Total Housing Units 8,140 310 OWNER-OCCUPIED HOUSING UNITS BY VALUE Total 2,604 100.0% 223 Less than$10,000 88 3.4% 44 m $10,000 to$14,999 87 3.3% 33 m $15,000 to$19,999 21 0.8% 19 1 $20,000 to$24,999 39 1.5% 26 $25,000 to$29,999 8 0.3% 12 1 $30,000 to$34,999 10 0.4% 18 1 $35,000 to$39,999 20 0.8% 17 1 $40,000 to$49,999 68 2.6% 37 $50,000 to$59,999 27 1.0% 21 1 $60,000 to$69,999 32 1.2% 24 1 $70,000 to$79,999 8 0.3% 13 1 $80,000 to$89,999 17 0.7% 26 1 $90,000 to$99,999 15 0.6% 18 1 $100,000 to$124,999 185 7.1% 56 m $125,000 to$149,999 132 5.1% 71 m $150,000 to$174,999 110 4.2% 43 m C $175,000 to$199,999 299 11.5% 111 m $200,000 to$249,999 435 16.7% 94 m $250,000 to$299,999 338 13.0% 71 m $300,000 to$399,999 446 17.1% 129 m $400,000 to$499,999 115 4.4% 77 $500,000 to$749,999 78 3.0% 36 m $750,000 to$999,999 19 0.7% 17 $1,000,000 or more 8 0.3% 10 Median Home Value $215,690 N/A Average Home Value N/A N/A OWNER-OCCUPIED HOUSING UNITS BY MORTGAGE STATUS Total 2,604 100.0^/ 223 Housing units with a mortgage/contract to purchase/similar debt 1,707 65.6% 197 Second mortgage only 138 5.3% 64 Home equity loan only 85 3.3% 32 Both second mortgage and home equity loan 18 0.7% 30 No second mortgage and no home equity loan 1,466 56.3% 191 Housing units without a mortgage 897 34.4% 131 AVERAGE VALUE BY MORTGAGE STATUS Housing units with a mortgage N/A N/A Housing units without a mortgage N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high W medium I low November 14, 2011 Made with Esri Business Analyst Faye 1 of a * esn' • Summary Ward 1 2005-2009 ACS Estimate Percent MOE(t) Reliability RENTER-OCCUPIED HOUSING UNITS BY CONTRACT RENT Total 4,591 100.0% 273 Ell With cash rent 4,443 96.8% 272 E Less than$100 90 2.0% 42 m $100 to$149 63 1.4% 31 m $150 to$199 105 2.3% 56 m $200 to$249 199 4.3% 63 m $250 to$299 108 2.4% 62 m $300 to$349 59 1.3% 40 1 $350 to$399 164 3.6% 74 m $400 to$449 132 2.9% 74 m $450 to$499 152 3.3% 58 m $500 to$549 304 6.6% 107 m $550 to$599 321 7.0% 118 m $600 to$649 482 10.5% 134 m $650 to$699 251 5.5% 66 m $700 to$749 405 8.8% 91 m $750 to$799 221 4.8% 73 m $800 to$899 413 9.0% 115 m $900 to$999 277 6.0% 63 m $1,000 to$1,249 504 11.0% 126 m $1,250 to$1,499 88 1.9% 75 1 $1,500 to$1,999 69 1.5% 40 m $2,000 or more 36 0.8% 35 1 No cash rent 148 3.2% 68 m Median Contract Rent $658 N/A Average Contract Rent N/A N/A RENTER-OCCUPIED HOUSING UNITS BY INCLUSION OF UTILITIES IN RENT Total 4,591 100.0% 273 El Pay extra for one or more utilities 4,234 92.2% 261 Ell No extra payment for any utilities 357 7.8% 94 m HOUSING UNITS BY UNITS IN STRUCTURE Total 8,140 100.0% 310 1,detached 4,471 54.9% 274 1,attached 242 3.0% 83 m 2 337 4.1% 98 m 3 or 4 459 5.6% 124 m 5 to 9 511 6.3% 134 m 10 to 19 542 6.7% 125 m 20 to 49 224 2.8% 78 m 50 or more 710 8.7% 117 Mobile home 583 7.2% 82 Boat, RV,van,etc. 60 0.7% 46 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium low November 14, 2011 Made with Esri Business Analyst www.esrl.com/ba 800-447-9778 T Page z or a * esrl* ACS Housing Ward 1 2005-2009 ACS Estimate Percent MOE(*) Reliability HOUSING UNITS BY YEAR STRUCTURE BUILT Total 8,140 100.0% 310 Built 2005 or later 172 2.1% 57 Built 2000 to 2004 170 2.1% 65 Built 1990 to 1999 418 5.1% 104 Built 1980 to 1989 947 11.6% 169 Built 1970 to 1979 1,182 14.5% 165 Built 1960 to 1969 1,241 15.2% 173 Built 1950 to 1959 1,757 21.6% 224 Built 1940 to 1949 762 9.4% 146 Built 1939 or earlier 1,490 18.3% 198 Median Year Structure Built 1960 N/A OCCUPIED HOUSING UNITS BY YEAR HOUSEHOLDER MOVED INTO UNIT Total 7,195 100.0% 299 Owner occupied Moved in 2005 or later 356 4.9% 85 m Moved in 2000 to 2004 759 10.5% 116 IN Moved in 1990 to 1999 635 8.8% 137 m Moved In 1980 to 1989 290 4.0% 85 m Moved in 1970 to 1979 255 3.5% 68 m Moved in 1969 or earlier 308 4.3% 89 m Renter occupied Moved in 2005 or later 1,975 27.4% 225 Moved in 2000 to 2004 1,760 24.5% 215 Moved in 1990 to 1999 623 8.7% 127 m Moved in 1980 to 1989 139 1.9% 58 m Moved in 1970 to 1979 11 0.2% 12 1 Moved In 1969 or earlier 84 1.2% 53 m Median Year Householder Moved Into Unit 2002 N/A OCCUPIED HOUSING UNITS BY HOUSE HEATING FUEL Total 7,195 100.0% 299 Utility gas 5,735 79.7% 307 Bottled,tank,or LP gas 150 2.1% 55 m Electricity 1,082 15.0% 126 Fuel oil,kerosene,etc. 0 0.0% 0 Coal or coke 0 0.0% 0 Wood 44 0.6% 45 Solar energy 10 0.1% 17 Other fuel 5 0.1% 8 No fuel used 169 2.3% 62 m Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium I low November 14, 2011 Made with Esri Business Analyst 1116a 800-447-9778 I, °a9e31 of4 * esr*l- • Summary MENOMONEE Ward 1 2005-2009 ACS Estimate Percent MOE(*) Reliability OCCUPIED HOUSING UNITS BY VEHICLES AVAILABLE Total 7,195 100.0% 299 Owner occupied No vehicle available 229 3.2% 82 m 1 vehicle available 614 8.5% 112 2 vehicles available 985 13.7% 162 3 vehicles available 560 7.8% 121 m 4 vehicles available 159 2.2% 57 m 5 or more vehicles available 57 0.8% 34 m Renter occupied No vehicle available 1,137 15.8% 171 1 vehicle available 1,957 27.2% 218 2 vehicles available 1,152 16.0% 169 3 vehicles available 298 4.1% 76 m 4 vehicles available 33 0.5% 27 1 5 or more vehicles available 13 0.2% 21 1 Average Number of Vehicles Available N/A N/A Data Note: N/A means not available. 2005-2009 ACS Estimate: The American Community Survey(ACS)replaces census sample data. Esn is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1,2005 through December 31, 2009. Although the ACS includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOES enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty is called the confidence interval,and it is calculated by taking the estimate+/-the MOE. For example,if the ACS reports an estimate of 100 with an MOE of+/-20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation (CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate, expressed as a percentage. High Reliability: Small CVs(less than or equal to 12 percent) are flagged green to indicate that the sampling error Is small relative to the estimate and the estimate is reasonably reliable. M Medium Reliability: Estimates with CVs between 12 and 40 are flagged yellow—use with caution. 1 Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error is large relative to the estimate. The estimate is considered very unreliable. Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium I low November 14, 2011 Made with Esri Business Analyst rp,7_G1 tic. www.esri.corn/ba 800-447-9778 Try it NOW � esne ACS Population Ward 1 1r 2005-2009 ACS Estimate Percent MOE(±) Reliability TOTALS Total Population 26,697 1,638 Total Households 7,195 299 Total Housing Units 8,140 310 POPULATION AGE 15+YEARS BY MARITAL STATUS Total 19,075 100.0% 1,285 Never married 8,809 46.2% 762 Im Married 7,514 39.4% 429 Widowed 973 5.1% 429 m Divorced 1,779 9.3% 390 m POPULATION AGE 3+YEARS BY SCHOOL ENROLLMENT Total 25,247 100.0% 1,549 Enrolled In school 8,102 32.1% 589 Enrolled in nursery school,preschool 476 1.9% 368 Public school 440 1.7% 368 Private school 37 0.1% 99 1 Enrolled in kindergarten 531 2.1% 458 Public school 519 2.1% 457 Private school 12 0.0% 133 0 Enrolled in grade 1 to grade 4 2,081 8.2% 340 Public school 2,081 8.2% 340 aD Private school 0 0.0% 0 Enrolled in grade 5 to grade 8 1,930 7.6% 341 Public school 1,905 7.5% 341 Private school 25 0.1% 151 1 Enrolled in grade 9 to grade 12 2,098 8.3% 350 Public school 2,009 8.0% 348 Private school 90 0.4% 238 Enrolled in college undergraduate years 964 3.8% 480 m Public school 886 3.5% 498 m Private school 78 0.3% 202 1 Enrolled in graduate or professional school 21 0.1% 66 1 Public school 17 0.1% 71 1 Private school 4 0.0% 133 1 Not enrolled in school 17,145 67.9% 1,013 POPULATION AGE 25+YEARS BY EDUCATIONAL ATTAINMENT Total 14,123 100.0% 972 No schooling completed 675 4.8% 336 m Nursery to 4th grade 358 2.5% 309 1 5th and 6th grade 1,558 11.0% 334 m 7th and 8th grade 813 5.8% 395 m 9th grade 1,237 8.8% 301 m 10th grade 591 4.2% 321 m 11th grade 1,193 8.4% 369 m 12th grade, no diploma 638 4.5% 367 m High school graduate, GED, or alternative 3,823 27.1% 533 Some college, less than 1 year 807 5.7% 502 m Some college, 1 or more years, no degree 1,069 7.6% 390 ID Associate's degree 743 5.3% 374 m Bachelor's degree 449 3.2% 314 1 Master's degree 131 0.9% 147 1 Professional school degree 27 0.2% 139 Doctorate degree 9 0.1% 132 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: 0 high m medium I low November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Try.r °a9a I a 8 esrie Population Ward 1 2005-2009 ACS Estimate Percent MOE(3) Reliability POPULATION AGE 5+YEARS BY LANGUAGE SPOKEN AT HOME AND ABILITY TO SPEAK ENGLISH Total 24,023 100.0% 1,498 5 to 17 years Speak only English 2,564 10.7% 358 Speak Spanish 3,698 15.4% 480 Speak English"very well"or"well' 3,464 14.4% 516 Speak English"not well' 178 0.7% 86 Speak English "not at all" 56 0.2% 46 1 Speak other Indo-European languages 44 0.2% 58 1 Speak English very well'or"well' 44 0.2% 46 1 Speak English"not well' 0 0.0% 0 Speak English"not at all' 0 0.0% 0 Speak Asian and Pacific Island languages 131 0.5% 61 Speak English "very well"or"well' 131 0.5% 154 Speak English"not well' 0 0.0% 0 Speak English"not at all' 0 0.0% 0 Speak other languages 63 0.3% 63 Speak English "very well'or"well' 63 0.3% 197 Speak English"not well' 0 0.0% 0 Speak English"not at all' 0 0.0% 0 18 to 64 years Speak only English 5,687 23.7% 855 Speak Spanish 9,244 38.5% 841 Speak English"very well'or"well' 5,638 23.5% 682 Speak English"not well' 2,336 9.7% 366 Speak English"not at all' 1,270 5.3% 348 m Speak other Indo-European languages 199 0.8% 92 Speak English 'very well"or"well' 164 0.7% 197 Speak English"not well' 29 0.1% 28 1 Speak English"not at all' 6 0.0% 10 1 Speak Asian and Pacific Island languages 477 2.0% 168 Speak English 'very well'or"well' 240 1.0% 212 Speak English "not well' 237 1.0% 109 Speak English"not at all' 0 0.0% 0 Speak other languages 159 0.7% 117 Speak English'very well'or"well" 159 0.7% 257 Speak English "not well" 0 0.0% 0 Speak English "not at all' 0 0.0% 0 65 years and over Speak only English 619 2.6% 98 0 Speak Spanish 1,096 4.6% 214 Speak English 'very well'or"well' 667 2.8% 299 Speak English "not well' 190 0.8% 92 m Speak English "not at all' 240 1.0% 121 m Speak other Indo-European languages 15 0.1% 25 1 Speak English"very well'or"well" 5 0.0% 132 1 Speak English"not well" 10 0.0% 22 1 Speak English "not at all" 0 0.0% 0 Speak Asian and Pacific Island languages 22 0.1% 38 1 Speak English 'very well"or"well" 0 0.0% 0 Speak English"not well" 8 0.0% 14 1 Speak English"not at all' 14 0.1% 34 1 Speak other languages 3 0.0% 16 1 Speak English 'very well'or"well' 3 0.0% 138 1 Speak English "not well' 0 0.0% 0 Speak English "not at all" 0 0.0% 0 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium 1 low November 14, 2011 Made with Esri Business Analyst bL5 �� www.esn.com/ba 600-447-9778 Try it Now! Page 2 of 8 * esr*i. Population Ward 1 2005-2009 ACS Estimate Percent MOE(3) Reliability WORKERS AGE 16+YEARS BY PLACE OF WORK Total 8,414 100.0% 648 Worked in state and in county of residence 6,675 79.3% 623 Worked in state and outside county of residence 1,729 20.5% 177 Worked outside state of residence 9 0.1% 15 WORKERS AGE 16+YEARS BY MEANS OF TRANSPORTATION TO WORK Total 8,414 100.0% 648 Drove alone 5,601 66.6% 532 Carpooled 1,757 20.9% 296 Public transportation(excluding taxicab) 323 3.8% 113 Bus or trolley bus 288 3.4% 109 Streetcar or trolley car 0 0.0% 0 Subway or elevated 20 0.2% 23 Railroad 15 0.2% 12 Ferryboat 0 0.0% 0 Taxicab 0 0.0% 0 Motorcycle 0 0.0% 0 Bicycle 0 0.0% 0 Walked 222 2.6% 100 Other means 215 2.6% 191 Worked at home 295 3.5% 92 m WORKERS AGE 16+YEARS(WHO DID NOT WORK FROM NOME)BY TRAVEL TIME TO WORK Total 8,118 100.0% 646 Less than 5 minutes 134 1.7% 81 m 5 to 9 minutes 756 9.3% 218 m 10 to 14 minutes 1,300 16.0% 244 15 to 19 minutes 1,665 20.5% 296 20 to 24 minutes 1,050 12.9% 248 m 25 to 29 minutes 435 5.4% 96 m 30 to 34 minutes 1,010 12.4% 178 35 to 39 minutes 262 3.2% 55 m 40 to 44 minutes 340 4.2% 80 m 45 to 59 minutes 342 4.2% 83 m 60 to 89 minutes 305 3.8% 93 m 90 or more minutes 519 6.4% 123 m Average Travel Time to Work(in minutes) N/A N/A 5Now Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium I low November 14, 2011 Made with Esri Business Analyst • esne ACS Population Summary Ward 1 2005-2009 ACS Estimate Percent MOE(i) Reliability CIVILIAN EMPLOYED POPULATION AGE 16+YEARS BY OCCUPATION Total 8,751 100.0% 666 Management 270 3.1% 335 Business and financial operations 110 1.3% 190 Computer and mathematical 0 0.0% 0 Architecture and engineering 11 0.1% 133 Life,physical,and social science 25 0.3% 189 Community and social services 97 1.1% 199 Legal 23 0.3% 189 Education,training,and library 138 1.6% 234 1 Arts,design,entertainment,sports,and media 33 0.4% 139 1 Healthcare practitioner,technologists,and technicians 126 1.4% 272 1 Healthcare support 187 2.1% 306 1 Protective service 96 1.1% 273 1 Food preparation and serving related 594 6.8% 397 1 Building and grounds cleaning and maintenance 641 7.3% 351 m Personal care and service 507 5.8% 438 1 Sales and related 662 7.6% 436 1 Office and administrative support 1,279 14.6% 374 m Farming,fishing,and forestry 122 1.4% 275 1 Construction and extraction 1,419 16.2% 550 m Installation,maintenance,and repair 302 3.5% 360 1 Production 770 8.8% 406 m Transportation and material moving 1,340 15.3% 398 m CIVILIAN EMPLOYED POPULATION AGE 16+YEARS BY INDUSTRY Total 8,751 100.0% 666 Agriculture,forestry,fishing and hunting 76 0.9% 270 Mining,quarrying,and oil and gas extraction 0 0.0% 0 Construction 1,411 16.1% 533 m Manufacturing 1,042 11.9% 442 m Wholesale trade 372 4.3% 363 1 Retail trade 1,131 12.9% 381 m Transportation and warehousing 507 5.8% 434 1 Utilities 15 0.21/6 96 1 Information 17 0.2% 140 1 Finance and insurance 143 1.6% 52 m Real estate and rental and leasing 151 1.7% 306 1 Professional,scientific,and technical services 100 1.1% 192 Management of companies and enterprises 0 0.0% 0 Administrative and support and waste management services 621 7.1% 439 1 Educational services 477 5.5% 440 1 Health care and social assistance 820 9.4% 448 m Arts,entertainment,and recreation 150 1.7% 273 1 Accommodation and food services 884 10.1% 502 m Other services,except public administration 636 7.3% 405 m Public administration 197 2.3% 280 1 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: M high m medium low November 14, 2011 Made with Esn Business Analyst ... ._ .. _ Pa9c a of 8 • 1pesn- _ACS Population Summary Ward 1 2005-2009 ACS Estimate Percent MOE(2) Reliability FEMALES AGE 20-64 YEARS BY AGE OF OWN CHILDREN AND EMPLOYMENTSTATUS Total 6,833 100.0% 472 im Own children under 6 years only 581 8.5% 116 m In labor force 274 4.0% 78 m Not In labor force 307 4.5% 87 m Own children under 6 years and 6 to 17 years 917 13.4% 141 In labor force 396 5.8% 88 m Not in labor force 521 7.6% 116 m Own children 6 to 17 years only 1,639 24.0% 209 In labor force 963 14.1% 162 Not In labor force 677 9.9% 135 m No own children under 18 years 3,696 54.1% 410 In labor force 2,259 33.1% 343 Not in labor force 1,437 21.0% 218 POPULATION BY RATIO OF INCOME TO POVERTY LEVEL Total 25,706 100.0% 1,636 Under.50 4,213 16.4% 876 .50 to.99 5,789 22.5% 828 1.00 to 1.24 3,026 11.8% 621 m 1.25 to 1.49 2,453 9.5% 710 1.50 to 1.84 2,694 10.5% 474 1.85 to 1.99 685 2.7% 304 2.00 and over 6,847 26.6% 765 HOUSEHOLDS BY POVERTY STATUS Total 7,195 100.0% 299 Income in the past 12 months below poverty level 2,490 34.6% 230 Married-couple family 673 9.4% 136 Other family-male householder(no wife present) 148 2.1% 63 Other family-female householder(no husband present) 939 13.1% 157 Nonfamily household-male householder 293 4.1% 97 Nonfamily household-female householder 438 6.1% 119 Income in the past 12 months at or above poverty level 4,704 65.4% 284 Married-couple family 2,003 27.8% 216 Other family-male householder(no wife present) 501 7.0% 121 Other family-female householder(no husband present) 814 11.3% 135 Nonfamily household-male householder 730 10.1% 143 Nonfamily household-female householder 657 9.1% 126 ,.r Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium I low November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Try it Now; Page 5 of 8 * esr*- A Population Ward 1 2003-2009 ACS Estimate Percent MOE(*) Reliability HOUSEHOLDS BY INCOME Total 7,195 100.0% 299 MI Less than$10,000 953 13.2% 169 IM $10,000 to$14,999 1,021 14.2% 160 $15,000 to$19,999 707 9.8% 133 $20,000 to$24,999 782 10.9% 170 m $25,000 to$29,999 523 7.3% 105 m $30,000 to$34,999 694 9.6% 141 m $35,000 to$39,999 446 6.2% 112 m $40,000 to$44,999 421 5.9% 136 m $45,000 to$49,999 246 3.4% 59 m $50,000 to$59,999 493 6.9% 92 E $60,000 to$74,999 335 4.7% 103 m $75,000 to$99,999 321 4.5% 75 m $100,000 to$124,999 205 2.8% 68 m $125,000 to$149,999 4 0.1% 20 1 $150,000 to$199,999 25 0.3% 16 m $200,000 or more 17 0.2% 26 1 Median Household Income $26,124 N/A Average Household Income N/A N/A Per Capita Income N/A N/A HOUSEHOLDS WITH HOUSEHOLDER AGE <25 YEARS BY INCOME Total 497 100.0% 135 Less than$10,000 50 10.1% 48 $10,000 to$14,999 74 14.9% 55 $15,000 to$19,999 17 3.4% 11 $20,000 to$24,999 145 29.2% 82 m $25,000 to$29,999 9 1.8% 15 1 $30,000 to$34,999 62 12.5% 54 1 $35,000 to$39,999 27 5.4% 34 1 $40,000 to$44,999 41 8.2% 33 1 $45,000 to$49,999 0 0.0% 0 $50,000 to$59,999 11 2.2% 20 / $60,000 to$74,999 23 4.6% 27 / $75,000 to$99,999 8 1.6% 13 1 $100,000 to$124,999 31 6.2% 43 1 $125,000 to$149,999 0 0.0% 0 $150,000 to$199,999 0 0.0% 0 $200,000 or more 0 0.0% 0 Median Household Income for HHr<25 $23,336 N/A Average Household Income for HHr<25 N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: 0 high m medium 1 low November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Try it Now!. Page 6 of 8 • * esri* ACS Population Ward 1 2003-2009 ACS Estimate Percent MOE(i) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 25-44 YEARS BY INCOME Total 3,308 100.0% 251 Less than$10,000 332 10.0% 82 m $10,000 to$14,999 368 11.1% 91 m $15,000 to$19,999 364 11.0% 90 m $20,000 to$24,999 352 10.6% 121 m $25,000 to$29,999 264 8.0% 81 m $30,000 t0$34,999 364 11.0% 103 m $35,000 to$39,999 248 7.5% 81 m $40,000 to$44,999 293 8.9% 115 m $45,000 to$49,999 104 3.1% 39 m $50,000 to$59,999 307 9.3% 84 m $60,000 to$74,999 81 2.4% 34 m $75,000 to$99,999 160 4.8% 63 m $100,000 to$124,999 67 2.0% 34 m $125,000 to$149,999 4 0.1% 20 $150,000 to$199,999 0 0.0% 0 $200,000 or more 0 0.0% 0 Median Household Income for HHr 25-44 $29,429 N/A Average Household Income for HHr 25-44 N/A N/A HOUSEHOLDS WITH HOUSEHOLDER AGE 45-64 YEARS BY INCOME Total 2,200 100.0% 206 Less than$10,000 345 15.7% 108 m $10,000 to$14,999 221 10.0% 71 m $15,000 to$19,999 199 9.0% 70 m $20,000 to$24,999 222 10.1% 84 m $25,000 to$29,999 180 8.2% 65 m $30,000 to$34,999 200 9.1% 86 m $35,000 to$39,999 165 7.5% 70 m $40,000 to$44,999 46 2.1% 25 m $45,000 to$49,999 87 4.0% 40 m $50,000 to$59,999 124 5.6% 35 m $60,000 to$74,999 191 8.7% 92 m $75,000 to$99,999 137 6.2% 44 m $100,000 to$124,999 64 2.9% 49 1 $125,000 to$149,999 0 0.0% 0 $150,000 to$199,999 3 0.1% 11 1 $200,000 or more 17 0.8% 26 1 Median Household Income for HHr 45-64 $27,949 N/A Average Household Income for HHr 45-64 N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: 0 high ® medium I low November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-44, Page 7 of 8 * esr*l- ACS Pop . . Ward 1 2005-2009 ACS Estimate Percent MOE(3) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 65+YEARS BY INCOME Total 1,189 100.0% 152 Less than$10,000 227 19.1% 89 m $10,000 to$14,999 358 30.1% 98 m $15,000 to$19,999 126 10.6% 67 ID $20,000 to$24,999 64 5.4% 39 m $25,000 to$29,999 69 5.8% 30 m $30,000 to$34,999 69 5.8% 37 m $35,000 to$39,999 7 0.6% 12 1 $40,000 to$44,999 41 3.4% 66 $45,000 to$49,999 55 4.6% 36 1 $50,000 to$59,999 51 4.3% 22 m $60,000 to$74,999 39 3.3% 21 m $75,000 to$99,999 16 1.3% 11 1 $100,000 to$124,999 44 3.7% 37 1 $125,000 to$149,999 0 0.0% 0 $150,000 to$199,999 22 1.9% 18 1 $200,000 or more 0 0.0% 0 Median Household Income for HHr 65+ $15,279 N/A Average Household Income for HHr 65+ N/A N/A Data Note: N/A means not available. Population by Ratio of Income to Poverty Level represents persons for whom poverty status is determined. Household income represents income in 2009,adjusted for inflation. 2005-2009 ACS Estimate: The American Community Survey(ACS)replaces census sample data. Esri Is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1, 2005 through December 31, 2009. Although the ACS includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys Including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOES enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty is called the confidence interval,and it is calculated by taking the estimate+/-the MOE. For example,if the ACS reports an estimate of 100 with an MOE of+/-20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation (CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate,expressed as a percentage. ■ High Reliability: Small CVs(less than or equal to 12 percent)are flagged green to indicate that the sampling error is small relative to the estimate and the estimate is reasonably reliable. Medium Reliability: Estimates with CVs between 12 and 40 are flagged yellow-use with caution. Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error is large relative to the estimate. The estimate Is considered very unreliable. © Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ■ high ® medium I low November 14, 2011 Made with Esri Business Analyst 0)2011 ea www.esri.com/ba 800-447-9778 Try it Now' rage e of d * esrie - - Ward 2 Shapefile 40th St m_ m San Bernardino National Forest a E 39th St 74 Foothill Dr 0 F > _`m = 0 r a > Of W 30th St E � E Lynwood Dr Lynwood Dr 7 3}�rY > cZ c W 27th St 259 G 3 Highland Ave 9 C San E Bernardino �5 County o `o in `m = z C � d � V W Q Z 4 W 13th St E 13th St€ W Base Line St Be ine St t Base Line St > z � z v s 3 0 W 6th St< 66 a W 5th St 5th St E 5th St a � W 4th St --- --+� , _ W 3rd St E 3rd St m 3rd St F E Rialto Ave m 0 0.4 0.8 W Riiil�Ave 9 San Bernardino in --.--,--� International Mite W airport E 181h St Q a' � an a € B r rdino O > y Co ty J � z d m E 17th St m z `DSt November 14, 2011 Made with Esri Business Analyst 800-447-9778 v it Now' rag" ` 0 1 • Oesirr . - . . . . and Income Profile Report Ward 2 Summary 2000 2010 2015 Population 28,178 31,971 32,697 Households 7,943 8,475 8,610 Families 5,782 6,138 6,203 Average Household Size 3.37 3.60 3.63 Owner Occupied Housing Units 3,198 3,254 3,240 Renter Occupied Housing Units 4,745 5,221 5,370 Median Age 25.2 24.6 25.2 Trends:2010-2015 Annual Rate Area State National Population 0.45% 0.70% 0.76% Households 0.32% 0.63% 0.78% Families 0.21% 0.55% 0.64% Owner HHs -0.09% 0.68% 0.82% Median Household Income 2.82% 2.59% 2.36% 2000 2010 2015 Households by Income Number Percent Number Percent Number Percent <$15,000 2,559 32.4% 2,340 27.6% 2,137 24.8% $15,000-$24,999 1,604 20.3% 1,381 16.3% 1,282 14.9% $25,000- $34,999 1,204 15.2% 1,200 14.2% 1,068 12.4% $35,000- $49,999 1,221 15.5% 1,369 16.2% 1,228 14.3% $50,000- $74,999 745 9.4% 1,339 15.8% 1,662 19.3% $75,000- $99,999 320 4.1% 467 5.5% 599 7.0% $100,000- $149,999 174 2.2% 287 3.4% 475 5.5% $150,000- $199,999 28 0.4% 41 0.5% 77 0.9% $200,000+ 43 0.5% 51 0.6% 83 1.0% Median Household Income $23,394 $28,613 $32,874 Average Household Income $32,880 $37,494 $43,304 Per Capita Income $9,582 $10,899 $12,469 2000 2010 2015 Population by Age Number Percent Number Percent Number Percent 0-4 3,167 11.2% 3,695 11.6% 3,857 11.8% 5-9 3,327 11.8% 3,250 10.2% 3,349 10.2% 10- 14 2,769 9.8% 2,701 8.4% 2,814 8.6% 15- 19 2,754 9.8% 3,552 11.1% 2,985 9.1% 20-24 1,987 7.1% 3,056 9.6% 3,237 9.9% 25-34 3,962 14.1% 4,581 14.3% 5,458 16.7% 35-44 3,982 14.1% 3,440 10.8% 3,266 10.0% 45-54 2,502 8.9% 3,167 9.9% 2,752 8.4% 55-64 1,341 4.8% 2,089 6.5% 2,347 7.2% 65-74 1,058 3.8% 1,123 3.5% 1,374 4.2% 75-84 887 3.1% 821 2.6% 794 2.4% 85+ 441 1.6% 494 1.5% 465 1.4% 2000 2010 2015 Race and Ethnicity Number Percent Number Percent Number Percent White Alone 11,964 42.5% 11,760 36.8% 11,378 34.8% Black Alone 4,258 15.1% 4,209 13.2% 3,950 12.1% American Indian Alone 517 1.8% 545 1.7% 530 1.6% Asian Alone 568 2.0% 709 2.2% 750 2.3% Pacific Islander Alone 108 0.4% 113 0.4% 111 0.3% Some Other Race Alone 9,378 33.3% 12,973 40.6% 14,252 43.6% Two or More Races 1,386 4.9% 1,662 5.2% 1,726 5.3% Hispanic Origin(Any Race) 16,002 56.8% 21,767 68.1% 23,711 72.5% Data Note:Income is expressed in current dollars Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esri forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-44 • Gesru Demand Income Profile Report Ward 2 moor Trends 2010-2015 2.e 2.6 2.4 c 2.2 U 2 n 1.8 c 1.6 1.4 d 1.2 12 1 Z 0.8 3 0.6- 0 Area c 0.4 Sate USA 0.2 0 _ Population Households Families Owner HHs Median HH Income Population by Age 16 14 12 10 C N g a 6 4 N 2010 M 2015 2 0 0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ 2010 Household Income 2010 Population by Race $35K-$<9K $50K-324K 40 16.-$ 15.8% 35 $7$K 30 5.5%-$ $150K-$199K 0.5% 25 $25K-$34K 1005-$149K 19.2% 0.6% % U 20 d a 15 10 $15K-$24K <$15K 5 16.3% 27.6% [L White Black Am.M. Asian v c Otter Two+ 2010 Percent Hispanic Origin: 68.1% Source:U.S.Bureau of the Census,2000 Census of Population and Housing. Esh forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst ?.d 11 .-St www.esri.com/ba 800-447-9778 Try it Now Page 2 of 2 * esr*i* Executive Summary Ward 2 2010 Population Total Population 31,971 Male Population 50.0"/6 Female Population 50.00% Median Age 24.6 2010 Income Median HH Income $28,613 Per Capita Income $10.899 Average HH Income $37,494 2010 Households Total Households 8,475 Average Household Size 3.60 2010 Housing Owner Occupied Housing Units 31.0% Renter Occupied Housing Units 49.8% Vacant Housing Units 19.1% Population 1990 Population 26,579 2000 Population 28,178 2010 Population 31,971 2015 Population 32,697 1990-2000 Annual Rate 0.59% 2000-2010 Annual Rate 1.24% 2010-2015 Annual Rate 0.45% In the identified market area,the current year population is 31,971.In 2000,the Census count in the market area was 28,178. The rate of change since 2000 was 1.24 percent annually.The five-year projection for the population in the market area is 32,697,representing a change of 0.45 percent annually from 2010 to 2015. Currently,the population is 50.0 percent male and 50.0 percent female. Households 1990 Households 8,786 2000 Households 7,943 2010 Households 8,475 2015 Households 8,610 1990-2000 Annual Rate -1% 2000-2010 Annual Rate 0.63% 2010-2015 Annual Rate 0.32°/ The household count in this market area has changed from 7,943 in 2000 to 8,475 in the current year,a change of 0.63 percent annually. The five-year projection of households is 8,610,a change of 0.32 percent annually from the current year total. Average household size is currently 3.60,compared to 3.37 in the year 2000. The number of families in the current year is 6,138 in the market area. Housing Currently,31.0 percent of the 10,480 housing units in the market area are owner occupied; 49.6 percent,renter occupied; and 19.1 percent are vacant. In 2000,there were 9,563 housing units- 33.5 percent owner occupied, 49.7 percent renter occupied and 16.8 percent vacant. The rate of change in housing units since 2000 is 0.9 percent. Median home value in the market area is$119,329,compared to a median home value of$157,913 for the U.S. In five years,median home value is projected to change by 3.39 percent annually to$141,006. From 2000 to the current year,median home value changed by 3.4 percent annually. Souree: U.S.eurosu Wave Census,2000 Census of Pupula0on end Mousing.Earl foreneals for 2010 and 2015.Earl Mnraoed 1550 Census date Into 2000 geography. O 02011 Earl 11nd/2011 Page 1 d2 i& esr*r Executive Summary Ward 2 Median Household Income 1990 Median HH Income $19,380 2000 Median HH Income $23,394 2010 Median HH Income $28,613 2015 Median HH Income $32,874 1990-2000 Annual Rate 1.90% 2000-2010 Annual Rate 1.98% 2010-2015 Annual Rate 2.82°/ Per Capita Income 1990 Per Capita Income $8,452 2000 Per Capita Income $9582 2010 Per Capita Income $10,899 2015 Per Capita Income $12,469 1990-2000 Annual Rate 1.26% 2000-2010 Annual Rate 1.26% 2010-2015 Annual Rate 2.73% Average Household Income 1990 Average Household Income $24,195 2000 Average Household Income $32,880 2010 Average HH Income $37,494 2015 Average HH Income $43,304 1990-2000 Annual Rate 3.11% 2000-2010 Annual Rate 1.29% 2010-2015 Annual Rate 2.92% Households by Income Current median household income is$28,613 in the market area, compared to$54,442 for all U.S.households. Median household income is projected to be$32,874 in five years. In 2000,median household income was$23,394,compared to$19,380 in 1990. Current average household income is$37,494 in this market area, compared to$70,173 for all U.S.households. Average household income is projected to be$43,304 in five years. In 2000,average household income was$32,880,compared to$24,195 in 1990. Current per capita income is$10,899 in the market area,compared to the U.S.per capita income of$26,739. The per capita income is projected to be$12,469 in five years. In 2000,the per capita income was$9,582,compared to$8,452 in 1990. Population by Employment Currently,71.4 percent of the civilian labor force in the identified market area is employed and 28.6 percent are unemployed. In comparison, 89.2 percent of the U.S.civilian labor force is employed,and 10.8 percent are unemployed. In five years the rate of employment in the market area will be 75.2 percent of the civilian labor force,and unemployment will be 24.8 percent. The percentage of the U.S.civilian labor force that will be employed in five years is 91.2 percent,and 8.8 percent will be unemployed. In 2000,47.8 percent of the population aged 16 years or older in the market area participated in the labor force,and 0.0 percent were in the Armed Forces. In the current year,the occupational distribution of the employed population is: a 39.3 percent in white collar jobs(compared to 61.6 percent of U.S.employment) e 26.7 percent in service jobs(compared to 17.3 percent of U.S.employment) e 34.0 percent in blue collar jobs(compared to 21.1 percent of U.S.employment) In 2000,61.1 percent of the market area population drove alone to work,and 4.0 percent worked at home. The average travel time to work in 2000 was 30.1 minutes in the market area,compared to the U.S.average of 25.5 minutes. Population by Education In 2010,the educational attainment of the population aged 25 years or older in the market area was distributed as follows: a 43.2 percent had not earned a high school diploma(14.8 percent in the U.S.) e 29.5 percent were high school graduates only(29.6 percent in the U.S.) a 4.3 percent had completed an Associate degree(7.7 percent in the U.S.) a 3.8 percent had a Bachelor's degree(17.7 percent in the U.S.) e 2.8 percent had earned a Master's/Professional/Doctorate Degree(10.4 percent in the U.S.) Source: U.S.Bureau of the Census,2000 Census of population and Housing.Eon fomeshi W 2010 end 2015.Earl canuened IM Census date Into 2000 geography. 02011 ESrl 11/1412011 Page 2 oft I - ! ! ! ! 4499 ! r ! ! ! ; ! ; ! < : ! ! ; < < ! ! , < < r - | | , . . , , , , r , , , , , , , , , , , , , , , , , , , , , , , , i Q e � § � � In | § | § ) � , } } } 'L ! ) \ � \ ! � { ; , _ , ! ! l , . . ; ! ! ! | , . . ! ! l • , , 1 : | . ! \ ! § ! , ! ! ! 4 ! r ! ! r ! ! , ! ! [ ! l44 ; ! _ „ . , . . . , . . . � � � � , , , l • ! ! l : = , ; „ : ; ; , . _ � ! ! : _ ! ! _ ` , ! § : , " E , ! ! - ! Cl) « ` ; , , % E _ E $ ) � � � � | } t ( � ) � \ 'L ; { ) \ ! ! ` , * esr*i* Graphic Profile Ward 2 Households 2010 Households by Income 000 $SOK-75K(15.8%) 000 $75K-100K(5.5%) $100K-$150K(3.4% 000 35K-$50K(16.2%) $150K+(1.1%) 000 8610 000 <$15K(27.6%) 000 $25K-35K(14.2%) 000 $15K-$25K(16.3%) 000 0 2000 2010 2015 2010 Population by Age 2010 Owner Occupied Htls by Value A41,154 9.9%) 55-84(6.5%) 35-44 65+p.6%) $200-299K(4.4%) $300-399K(0.6%) §40o-499K 0.2%) $500K+(0. %) 5.34(14.3%) 100.199K(72.6%) 4100K(21.3%20.24 5-19(29.7%) 2010 Employed 16+by Occupation 2010 Population by Race 45 40 35 Production(7.8%) 30 Maintenance/Aepair(5.5%) Construction(10.2%) Tmnsponation(10.0%) 25 Fann/Fish(0.5%) MgmtBusiness.(4.2% (D 20 tlmin Support(12.9%) Professional(9.4%) m 15 0 Sales(12.8%) 5 ce5(26.7%) (Black 0 'White Am.In . Asn./Pac Other Twot 2010 Percent Hispanic Origin:68.1% Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esn forecasts for 2010 and 2015. 02011 Earl On-demand reports and maps from Business Analyst Online.Order at www.esrl.eomfbao or call 800447-9778 11/14/2011 Page 1 of 1 * esrl* ACS Housing Summary Ward 2 Vr 2005-2009 ACS Estimate Percent MOE(t) Reliability TOTALS Total Population 31,041 2,107 Total Households 8,434 485 Total Housing Units 9,404 483 OWNER-OCCUPIED HOUSING UNITS BY VALUE Total 3,012 100.0% 295 Less than$10,000 0 0.0% 0 $10,000 to$14,999 0 0.0% 0 $15,000 to$19,999 0 0.0% 0 $20,000 to$24,999 8 0.3% 13 $25,000 to$29,999 9 0.3% 15 $30,000 to$34,999 12 0.4% 15 $35,000 to$39,999 22 0.7% 32 $40,000 to$49,999 15 0.5a/ 19 $50,000 to$59,999 37 1.2% 36 $60,000 to$69,999 0 0.0% 0 $70,000 to$79,999 66 2.2% 48 1 $80,000 to$89,999 54 1.8% 47 1 $90,000 to$99,999 43 1.4% 33 1 $100,000 to$124,999 162 5.4% 100 m $125,000 to$149,999 159 5.3% 75 m $150,000 to$174,999 232 7.7% 90 m $175,000 to$199,999 201 6.7% 76 m n; $200,000 to$249,999 506 16.8% 145 m $250,000 to$299,999 498 16.5% 140 m $300,000 to$399,999 838 27.8% 170 m $400,000 to$499,999 94 3.1% 57 m $500,000 to$749,999 47 1.6% 33 1 $750,000 to$999,999 0 0.0% 0 $1,000,000 or more 9 0.3% 13 1 Median Home Value $248,024 N/A Average Home Value N/A N/A OWNER-OCCUPIED HOUSING UNITS BY MORTGAGE STATUS Total 3,012 100.0% 295 0 Housing units with a mortgage/contract to purchase/similar debt 2,302 76.4% 286 Second mortgage only 131 4.3% 83 Home equity loan only 229 7.6% 85 Both second mortgage and home equity loan 8 0.3% 13 No second mortgage and no home equity loan 1,933 64.2% 270 Housing units without a mortgage 710 23.6% 133 AVERAGE VALUE BY MORTGAGE STATUS Housing units with a mortgage N/A N/A Housing units without a mortgage N/A N/A I i j CSource:U.S.Census Bureau,2005-2009 American Community Survey Reliability: - high ® medium I low November 14, 2011 Made with Esri Business Analyst www.esri. 800-447-977( Jage 1 of 4 * esr*i- iACS Housing Summary Ward 2 2005-2009 ACS Estimate Percent MOE(3) Reliability RENTER-OCCUPIED HOUSING UNITS BY CONTRACT RENT Total 5,422 100.0% 436 With cash rent 5,326 98.2% 435 Less than$100 71 1.3% 70 $100 to$149 56 1.0% 54 $150 to$199 44 0.8% 45 $200 to$249 83 1.5% 42 m $250 to$299 61 1.1% 70 $300 to$349 70 1.3% 50 $350 to$399 0 0.0% 0 $400 to$449 149 2.7% 84 m $450 to$499 199 3.7% 104 m $500 to$549 365 6.7% 138 m $550 to$599 389 7.2% 152 m $600 to$649 449 8.3% 168 m $650 to$699 686 12.7% 176 m $700 to$749 574 10.6% 198 m $750 to$799 541 10.0% 154 m $800 to$899 598 11.0% 161 m $900 to$999 366 6.8% 143 m $1,000 to$1,249 353 6.5% 134 m $1,250 to$1,499 137 2.5% 87 m $1,500 to$1,999 100 1.8% 50 m ?. $2,000 or more 35 0.6% 23 m I No cash rent 96 1.8% 60 m illiaw Median Contract Rent $704 N/A Average Contract Rent N/A N/A RENTER-OCCUPIED HOUSING UNITS BY INCLUSION OF UTILITIES IN RENT Total 5,422 100.0% 436 Pay extra for one or more utilities 5,177 95.5% 435 No extra payment for any utilities 245 4.5% 101 m HOUSING UNITS BY UNITS IN STRUCTURE Total 9,404 100.0% 483 1,detached 5,453 58.0% 410 1,attached 441 4.7% 157 m 2 456 4.8% 158 m 3 or 4 778 8.3% 200 m 5 to 9 595 6.3% 186 m 10 to 19 686 7.3% 173 m 20 to 49 525 5.6% 145 m 50 or more 465 4.9% 122 m Mobile home 4 0.0% 27 1 Boat, RV,van,etc. 0 0.0% 0 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: 0 high IL medium i low November 14, 2011 Made with Esri Business Analyst 1320tt L:u. www.esn.coin/ba 800-447-9778 Tr * esr*i. ACS Housing Ward 2 2005-2009 ACS Estimate Percent MOE(3) Reliability HOUSING UNITS BY YEAR STRUCTURE BUILT Total 9,404 100.0% 483 Built 2005 or later 132 1.4% 80 m Built 2000 to 2004 62 0.7% 8o Built 1990 to 1999 204 2.2% 83 m Built 1980 to 1989 916 9.7% 226 m Built 1970 to 1979 685 7.3% 171 m Built 1960 to 1969 1,890 20.1% 318 E Built 1950 to 1959 2,607 27.7% 301 E Built 1940 to 1949 1,424 15.1% 231 0 Built 1939 or earlier 1,482 15.8% 255 E Median Year Structure Built 1957 N/A OCCUPIED HOUSING UNITS BY YEAR HOUSEHOLDER MOVED INTO UNIT Total 8,434 100.0% 485 Owner occupied Moved in 2005 or later 446 5.3% 132 m Moved in 2000 to 2004 819 9.7% 179 m Moved In 1990 to 1999 852 10.1% 182 m Moved in 1980 to 1989 362 4.3% 113 m Moved in 1970 to 1979 278 3.3% 85 m Moved in 1969 or earlier 255 3.0% 76 m (\/ Renter occupied Moved in 2005 or later 2,761 32.7% 342 Moved in 2000 to 2004 1,906 22.6% 309 Moved in 1990 to 1999 625 7.4% 170 m Moved in 1980 to 1989 118 1.4% 61 m Moved In 1970 to 1979 11 0.1% 17 1 Moved in 1969 or earlier 0 0.0% 0 Median Year Householder Moved Into Unit 2003 N/A OCCUPIED HOUSING UNITS BY HOUSE HEATING FUEL Total 8,434 100.0% 485 Utility gas 6,552 77.7% 474 Bottled,tank,or LP gas 59 0.7% 41 Electricity 1,616 19.2% 282 Fuel oil,kerosene,etc. 0 0.0% 0 Coal or coke 0 0.0% 0 Wood 38 0.5% 29 Solar energy 0 0.0% 0 Otherfuel 7 0.1% 11 1 No fuel used 162 1.9% 82 IN Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: = high W medium 0 low November 14, 2011 Made with Esri Business Analyst ,. .... .. ,._ www.esri.com/ba 8( * esn • Summary Ward 2 2005-2009 ACS Estimate Percent MOE(3) Reliability OCCUPIED HOUSING UNITS BY VEHICLES AVAILABLE Total 8,434 100.0% 485 Owner occupied No vehicle available 96 1.1% 60 1 vehicle available 717 8.5% 140 2 vehicles available 1,257 14.9% 224 3 vehicles available 685 8.1% 166 4 vehicles available 141 1.7% 73 5 or more vehicles available 116 1.4% 58 m Renter occupied No vehicle available 1,223 14.5% 229 1 vehicle available 2,448 29.0% 342 2 vehicles available 1,287 15.3% 259 3 vehicles available 326 3.9% 127 m 4 vehicles available 104 1.2% 64 5 or more vehicles available 34 0.4% 44 1 Average Number of Vehicles Available N/A N/A F ' Data Note: N/A means not available. 2005-2009 ACS Estimate: The American Community Survey(ACS) replaces census sample data. Esri is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1, 2005 through December 31, 2009. Although the ACS Includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOEs enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty is called the confidence Interval,and it is calculated by taking the estimate +/-the MOE. For example, if the ACS reports an estimate of 100 with an MOE of+/- 20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation (CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate, expressed as a percentage. High Reliability: Small CVs(less than or equal to 12 percent)are flagged green to indicate that the sampling error is small relative to the estimate and the estimate is reasonably reliable. m Medium Reliability: Estimates with CVs between 12 and 40 are flagged yellow—use with caution. 1 Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error is large relative to the estimate. The estimate Is considered very unreliable. Csource:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high ® medium 1 low November 14, 2011 Made with Esri Business Analyst !02011 Esri wwv. n/ba 800-447-9778 Try it Nowl esne ACS Population Summary Ward 2 2005-2009 ACS Estimate Percent MOE(*) Reliability TOTALS Total Population 31,041 2,107 Total Households 8,434 485 Total Housing Units 9,404 483 POPULATION AGE 15+YEARS BY MARITAL STATUS Total 21,690 100.0% 1,479 Never married 9,531 43.9% 864 Married 9,168 42.3% 645 Widowed 960 4.4% 482 Divorced 2,030 9.4% 431 m POPULATION AGE 3+YEARS BY SCHOOL ENROLLMENT Total 29,082 100.0% 1,982 Enrolled in school 10,195 35.1% 910 Enrolled in nursery school,preschool 612 2.1% 426 Public school 554 1.9% 443 Private school 58 0.2% 193 Enrolled in kindergarten 735 2.5% 392 Public school 704 2.4% 391 Private school 31 0.1% 152 Enrolled in grade 1 to grade 4 2,557 8.8% 440 M Public school 2,458 8.5% 430 Private school 100 0.3% 249 Enrolled In grade 5 to grade 8 2,252 7.7% 456 m Public school 2,236 7.7% 456 m Private school 16 0.1% 145 Enrolled In grade 9 to grade 12 2,575 8.9% 457 Public school 2,463 8.5% 448 Private school 112 0.4% 307 Enrolled in college undergraduate years 1,378 4.7% 402 m Public school 1,112 3.8% 378 Private school 267 0.9% 320 Enrolled in graduate or professional school 85 0.3% 238 Public school 71 0.2% 198 Private school 14 0.0% 134 Not enrolled In school 18,887 64.9% 1,079 POPULATION AGE 25+YEARS BY EDUCATIONAL ATTAINMENT Total 15,719 100.0% 1,088 No schooling completed 377 2.4% 333 Nursery to 4th grade 543 3.5% 360 5th and 6th grade 1,696 10.8% 389 m 7th and 8th grade 612 3.9% 413 9th grade 1,182 7.5% 341 m 10th grade 508 3.2% 426 11th grade 1,338 8.5% 413 m 12th grade, no diploma 539 3.4% 363 1 High school graduate,GED,or alternative 4,954 31.5% 522 Some college, less than 1 year 921 5.9% 449 m Some college, 1 or more years, no degree 1,117 7.1% 406 m Associate's degree 984 6.3% 356 01 Bachelor's degree 662 4.2% 428 m Master's degree 159 1.0% 330 1 Professional school degree 107 0.7% 240 1 Doctorate degree 21 0.1% 188 Sources U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium I low f November 14, 2011 Made with Esri Business Analyst i 's201' Esn 447-9771 * esr*l Population Ward 2 2005-2009 ACS Estimate Percent MOE(t) Reliability POPULATION AGE S+YEARS BY LANGUAGE SPOKEN AT HOME AND ABILITY TO SPEAK ENGLISH Total 27,725 100.0% 1,885 au 5 to 17 years Speak only English 3,534 12.7% 592 Speak Spanish 4,228 15.2% 607 om Speak English very well"or"well" 3,923 14.1% 632 Speak English"not well" 248 0.9% 153 w Speak English "not at all" 56 0.2% 81 Speak other Indo-European languages 0 0.0% 0 Speak English"very well"or"well" 0 0.0% 0 Speak English"not well' 0 0.0% 0 Speak English"not at all' 0 0.0% 0 Speak Asian and Paclflc Island languages 57 0.2% 56 1 Speak English"very well"or"well' 48 0.2% 147 1 Speak English"not well' 9 0.0% 14 1 Speak English"not at all' 0 0.0% 0 Speak other languages 0 0.0% 0 Speak English "very well'or"well' 0 0.0% 0 Speak English"not well' 0 0.0% 0 Speak English"not at all' 0 0.0% 0 18 to 64 years Speak only English 7,150 25.8% 804 Speak Spanish 10,511 37.9% 1,106 Speak English"very well"or"well' 6,075 21.9% 675 7^ Speak English"not well' 2,898 10.5% 488 Speak English "not at all" 1,538 5.5% 411 �.� Speak other Indo-European languages 49 0.2% 67 Speak English 'very well"or"well' 49 0.2% 195 Speak English"not well' 0 0.0% 0 Speak English"not at all' 0 0.0% 0 Speak Asian and Pacific Island languages 392 1.4% 241 Speak English 'very well'or"well' 310 1.1% 277 Speak English "not well' 61 0.2% 68 Speak English"not at all' 21 0.1% 35 Speak other languages 13 0.0% 21 Speak English'very well'or"well" 13 0.0% 134 Speak English "not well" 0 0.0% 0 Speak English "not at all' 0 0.0% 0 65 years and over Speak only English 1,159 4.2% 253 m Speak Spanish 536 1.9% 145 m Speak English'very well'or"well' 297 1.1% 411 1 Speak English "not well" 113 0.4% 68 m Speak English "not at all' 125 0.5% 73 m Speak other Indo-European languages 44 0.2% 43 1 Speak English"very well'or"well' 34 0.1% 191 1 Speak English"not well' 10 0.0% 17 1 Speak English "not at all' 0 0.0% 0 Speak Asian and Paciflc Island languages 52 0.2% 50 1 Speak English 'very well'or"well' 18 0.1% 188 1 Speak English"not well' 9 0.0% 14 1 Speak English"not at all' 25 0.1% 39 1 Speak other languages 0 0.0% 0 Speak English 'very well'or"well' 0 0.0% 0 Speak English "not well" 0 0.0% 0 Speak English "not at all' 0 0.0% 0 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high ® medium 1 low November 14, 2011 Made with Esri Business Analyst esri.eom/ba 800-447-9778 Try it Now! la9e �of 3 * esr*i. Ward 2 2005-2009 ACS Estimate Percent MOE(i) Reliability WORKERS AGE 16+YEARS BY PLACE OF WORK Total 9,539 100.0% 845 Worked in state and in county of residence 8,015 84.0% 760 Worked in state and outside county of residence 1,499 15.7% 305 Worked outside state of residence 25 0.3% 29 WORKERS AGE 16+YEARS BY MEANS OF TRANSPORTATION TO WORK Total 9,539 100.0% 845 Drove alone 6,641 69.6% 643 Carpooled 1,517 15.9% 381 Public transportation (excluding taxicab) 413 4.3% 181 Bus or trolley bus 398 4.2% 180 Streetcar or trolley car 0 0.0% 0 Subway or elevated 0 0.0% 0 Railroad 16 0.2% 23 1 Ferryboat 0 0.0% 0 Taxicab 0 0.0% 0 Motorcycle 0 0.0% 0 Bicycle 10 0.1% 17 1 Walked 255 2.7% 130 m Other means 123 1.3% 84 3 Worked at home 579 6.1% 184 m cw WORKERS AGE 16+YEARS(WHO DID NOT WORK FROM HOME)BY TRAVEL TIME TO WORK Total 8,960 100.0% 824 Less than 5 minutes 205 2.3% 128 m 1 5 to 9 minutes 1,001 11.2% 254 m 10 to 14 minutes 1,395 15.6% 254 I 15 to 19 minutes 1,720 19.2% 338 20 to 24 minutes 1,030 11.5% 239 m i 25 to 29 minutes 559 6.2% 186 m I 30 to 34 minutes 969 10.8% 219 m I 35 to 39 minutes 242 2.7% 135 m 40 to 44 minutes 213 2.4% 127 m 45 to 59 minutes 728 8.1% 200 m 60 to 89 minutes 665 7.4% 195 m 90 or more minutes 233 2.6% 145 m Average Travel Time to Work(in minutes) N/A N/A i i CSource:U.S.Census Bureau,2005-2009 American Community Survey Reliability: high m medium low November 14, 2011 Made with Esri Business Analyst -. _ www.esri.com/ba 800-447-9778 Tr • esn- ACS Population Summary Ward 2 2005-2009 ACS Estimate Percent MOE(3) Reliability CIVILIAN EMPLOYED POPULATION AGE 16+YEARS BY OCCUPATION Total 9,896 100.0% 857 Management 308 3.1% 394 Business and financial operations 157 1.6% 308 Computer and mathematical 9 0.1% 133 Architecture and engineering 29 0.3% 190 Life,physical,and social science 23 0.2% 189 1 Community and social services 74 0.7% 240 1 Legal 17 0.2% 134 1 Education,training,and library 284 2.9% 366 1 Arts,design,entertainment,sports,and media 101 1.0% 208 1 Healthcare practitioner,technologists,and technicians 147 1.5% 276 1 Healthcare support 173 1.7% 388 1 Protective service 76 0.8% 300 1 Food preparation and serving related 633 6.4% 398 m Building and grounds cleaning and maintenance 622 6.3% 436 Personal care and service 614 6.2% 523 Sales and related 1,276 12.9% 412 m Office and administrative support 1,367 13.8% 419 m Farming,fishing,and forestry 88 0.9% 212 1 Construction and extraction 1,177 11.9% 609 m Installation,maintenance,and repair 405 4.1% 511 1 Production 928 9.4% 456 m Transportation and material moving 1,388 14.0% 569 m CIVILIAN EMPLOYED POPULATION AGE 16+YEARS BY INDUSTRY Total 9,896 100.0% 857 Agriculture,forestry,fishing and hunting 95 1.0% 249 Mining,quarrying,and oil and gas extraction 0 0.0% 0 Construction 1,265 12.8% 597 m Manufacturing 890 9.0% 472 m Wholesale trade 483 4.9% 398 1 Retail trade 1,744 17.6% 466 m Transportation and warehousing 727 7.3% 380 m Utilities 69 0.7% 238 1 Information 146 1.5% 209 1 Finance and insurance 56 0.6% 233 1 Real estate and rental and leasing 169 1.7% 284 1 Professional,scientific,and technical services 135 1.4% 330 1 Management of companies and enterprises 0 0.0% 0 Administrative and support and waste management services 528 5.3% 491 1 Educational services 421 4.3% 437 1 Health care and social assistance 1,061 10.7% 476 m Arts,entertainment,and recreation 249 2.5% 369 1 Accommodation and food services 898 9.1% 342 m Other services,except public administration 650 6.6% 371 m Public administration 310 3.1% 434 1 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium I low November 14, 2011 Made with Esri Business Analyst e.z9,! 1 -'me " n, • 1pesrr iACS Population Ward 2 2005-2009 ACS Estimate Percent MOE(t) Reliability FEMALES AGE 20-64 YEARS BY AGE OF OWN CHILDREN AND EMPLOYMENT STATUS Total 8,132 100.0% 611 Own children under 6 years only 1,074 13.2% 258 m In labor force 558 6.9% 202 m Not in labor force 516 6.3% 159 m Own children under 6 years and 6 to 17 years 1,086 13.4% 217 m In labor force 384 4.7% 131 m Not In labor farce 701 8.6% 183 m Own children 6 to 17 years only 1,955 24.0% 309 In labor force 1,214 14.9% 231 Not In labor force 741 9.1% 226 m No own children under 18 years 4,018 49.4% 443 In labor force 2,032 25.0% 313 Not in labor force 1,986 24.4% 311 POPULATION BY RATIO OF INCOME TO POVERTY LEVEL Total 30,216 100.0% 2,062 E Under.50 3,428 11.3% 731 .50 to.99 7,323 24.2% 1,239 1.00 to 1.24 3,324 11.0% 798 1.25 to 1.49 2,420 8.0% 688 1.50 to 1.84 3,186 10.5% 936 m 1.85 to 1.99 1,582 5.2% 562 2.00 and over 8,952 29.6% 1,081 HOUSEHOLDS BY POVERTY STATUS Total 8,434 100.0% 485 Income in the past 12 months below poverty level 2,658 31.5% 326 Married-couple family 855 10.1% 222 m Other family-male householder(no wife present) 252 3.0% 123 m Other family-female householder(no husband present) 881 10.4% 182 m Nonfamily household-male householder 306 3.6% 123 m Nonfamily household-female householder 364 4.3% 126 m Income in the past 12 months at or above poverty level 5,776 68.5% 444 Married-couple family 2,466 29.2% 311 IN Other family-male householder(no wife present) 574 6.8% 156 01 Other family-female householder(no husband present) 1,135 13.5% 244 m Nonfamily household-male householder 849 10.1% 195 m Nonfamily household-female householder 752 8.9% 163 m Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: 0 high ® medium I low November 14, 2011 Made with Esri Business Analyst 'o 2G:T fsri _ Page 6 of 8 • 1p esrIs Population Ward 2 2005-2009 ACS Estimate Percent MOE(f) Reliability HOUSEHOLDS BY INCOME Total 8,434 100.0% 485 Less than$10,000 796 9.4% 180 m $10,000 to$14,999 1,150 13.6% 227 m $15,000 to$19,999 841 10.0% 202 m $20,000 to$24,999 826 9.8% 232 m $25,000 to$29,999 870 10.3% 214 m $30,000 to$34,999 533 6.3% 160 m $35,000 to$39,999 524 6.2% 152 m $40,000 to$44,999 402 4.8% 130 m $45,000 to$49,999 391 4.6% 134 m $50,000 to$59,999 531 6.3% 131 m $60,000 to$74,999 595 7.1% 164 m $75,000 to$99,999 728 8.6% 160 m $100,000 to$124,999 164 1.9% 73 m $125,000 to$149,999 35 0.4% 40 $150,000 to$199,999 47 0.6% 38 1 $200,000 or more 0 0.0% 0 Median Household Income $28,259 N/A Average Household Income $36,610 $3,350 Per Capita income $10,653 $1,052 HOUSEHOLDS WITH HOUSEHOLDER AGE <25 YEARS BY INCOME Total 675 100.0% 194 m Less than$10,000 121 17.9% 72 $10,000 to$14,999 55 8.1% 54 $15,000 to$19,999 111 16.4% 77 $20,000 to$24,999 172 25.5% 127 $25,000 to$29,999 0 0.0% 0 $30,000 to$34,999 7 1.0% 12 $35,000 to$39,999 70 10.4% 66 $40,000 to$44,999 41 6.1% 41 $45,000 to$49,999 6 0.9% 10 1 $50,000 to$59,999 13 1.9% 21 1 $60,000 to$74,999 6 0.9% 10 1 $75,000 to$99,999 73 10.8% 58 1 $100,000 to$124,999 0 0.0% 0 $125,000 to$149,999 0 0.0% 0 $150,000 to$199,999 0 0.0% 0 $200,000 or more 0 0.0% 0 Median Household Income for HHr<25 $21,091 N/A Average Household Income for HHr<25 N/A N/A 140r Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: M high m medium I low November 14, 2011 Made with Esri Business Analyst www,esri.com/ba 800-447-9778 Tr rf l Page 6 of 3 • * esrl* A Population Ward 2 2005-2009 ACS Estimate Percent MOE(i) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 25-44 YEARS BY INCOME Total 4,096 100.0% 419 Less than $10,000 332 8.1% 124 m $10,000 to$14,999 461 11.3% 147 m $15,000 to$19,999 387 9.4% 137 m $20,000 to$24,999 404 9.9% 179 m $25,000 to$29,999 469 11.5% 166 m $30,000 to$34,999 233 5.7% 105 ID $35,000 to$39,999 252 6.2% 116 m $40,000 to$44,999 247 6.0% 113 m $45,000 to$49,999 252 6.2% 121 m $50,000 to$59,999 268 6.5% 98 m $60,000 to$74,999 356 8.7% 142 m $75,000 to$99,999 349 8.5% 127 m $100,000 to$124,999 87 2.1% 53 m $125,000 to$149,999 0 0.0% 0 $150,000 to$199,999 0 0.0% 0 $200,000 or more 0 0.0% 0 Median Household Income for HHr 25-44 $29,942 N/A Average Household Income for HHr 25-44 N/A N/A HOUSEHOLDS WITH HOUSEHOLDER AGE 45-64 YEARS BY INCOME Total 2,672 100.0% 302 Less than$10,000 210 7.9% 78 m $10,000 to$14,999 381 14.3% 142 m $15,000 to$19,999 231 8.6% 114 m $20,000 to$24,999 182 6.8% 88 m $25,000 to$29,999 320 12.0% 128 m $30,000 to$34,999 234 8.8% 115 m $35,000 to$39,999 138 5.2% 61 m $40,000 to$44,999 90 3.4% 52 m $45,000 to$49,999 123 4.6% 59 m $50,000 to$59,999 192 7.2% 76 m $60,000 to$74,999 162 6.1% 68 ID $75,000 to$99,999 283 10.6% 91 m $100,000 to$124,999 69 2.6% 49 1 $125,000 to$149,999 19 0.7% 29 1 $150,000 to$199,999 38 1.4% 35 1 $200,000 or more 0 0.0% 0 Median Household Income for HHr 45-64 $30,218 N/A Average Household Income for HHr 45-64 N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: N high ® medium I low November 14, 2011 Made with Esri Business Analyst "'2011 tsn 447-9778 Tr Pagc 7 of 8 a . Population * esr� Ward 2 2005-2009 ACS Estimate Percent MOE(i) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 65+YEARS BY INCOME Total 990 100.0% 171 Less than$10,000 133 13.4% 66 01 $10,000 to$14,999 253 25.6% 102 10 $15,000 to$19,999 111 11.2% 61 01 $20,000 to$24,999 68 6.9% 40 m $25,000 to$29,999 81 8.2% 55 1 $30,000 to$34,999 59 6.0% 45 1 $35,000 to$39,999 64 6.5% 45 1 $40,000 to$44,999 25 2.5% 23 1 $45,000 to$49,999 10 1.0% 14 1 $50,000 to$59,999 58 5.9% 45 1 $60,000 to$74,999 71 7.2% 50 1 $75,000 to$99,999 23 2.3% 21 1 $100,000 to$124,999 9 0.9% 15 1 $125,000 to$149,999 16 1.6% 26 1 $150,000 to$199,999 9 0.9% 15 1 $200,000 or more 0 0.0% 0 Median Household Income for HHr 65+ $19,886 N/A (�J Average Household Income for HHr 65+ N/A N/A 7 Data Note: N/A means not available. Population by Ratio of Income to Poverty Level represents persons for whom poverty status is determined. Household Income represents income in 2009,adjusted for inflation. 2005-2009 ACS Estimate: The American Community Survey(ACS) replaces census sample data. Esri is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1, 2005 through December 31, 2009. Although the ACS Includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOEs enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty Is called the confidence Interval,and it Is calculated by taking the estimate+/-the MOE. For example,If the ACS reports an estimate of 100 with an MOE of+/- 20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation (CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate,expressed as a percentage. IN High Reliability: Small CVs(less than or equal to 12 percent)are flagged green to indicate that the sampling error is small relative to the estimate and the estimate is reasonably reliable. ® Medium Reliability: Estimates with CVs between 12 and 40 are flagged yellow-use with caution. 1 Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error is large relative to the estimate. The estimate is considered very unreliable. Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: N high m medium 1 low November 14, 2011 Made with Esri Business Analyst ;c,zou Esri www.esri.com/ba 800-447-9778 Try it Now ua9e fr of s • * esne - - Ward 3 Shapefile W 16th St 59 y W 13th StE 13th Sly a ¢' E Base Line Rd W Base Line St y � <> E Base Line St o Base Line St in > y = w m E & < > = z z `m_ m m z < 3 Z m a l o z v vJ w / 66 5th St < 5th St m E 5th St z y z W 3rd St 3rd St a W RialtclAve 3 E Rialto Ave E Rialto Ave - " - -,--+� San y San Bernardino < In <> International y Cou W Mill St y rn E Mill St Airport y > L rn a G° o > cLi s jj < e Q m N U) 0 L + Z < range Snow Rd y a E W Olive : U c d ley Blvd 1 f m o' o W Val _ _ -� 2 Fairway D z ,.. z J N E Slover Ave y -`--+-- ,.,: - Redlands Blvd.< < Q` � EM St o > U c w o D �a cn m � c a > c Laos E Barton Rd St PAJa u, y i S ' d y 7 Beaumont Ave -O gadoo Pd Aa 0 1.2 1.8 � Miles �o Ria t0 Sa t � Berna dino Rr6ek n Open ou ty/ arf� Spaee, O O a l Park Lint a L November 14, 2011 Made with Esri Business Analyst 0 esne Demographic and Income Profile Peport Ward 3 Summary 2000 2010 2015 Population 26,924 31,271 32,362 Households 7,400 8,134 8,353 Families 5,835 6,407 6,561 Average Household Size 3.60 3.81 3.84 Owner Occupied Housing Units 4,405 4,718 4,836 Renter Occupied Housing Units 2,995 3,416 3,517 Median Age 26.7 26.5 26.9 Trends:2010- 2015 Annual Rate Area State National Population 0.69% 0.70% 0.76% Households 0.53% 0.63% 0.78% Families 0.48% 0.55% 0.64% Owner HHs 0.50% 0.68% 0.82% Median Household Income 4.09% 2.59% 2.36% 2000 2010 2015 Households by Income Number Percent Number Percent Number Percent <$15,000 1,802 23.8% 1,490 18.3% 1,292 15.5% $15,000- $24,999 1,160 15.3% 1,071 13.2% 954 11.4% $25,000-$34,999 1,157 15.3% 984 12.1% 830 9.9% $35,000- $49,999 1,260 16.7% 1,397 17.2% 1,205 14.4% $50,000- $74,999 1,255 16.6% 1,633 20.1% 1,984 23.8% $75,000- $99,999 583 7.7% 908 11.2% 1,084 13.0% $100,000- $149,999 276 3.6% 509 6.3% 770 9.2% $150,000- $199,999 13 0.2% 77 0.9% 114 1.4% $200,000+ 57 0.8% 64 0.8% 120 1.4% Median Household Income $31,969 $39,520 $48,286 Average Household Income $41,571 $49,017 $57,087 Per Capita Income $11,628 $13,047 $15,058 2000 2010 2015 Population by Ape Number Percent Number Percent Number Percent 0-4 2,732 10.1% 3,306 10.6% 3,456 10.7% 5-9 3,172 11.8% 3,198 10.2% 3,312 10.2% 10- 14 2,687 10.0% 2,711 8.7% 2,937 9.1% 15- 19 2,280 8.5% 2,927 9.4% 2,468 7.6% 20-24 1,936 7.2% 2,686 8.6% 2,920 9.0% 25-34 4,104 15.2% 4,825 15.4% 5,390 16.7% 35-44 4,070 15.1% 3,821 12.2% 3,744 11.6% 45-54 20497 9.3% 3,512 11.2% 3,240 10.0% 55-64 1,519 5.6% 2,212 7.1% 2,616 8.1% 65-74 1,048 3.9% 1,146 3.7% 1,377 4.3% 75-84 671 2.5% 642 2.1% 625 1.9% 85+ 207 0.8% 284 0.9% 275 0.9% 2000 2010 2015 Race and Ethnicity Number Percent Number Percent Number Percent White Alone 11,098 41.2% 11,288 36.1% 11,113 34.3% Black Alone 2,379 8.8% 2,368 7.6% 2,235 6.9% American Indian Alone 309 1.1% 323 1.0% 312 1.0% Asian Alone 2,666 9.9% 3,454 11.0% 3,711 11.5% Pacific Islander Alone 91 0.3% 93 0.3% 89 0.3% Some Other Race Alone 8,867 32.9% 12,014 38.4% 13,138 40.6% Two or More Races 1,513 5.6% 1,732 5.5% 1,764 5.5% Hispanic Origin(Any Race) 15,752 58.5% 20,926 66.9% 22,677 70.1% Data Note:Income Is expressed in current dollars Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esn forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst www.esri.c 800-447-977P Page 2 of 2 • esrrDemographic and 1ncome Profile Report Ward 3 Trends 2010-2015 4 3.5 Y C u 3 `w n 2.5 c e 2 m � 1.5 A c 1 �Area C Q Slate 0.5 0 USA 0 Population Households Families Owner HHs Median HH Income Population by Age 16 14 12 c 30 u v 8 a 6 4 E2010 E 2015 2 0 0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ 2010 Household Income 2010 Population by Race $50K-S74K 20.1% 175K-- 35 ll.2% $100K-$149K 30 6.3% $150K-$199K 2$ $35K-$49K 019% 17.2% $200K+ 0.8% 20 d a 15 10 S35K $25K-334K a.3% 5 12.1% $ISK-$24K white Black rim.Ind. Man Pedfic Other Two+ 13.2% 2010 Percent Hispanic Origin: 66.9% Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esrl forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Try it Now! Pace 7 n'.7 a Executive Summary * esri* Ward 3 2010 Population Total Population 31,271 Male Population 49.79/6 Female Population 50.31/. Median Age 26.5 2010 Income Median HH Income $39,520 Per Capita Income $13,047 Average HH Income $49,017 2010 Households Total Households 8,134 Average Household Size 3.81 2010 Housing Owner Occupied Housing Units 50.9% Renter Occupied Housing Units 36.9% Vacant Housing Units 12.2 Population 1990 Population 21,634 2000 Population 26,924 2010 Population 31,271 2015 Population 32,362 1990-2000 Annual Rate 221% 2000-2010 Annual Rate 1.47°/6 2010-2015 Annual Rate 0.69°/6 In the identified market area,the current year population is 31,271.In 2000,the Census count in the market area was 26,924. The rate of change since 2000 was 1.47 percent annually.The five-year projection for the population in the market area is 32,362,representing a change of 0.69 percent annually from 2010 to 2015. Currently,the population is 49.7 percent male and 50.3 percent female. Households 1990 Households 6.655 2000 Households 7.400 2010 Households 6,134 2015 Households 8,353 1990-2000 Annual Rate 1.07°/6 2000-2010 Annual Rate 0.931/6 2010-2015 Annual Rate 0.531/6 The household count in this market area has changed from 7,400 in 2000 to 8,134 in the current year,a change of 0.93 percent annually. The five-year projection of households is 8,353,a change of 0.53 percent annually from the current year total. Average household size is currently 3.81,compared to 3.60 in the year 2000. The number of families in the current year is 6,407 in the market area. Housing Currently,50.9 percent of the 9,264 housing units in the market area are owner occupied; 36.9 percent,renter occupied; and 12.2 percent are vacant. In 2000,there were 8,275 housing units- 53.5 percent owner occupied, 36.4 percent renter occupied and 10.1 percent vacant. The rate of change in housing units since 2000 is 1.11 percent. Median home value in the market area is$119,464,compared to a median home value of$157,913 for the U.S. In five years,median home value is projected to change by 3.47 percent annually to$141,696. From 2000 to the current year,median home value changed by 3.33 percent annually. Souree:u.s.surmu of the census,2000 Census of Population and Housing.Earl foreaaste for 2010 and 2015.Earl comertM 1M Census data Into 2000 geogrepM. 02011 Earl 11n4AN 11 Page 1 ot2 Executive Summary � esrr Ward 3 Median Household Income 1990 Median HH Income $24,239 2000 Median HH Income $31,969 2010 Median HH Income $39,520 2015 Median HH Income $48286 1990-2000 Annual Rate 2.81% 2000-2010 Annual Rate 2.09% 2010-2015 Annual Rate 4.09% Per Capita Income 1990 Per Capita Income $9,506 2000 Per Capita Income $11,628 2010 Per Capita Income $13,047 2015 Per Capita Income $15,058 1990-2000 Annual Rate 2.041/6 2000-2010 Annual Rate 1.130/6 2010-2015 Annual Rate 2.91% Average Household Income 1990 Average Household Income $29,193 2000 Average Household Income $41,571 2010 Average HH Income $49,017 2015 Average HH Income $57,087 1990-2000 Annual Rate 3.6% 2000-2010 Annual Rate 1.62% 2010-2015 Annual Rate 3.1% Households by Income Current median household income is$39,520 in the market area, compared to$54,442 for all U.S.households. Median household income is projected to be$48,286 in five years. In 2000,median household income was$31,969,compared to$24,239 in 1990. Current average household income is$49,017 in this market area, compared to$70,173 for all U.S.households. Average household income is projected to be$57,087 in five years. In 2000,average household income was$41,571,compared to$29,193 in 1990. Current per capita income is$13,047 in the market area,compared to the U.S.per capita income of$26,739. The per capita income is projected to be$15,058 in five years. In 2000,the per capita income was$11,628,compared to$9,506 in 1990. Population by Employment Currently,79.9 percent of the civilian labor force in the identified market area is employed and 20.1 percent are unemployed. In comparison, 89.2 percent of the U.S.civilian labor force is employed,and 10.8 percent are unemployed. In five years the rate of employment in the market area will be 82.9 percent of the civilian labor force,and unemployment will be 17.1 percent. The percentage of the U.S.civilian labor force that will be employed in five years is 91.2 percent,and 8.8 percent will be unemployed. In 2000,54.5 percent of the population aged 16 years or older in the market area participated in the labor force,and 0.0 percent were in the Armed Forces. In the current year,the occupational distribution of the employed population is: e 47.9 percent in white collar jobs(compared to 61.6 percent of U.S.employment) e 22.6 percent in service jobs(compared to 17.3 percent of U.S.employment) e 29.5 percent in blue Collar jobs(compared to 21.1 percent of U.S.employment) In 2000,66.3 percent of the market area population drove alone to work,and 1.9 percent worked at home. The average travel time to work in 2000 was 28.9 minutes in the market area,Compared to the U.S.average of 25.5 minutes. Population by Education In 2010,the educational attainment of the population aged 25 years or older in the market area was distributed as follows: e 37.5 percent had not earned a high school diploma(14.8 percent in the U.S.) e 28.7 percent were high school graduates only(29.6 percent in the U.S.) e 6.1 percent had completed an Associate degree(7.7 percent in the U.S.) e 7.8 percent had a Bachelor's degree(17.7 percent in the U.S.) e 3.9 percent had earned a Master's/Professional/Doctorate Degree(10.4 percent in the U.S.) Sauna: U.S.B..of Ole Census,2000 Census of population and Housing.Earl forecasts for 2010 and 2015.Earl cornertel IWO Census data into 2000 geography. Wall Earl 11I1M2011 page 2 of 2 I | ! ! | ; , . . $ 3 � l Q_ ! [ - . • . . . . . . . . . . . . . � , . , , . . 1 . = � � / � \ m � ) � } ! / 'L ! • { { : , ! { / � / / { ) � � ! { ! ; ! | | . , / ! k ) { § f \ ) | ) ! ) } | § ; ! ! ! ! ) | ; ! ! } ! ! ! ! ) ! ! ! \ « „ e § � E � � � ; � � ! { \ � \ ) ! | / ) ) \ - ; ; , t LM l . , l � = ; ! ) ) } | ! | t | | } ! ! ! ! ! ! ! f ) ) i ) e ) | � ! § ! ! ) ! � � ) ' ! | ! \ ( ! : Graphic Profile 1pesrr Ward 3 Households 2010 Households by Income 000 000 $75K-100 (11.2%) $50K-75K(20.1%) $100K-$150K(6.3%) 000 $150K+(1.7%) 000 00 8353 35K-$50K(17.2%) 000 000 $25K-35K(12.1%) $15K-$25K(13.2%) 000 0 2000 2010 2015 2010 Population by Age 2010 Owner Occupied HUs by Value 45-54 11.2%) 55-14(7.1%) lGi 299109y K .1% 35-44(12.2%) 65+(6.6%) 400-499K .2% 500K+(0.2%) 10o-199K(52.2%) © <5(10.6%) 5.34(15.4%) 100K(38.0%) 20-24(8.6%) 5.19(28.3%) 2010 Employed 16+by Occupation 2010 Population by Race ao 35 Maintenance/Repair(5.0%) Production(8.0%) 30 Construction(8.7%) 25 FarMFish(0.3%) Transportation(9.4%) C 20 dmin Support(13.3%) Mgmt/Bustress.(e.8% g1 U 15 d Sales(9.6%) 10 Professorial(18.2%) 5 Services(22.8%) 0 7.6 White 11'3 Black Am.In . Asn./Pac. Omer Two+ 2010 Percent Hispanic Origin:86.9°/6 �. Source:U.S.Bureau of the Census.2000 Census of Population and Housing.Earl forecasts or 2010 and 2015. 02011 Earl On-demand reports and maps from Business Analyst Online.Order at www.esrl com/bao or call 800-447-9778 11/14/2011 Page 1 of 1 • esrr A • Summary I Ward 3 1 ./ 2005-2009 ACS Estimate Percent M0E(*) Reliability TOTALS Total Population 27,780 1,742 Total Households 7,583 383 Total Housing Units 8,242 386 OWNER-OCCUPIED HOUSING UNITS BY VALUE Total 4,389 100.0% 325 Less than$10,000 82 1.9% 33 m $10,000 to$14,999 0 0.0% 0 $15,000 to$19,999 50 1.1% 32 m $20,000 to$24,999 20 0.5% 16 1 $25,000 to$29,999 71 1.6% 42 m $30,000 to$34,999 97 2.2% 63 m $35,000 to$39,999 36 0.8% 22 m $40,000 to$49,999 206 4.7% 75 m $50,000 to$59,999 151 3.4% 60 m $60,000 to$69,999 153 3.5% 52 m $70,000 to$79,999 238 5.4% 84 m $80,000 to$89,999 88 2.0% 51 m $90,000 to$99,999 61 1.4% 36 m $100,000 to$124,999 274 6.2% 96 m $125,000 to$149,999 170 3.9% 93 m $150,000 to$174,999 199 4.5% 89 m $175,000 to$199,999 248 5.7% 107 m $200,000 to$249,999 403 9.2% 121 m $250,000 to$299,999 565 12.9% 196 m $300,000 to$399,999 991 22.6% 193 $400,000 to$499,999 216 4.9% 89 m $500,000 to$749,999 54 1.2% 29 m $750,000 to$999,999 0 0.0% 0 $1,000,000 or more 15 0.3% 20 1 Median Home Value $206,203 N/A Average Home Value N/A N/A OWNER-OCCUPIED HOUSING UNITS BY MORTGAGE STATUS Total 4,389 100.0% 325 Housing units with a mortgage/contract to purchase/similar debt 3,028 69.0% 315 Second mortgage only 422 9.6% 203 Home equity loan only 309 7.0% 115 Both second mortgage and home equity loan 31 0.7% 39 No second mortgage and no home equity loan 2,267 51.7% 263 Housing units without a mortgage 1,361 31.0% 161 AVERAGE VALUE BY MORTGAGE STATUS Housing units with a mortgage N/A N/A Housing units without a mortgage N/A N/A source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high ® medium low November 14, 2011 Made with Esri Business Analyst 011 esry www.esri.com/ba 800-447-9778 Tr Page 10'4 * esrio • • Summary Ward 3 2005-2009 ACS Estimate Percent M0E(3) Reliability RENTER-OCCUPIED HOUSING UNITS BY CONTRACT RENT Total 3,193 100.0% 284 With cash rent 3,051 95.6% 281 Less than $100 33 1.0% 24 $100 to$149 59 1.8% 48 $150 to$199 17 0.5% 25 $200 to$249 82 2.6% 64 1 $250 to$299 62 1.9% 48 1 $300 to$349 66 2.1% 42 m $350 to$399 101 3.2% 57 01 $400 to$449 76 2.4% 53 1 $450 to$499 161 5.0% 68 m $500 to$549 129 4.0% 69 m $550 to$599 100 3.1% 64 m $600 to$649 287 9.0% 103 01 $650 to$699 200 6.3% 69 m $700 to$749 123 3.9% 58 m $750 to$799 236 7.4% 111 m $800 to$899 338 10.6% 96 m $900 to$999 304 9.5% 103 m $1,000 to$1,249 317 9.9% 110 01 $1,250 to$1,499 233 7.3% 96 m $1,500 to$1,999 104 3.3% 55 m C $2,000 or more 21 0.7% 25 1 No cash rent 143 4.5% 63 m Median Contract Rent $756 N/A Average Contract Rent N/A N/A RENTER-OCCUPIED HOUSING UNITS BY INCLUSION OF UTILITIES IN RENT Total 3,193 100.0% 284 Pay extra for one or more utilities 3,083 96.6% 284 No extra payment for any utilities 111 3.5% 56 m HOUSING UNITS BY UNITS IN STRUCTURE Total 8,242 100.0% 386 1,detached 5,049 61.3% 350 1,attached 228 2.8% 83 m 2 70 0.8% 39 m 3 or 4 266 3.2% 98 m 5 to 9 393 4.8% 102 m 10 to 19 233 2.8% 103 m 20 to 49 91 1.1% 102 1 50 or more 148 1.8% 77 m Mobile home 1,763 21.4% 149 Boat, RV,van,etc. 0 0.0% 0 CSource:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high ® medium I low November 14, 2011 Made with Esri Business Analyst �c2G111 800-447-9778 11 V! Page 2 a 4 # esr*i- ACS Housing Summary Ward 3 2005-2009 ACS Estimate Percent MOE(t) Reliability HOUSING UNITS BY YEAR STRUCTURE BUILT Total 8,242 100.0% 386 1W Built 2005 or later 138 1.7% 64 m Built 2000 to 2004 374 4.5% 82 Built 1990 to 1999 889 10.8% 164 Built 1980 to 1989 1,947 23.6% 266 aD Built 1970 to 1979 1,788 21.7% 259 Built 1960 to 1969 962 11.7% 173 Built 1950 to 1959 944 11.5% 165 Built 1940 to 1949 537 6.5% 122 Built 1939 or earlier 665 8.1% 134 ; Median Year Structure Built 1976 N/A OCCUPIED HOUSING UNITS BY YEAR HOUSEHOLDER MOVED INTO UNIT Total 7,583 100.0% 383 Owner occupied Moved In 2005 or later 615 8.1% 129 Moved in 2000 to 2004 1,436 18.9% 251 Moved in 1990 to 1999 1,363 18.0% 220 Moved in 1980 to 1989 428 5.6% 120 fD Moved in 1970 to 1979 296 3.9% 94 m Moved in 1969 or earlier 252 3.3% 82 GRenter occupied Moved In 2005 or later 1,670 22.0% 244 Moved in 2000 to 2004 826 10.9% 147 Moved in 1990 to 1999 551 7.3% 114 m Moved in 1980 to 1989 66 0.9% 36 m Moved in 1970 to 1979 38 0.5% 43 Moved In 1969 or earlier 42 0.6% 36 Median Year Householder Moved Into Unit 2002 N/A OCCUPIED HOUSING UNITS BY HOUSE HEATING FUEL Total 7,583 100.0% 383 Utility gas 6,154 81.2% 367 Bottled,tank,or LP gas 106 1.4% 70 Electricity 1,167 15.4% 174 Fuel oil,kerosene,etc. 0 0.0% 0 Coal or coke 0 0.0% 0 Wood 51 0.7% 45 Solar energy 0 0.0% 0 Other fuel 30 0.4% 37 No fuel used 74 1.0% 45 `V Source:U.S.Census Bureau,2005.2009 American Community Survey Reliability: E high ® medium I low November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Tamil Now Pnge 3o`4 * esrl' Summary Ward 3 2005-2009 ACS Estimate Percent MOE(*) Reliability OCCUPIED HOUSING UNITS BY VEHICLES AVAILABLE Total 7,583 100.0% 383 ■ Owner occupied No vehicle available 173 2.3% 75 1 vehicle available 1,213 16.0% 175 ■ 2 vehicles available 1,572 20.7% 205 ■ 3 vehicles available 897 11.8% 191 4 vehicles available 428 5.6% 188 5 or more vehicles available 107 1.4% 57 m Renter occupied No vehicle available 421 5.6% 120 1 vehicle available 1,371 18.1% 187 ■ 2 vehicles available 995 13.1% 198 3 vehicles available 259 3.4% 72 4 vehicles available 110 1.5% 70 5 or more vehicles available 36 0.5% 31 Average Number of Vehicles Available N/A N/A Data Note: N/A means not available. 2005-2009 ACS Estimate: The American Community Survey(ACS) replaces census sample data. Esri is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1, 2005 through December 31,2009. Although the ACS Includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOEs enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty is called the confidence interval,and it is calculated by taking the estimate +/-the MOE. For example, if the ACS reports an estimate of 100 with an MOE of+/- 20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation (CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate, expressed as a percentage. ■ High Reliability: Small CVs(less than or equal to 12 percent)are flagged green to Indicate that the sampling error Is small relative to the estimate and the estimate is reasonably reliable. m Medium Reliability: Estimates with CVs between 12 and 40 are flagged yellow—use with caution. Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error is large C I relative to the estimate. The estimate is considered very unreliable. I source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ■ high W medium I low November 14, 2011 Made with Esri Business Analyst 'J2011 es, www.esri.com/ba 800-44; page 4 of 4 * esrl*0 ACS Population Ward 3 W 2005-2009 ACS Estimate Percent MOE(*) Reliability TOTALS Total Population 27,780 1,742 Total Households 7,583 383 Total Housing Units 8,242 386 POPULATION AGE 15+YEARS BY MARITAL STATUS Total 20,077 100.0% 1,191 Never married 8,359 41.6% 685 Married 8,992 44.8% 547 Widowed 1,031 5.1% 401 m Divorced 1,694 8.4% 389 POPULATION AGE 3+YEARS BY SCHOOL ENROLLMENT Total 26,420 100.0% 1,652 Enrolled In school 10,082 38.2% 853 Enrolled in nursery school,preschool 534 2.0% 361 Public school 378 1.4% 265 1 Private school 156 0.6% 308 1 Enrolled in kindergarten 413 1.6`ya 377 1 Public school 396 1.5% 399 1 Private school 18 0.1% 141 1 Enrolled in grade 1 to grade 4 2,110 8.0% 367 Public school 2,028 7.7% 364 � Private school 82 0.3% 270 Enrolled in grade 5 to grade 8 2,070 7.8% 398 Public school 1,983 7.5% 391 Private school 87 0.3% 200 Enrolled In grade 9 to grade 12 2,782 10.5% 426 Public school 2,678 10.1% 419 Private school 104 0.4% 203 Enrolled In college undergraduate years 1,793 6.8% 405 m Public school 1,551 5.9% 384 m Private school 242 0.9% 315 1 Enrolled in graduate or professional school 380 1.4% 254 1 Public school 253 1.0% 252 1 Private school 127 0.5% 163 1 Not enrolled in school 16,338 61.8% 794 POPULATION AGE 25+YEARS BY EDUCATIONAL ATTAINMENT Total 14,772 100.0% 867 No schooling completed 555 3.8% 399 Nursery to 4th grade 373 2.5% 457 5th and 6th grade 1,077 7.3% 330 m 7th and 8th grade 509 3.4% 374 1 9th grade 819 5.5% 316 m 10th grade 485 3.3% 320 1 11th grade 989 6.7% 347 m 12th grade,no diploma 574 3.9% 339 m High school graduate,GED, or alternative 3,664 24.8% 392 Some college,less than 1 year 1,028 7.0% 348 m Some college, 1 or more years, no degree 1,985 13.4% 402 m Associate's degree 936 6.3% 406 m Bachelor's degree 1,345 9.1% 361 m Master's degree 270 1.8% 359 1 Professional school degree 109 0.7% 202 1 Doctorate degree 54 0.4% 141 1 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: 0 high m medium low November 14, 2011 Made with Esn Business Analyst P3oe of 8 • * esrl* . Population Ward 3 2005-2009 ACS Estimate Percent MOE(*) Reliability POPULATION AGE 5+YEARS BY LANGUAGE SPOKEN AT HOME AND ABILITY TO SPEAK ENGLISH Total 25,277 100.0% 1,578 5 to 17 years Speak only English 2,802 11.1% 417 Speak Spanish 3,979 15.7% 629 Speak English "very well"or"well" 3,802 15.0% 644 Speak English "not well' 178 0.7% 106 Speak English"not at all' 0 0.0% 0 Speak other Indo-European languages 55 0.2% 53 Speak English"very well'or"well" 55 0.2% 205 Speak English "not well" 0 0.0% 0 Speak English "not at all' 0 0.0% 0 Speak Asian and Pacific Island languages 274 1.1% 150 Speak English"very well'or"well' 242 1.0% 267 Speak English"not well' 32 0.1% 35 Speak English"not at all' 0 0.0% 0 Speak other languages 24 0.1% 37 Speak English"very well'or"well" 9 0.0% 142 Speak English"not well" 15 0.1% 28 Speak English "not at all" 0 0.0% 0 18 to 64 years Speak only English 6,367 25.2% 619 Speak Spanish 8,349 33.0% 889 Speak English"very well'or"well" 5,521 21.8% 663 Speak English'hot well' 1,880 7.4% 321 Speak English'hot at all' 948 3.8% 291 m '+✓ Speak other Indo-European languages 143 0.6% 102 1 Speak English "very well'or"well' 135 0.5% 245 1 Speak English 'hot well' 7 0.0% 26 1 Speak English "not at all' 0 0.0% 0 Speak Asian and Pacific Island languages 1,215 4.8% 263 m Speak English "very well'or"well' 925 3.7% 310 m Speak English"not well' 280 1.1% 100 m Speak English"not at all' 10 0.0% 17 1 Speak other languages 90 0.4% 55 m Speak English "very well'or"well' 84 0.3% 143 1 Speak English 'hot well" 6 0.0% 18 Speak English 'hot at all' 0 0.0% 0 65 years and over Speak only English 917 3.6% 140 Speak Spanish 870 3.4% 177 m Speak English"very well'or"well' 532 2.1% 321 m Speak English"not well' 176 0.7% 99 m Speak English'hot at all' 162 0.6% 83 m Speak other Indo-European languages 25 0.1% 18 1 Speak English"very well'or"well" 25 0.10/0 147 1 Speak English'hot well' 0 0.0% 0 Speak English 'hot at all' 0 0.0% 0 Speak Asian and Pacific Island languages 160 0.6% 71 m Speak English "very well'or"well' 99 0.4% 149 1 Speak English "not well" 38 0.2% 23 m Speak English 'hot at all' 22 0.1% 21 1 Speak other languages 10 0.0% 21 1 Speak English "very well"or"well' 10 0.0% 134 1 Speak English'hot well' 0 0.0% 0 Speak English'hot at all' 0 0.0% 0 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high ® medium I low November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Try it Now' (Desnii ; ACS Population Ward 3 2005-2009 ACS Estimate Percent MOE(3) Reliability WORKERS AGE 16+YEARS BY PLACE OF WORK Total 10,318 100.0% 813 Worked in state and in county of residence 7,594 73.6% 645 Worked in state and outside county of residence 2,724 26.4% 422 Worked outside state of residence 0 0.0% 0 WORKERS AGE 16+YEARS BY MEANS OF TRANSPORTATION TO WORK Total 10,318 100.0% 813 Drove alone 7,810 75.7% 709 Carpooled 1,419 13.8% 293 m Public transportation(excluding taxicab) 236 2.3% 99 m Bus or trolley bus 182 1.8% 75 Streetcar or trolley car 0 0.0% 0 Subway or elevated 0 0.0% 0 Rallroad 54 0.5% 61 Ferryboat 0 0.0% 0 Taxicab 0 0.0% 0 Motorcycle 36 0.3% 49 1 Bicycle 51 0.5% 38 Walked 177 1.7% 68 Other means 189 1.8% 99 Worked at home 401 3.9% 123 WORKERS AGE 16+YEARS(WHO DID NOT WORK FROM HOME)BY TRAVEL TIME TO WORK Total 9,917 100.0% 805 Less than 5 minutes 358 3.6% 153 m 5 to 9 minutes 851 8.6% 230 m 10 to 14 minutes 1,635 16.5% 303 ■ 15 to 19 minutes 1,688 17.0% 257 20 to 24 minutes 1,491 15.0% 233 25 to 29 minutes 466 4.7% 115 m 30 to 34 minutes 1,385 14.0% 281 m 35 to 39 minutes 271 2.7% 159 m 40 to 44 minutes 242 2.4% 108 m 45 to 59 minutes 495 5.0% 174 m 60 to 89 minutes 667 6.7% 212 m 90 or more minutes 369 3.7% 115 m Average Travel Time to Work(in minutes) N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high QJ medium i low November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Try it Now! ACS e • • * esr"- • Ward 3 i 2005-2009 ACS Estimate Percent MOE(i) Reliability CIVILIAN EMPLOYED POPULATION AGE 16+YEARS BY OCCUPATION Total 10,594 100.0% 812 Management 574 5.4% 403 Business and financial operations 227 2.1% 278 Computer and mathematical 74 0.7% 236 Architecture and engineering 66 0.6% 236 Life,physical,and social science 22 0.2% 42 Community and social services 115 1.1% 198 1 Legal 13 0.1% 33 1 Education,training,and library 291 2.7% 369 1 Arts,design,entertainment,sports,and media 53 0.5% 237 1 Healthcare practitioner,technologists,and technicians 488 4.6% 313 m Healthcare support 388 3.7% 321 1 Protective service 224 2.1% 266 1 Food preparation and serving related 741 7.0% 431 m Building and grounds cleaning and maintenance 661 6.2% 306 m Personal care and service 412 3.9% 374 1 Sales and related 1,300 12.3% 410 m Office and administrative support 1,612 15.2% 394 m Farming,fishing,and forestry 34 0.3% 112 1 Construction and extraction 914 8.6% 501 m installation,maintenance,and repair 230 2.2% 334 1 Production 702 6.6% 330 m Transportation and material moving 1,453 13.7% 534 m CIVILIAN EMPLOYED POPULATION AGE 16+YEARS BY INDUSTRY Total 10,594 100.0% 812 Agriculture,forestry,fishing and hunting 40 0.4% 162 Mining,quarrying,and oil and gas extraction 0 0.0% 0 Construction 1,048 9.9% 487 m Manufacturing 1,092 10.3% 431 m Wholesale trade 612 5.8% 386 m Retail trade 1,314 12.4% 408 m Transportation and warehousing 625 5.9% 471 1 Utilities 63 0.6% 146 1 Information 183 1.7% 246 1 Finance and insurance 161 1.5% 380 1 Real estate and rental and leasing 160 1.5% 272 1 Professional,scientific,and technical services 211 2.0% 334 1 Management of companies and enterprises 0 0.0% 0 Administrative and support and waste management services 630 5.9% 363 m Educational services 687 6.5% 420 m Health care and social assistance 1,789 16.9% 423 m Arts,entertainment,and recreation 167 1.6% 304 1 Accommodation and food services 821 7.7% 414 m Other services,except public administration 666 6.3% 418 m Public administration 325 3.1% 388 1 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium I low November 14, 2011 Made with Esri Business Analyst c- www.esri.com/ba 800-44 _aqe 4°" * esr*i- ACS Population Ward 3 2003-2009 ACS Estimate Percent MOE(t) Reliability FEMALES AGE 20-64 YEARS BY AGE OF OWN CHILDREN AND EMPLOYMENT STATUS Total 7,689 100.0% 582 Own children under 6 years only 660 8.6% 156 m In labor force 409 5.3% 130 m Not in labor force 252 3.3% 86 m Own children under 6 years and 6 to 17 years 780 10.1% 176 m In labor force 352 4.6% 121 m Not in labor force 428 5.6% 133 m Own children 6 to 17 years only 2,204 28.7% 296 � In labor force 1,319 17.2% 213 Not in labor force 885 11.5% 222 m No own children under 18 years 4,045 52.6% 444 In labor force 2,590 33.7% 383 Not in labor force 1,455 18.9% 237 POPULATION BY RATIO OF INCOME TO POVERTY LEVEL Total 27,529 100.0% 1,707 Under.50 2,374 8.6% 456 ■ .50 to.99 4,043 14.7% 826 m 1.00 to 1.24 2,269 8.2% 551 m 1.25 to 1.49 2,818 10.2% 682 m 1.50 to 1.84 2,084 7.6% 578 m 1.85 to 1.99 535 1.9% 232 m 2.00 and over 13,405 48.7% 1,333 HOUSEHOLDS BY POVERTY STATUS Total 7,583 100.0% 383 Income in the past 12 months below poverty level 1,681 22.2% 213 Married-couple family 580 7.6% 132 m Other family-male householder(no wife present) 151 2.0% 92 m Other family-female householder(no husband present) 542 7.1% 133 m Nonfamily household-male householder 201 2.7% 77 m Nonfamily household-female householder 207 2.7% 65 m Income in the past 12 months at or above poverty level 5,901 77.8% 382 Married-couple family 3,001 39.6% 314 Other family-male householder(no wife present) 722 9.5% 192 m Other family-female householder(no husband present) 1,020 13.5% 175 Nonfamlly household-male householder 450 5.9% 100 m Nonfamily household-female householder 709 9.3% 140 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high (j) medium i low November 14, 2011 Made with Esri Business Analyst 9778 _T- 41 esno ACS Population Summary Ward 3 2005-2009 ACS Estimate Percent MOE(*) Reliability HOUSEHOLDS BY INCOME Total 7,583 100.0% 383 M Less than$10,000 637 8.4% 125 $10,000 to$14,999 678 8.9% 148 m $15,000 to$19,999 544 7.2% 126 m $20,000 to$24,999 433 5.7% 115 m $25,000 to$29,999 539 7.1% 131 m $30,000 to$34,999 500 6.6% 128 m $35,000 to$39,999 539 7.1% 130 m $40,000 to$44,999 367 4.8% 85 m $45,000 to$49,999 359 4.7% 111 m $50,000 to$59,999 592 7.8% 142 m $60,000 to$74,999 798 10.5% 168 m $75,000 to$99,999 1,003 13.2% 247 m $100,000 to$124,999 382 5.0% 117 m $125,000 to$149,999 91 1.2% 50 m $150,000 to$199,999 86 1.1% 77 1 $200,000 or more 34 0.4% 24 1 Median Household Income $39,179 N/A Average Household Income N/A N/A Per Capita Income $13,978 $1,386 HOUSEHOLDS WITH HOUSEHOLDER AGE <25 YEARS BY INCOME Total 284 100.0% 93 m Less than$10,000 33 11.6% 22 1 $10,000 to$14,999 54 19.0% 52 1 $15,000 to$19,999 30 10.6% 30 1 $20,000 to$24,999 39 13.7% 39 1 $25,000 to$29,999 13 4.6% 15 1 $30,000 to$34,999 29 10.2% 36 1 $35,000 to$39,999 38 13.4% 31 1 $40,000 to$44,999 0 0.0% 0 $45,000 to$49,999 18 6.3% 21 1 $50,000 to$59,999 0 0.0% 0 $60,000 to$74,999 29 10.2% 34 1 $75,000 to$99,999 0 0.0% 0 $100,000 to$124,999 0 0.0% 0 $125,000 to$149,999 0 0.0% 0 $150,000 to$199,999 0 0.0% 0 $200,000 or more 0 0.0% 0 Median Household Income for HHr<25 $22,846 N/A Average Household Income for HHr<25 WA N/A 1 Source:U.S.Census Bureau,2005-2009 American Community Su,vey Reliability: E high ® medium 1 low November 14, 2011 Made with Esri Business Analyst 800-44. � esr•r ACS Population Summary Ward 3 2003-2009 ACS Estimate Percent MOE(t) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 25-44 YEARS BY INCOME Total 3,235 100.0% 317 Less than$10,000 224 6.9% 74 m $10,000 to$14,999 163 5.0% 85 m $15,000 to$19,999 258 8.0% 96 m $20,000 to$24,999 125 3.9% 66 m $25,000 to$29,999 221 6.8% 111 m $30,000 to$34,999 263 8.1% 87 m $35,000 to$39,999 328 10.1% 111 m $40,000 to$44,999 180 5.6% 63 m $45,000 to$49,999 118 3.6% 60 m $50,000 to$59,999 252 7.8% 79 m $60,000 to$74,999 265 8.2% 99 m $75,000 to$99,999 573 17.7% 206 m $100,000 to$124,999 208 6.4% 86 m $125,000 to$149,999 26 0.8% 31 1 $150,000 to$199,999 19 0.6% 30 1 $200,000 or more 12 0.4% 17 1 Median Household Income for HHr 25-44 $40,897 N/A Average Household Income for HHr 25-44 N/A N/A HOUSEHOLDS WITH HOUSEHOLDER AGE 45-64 YEARS BY INCOME Total 2,911 100.0% 273 Less than$10,000 262 9.0% 99 m $10,000 to$14,999 284 9.8% 97 m $15,000 to$19,999 139 4.8% 57 m $20,000 to$24,999 158 5.4% 69 m $25,000 to$29,999 193 6.6% 62 m $30,000 to$34,999 140 4.8% 71 m $35,000 to$39,999 123 4.2% 56 m $40,000 to$44,999 154 5.3% 51 m $45,000 to$49,999 159 5.5% 80 m $50,000 to$59,999 267 9.2% 106 m $60,000 to$74,999 428 14.7% 123 m $75,000 to$99,999 322 11.1% 112 m $100,000 to$124,999 142 4.9% 72 m $125,000 to$149,999 50 1.7% 32 m $150,000 to$199,999 67 2.3% 71 1 $200,000 or more 22 0.8% 22 1 Median Household Income for HHr 45-64 $45,056 N/A Average Household Income for HHr 45-64 N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high Ijj medium 0 low November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Try it Now' I wesn- e . . . . , Ward 3 I 2005-2009 ACS Estimate Percent MOE(*) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 65+YEARS BY INCOME Total 1,152 100.0% 149 Less than$10,000 118 10.2% 51 m $10,000 to$14,999 177 15.4% 71 m $15,000 to$19,999 117 10.2% 58 m $20,000 to$24,999 112 9.7% 51 m $25,000 to$29,999 113 9.8% 47 m $30,000 to$34,999 67 5.8% 41 m $35,000 to$39,999 49 4.3% 36 I $40,000 to$44,999 33 2.9% 32 I $45,000 to$49,999 64 5.6% 44 I $50,000 to$59,999 73 6.3% 48 I $60,000 to$74,999 76 6.6% 40 m $75,000 to$99,999 108 9.4% 61 m $100,000 to$124,999 32 2.8% 34 I $125,000 to$149,999 15 1.3% 25 I $150,000 to$199,999 0 0.0% 0 $200,000 or more 0 0.0% 0 Median Household Income for HHr 65+ $27,111 N/A Average Household Income for HHr 65+ N/A N/A Data Note: N/A means not available. Population by Ratio of Income to Poverty Level represents persons for whom poverty status Is determined. Household income represents income in 2009,adjusted for Inflation. 2005-2009 ACS Estimate: The American Community Survey(ACS)replaces census sample data. Esri is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1, 2005 through December 31, 2009. Although the ACS Includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys Including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOEs enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty is called the confidence Interval, and it is calculated by taking the estimate+/-the MOE. For example,if the ACS reports an estimate of 100 with an MOE of+/-20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation (CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate, expressed as a percentage. High Reliability: Small CVs(less than or equal to 12 percent)are flagged green to indicate that the sampling error is small relative to the estimate and the estimate Is reasonably reliable. ED Medium Reliability: Estimates with CVs between 12 and 40 are flagged yellow-use with caution. Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error is large relative to the estimate. The estimate Is considered very unreliable. CSource:U.S.Census Bureau,2005-2009 American Community Survey Reliability: 0 high ® medium I low November 14, 2011 Made with Esri Business Analyst �.zui rsri www.esri.com/ba 800-447-9778 T "„r * esri* - - Ward 4 Shapefile 138 Crest Forest or 8 189 18 San Bernardino ational Forest �33) Northp San Bernardino Q County � u `206 t m 0 W 18 c a m c m cm = � J C S1 pd Q W2711 zz a 30 o W Highland Ave m E Highland Ave v E rZ ai Q z z o _ W 13th StE 13th St cS W Base Line St E Base Line St g Base Line St >BaseineSt E ° 2 Highland S �1 L r U 6 ' 9r?St° 2'4 5th St E 5th St San Bernardino 5th St Q d$t International 3f Airport San Ber iardino San Bernardino San Natl nal Bernardino For st National County Forest @an Be rijardino Rialto Hi hla November 14, 2011 Made with Esri Business Analyst • * esri® Demographic and Income Profile Report Ward 4 Summary 2000 2010 2015 Population 27,089 29,068 29,303 Households 9,539 9,860 9,876 Families 6,766 6,942 6,907 Average Household Size 2.67 2.77 2.79 Owner Occupied Housing Units 6,024 6,038 6,027 Renter Occupied Housing Units 3,515 3,822 3,848 Median Age 34.8 35.9 36.3 Trends:2010-2015 Annual Rate Area State National Population 0.16% 0.70% 0.76% Households 0.03% 0.63% 0.78% Families -0.10% 0.55% 0.64% Owner HHs -0.04% 0.68% 0.82% Median Household Income 2.28% 2.59% 2.36% 2000 2010 2015 Households by Income Number Percent Number Percent Number Percent <$15,000 1,434 15.2% 1,029 10.4% 823 8.3% $15,000- $24,999 1,127 11.9% 896 9.1% 737 7.5% $25,000- $34,999 1,322 14.0% 1,077 10.9% 852 8.6% $35,000- $49,999 1,732 18.4% 1,530 15.5% 1,287 13.0% $50,000-$74,999 1,925 20.4% 2,486 25.2% 2,679 27.1% $75,000-$99,999 995 10.5% 1,538 15.6% 1,704 17.3% $100,000-$149,999 687 7.3% 937 9.5% 1,295 13.1% $150,000-$199,999 143 1.5% 235 2.4% 313 3.2% $200,000+ 72 0.8% 132 1.3% 187 1.9% �.. Median Household Income $41,566 $53,203 $59,540 Average Household Income $50,408 $61,015 $68,421 Per Capita Income $17,933 $21,408 $23,886 2000 2010 2015 Population by Age Number Percent Number Percent Number Percent 0-4 2,017 7.4% 2,221 7.6% 2,227 7.6% 5-9 2,209 8.2% 2,026 7.0% 2,070 7.1% 10- 14 2,166 8.0% 1,920 6.6% 1,975 6.7% 15- 19 1,892 7.0% 2,107 7.2% 1,843 6.3% 20-24 1,756 6.5% 2,005 6.9% 1,999 6.8% 25-34 3,564 13.2% 3,874 13.3% 3,971 13.6% 35-44 4,366 16.1% 4,005 13.8% 4,052 13.8% 45-54 3,534 13.0% 3,996 13.7% 3,666 12.5% 55-64 2,327 8.6% 3,187 11.0% 3,271 11.2% 65-74 1,740 6.4% 1,979 6.8% 2,480 8.5% 75-84 1,197 4.4% 1,241 4.3% 1,253 4.3% 85+ 318 1.2% 505 1.7% 494 1.7% 2000 2010 2015 Race and Ethnicity Number Percent Number Percent Number Percent White Alone 17,496 64.6% 16,247 55.9% 15,249 52.0% Black Alone 3,423 12.6% 3,762 12.9% 3,730 12.7% American Indian Alone 383 1.4% 443 1.5% 452 1.5% Asian Alone 882 3.3% 1,278 4.4% 1,455 5.0% Pacific Islander Alone 88 0.3% 107 0.4% 110 0.4% Some Other Race Alone 3,465 12.8% 5,474 18.8% 6,410 21.9% Two or More Races 1,351 5.0% 1,758 6.0% 1,898 6.5% Hispanic Origin (Any Race) 6,978 25.8% 10,856 37.3% 12,607 43.0% Data Note:Income is expressed in current dollars Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esn forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst 4 • e sri® Demographic . - Profile Peport Ward 4 ri Trends 2010-2015 2.4- 2.2 m 2 � 1.8 a 1.6 1.4 v 1.2 1 m 0.8 0.6 0 Area Q 0.4 ■State 0.2 Lj-- d 7 USA 0 Population Households Families Owner HHs Median HH Income Population by Age 13 12 11 30 9 c e 7 w 0 5 4 3 02010 2 ■2015 0 0-4 5-9 30-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ 2010 Household Income 2010 Population by Race $75K-$99K 55 15.6% 50 $50K-$76K $100K-$309K 45 35.2% 9.5% 40 $150K-$199K 2.4% 35 $200K+ C 30 3% 2 i 25 20 $15K 10.4% 15 30 $35K-$49K 15.5% $IS1% 5 91% 9. $25K-$3aK g White Black Am.Intl. Allan Padfic Other Two+ 10.9% 2010 Percent Hispanic Origin: 37.3% Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esn forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst 800-447-9778 Try it Nowl • ps - Executive Summary Ward 4 err 2010 Population Total Population 29,068 Male Population 49.5% Female Population 50.5% Median Age 35.9 2010 Income Median HH Income $53,203 Per Capita Income $21,408 Average HH Income $61,015 2010 Households Total Households 9,860 Average Household Size 277 2010 Housing Owner Occupied Housing Units 55.5% Renter Occupied Housing Units 35.1% Vacant Housing Units 9.4% Population 1990 Population 26,086 2000 Population 27,089 2010 Population 29,068 2015 Population 29,303 1990-2000 Annual Rate 0.38% 2000-2010 Annual Rate 0.69% 2010-2015 Annual Rate 0.16% In the identified market area,the current year population is 29,068.In 2000,the Census count in the market area was 27,089. The rate of - -- change since 2000 was 0.69 percent annually.The five-year projection for the population in the market area is 29,303,representing a change of 0.16 percent annually from 2010 to 2015. Currently,the population is 49.5 percent male and 50.5 percent female. Households 1990 Households 9,898 2000 Households 9,539 2010 Households 9 860 2015 Households 9,876 1990-2000 Annual Rate -0 37% 2000-2010 Annual Rate 0.32 2010-2015 Annual Rate 0.03% The household count in this market area has changed from 9,539 in 2000 to 9,860 in the current year,a change of 0.32 percent annually. The five-year projection of households is 9,876,a change of 0.03 percent annually from the current year total. Average household size is currently 2.77,compared to 2.67 in the year 2000. The number of families in the current year is 6,942 in the market area. Housing Currently,55.5 percent of the 10,883 housing units in the market area are owner occupied; 35.1 percent,renter occupied; and 9.4 percent are vacant. In 2000,there were 10,363 housing units- 57.7 percent owner occupied, 33.7 percent renter occupied and 8.7 percent vacant. The rate of change in housing units since 2000 is 0.48 percent. Median home value in the market area is$166,588,compared to a median home value of$157,913 for the U.S. In five years,median home value is projected to change by 3.69 percent annually to$199,722. From 2000 to the current year,median home value changed by 3.6 percent annually. source:U.S.Bursa,offne adaue,2000 ansua m Pepuktion and Housing.Bad fore..sfe for 201o.nd 2015.earl coovarled 1990 ean.ue data Into 2000 gaograph, 02011 earl 11/1 0011 Page l of * esrr� Executive Summary Ward 4 Median Household Income 1990 Median HH Income $34,561 2000 Median HH Income $41,566 2010 Median HH Income $53,203 2015 Median HH Income $59,540 1990-2000 Annual Rate 1.86% 2000-2010 Annual Rate 2.44% 2010-2015 Annual Rate 228% Per Capita Income 1990 Per Capita Income $15,395 2000 Per Capita Income $17,933 2010 Per Capita Income $21,408 2015 Per Capita Income $23,886 1990-2000 Annual Rate 1.54% 2000-2010 Annual Rate 1.741/6 2010-2015 Annual Rate 2.21% Average Household Income 1990 Average Household Income $41,760 2000 Average Household Income $50,408 2010 Average HH Income $61,015 2015 Average HH Income $68,421 1990-2000 Annual Rate 1.9% 2000-2010 Annual Rate 1.88% 2010-2015 Annual Rate 2.32% Households by Income Current median household income is$53,203 in the market area, compared to$54,442 for all U.S.households. Median household income is projected to be$59,540 in five years. In 2000,median household income was$41,566,compared to$34,561 in 1990. /+ Current average household income is$61,015 in this market area, compared to$70,173 for all U.S.households. Average household income L`rr' is projected to be$68,421 in five years. In 2000,average household income was$50,408,compared to$41,760 in 1990. Current per capita income is$21,408 in the market area,compared to the U.S.per capita income of$26,739. The per capita income is projected to be$23,886 in five years. In 2000,the per capita income was$17,933,compared to$15,395 in 1990. Population by Employment Currently,82.1 percent of the civilian labor force in the identified market area is employed and 17.9 percent are unemployed. In comparison, 89.2 percent of the U.S.civilian labor force is employed,and 10.8 percent are unemployed. In five years the rate of employment in the market area will be 84.9 percent of the civilian labor force,and unemployment will be 15.1 percent. The percentage of the U.S.civilian labor force that will be employed in five years is 91.2 percent,and 8.8 percent will be unemployed. In 2000,57.7 percent of the population aged 16 years or older in the market area participated in the labor force,and 0.1 percent were in the Armed Forces. In the current year,the occupational distribution of the employed population is: • 61.2 percent in white collar jobs(compared to 61.6 percent of U.S.employment) e 19.2 percent in service jobs(Compared to 17.3 percent of U.S.employment) e 19.6 percent in blue collar jobs(compared to 21.1 percent of U.S.employment) In 2000,76.7 percent of the market area population drove alone to work,and 2.6 percent worked at home. The average travel time to work in 2000 was 26.4 minutes in the market area,compared to the U.S.average of 25.5 minutes. Population by Education In 2010,the educational attainment of the population aged 25 years or older in the market area was distributed as follows: e 15.8 percent had not earned a high school diploma(14.8 percent in the U.S.) e 29.8 percent were high school graduates only(29.6 percent in the U.S.) e 8.6 percent had completed an Associate degree(7.7 percent in the U.S.) a 13.6 percent had a Bachelor's degree(17.7 percent in the U.S.) a 7.5 percent had earned a Master's/Professional/Doctorate Degree(10.4 percent in the U.S.) Source: U.S.Bureau of the Census,2000 Census of Population and Housing.Earl forecads for 2010 and 2015.Esd converted teat Census data into 2000 geography. W011 Eed 11/142011 Page 2 of 2 e . , ! ! , ! ! ! ! , lr ; 4ee444l ; r ; lr ! ! < r : < r ; - 2 | z ! U i ! ; l = , " • I ^ „ l • . , rl : � = § ! ` _ § , ° U � $ . ) � In ) ] ! ) ) ) / ® LM ! ! \ 0 Q - . : , , _ . . . , = , . , i = . = , , ; . • , • " ° , , , ! ! ` ! ! _ ! ` ! a " z ! ; ! ; ! 4 [ 4 [ 44 ! ! ! ! < r ! ! 4444 ! < l , r ; i ; 4 WE E _ . � § - z . . E J ) � co | � � � } � , ! � ) ` ! \ ! | ! - \ � - \ - e L � � � ! . , ! \ ` • , ° $ § ! : t1 , - . ! ¥ � ! { \ \! ` # esr*i* Graphic Profile Ward 4 Households 2010 Households by Income 9000 8000 $75K-100 (15.6%) 7000 6000 Y" ..o.,,. 4151K(10.4%) 5000 9876 550K-75K(252%) 4000 $15K-$25K(9.1% 3000 2000 $35K-$50K(1 6 $25K-35K(10.9%) 1000 ° 2000 tom AV- 201 2010 Population by Age 2010 Owner Occupied HUs by Value 5564 11.0%) 85+(12.8%) $200-299K(22.1%) 45-54(13.7%) oik$300-399K (2.6% -499K(09 ) 0K+(1.5%) <5(7fi Sao(13.8%) < 100K(16.1 5-/9(20.8%) 3 100-199K(5 25- 4(13.3%) %) 20-24(6.9%) 2010 Employed 16+by Occupation 2010 Population by Rom 60 55 50 Maintenance/Repair 4.2%) 45 Construction((4.5%) Production(3.4 ) FartNFish(O.i%) 40 dmin Support(14.8%) Transportation(7.3%) 35 C 30 U 25 Sales(10.6%) Mgmt/Business.(11.9% 20 5 0 5 Services(19.2%) Professional(23.9%) 0 White 129 BlWhite ck Am.In Asn./Pac. O her Two+ 2010 Percent Hispanic Origin:37.3% Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esri forecasts for 2010 and 2015. 02011 Esri On-demand reports and maps from Business Analyst Online.Order at www.esri.com/bao or call a00-447-9776 11/14/2011 Page 1 of 1 g .esn ACS Housing Summary Ward 4 2005-2009 ACS Estimate Percent MOE(t) Reliability TOTALS Total Population 29,442 1,371 Total Households 9,388 311 Total Housing Units 9,940 309 OWNER-OCCUPIED HOUSING UNITS BY VALUE Total 6,094 100.0% 254 Less than$10,000 38 0.6% 15 $10,000 to$14,999 11 0.2% 25 $15,000 to$19,999 19 0.3% 14 1 $20,000 to$24,999 36 0.6% 15 m $25,000 to$29,999 0 0.0% 0 $30,000 to$34,999 10 0.2% 18 1 $35,000 to$39,999 29 0.5% 18 m $40,000 to$49,999 77 1.3% 34 m $50,000 to$59,999 0 0.0% 0 $60,000 to$69,999 35 0.6% 23 m $70,000 to$79,999 56 0.9% 24 m $80,000 to$89,999 70 1.1% 37 m $90,000 to$99,999 98 1.6% 38 m $100,000 to$124,999 251 4.1% 75 m $125,000 to$149,999 196 3.2% 57 m $150,000 to$174,999 445 7.3% 105 m $175,000 to$199,999 307 5.0% 94 m $200,000 to$249,999 704 11.6% 108 $250,000 to$299,999 677 11.1% 114 $300,000 to$399,999 1,956 32.1% 168 $400,000 to$499,999 612 10.0% 109 $500,000 to$749,999 389 6.4% 94 $750,000 to$999,999 35 0.6% 36 $1,000,000 or more 43 0.7% 22 m Median Home Value $299,114 N/A Average Home Value N/A N/A OWNER-OCCUPIED HOUSING UNITS BY MORTGAGE STATUS Total 6,094 100.0% 254 Housing units with a mortgage/contract to purchase/similar debt 4,269 70.1% 248 Second mortgage only 196 3.2% 56 1 Home equity loan only 605 9.9% 83 Both second mortgage and home equity loan 84 1.4% 29 1] No second mortgage and no home equity loan 3,384 55.5% 239 Housing units without a mortgage 1,825 29.9% 132 AVERAGE VALUE BY MORTGAGE STATUS Housing units with a mortgage N/A N/A Housing units without a mortgage WA N/A �...r Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high ® medium low November 14, 2011 Made with Esri Business Analyst - 800-447-9771 +'age t o`a * esrl'0 • Summary Ward 4 2005-2009 ACS Estimate Percent MOE(t) Reliability RENTER-OCCUPIED HOUSING UNITS BY CONTRACT RENT Total 3,293 100.0% 240 With cash rent 3,266 99.2% 240 Less than $100 23 0.7% 55 $100 to$149 4 0.1% 16 $150 to$199 11 0.3% 22 $200 to$249 0 0.0% 0 $250 to$299 0 0.0% 0 $300 to$349 0 0.0% 0 $350 to$399 0 0.0% 0 $400 to$449 22 0.7% 36 1 $450 to$499 8 0.2% 20 1 $500 to$549 92 2.8% 46 m $550 to$599 141 4.3% 139 1 $600 to$649 127 3.9% 83 m $650 to$699 291 8.8% 136 m $700 to$749 145 4.4% 35 m $750 to$799 337 10.2% 102 m $800 to$899 883 26.8% 193 m $900 to$999 469 14.2% 83 $1,000 to$1,249 435 13.2% 87 m $1,250 to$1,499 134 4.1% 63 m $1,500 to$1,999 132 4.0% 41 m $2,000 or more 10 0.3% 25 1 No cash rent 28 019% 16 m Median Contract Rent $849 N/A Average Contract Rent N/A N/A RENTER-OCCUPIED HOUSING UNITS BY INCLUSION OF UTILITIES IN RENT Total 3,293 100.0% 240 Pay extra for one or more utilities 3,254 98.8% 240 ■ No extra payment for any utilities 40 1.2% 31 HOUSING UNITS BY UNITS IN STRUCTURE Total 9,940 100.0% 309 1,detached 6,134 61.7% 274 1,attached 192 1.9% 41 2 198 2.0% 83 m 3 or 4 594 6.0% 92 5 to 9 656 6.6% 180 10 to 19 581 5.8% 135 20 to 49 272 2.7% 90 m 50 or more 498 5.0% 136 Mobile home 815 8.2% 87 Boat, RV,van,etc. 0 0.0% 0 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high m medium low November 14, 2011 Made with Esri Business Analyst www.esri,c01T1/ba 800-447-9778 1 � < esri- • Summary Ward 4 2005-2009 ACS Estimate Percent MOE(t) Reliability HOUSING UNITS BY YEAR STRUCTURE BUILT Total 9,940 100.0% 309 Built 2005 or later 149 1.5% 41 Built 2000 to 2004 189 1.9% 39 Built 1990 to 1999 499 5.0% 102 Built 1980 to 1989 1,796 18.1% 201 Built 1970 to 1979 2,487 25.0% 240 Built 1960 to 1969 1,955 19.7% 219 Built 1950 to 1959 2,154 21.7% 151 Built 1940 to 1949 522 5.3% 81 Built 1939 or earlier 189 1.9% 54 Median Year Structure Built 1971 N/A OCCUPIED HOUSING UNITS BY YEAR HOUSEHOLDER MOVED INTO UNIT Total 9,388 100.0% 311 Owner occupied Moved In 2005 or later 936 10.0% 137 Moved in 2000 to 2004 1,614 17.2% 161 Moved in 1990 to 1999 1,452 15.5% 155 Moved in 1980 to 1989 853 9.1% 103 Moved In 1970 to 1979 714 7.6% 88 Moved in 1969 or earlier 525 5.6% 83 Renter occupied Moved in 2005 or later 1,475 15.7% 202 Moved in 2000 to 2004 1,197 12.8% 196 Moved in 1990 to 1999 558 5.9% 149 Moved in 1980 to 1989 54 0.6% 50 Moved in 1970 to 1979 6 0.1% 19 Moved in 1969 or earlier 3 0.0% 24 Median Year Householder Moved Into Unit 2001 N/A OCCUPIED HOUSING UNITS BY HOUSE HEATING FUEL Total 9,388 100.0% 311 Utility gas 7,439 79.2% 261 Bottled,tank,or LP gas 58 0.6% 34 m Electricity 1,738 18.5% 251 Fuel oil,kerosene,etc. 0 0.0% 0 Coal or coke 0 0.0% 0 Wood 94 1.0% 56 Solar energy 4 0.0% 8 Other fuel 2 0.0% 10 No fuel used 52 0.6% 35 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high [h medium O low November 14, 2011 Made with Esri Business Analyst � esne ACS Housing Summary Ward 4 2005-2009 ACS Estimate Percent MOE(t) Reliability OCCUPIED HOUSING UNITS BY VEHICLES AVAILABLE Total 9,388 100.0% 311 Owner occupied No vehicle available 147 1.6% 32 1 vehicle available 1,781 19.0% 171 2 vehicles available 2,537 27.0% 187 3 vehicles available 1,036 11.0% 111 4 vehicles available 435 4.6% 106 5 or more vehicles available 158 1.7% 43 Renter occupied No vehicle available 363 3.9% 105 1 vehicle available 1,562 16.6% 183 2 vehicles available 1,091 11.6% 213 3 vehicles available 240 2.6% 44 4 vehicles available 31 0.3% 30 5 or more vehicles available 6 0.1% 51 Average Number of Vehicles Available N/A N/A Data Note: N/A means not available. 2005-2009 ACS Estimate: The American Community Survey(ACS) replaces census sample data. Esd Is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1, 2005 through December 31,2009. Although the ACS Includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOEs enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty is called the confidence interval,and it is calculated by taking the estimate+/-the MOE. For example,if the ACS reports an estimate of 100 with an MOE of+/- 20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation (CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate,expressed as a percentage. High Reliability: Small CVs(less than or equal to 12 percent) are Flagged green to indicate that the sampling error is small relative to the estimate and the estimate is reasonably reliable. m Medium Reliability: Estimates with CVs between 12 and 40 are flagged yellow—use with caution. Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error is large relative to the estimate. The estimate is considered very unreliable. C Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high ® medium I low November 14, 2011 Made with Esri Business Analyst 4esn- ACS Population Ward 4 2005-2009 ACS Estimate Percent MOE(t) Reliability TOTALS Total Population 29,442 1,371 Total Households 9,388 311 Total Housing Units 9,940 309 POPULATION AGE 15+YEARS BY MARITAL STATUS Total 23,281 100.0% 1,012 Never married 8,933 38.4% 644 Married 9,641 41.4% 443 Widowed 1,362 5.9% 371 Divorced 3,344 14.4% 433 POPULATION AGE 3+YEARS BY SCHOOL ENROLLMENT Total 28,204 100.0% 1,263 Enrolled in school 7,579 26.9% 565 Enrolled in nursery school, preschool 317 1.1% 287 Public school 257 0.9% 285 Private school 60 0.2% 194 Enrolled in kindergarten 450 1.6% 274 m Public school 419 1.5% 274 m Private school 31 0.1% 98 Enrolled in grade 1 to grade 4 1,436 5.1% 332 m Public school 1,270 4.5% 329 m Private school 167 0.6% 234 1 Enrolled in grade 5 to grade 8 1,785 6.3% 254 0 Public school 1,659 5.9% 254 N Private school 126 0.4% 139 1 Enrolled in grade 9 to grade 12 1,857 6.6% 357 Public school 1,768 6.3% 356 m Private school 89 0.3% 195 Enrolled In college undergraduate years 1,494 5.3% 394 Public school 1,202 4.3% 420 Private school 292 1.0% 259 Enrolled in graduate or professional school 240 0.9% 306 Public school 108 0.4% 234 1 Private school 132 0.5% 273 1 Not enrolled in school 20,624 73.1% 818 POPULATION AGE 25+YEARS BY EDUCATIONAL ATTAINMENT Total 18,950 100.0% 743 No schooling completed 479 2.5% 341 Nursery to 4th grade 210 1.1% 220 5th and 6th grade 549 2.9% 227 m 7th and 8th grade 405 2.1% 88 m 9th grade 650 3.4% 273 m 10th grade 471 2.5% 257 m 11th grade 670 3.5% 326 m 12th grade, no diploma 797 4.2% 271 m High school graduate,GED,or alternative 5,316 28.1% 308 Some college, less than 1 year 1,229 6.5% 284 m Some college, 1 or more years, no degree 3,425 18.1% 315 E Associate's degree 1,692 8.9% 207 N Bachelor's degree 1,689 8.9% 305 Master's degree 987 5.2% 296 m Professional school degree 155 0.8% 142 Doctorate degree 226 1.2% 272 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: M high ® medium I low November 14, 2011 Made with Esri Business Analyst www.esn.com/ba 800-447-9778 Try it Nowi. (lesa ACS Population Ward 4 2005-2009 ACS Estimate Percent MOE(*) Reliability POPULATION AGE 5+YEARS BY LANGUAGE SPOKEN AT HOME AND ABILITY TO SPEAK ENGLISH Total 27,314 100.0% 1,169 5 to 17 years Speak only English 3,898 14.3% 393 Speak Spanish 1,204 4.4% 297 m Speak English'very well'or"well" 1,074 3.9% 419 m Speak English"not well' 130 0.5% 67 m Speak English"not at all' 0 0.0% 0 Speak other Indo-European languages 24 0.1% 44 1 Speak English"very well'or"well' 24 0.1% 37 1 Speak English"not well' 0 0.0% 0 Speak English"not at all' 0 0.0% 0 Speak Asian and Pacific Island languages 83 0.3% 50 m Speak English"very well'or"well' 83 0.3% 144 1 Speak English"not well' 0 0.0% 0 Speak English "not at all' 0 0.0% 0 Speak other languages 192 0.7% 453 1 Speak English 'very well'or"well' 192 0.7% 471 1 Speak English "not well' 0 0.0% 0 Speak English 'hot at all' 0 0.0% 0 18 to 64 years Speak only English 13,523 49.5% 777 MI Speak Spanish 3,987 14.6% 410 Im Speak English 'very well"or"well' 3,241 11.9% 436 Speak English 'hot well" 560 2.1% 129 Speak English "not at all' 186 0.7% 48 Speak other Indo-European languages 247 0.9% 76 Speak English 'very well'or"well' 236 0.9% 243 1 Speak English "not well" 10 0.0% 26 1 Speak English "not at all' 0 0.0% 0 Speak Asian and Pacific Island languages 346 1.3% 72 Speak English 'very well'or"well' 285 1.0% 239 Speak English 'hot well" 61 0.2% 35 Speak English 'hat at all" 0 0.0% 0 Speak other languages 329 1.2% 397 Speak English'very well'or"well" 305 1.1% 388 Speak English'hot well' 24 0.1% 40 Speak English"not at all' 0 0.0% 0 65 years and over Speak only English 2,787 10.2% 308 Speak Spanish 520 1.9% 162 Speak English'very well'or"well' 432 1.6% 303 Speak English"not well' 63 0.2% 87 Speak English"not at all' 25 0.1% 28 Speak other Indo-European languages 120 0.4% 68 Speak English 'very well"or"well' 106 0.4% 330 Speak English "not well' 0 0.0% 0 Speak English 'hot at all' 14 0.1% 23 Speak Asian and Pacific Island languages 29 0.1% 17 Speak English 'very well'or"well' 27 0.1% 76 Speak English 'hot well" 1 0.0% 44 1 Speak English 'hot at all' 1 0.0% 34 1 Speak other languages 24 0.1% 40 0 Speak English 'very well'or"well' 0 0.0% 0 Speak English'hot well' 24 0.1% 40 O Speak English"not at all' 0 0.0% 0 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium i low November 14, 2011 Made with Esri Business Analyst VRYVN n/ba 800-447-9778 . Population Gesru Ward 4 2005-2009 ACS Estimate Percent MOE(*) Reliability WORKERS AGE 16+YEARS BY PLACE OF WORK Total 10,882 100.0% 563 Worked in state and in county of residence 8,896 81.7% 497 Worked in state and outside county of residence 1,937 17.8% 242 Worked outside state of residence 48 0.4% 25 y, WORKERS AGE 16+YEARS BY MEANS OF TRANSPORTATION TO WORK Total 10,882 100.0% 563 Drove alone 8,673 79.7% 518 Carpooled 1,104 10.1% 209 Public transportation(excluding taxicab) 235 2.2% 56 m Bus or trolley bus 186 1.7% 46 m Streetcar or trolley car 0 0.0% 0 Subway or elevated 0 0.0% 0 Railroad 49 0.5% 35 1 Ferryboat 0 0.0% 0 Taxicab 0 0.0% 0 Motorcycle 25 0.2% 15 m Bicycle 20 0.2% 34 1 Walked 216 2.0% 68 m Other means 135 1.2% 75 m Worked at home 474 4.4% 141 m WORKERS AGE 16+YEARS(WHO DID NOT WORK FROM HOME)BY TRAVEL TIME TO WORK Total 10,407 100.0% 554 N Less than 5 minutes 295 2.8% 81 5 to 9 minutes 939 9.0% 170 10 to 14 minutes 1,767 17.0% 255 15 to 19 minutes 1,966 18.9% 220 20 to 24 minutes 1,505 14.5% 224 25 to 29 minutes 550 5.3% 91 30 to 34 minutes 1,334 12.8% 280 35 to 39 minutes 227 2.2% 37 40 to 44 minutes 257 2.5% 70 45 to 59 minutes 660 6.3% 133 60 to 89 minutes 492 4.7% 83 90 or more minutes 415 4.0% 78 Average Travel Time to Work(in minutes) N/A N/A I C Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high W medium low November 14, 2011 Made with Esh Business Analyst - www.esri.com/ba 800-447-9778 Tr; ACS Population Ward 4 2005-2009 ACS Estimate Percent MOE(*) Reliability CIVILIAN EMPLOYED POPULATION AGE 16+YEARS BY OCCUPATION Total 11,276 100.0% 582 Management 682 6.0% 296 Business and financial operations 307 2.7% 301 Computer and mathematical 64 0.6% 195 Architecture and engineering 95 0.8% 234 Life,physical,and social science 68 0.6% 200 Community and social services 349 3.1% 249 Legal 108 1.0% 194 � Education,training,and library 774 6.9% 388 m Arts,design,entertainment,sports,and media 169 1.5% 244 Healthcare practitioner,technologists,and technicians 564 5.0% 333 Healthcare support 227 2.0% 271 1 Protective service 457 4.1% 375 Food preparation and serving related 558 4.9% 315 Building and grounds cleaning and maintenance 496 4.4% 273 Personal care and service 549 4.9% 323 m Sales and related 1,178 10.4% 276 m Office and administrative support 1,956 17.3% 326 ■ Farming,fishing,and forestry 14 0.1% 99 Construction and extraction 726 6.4% 369 m Installation,maintenance,and repair 515 4.6% 391 1 Production 539 4.8% 308 m Transportation and material moving 881 7.8% 422 m CIVILIAN EMPLOYED POPULATION AGE 16+YEARS BYINDUSTRY Total 11,276 100.0% 582 Agriculture,forestry,fishing and hunting 94 0.8% 240 Mining,quarrying,and oil and gas extraction 11 0.1% 134 Construction 820 7.3% 391 m Manufacturing 662 5.9% 314 m Wholesale trade 392 3.5% 338 1 Retail trade 1,083 9.6% 323 m Transportation and warehousing 818 7.3% 412 m Utilities 85 0.8% 237 1 Information 90 0.8% 146 1 Finance and insurance 368 3.3% 301 1 Real estate and rental and leasing 242 2.1% 301 1 Professional,scientific,and technical services 426 3.8% 383 1 Management of companies and enterprises 0 0.0% 0 Administrative and support and waste management services 495 4.4% 312 m Educational services 1,054 9.3% 392 m Health care and social assistance 2,109 18.7% 420 m Arts,entertainment,and recreation 446 4.0% 382 1 Accommodation and food services 713 6.3% 344 m Other services,except public administration 575 5.1% 339 m Public administration 795 7.1% 382 m Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: N high Q] medium S low November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Try i.I Now, oesrl*0 ACS Population Ward 4 2005-2009 ACS Estimate Percent MOE(t) Reliability HOUSEHOLDS BY INCOME Total 9,388 100.0% 311 Less than$10,000 573 6.1% 125 m $10,000 to$14,999 359 3.8% 65 $15,000 to$19,999 496 5.3% 79 $20,000 to$24,999 475 5.1% 113 $25,000 to$29,999 517 5.5% 100 $30,000 to$34,999 573 6.1% 169 m $35,000 to$39,999 542 5.8% 84 $40,000 to$44,999 445 4.7% 108 m $45,000 to$49,999 410 4.4% 64 $50,000 to$59,999 945 10.1% 112 N $60,000 to$74,999 1,339 14.3% 194 $75,000 to$99,999 1,148 12.2% 149 $100,000 to$124,999 728 7.8% 149 m $125,000 to$149,999 365 3.9% 89 ID $150,000 to$199,999 345 3.7% 90 m $200,000 or more 129 1.4% 43 m Median Household Income $52,810 N/A Average Household Income N/A N/A Per Capita Income N/A N/A HOUSEHOLDS WITH HOUSEHOLDER AGE <25 YEARS BY INCOME Total 302 100.0% 137 m Less than$10,000 56 18.5% 60 1 $10,000 to$14,999 49 16.2% 55 1 $15,000 to$19,999 13 4.3% 11 $20,000 to$24,999 0 0.0% 0 $25,000 to$29,999 2 0.7% 13 $30,000 to$34,999 0 0.0% 0 $35,000 to$39,999 54 17.9% 66 $40,000 to$44,999 9 3.0% 17 $45,000 to$49,999 10 3.3% 31 $50,000 to$59,999 31 10.3% 27 $60,000 to$74,999 63 20.9% 1D4 $75,000 to$99,999 6 2.0% 16 $100,000 to$124,999 10 3.3% 21 ' $125,000 to$149,999 0 0.0% 0 ' $150,000 to$199,999 0 0.0% 0 $200,000 or more 0 0.0% 0 Median Household Income for HHr<25 $37,618 N/A Average Household Income for HHr<25 N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium I low November 14, 2011 Made with Esri Business Analyst www.esri.com/be -447-9778 Tr) • Oesne ACS Population Ward 4 2005-2009 ACS Estimate Percent MOE(i) Reliability FEMALES AGE 20-64 YEARS BY AGE OF OWN CHILDREN AND EMPLOYMENT STATUS Total 8,025 100.0% 431 Own children under 6 years only 658 8.2% 192 In labor force 435 5.4a/ 185 Not in labor force 223 2.8% 56 Own children under 6 years and 6 to 17 years 766 9.5% 103 In labor force 410 5.1% 79 Not In labor force 356 4.4% 78 Own children 6 to 17 years only 1,422 17.7% 160 In labor force 999 12.4% 135 Not in labor force 423 5.3% 88 No own children under 18 years 5,179 64.5% 347 � In labor force 3,624 45.2% 316 Not in labor force 1,554 19.4% 158 POPULATION BY RATIO OF INCOME TO POVERTY LEVEL Total 28,668 100.0% 1,398 Under.50 4,054 14.1% 626 .50 to.99 2,985 10.4% 602 1.00 to 1.24 697 2.4% 146 1.25 to 1.49 1,190 4.2% 176 1.50 to 1.84 2,036 7.1% 421 1.85 to 1.99 1,020 3.6% 277 2.00 and over 16,686 58.2% 1,070 HOUSEHOLDS BY POVERTY STATUS Total 9,388 100.0% 311 Income in the past 12 months below poverty level 1,246 13.3% 159 Married-couple family 156 1.7% 59 Other family-male householder(no wife present) 193 2.1% 94 Other family-female householder(no husband present) 480 5.1% 92 Nonfamily household-male householder 115 1.2% 47 Nonfamily household-female householder 302 3.2% 87 Income in the past 12 months at or above poverty level 8,141 86.7% 330 Married-couple family 3,947 42.0% 202 Other family-male householder(no wife present) 551 5.9% 158 Other family-female householder(no husband present) 1,054 11.2% 118 Nonfamily household-male householder 1,270 13.5% 236 Nonfamily household-female householder - 1,319 14.0% 161 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high ® medium I low November 14, 2011 Made with Esri Business Analyst - www.esri.com/ba 8, o3gp „i r. Slesne ACS Population Ward 4 2005-2009 ACS Estimate Percent MOE(:Q Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 25-44 YEARS BY INCOME Total 3,570 100.0% 269 Less than$10,000 226 6.3% 66 m $10,000 to$14,999 83 2.3% 48 m $15,000 to$19,999 158 4.4% 73 m $20,000 to$24,999 274 7.7% 83 m $25,000 to$29,999 197 5.5% 89 m $30,000 to$34,999 264 7.4% 151 m $35,000 to$39,999 217 6.1% 48 m $40,000 to$44,999 247 6.9% 94 m $45,000 to$49,999 152 4.3% 53 m $50,000 to$59,999 410 11.5% 58 $60,000 to$74,999 482 13.5% 128 m $75,000 to$99,999 401 11.2% 83 m $100,000 to$124,999 143 4.0% 35 m $125,000 to$149,999 107 3.0% 46 m $150,000 to$199,999 157 4.4% 79 m $200,000 or more 52 1.5% 36 1 Median Household Income for HHr 25-44 $48,832 N/A Average Household Income for HHr 25-44 N/A N/A HOUSEHOLDS WITH HOUSEHOLDER AGE 45-64 YEARS BY INCOME Total 3,605 100.0% 247 Less than$10,000 196 5.4% 84 m $10,000 to$14,999 78 2.2% 41 m $15,000 to$19,999 180 5.0% 32 $20,000 to$24,999 111 3.1% 77 $25,000 to$29,999 108 3.0a/ 22 m $30,000 to$34,999 155 4.3% 45 m $35,000 to$39,999 167 4.6% 35 m $40,000 to$44,999 116 3.2% 49 m $45,000 to$49,999 140 3.9% 48 m $50,000 to$59,999 336 9.3% 89 m $60,000 to$74,999 568 15.8% 100 $75,000 to$99,999 624 17.3% 121 $100,000 to$124,999 472 13.1% 149 m $125,000 to$149,999 187 5.2% 66 m $150,000 to$199,999 120 3.3% 34 m $200,000 or more 46 1.3% 32 1 Median Household Income for HHr 45-64 $64,741 N/A Average Household Income for HHr 45-64 N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high m medium low November 14, 2011 Made with Esri Business Analyst www.eSn.cdm/ba :0-447-9778 Tn • � esne ACS Population Ward 4 2005-2009 ACS Estimate Percent MOE(3) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 65+YEARS BY INCOME Total 1,910 100.0% 137 Less than$10,000 95 5.0% 43 m $10,000 to$14,999 149 7.8% 46 m $15,000 to$19,999 145 7.6% 54 m $20,000 to$24,999 89 4.7% 36 m $25,000 to$29,999 210 11.0% 43 m $30,000 to$34,999 154 8.1% 60 10 $35,000 to$39,999 105 5.5% 24 m $40,000 to$44,999 73 3.8% 28 m $45,000 to$49,999 108 5.7% 30 m $50,000 to$59,999 168 8.8% 43 m $60,000 to$74,999 226 11.8% 49 m $75,000 to$99,999 117 6.1% 38 m $100,000 to$124,999 103 5.4% 42 10 $125,000 to$149,999 71 3.7% 40 m $150,000 to$199,999 68 3.6% 31 m $200,000 or more 30 1.6% 27 Median Household Income for HHr 65+ $40,533 N/A Average Household Income for HHr 65+ N/A N/A Data Note: N/A means not available. Population by Ratio of Income to Poverty Level represents persons for whom poverty status is determined. Household income represents income in 2009,adjusted for Inflation. 2005-2009 ACS Estimate: The American Community Survey(ACS)replaces census sample data. Esrl is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1,2005 through December 31, 2009. Although the ACS includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOEs enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty is called the confidence Interval,and it is calculated by taking the estimate+/-the MOE. For example,if the ACS reports an estimate of 100 with an MOE of+/-20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation (CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate,expressed as a percentage. ■ High Reliability: Small CVs(less than or equal to 12 percent)are flagged green to indicate that the sampling error is small relative to the estimate and the estimate is reasonably reliable. M Medium Reliability: Estimates with CVs between 12 and 40 are flagged yellow-use with caution. Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error Is large relative to the estimate. The estimate is considered very unreliable. Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ■ high ® medium I low November 14, 2011 Made with Esri Business Analyst www.esn.o 800-447-9778 Try it Now' _ , qw esri® - Ward S Shapefile Crest Forest Dr rn m I 16 w 0 Sfo� v x c San Bernardino National Forest e? z � c` �xl Glen Helen 9 Regional'.-`?. Park = eP ..San Bernardino County N d �k d v � U 206 w W 40th St E 40th St -D o` 2 o m t �R7ye a m < r >cT) V CZ 0 p D o N z 0 0.6 Q12 ��.8 z ao t �V Bohnerfl Ave in o I 2 Miles W 27th s Z z J�P M Je eq 44 eP C4%01 04.00 S San E ernardino v yti N tional m S9 ck 01,7<n C t unty o orest a� enna Dr S a er rdino November 14, 2011 Made with Esri Business Analyst n/ba 800-447-9778 Try it Nowt • esne Demographic and Income Profile Report Ward 5 Summary 2000 2010 2015 Population 26,921 31,430 32,596 Households 9,079 10,148 10,421 Families 6,268 7,039 7,209 Average Household Size 2.91 3.04 3.08 Owner Occupied Housing Units 4,938 5,452 5,587 Renter Occupied Housing Units 4,141 4,695 4,834 Median Age 27.1 29.0 29.6 Trends: 2010-2015 Annual Rate Area State National Population 0.73% 0.70% 0.76% Households 0.53% 0.63% 0.78% Families 0.48% 0.55% 0.64% Owner HHs 0.49% 0.68% 0.82% Median Household Income 2.27% 2.59% 2.36% 2000 2010 2015 Households by Income Number Percent Number Percent Number Percent <$15,000 1,319 14.6% 1,037 10.2% 815 7.8% $15,000- $24,999 946 10.5% 739 7.3% 602 5.8% $25,000- $34,999 1,176 13.0% 877 8.6% 668 6.4% $35,000- $49,999 1,627 18.0% 1,601 15.8% 1,272 12.2% $50,000- $74,999 2,133 23.6% 2,613 25.8% 2,887 27.7% $75,000- $99,999 1,123 12.4% 1,841 18.1% 2,069 19.9% $100,000-$149,999 561 6.2% 1,103 10.9% 1,609 15.4% $150,000-$199,999 31 0.3% 199 2.0% 309 3.0% $200,000+ 105 1.2% 137 1.4% 190 1.8% 1* 1W Median Household Income $43,816 $57,609 $64,447 Average Household Income $50,770 $64,300 $72,667 Per Capita Income $17,423 $21,172 $23,687 2000 2010 2015 Population by Ape Number Percent Number Percent Number Percent 0-4 2,256 8.4% 2,790 8.9% 2,918 9.0% 5-9 2,563 9.5% 2,540 8.1% 2,715 8.3% 10- 14 2,411 9.0% 2,244 7.1% 2,466 7.6% 15- 19 2,376 8.8% 2,660 8.5% 2,282 7.0% 20-24 2,834 10.5% 2,951 9.4% 2,885 8.9% 25-34 4,556 16.9% 6,152 19.6% 6,268 19.2% 35-44 4,479 16.6% 4,308 13.7% 5,024 15.4% 45-54 2,883 10.7% 3,806 12.1% 3,414 10.5% 55-64 1,331 4.9% 2,343 7.5% 2,621 8.0% 65-74 700 2.6% 985 3.1% 1,301 4.0% 75-84 422 1.6% 480 1.5% 535 1.6% 85+ 108 0.4% 171 0.5% 167 0.5% 2000 2010 2015 Race and Ethnicity Number Percent Number Percent Number Percent White Alone 15,432 57.3% 15,384 48.9% 14,822 45.5% Black Alone 4,125 15.3% 4,744 15.1% 4,764 14.6% American Indian Alone 292 1.1% 350 1.1% 356 1.1% Asian Alone 1,410 5.2% 2,104 6.7% 2,400 7.4% Pacific Islander Alone 97 0.4% 122 0.4% 127 0.4% Some Other Race Alone 4,059 15.1% 6,666 21.2% 7,874 24.2% Two or More Races 1,507 5.6% 2,061 6.6% 2,253 6.9% rl.. Hispanic Origin(Any Race) 8,014 29.8% 13,017 41.4% 15,271 46.8% l .Data Note:Income is expressed in current dollars Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esri forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst • . - . . . . and Profile Report 1p esno Ward 5 Trends 2010-2015 2.4- 2.2- y 2 N 1.8 n 1.6 c :. 1.4 w 1.2 m � 1 W 0.8 ■Area Q0.6 ME M State 0. 0 USA 0.2 d d t 0 Population Households Families Owner HHs Median HH Income Population by Age 1e 16 14 12 c U 10 - © n e 6 a .2010 2015 2 Oil 0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ 2010 Household Income 2010 Population by Race $75K-S99K 45 40 S100K-$149K 9 10. % 35 $50K-974K $150K-$199K 25.8% 2.0% 30 $200K+ C 1.4% 25 d � 20 $ISK 15 10.2% 1 10- f15K-324K 5 $315K-$49K 7.3% 15.8% 525K-934K 0 8.6% White Black Am.Ind. Asian Pacific coal 'Two. 2010 Percent Hispanic Origin: 41.4% Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esri forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst www.esn.c-. 0 Executive Summary esne Ward 5 2010 Population Total Population 31,430 Male Population 48.60/6 Female Population 51.41/6 Median Age 29.0 2010 Income Median HH Income $57,609 Per Capita Income $21,172 Average HH Income $64,300 2010 Households Total Households 10,148 Average Household Size 3.04 2010 Housing Owner Occupied Housing Units 50.3% Renter Occupied Housing Units 43.3% Vacant Housing Units 6.5% Population 1990 Population 22,142 2000 Population 26,921 2010 Population 31,430 2015 Population 32,596 1990-2000 Annual Rate 1.97% 2000-2010 Annual Rate 1.52% 2010-2015 Annual Rate 0.73% In the identified market area,the current year population is 31,430.In 2000,the Census count in the market area was 26,921. The rate of change since 2000 was 1.52 percent annually The five-year projection for the population in the market area is 32,596,representing a change of 0.73 percent annually from 2010 to 2015. Currently,the population is 48.6 percent male and 51.4 percent female. Households 1990 Households 7,741 2000 Households 9,079 2010 Households 10,148 2015 Households 10,421 1990-2000 Annual Rate 1.61% 2000-2010 Annual Rate 1.09% 2010-2015 Annual Rate 0.531/6 The household count in this market area has changed from 9,079 in 2000 to 10,148 in the current year,a change of 1.09 percent annually. The five-year projection of households is 10,421,a change of 0.53 percent annually from the current year total. Average household size is currently 3.04,compared to 2.91 in the year 2000. The number of families in the current year is 7,039 in the market area. Housing Currently,50.3 percent of the 10,849 housing units in the market area are owner occupied; 43.3 percent,renter occupied; and 6.5 percent are vacant. In 2000,there were 9,597 housing units- 51.4 percent owner occupied, 43.1 percent renter occupied and 5.5 percent vacant. The rate of change in housing units since 2000 is 1.2 percent. Median home value in the market area is$169,378,compared to a median home value of$157,913 for the U.S. In five years,median home value is projected to change by 3.72 percent annually to$203,297. From 2000 to the current year,median home value changed by 3.61 percent annually. source:U.S.Bureau of the Census,2000 Cenaus of Population and Housing.earl forecasts for 2010 and 2015.Earl converted 1900 Census data Into 2000 ge,,r,hy. 02011 Earl 11/14/2011 Pegs 1 012 0 Executive Summary Oesri* Ward 5 Median Household Incerme 1990 Median HH Income $38,394 2000 Median HH Income $43,816 2010 Median HH Income $57,609 2015 Median HH Income $64,447 1990-2000 Annual Rate 1.33% 2000-2010 Annual Rate 2'71% 2010-2015 Annual Rate 2.27% Per Capita Income 1990 Per Capita Income $14,805 2000 Per Capita Income $17,423 2010 Per Capita Income $21'172 2015 Per Capita Income $23,687 1990-2000 Annual Rate 1.78% 2000-2010 Annual Rate 1.92% 2010-2015 Annual Rate 227°/6 Average Household Income 1990 Average Household Income $40,733 2000 Average Household Income $50,770 2010 Average HH Income $64,300 2015 Average HH Income $72,667 1990-2000 Annual Rate 223% 2000-2010 Annual Rate 2.330/6 2010-2015 Annual Rate 2.489% Households by Income Current median household income is$57,609 in the market area, compared to$54,442 for all U.S.households. Median household income is projected to be$64,447 in five years. In 2000,median household income was$43,816,compared to$38,394 in 1990. Current average household income is$64,300 in this market area, compared to$70,173 for all U.S.households. Average household income is projected to be$72,667 in five years. In 2000,average household income was$50,770,compared to$40,733 in 1990. Current per capita income is$21,172 in the market area,compared to the U.S.per capita income of$26,739. The per capita income is projected to be$23,687 in five years. In 2000,the per capita income was$17,423,compared to$14,605 in 1990. Population by Employment Currently,82.4 percent of the civilian labor force in the identified market area is employed and 17.6 percent are unemployed. In comparison, 89.2 percent of the U.S.civilian labor force is employed,and 10.8 percent are unemployed. In five years the rate of employment in the market area will be 85.1 percent of the civilian labor force,and unemployment will be 14.9 percent. The percentage of the U.S.civilian labor force that will be employed in five years is 91.2 percent,and 8.8 percent will be unemployed. In 2000,71.1 percent of the population aged 16 years or older in the market area participated in the labor force,and 0.2 percent were in the Armed Forces. In the current year,the occupational distribution of the employed population is: e 63.7 percent in white collar jobs(compared to 61.6 percent of U.S.employment) s 18.0 percent in service jobs(compared to 17.3 percent of U.S.employment) e 18.3 percent in blue collar jobs(compared to 21.1 percent of U.S.employment) In 2000,79.0 percent of the market area population drove alone to work,and 2.1 percent worked at home. The average travel time to work in 2000 was 27.0 minutes in the market area,compared to the U.S.average of 25.5 minutes. Population by Education In 2010,the educational attainment of the population aged 25 years or older in the market area was distributed as follows: e 13.1 percent had not earned a high school diploma(14.8 percent in the U.S.) e 25.4 percent were high school graduates only(29.6 percent in the U.S.) a 9.6 percent had completed an Associate degree(7.7 percent in the U.S.) e 16.5 percent had a Bachelor's degree(17.7 percent in the U.S.) e 8.5 percent had earned a Master's/Professional/Doctorate Degree(10.4 percent in the U.S.) Source: U.S.Bureau of Ae Census,2000 Census of Population and Housing.Earl forecasts for 2010 and 2015.Earl Convened 1900 Census dais IMO 2000 geogreptry. moil ESd 11n42011 Papa2M2 - 2 Q � § - . . . . , . . . . . . . . . . . . . . . . . . . ■ E / . � \ m ) ! } 'LOM 2 ! r ! ; < ! < ! < < ; l . . . . . . . . . . . . ! ! ! < ! ri < rrlr # § ; < ! ; . . . , , . . . . . , . , . , . . . . 0 Q — di , . . . , . . . . . . v . . ! , ! — , > ;3 ;3 @ " � ! « ` rro . . . . . . . . . . . . ! ! ! ! l ; lr ! ! § { ! ! ! r ! ! ! ! | £ . . — � — . . . . . . . . . . . . . . . . . . . . . . . . . , , § 2 � . E cn ) � \ m § � � ! \ � ! | ; ! _ ; 1H ! \ ! f | ! ! ! ; ! _ ! ll . , , ; ! ! . ! ` � • I � ! � ! ! ) . I � , ; . l � l , = = ! | t } • • i ! ) ! , ll . • = ! ! ; ! . ! { \ ! i ) 2 ! t - Fe19 ! ! ! | ! I | } ! | ) } ! ! ! - ! ! ! ! ! | ! ! ! ! ! 9 8 - ! f ! ! . ! . ) ! . , , � � ! ! ; ! ! ! ! I � � � � � | Graphic Profile Oesri* Q Ward 5 Households 2010 Households by Income 0000 9000 §75K-100K(18.1%) $100K-$150K(10.9%) 8000 7000 6000 415K(10.2%) 5000 10421 50K-75K(25.8%) 4000 3000 4 $25K-35K(8.6%) 2000 $35K-$50K(15.8%) 1000 0 2000 2010 2015 2010 Population by Age 2010 Owner Occupied HUs by Value 45-54 12.1%) $200-299K(19.3%) 55-64(7.5%) 65+(5.2%) $400-499K(1.6%) 35-44(13.7%) $500K+(1.4%) <5(8.9% 4100K(7.8%) 5-34(19.6%) 5-19(2 3.7%) 20-24(9.4%) 100-199K(64.1/) 2010 Employed 16+by Occupation 2010 Population by Race 50 45 40 Construction(4.1 Farm/Rsheppaair(6.1%) 35 dmin SuDDOrt(16.9%) n(3.4° ) 30 portation(6.6%) 25 Mgmt/Business.(10.4% 20 Sales(11.0%) 5 0 5 Services(18.0%) onal(25.4%) 0 White Black Am.ln . Asn./Pac. Other Two+ 2010 Percent Hispanic Origin:41.4% O Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Earl forecasts for 2010 and 2015. 02011 Earl On-demand reports and maps from Business Analyst Online.Order at www esrl comibeo or call$00-047-9778 11/14/2011 Page 1 of 1 1p40& sn e " ACS Housing Summary Ward 5 2005-2009 ACS Estimate Percent MOE(t) Reliability TOTALS Total Population 29,480 1,753 Total Households 9,667 464 Total Housing Units 10,227 471 OWNER-OCCUPIED HOUSING UNITS BY VALUE Total 5,780 100.0% 394 Less than$10,000 75 1.3% 86 1 $10,000 to$14,999 0 0.0% 0 $15,000 to$19,999 0 0.0% 0 $20,000 to$24,999 7 0.1% 40 1 $25,000 to$29,999 19 0.3% 27 1 $30,000 to$34,999 0 0.0% 0 $35,000 to$39,999 0 0.0% 0 $40,000 to$49,999 13 0.2% 19 1 $50,000 to$59,999 0 0.0% 0 $60,000 to$69,999 40 0.7% 31 1 $70,000 to$79,999 0 0.0% 0 $80,000 to$89,999 76 1.3% 54 1 $90,000 to$99,999 14 0.2% 15 1 $100,000 to$124,999 82 1.4% 34 Qf $125,000 to$149,999 88 1.5% 64 $150,000 to$174,999 148 2.6% 79 m $175,000 to$199,999 298 5.2% 139 m $200,000 to$249,999 623 10.8% 169 m $250,000 to$299,999 496 8.6% 130 m $300,000 to $399,999 2,416 41.8% 308 $400,000 to$499,999 917 15.9% 157 $500,000 to$749,999 389 6.7% 110 m $750,000 to$999,999 29 0.5% 33 1 $1,000,000 or more 49 0.8% 49 1 Median Home Value $337,686 N/A Average Home Value N/A N/A OWNER-OCCUPIED HOUSING UNITS BY MORTGAGE STATUS Total 5,780 100.0% 394 QW Housing units with a mortgage/contract to purchase/similar debt 5,086 88.0% 384 io Second mortgage only 548 9.5% 153 m Home equity loan only 903 15.6% 196 m Both second mortgage and home equity loan 93 1.6% 60 m No second mortgage and no home equity loan 3,541 61.3% 344 Housing units without a mortgage 693 12.0% 144 m AVERAGE VALUE BY MORTGAGE STATUS Housing units with a mortgage N/A N/A Housing units without a mortgage N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high m medium I low November 14, 2011 Made with Esri Business Analyst • esne ACS Housing Ward 5 2005-2009 ACS Estimate Percent MOE(t) Reliability RENTER-OCCUPIED HOUSING UNITS BY CONTRACT RENT Total 3,887 100.0% 385 (� With cash rent 3,796 97.7% 385 Less than $100 0 0.0% 0 $100 to$149 0 0.0% 0 $150 to$199 21 0.5% 25 $200 to$249 0 0.0% 0 $250 to$299 28 0.7% 32 1 $300 to$349 11 0.3% 18 1 $350 to$399 15 0.4% 23 1 $400 t0$449 0 0.0% 0 $450 to$499 0 0.0% 0 $500 to$549 26 0.7% 24 1 $550 to$599 84 2.2% 57 1 $600 to$649 92 2.4% 55 m $650 to$699 57 1.5% 43 1 $700 to$749 88 2.3% 76 1 $750 to$799 274 7.0% 129 m $800 to$899 373 9.6% 122 m $900 to$999 719 18.5% 208 m $1,000 to$1,249 1,276 32.8% 269 m $1,250 to$1,499 386 9.9% 165 m $1,500 to$1,999 319 8.2% 126 m $2,000 or more 26 0.7% 36 1 t No cash rent 92 2.4% 65 1 Median Contract Rent $1,021 N/A Average Contract Rent N/A N/A RENTER-OCCUPIED HOUSING UNITS BY INCLUSION OF UTILITIES IN RENT Total 3,887 100.0% 385 Pay extra for one or more utilities 3,848 99.0% 385 No extra payment for any utilities 39 1.0% 29 HOUSING UNITS BY UNITS IN STRUCTURE Total 10,227 100.0% 471 1,detached 6,542 64.0% 391 1,attached 330 3.2% 134 m 2 19 0.2% 32 1 3 or 4 437 4.3% 131 m 5 to 9 678 6.6% 195 m 10 to 19 796 7.8% 229 m 20 to 49 254 2.5% 109 m 50 or more 1,153 11.3% 241 m Mobile home 18 0.2% 23 1 Boat, RV,van,etc. 0 0.0% 0 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high m medium i low November 14, 2011 Made with Esri Business Analyst cszolt r5ri m/ba 800-447-977& * esri* Housing Summary Ward 5 2005-2009 ACS Estimate Percent MOE(t) Reliability HOUSING UNITS BY YEAR STRUCTURE BUILT Total 10,227 100.0% 471 Built 2005 or later 399 3.9% 122 m Built 2000 to 2004 636 6.2% 141 m Built 1990 to 1999 2,435 23.8% 294 Built 1980 to 1989 3,672 35.9% 358 Built 1970 to 1979 1,215 11.9% 250 m Built 1960 to 1969 563 5.5% 140 m Built 1950 to 1959 711 7.0% 165 m Built 1940 to 1949 501 4.9% 146 m Built 1939 or earlier 93 0.9% 45 m Median Year Structure Built 1986 N/A OCCUPIED HOUSING UNITS BY YEAR HOUSEHOLDER MOVED INTO UNIT Total 9,667 100.0% 464 Owner occupied Moved in 2005 or later 1,074 11.1% 211 Moved In 2000 to 2004 2,026 21.0% 298 Moved in 1990 to 1999 1,620 16.8% 235 Moved in 1980 to 1989 717 7.4% 136 Moved in 1970 to 1979 146 1.5% 79 m Moved in 1969 or earlier 196 2.0% 79 Renter occupied Moved in 2005 or later 2,182 22.6% 323 Moved in 2000 to 2004 1,312 13.6% 256 Moved in 1990 to 1999 342 3.5% 119 Moved in 1980 to 1989 51 0.5% 37 Moved In 1970 to 1979 0 0.0% 0 Moved in 1969 or earlier 0 0.0% 0 Median Year Householder Moved Into Unit 2003 N/A OCCUPIED HOUSING UNITS BY HOUSE HEATING FUEL Total 9,667 100.0% 464 Utility gas 7,820 80.9% 469 Bottled,tank,or LP gas 100 1.0% 54 Electricity 1,676 17.3% 238 Fuel oil,kerosene,etc. 0 0.0% 0 Coal or coke 0 0.0% 0 Wood 40 0.4% 41 Solar energy 0 0.0% 0 Other fuel 0 0.0% 0 No fuel used 31 0.3% 29 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high Uj medium S low November 14, 2011 Made with Esri Business Analyst n/ba 800-447. Page 3 of 4 esno ACS Housing Summary Ward 5 2005-2009 ACS Estimate Percent MOE(t) Reliability OCCUPIED HOUSING UNITS BY VEHICLES AVAILABLE Total 9,667 100.0% 464 Owner occupied No vehicle available 66 0.7% 40 1 vehicle available 1,080 11.2% 211 2 vehicles available 2,733 28.3% 326 3 vehicles available 1,171 12.1% 209 4 vehicles available 573 5.9% 131 5 or more vehicles available 157 1.6% 69 Renter occupied No vehicle available 222 2.39% 82 1 vehicle available 1,541 15.9% 264 2 vehicles available 1,587 16.4% 292 3 vehicles available 511 5.3% 165 4 vehicles available 21 0.2% 29 5 or more vehicles available 6 0.1% 53 Average Number of Vehicles Available N/A N/A C Data Mote: N/A means not available. 2005-2009 ACS Estimate: The American Community Survey(ACS) replaces census sample data. Esri is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1, 2005 through December 31, 2009. Although the ACS Includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOES enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty is called the confidence interval,and it is calculated by taking the estimate+/-the MOE. For example, if the ACS reports an estimate of 100 with an MOE of+/-20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation(CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate, expressed as a percentage. High Reliability: Small CVs(less than or equal to 12 percent)are Flagged green to Indicate that the sampling error is small relative to the estimate and the estimate is reasonably reliable. ® Medium Reliability: Estimates with CVs between 12 and 40 are Flagged yellow—use with caution. Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error is large relative to the estimate. The estimate is considered very unreliable. Csouroa:U.S.Census Bureau,2005-2009 American Community Survey Reliability: 0 high ® medium S low November 14, 2011 Made with Esri Business Analyst r2011 Is' www.esri.com/ba 800-447-9775 oesrr . Population Ward 5 \r zoos- 2009 ACS Estimate Percent MOE(3) Reliability TOTALS Total Population 29,480 1,753 Total Households 9,667 464 Total Housing Units 10,227 471 POPULATION AGE 15+YEARS BY MARITAL STATUS Total 21,764 100.0% 1,118 Never married 8,178 37.6% 638 Married 10,465 48.1% 605 Widowed 851 3.9% 348 m Divorced 2,270 10.4% 358 0 POPULATION AGE 3+YEARS BY SCHOOL ENROLLMENT Total 27,927 100.0% 1,611 Enrolled in school 10,194 36.5% 816 Enrolled in nursery school, preschool 799 2.9% 351 Public school 590 2.1% 341 Private school 209 0.7% 314 Enrolled In kindergarten 439 1.6% 435 Public school 439 1.6% 435 Private school 0 0.0% 0 Enrolled in grade 1 to grade 4 1,593 5.7% 398 m Public school 1,467 5.3% 372 m Private school 127 0.5% 272 Enrolled in grade 5 to grade 8 2,183 7.8% 349 Public school 2,085 7.5% 350 Private school 99 0.4% 234 Enrolled in grade 9 to grade 12 1,856 6.6% 345 Public school 1,682 6.0% 337 m Private school 174 0.6% 241 Enrolled In college undergraduate years 2,866 10.3% 409 Public school 2,584 9.3% 438 Private school 282 1.0% 346 Enrolled in graduate or professional school 458 1.6% 376 Public school 353 1.3% 349 Private school 105 0.4% 302 Not enrolled in school 17,733 63.5% 857 POPULATION AGE 25+YEARS BY EDUCATIONAL ATTAINMENT Total 16,237 100.0% 931 No schooling completed 159 1.0% 274 Nursery to 4th grade 131 0.8% 272 5th and 6th grade 346 2.1% 230 7th and 8th grade 239 1.5% 281 9th grade 217 1.3% 341 10th grade 266 1.6% 364 11th grade 415 2.6% 346 12th grade, no diploma 320 2.0% 343 High school graduate,GED,or altemative 4,021 24.8% 436 Some college,less than 1 year 1,325 8.2% 308 m Some college, 1 or more years,no degree 3,054 18.8% 376 Associate's degree 1,702 10.5% 348 Bachelor's degree 2,601 16.0% 394 Master's degree 1,038 6.4% 273 itJ Professional school degree 202 1.2% 336 Doctorate degree 199 1.2% 99 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high m medium low November 14, 2011 Made with Esri Business Analyst sri.com/ba 800-447-9778 it !! • esno ACS Population Summary Ward 5 2005-2009 ACS Estimate Percent MOE(*) Reliability POPULATION AGE 5+YEARS BY LANGUAGE SPOKEN AT HOME AND ABILITY TO SPEAK ENGLISH Total 26,598 100.0% 1,458 0 5 to 17 years Speak only English 4,811 18.1% 607 Speak Spanish 1,201 4.5% 294 Speak English "very well"or"well' 1,153 4.3% 473 Speak English "not well' 20 0.1% 17 Speak English"not at all' 29 0.1% 41 Speak other Indo-European languages 0 0.0% 0 Speak English"very well'or"well" 0 0.0% 0 Speak English"not well' 0 0.0% 0 Speak English "not at all" 0 0.0% 0 Speak Asian and Pacific Island languages 152 0.6% 80 Speak English "very well"or"well' 152 0.6% 308 Speak English"not well' 0 0.0% 0 Speak English"not at all' 0 0.0% 0 Speak other languages 31 0.1% 46 Speak English 'very well'or"well" 31 0.1% 140 Speak English "not well" 0 0.0% 0 Speak English "not at all' 0 0.0% 0 18 to 64 years Speak only English 13,739 51.7% 905 Speak Spanish 3,842 14.4% 530 Speak English'very well'or"well" 3,156 11.9% 459 Speak English"not well" 448 1.7% 138 m Speak English "not at all" 237 0.9% 147 m �✓ Speak other Indo-European languages 197 0.7% 74 m Speak English 'very well"or"well' 197 0.7% 332 1 Speak English"not well' 0 0.0% 0 Speak English"not at all' 0 0.0% 0 Speak Asian and Pacific Island languages 919 3.5% 319 m Speak English'very well'or"well' 766 2.9% 302 m Speak English"not well" 141 0.5% 116 1 Speak English "not at all" 11 0.0% 39 1 Speak other languages 263 1.0% 274 1 Speak English 'very well"or"well' 263 1.0% 306 1 Speak English"not well' 0 0.0% 0 Speak English"not at all' 0 0.0% 0 65 years and over Speak only English 1,041 3.9% 203 Speak Spanish 249 0.9% 112 01 Speak English 'very well'or"well' 225 0.8% 315 1 Speak English "not well" 12 0.0% 20 1 Speak English "not at all' 12 0.0% 40 1 Speak other Indo-European languages 35 0.1% 41 1 Speak English 'very well"or"well' 35 0.1% 192 1 Speak English"not well' 0 0.0% 0 Speak English"not at all' 0 0.0% 0 Speak Asian and Pacific Island languages 93 0.3% 58 m Speak English'very well'or"well" 13 0.0% 134 1 Speak English"not well" 54 0.2% 39 1 Speak English "not at all' 26 0.1% 35 1 Speak other languages 26 0.1% 31 1 Speak English 'very well'or"well' 9 0.0% 133 1 Speak English "not well' 17 0.1% 27 1 Speak English "not at all' 0 0.0% 0 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: a high m medium i low November 14, 2011 Made with Esri Business Analyst ii/ba 800-447-9778 Tr; esria ACS Population Ward 5 2005-2009 ACS Estimate Percent MOE(f) Reliability WORKERS AGE 16+YEARS BY PLACE OF WORK Total 13,516 100.0% 806 Worked in state and in county of residence 10,847 80.3% 752 Worked in state and outside county of residence 2,635 19.5% 411 Worked outside state of residence 34 0.3% 34 WORKERS AGE 16+YEARS BY MEANS OF TRANSPORTATION TO WORK Total 13,516 100.0% 806 Drove alone 11,242 83.2% 741 Carpooled 1,356 10.0% 288 m Public transportation(excluding taxicab) 147 1.1% 82 m Bus or trolley bus 100 0.7% 73 1 Streetcar or trolley car 0 0.0% 0 Subway or elevated 0 0.0% 0 Railroad 47 0.3% 43 1 Ferryboat 0 0.0% 0 Taxicab 0 0.0% 0 Motorcycle 37 0.3% 15 m Bicycle 0 0.0% 0 Walked 188 1.4% 69 m Other means 43 0.3% 44 1 Worked at home 504 3.7% 210 m WORKERS AGE 16+YEARS(WHO DID NOT WORK FROM HOME)BY TRAVEL TIME TO WORK Total 13,013 100.0% 788 Less than 5 minutes 151 1.2% 83 5 to 9 minutes 937 7.2% 218 JJ 10 to 14 minutes 1,901 14.6% 362 15 to 19 minutes 2,443 18.8% 365 20 to 24 minutes 2,046 15.7% 366 25 to 29 minutes 847 6.5% 209 m 30 to 34 minutes 1,686 13.0% 304 ■ 35 to 39 minutes 268 2.1% 103 m 40 to 44 minutes 602 4.6% 175 m 45 to 59 minutes 718 5.5% 187 m 60 to 89 minutes 742 5.7% 188 m 90 or more minutes 673 5.2% 211 m Average Travel Time to Work(in minutes) N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium i low November 14, 2011 Made with Esri Business Analyst w .esn ACS Population Ward 5 2005-2009 ACS Estimate Percent MOE(t) Reliability CIVILIAN EMPLOYED POPULATION AGE 16+YEARS BY OCCUPATION Total 13,916 100.0% 805 Management 962 6.9% 335 Business and financial operations 468 3.4% 369 Computer and mathematical 280 2.0% 303 Architecture and engineering 102 0.7% 272 Life,physical,and social science 96 0.7% 239 Community and social services 350 2.5% 262 Legal 178 1.3% 339 Education,training,and library 1,197 8.6% 293 m Arts,design,entertainment,sports,and media 155 1.1% 283 1 Healthcare practitioner,technologists,and technicians 707 5.1% 398 m Healthcare support 162 1.2% 340 1 Protective service 453 3.3% 300 1 Food preparation and serving related 401 2.9% 255 m Building and grounds cleaning and maintenance 427 3.1% 300 1 Personal care and service 558 4.0% 323 m Sales and related 1,651 11.9% 409 m Office and administrative support 2,457 17.7% 413 Farming,fishing,and forestry 66 0.5% 159 Construction and extraction 720 5.2% 447 m Installation,maintenance,and repair 485 3.5% 439 Production 647 4.6% 394 m Transportation and material moving 1,394 10.0% 438 m CIVILIAN EMPLOYED POPULATION AGE 16+ YEARS BY INDUSTRY Total 13,916 100.0% 805 ■ Agriculture,forestry,fishing and hunting 99 0.7% 160 Mining,quarrying,and oil and gas extraction 1 0.0% 130 Construction 1,087 7.8% 410 m Manufacturing 964 6.9% 334 m Wholesale trade 451 3.2% 439 1 Retail trade 1,606 11.5% 389 m Transportation and warehousing 1,196 8.6% 369 m Utilities 113 0.8% 238 1 Information 135 1.0% 275 1 Finance and insurance 420 3.0% 298 1 Real estate and rental and leasing 292 2.1% 317 1 Professional,scientific,and technical services 538 3.9% 407 1 Management of companies and enterprises 0 0.0% 0 Administrative and support and waste management services 442 3.2% 284 m Educational services 1,873 13.5% 259 Health care and social assistance 1,736 12.5% 408 m Arts,entertainment,and recreation 392 2.8% 226 m Accommodation and food services 530 3.8% 356 1 Other services,except public administration 571 4.1% 407 1 Public administration 1,469 10.6% 296 m Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high [[] medium I low November 14, 2011 Made with Esri Business Analyst ,n/be 800-447 * esrio Population Ward 5 2005-2009 ACS Estimate Percent MOE(t) Reliability FEMALES AGE 20-64 YEARS BY AGE OF OWN CHILDREN AND EMPLOYMENT STATUS Total 8,674 100.0% 575 Own children under 6 years only 1,108 12.8% 247 m In labor force 721 8.3% 202 m Not in labor force 387 4.5% 144 m Own children under 6 years and 6 to 17 years 801 9.2% 189 m In labor force 553 6.4% 160 m Not In labor force 248 2.9% 104 m Own children 6 to 17 years only 1,836 21.2% 251 In labor force 1,403 16.2% 229 Not in labor force 433 5.0% 122 m No own children under 18 years 4,929 56.8% 481 In labor force 3,525 40.6% 364 Not in labor force 1,404 16.2% 282 m POPULATION BY RATIO OF INCOME TO POVERTY LEVEL Total 28,725 100.0% 1,741 Under.50 1,711 6.0% 512 m .50 to.99 1,275 4.4% 339 m 1.00 to 1.24 939 3.3% 355 m 1.25 to 1.49 1,668 5.8% 637 m 1.50 to 1.84 1,418 4.9% 466 m 1.85 to 1.99 414 1.4% 274 2.00 and over 21,301 74.2% 1,609 HOUSEHOLDS BY POVERTY STATUS Total 9,667 100.0% 464 Income in the past 12 months below poverty level 989 10.2% 207 m Married-couple family 145 1.5% 87 m Other family-male householder(no wife present) 11 0.1% 18 Other family-female householder(no husband present) 272 2.8% 85 m Nonfamily household-male householder 243 2.5% 102 m Nonfamily household-female householder 317 3.3% 129 m Income In the past 12 months at or above poverty level 8,678 89.8% 468 Married-couple family 4,420 45.7% 391 Other family-male householder(no wife present) 806 8.3% 201 Other family-female householder(no husband present) 1,124 11.6% 225 Nonfamily household-male householder 1,232 12.7% 232 Nonfamily household-female householder 1,096 11.3% 204 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: 0 high ® medium I low November 14, 2011 Made with Esri Business Analyst . , wwv: +n/ba 800-447-9778 Tr, esno ACS Population Summary Ward 5 2005-2009 ACS Estimate Percent MOE(t) Reliability HOUSEHOLDS BY INCOME Total 9,667 100.0% 464 Less than$10,000 549 5.7% 148 m $10,000 t0$14,999 330 3.4% 101 m $15,000 to$19,999 224 2.3% 106 m $20,000 to$24,999 433 4.5% 141 m $25,000 to$29,999 384 4.0% 140 m $30,000 to$34,999 385 4.0% 136 m $35,000 to$39,999 295 3.1% 134 m $40,000 to$44,999 508 5.3% 176 m $45,000 to$49,999 554 5.7% 170 m $50,000 to$59,999 1,071 11.1% 201 $60,000 to$74,999 1,389 14.4% 265 $75,000 to$99,999 1,539 15.9% 247 $100,000 to$124,999 788 8.2% 192 m $125,000 to$149,999 645 6.7% 180 m $150,000 to$199,999 334 3.5% 119 m $200,000 or more 240 2.5% 113 Median Household Income $60,843 N/A Average Household Income $70,719 $6,233 Per Capita Income $24,159 $2,250 HOUSEHOLDS WITH HOUSEHOLDER AGE <25 YEARS BY INCOME Total 979 100.0% 236 Less than$10,000 125 12.8% 76 m $10,000 to$14,999 49 5.0% 47 $15,000 to$19,999 8 0.8% 11 $20,000 to$24,999 86 8.8% 70 $25,000 to$29,999 32 3.3% 28 $30,000 to$34,999 110 11.2% 78 $35,000 to$39,999 29 3.0% 28 $40,000 to$44,999 136 13.9% 118 $45,000 to$49,999 101 10.3% 92 $50,000 to$59,999 74 7.6% 63 $60,000 to$74,999 102 10.4% 102 $75,000 to$99,999 27 2.8% 28 1 $100,000 to$124,999 79 8.1% 76 1 $125,000 to$149,999 9 0.9% 13 1 $150,000 to$199,999 0 0.0% 0 $200,000 or more 11 1.1% 17 1 Median Household Income for HHr<25 $41,609 N/A Average Household Income for HHr<25 N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high LL medium Q low November 14, 2011 Made with Esri Business Analyst n/ba 8r, 9778 Tr. . Population 10 esne Ward 5 2005-2009 ACS Estimate Percent MOE(3) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 25-44 YEARS BY INCOME Total 4,427 100.0% 408 Less than$10,000 203 4.6% 102 m $10,000 to$14,999 108 2.4% 64 m $15,000 to$19,999 78 1.8% 63 $20,000 to$24,999 132 3.0% 78 m $25,000 to$29,999 124 2.8% 80 m $30,000 to$34,999 168 3.8% 92 m $35,000 to$39,999 167 3.8% 105 m $40,000 to$44,999 124 2.8% 76 m $45,000 to$49,999 315 7.1% 126 m $50,000 to$59,999 634 14.3% 171 m $60,000 to$74,999 658 14.9% 188 m $75,000 to$99,999 808 18.3% 188 m $100,000 to$124,999 417 9.4% 150 m $125,000 to$149,999 344 7.8% 158 m $150,000 to$199,999 58 1.3% 36 m $200,000 or more 88 2.0% 67 1 Median Household Income for HHr 25-44 $62,948 N/A Average Household Income for HHr 25-44 N/A N/A HOUSEHOLDS WITH HOUSEHOLDER AGE 45-64 YEARS BY INCOME Total 3,450 100.0% 323 Less than$10,000 159 4.6% 75 m $10,000 to$14,999 44 1.3% 34 $15,000 to$19,999 40 1.2% 46 1 $20,000 to$24,999 152 4.4% 82 m $25,000 to$29,999 84 2.4% 71 1 $30,000 to$34,999 56 1.6% 41 $35,000 to$39,999 99 2.9% 71 $40,000 to$44,999 163 4.7% 89 m $45,000 to$49,999 108 3.1% 65 m $50,000 to$59,999 323 9.4% 95 m $60,000 to$74,999 595 17.2% 167 m $75,000 to$99,999 672 19.5% 158 m $100,000 to$124,999 273 7.9% 87 m $125,000 to$149,999 285 8.3% 87 m $150,000 to$199,999 255 7.4% 112 m $200,000 or more 141 4.1% 90 m Median Household Income for HHr 45-64 $71,909 N/A Average Household Income for HHr 45-64 WA N/A CSource:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium I low November 14, 2011 Made with Esri Business Analyst www.esri,c 800-447-9778 Tr. Pepe ?of • esne ACS Population Summary I Ward 5 2005-2009 ACS Estimate Percent MOE(i) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 65+YEARS BY INCOME Total 812 100.0% 150 Less than$10,000 62 7.6% 42 1 $10,000 to$14,999 127 15.6% 72 m $15,000 to$19,999 97 11.9% 77 1 $20,000 to$24,999 63 7.8% 46 1 $25,000 to$29,999 144 17.7% 88 (D $30,000 to$34,999 51 6.3% 37 1 $35,000 to$39,999 0 0.0% 0 $40,000 to$44,999 84 10.3% 66 1 $45,000 to$49,999 29 3.6% 23 1 $50,000 to$59,999 40 4.9% 30 1 $60,000 to$74,999 34 4.2% 30 1 $75,000 to$99,999 32 3.9% 27 1 $100,000 to$124,999 20 2.5% 25 1 $125,000 to$149,999 6 0.7% 9 1 $150,000 to$199,999 22 2.7% 23 1 $200,000 or more 0 0.0% 0 Median Household Income for HHr 65+ $26,644 N/A Average Household Income for HHr 65+ N/A N/A Data Note: N/A means not available. Population by Ratio of Income to Poverty Level represents persons for whom poverty status is determined. Household Income represents income in 2009,adjusted for inflation. 2005-2009 ACS Estimate: The American Community Survey(ACS) replaces census sample data. Esri is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1, 2005 through December 31, 2009. Although the ACS includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOEs enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty is called the confidence interval,and it is calculated by taking the estimate+/-the MOE. For example,if the ACS reports an estimate of 100 with an MOE of+/- 20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation (CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate, expressed as a percentage. E High Reliability: Small CVs(less than or equal to 12 percent)are flagged green to Indicate that the sampling error is small relative to the estimate and the estimate is reasonably reliable. ED Medium Reliability: Estimates with CVs between 12 and 40 are flagged yellow-use with caution. 1 Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error is large relative to the estimate. The estimate Is considered very unreliable. Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium 1 low November 14, 2011 Made with Esri Business Analyst 20 11 i_:n. www.esri.c: 800-447-9778 Try it Now! Page 8 of 8 esrie mmm Ward 6 Shapefile off. San Bernardino National Forest Dt 1 E NO qFe Pa Q Q� Northpark Blvd m J� m o 20s W 40th St E 40th;* ti San d Q' > .Lrp Rye ernardtno County MUSC > -It's d c� O N z W Bohnert Ave A 259 g d rn z'n z m z and ve Bernardino Highland Ave Q EEaston v � A � w m Q z a' Baseline Ave W Base Line Rd > E Base Line W Base Line St z W 13th St J Q W m U L z v 9 aDi z ® + 0 5th St $ d z Rialto a N o ¢ �yy E Rialto Ave Arrow H > \ ialto Ave' ff11 AA w B McTt91 tveA .6 2.4 W Merrill Ave W Mill \�ut ;E Mill St t I Miles San Bernardino raBOnal Forest 0 € :San Bernard ino Rialto Kern St November 14, 2011 Made with Esri Business Analyst • � esne Demographic and Income Profile Report (� Ward 6 yr Summary 2000 2010 2015 Population 26,559 29,713 30,459 Households 6,914 7,443 7,592 Families 5,620 6,035 6,133 Average Household Size 3.78 3.93 3.95 Owner Occupied Housing Units 4,360 4,532 4,579 Renter Occupied Housing Units 2,553 2,911 3,013 Median Age 26.2 26.6 27.1 Trends:2010-2015 Annual Rate Area State National Population 0.50% 0.70% 0.76% Households 0.40% 0.63% 0.78% Families 0.32% 0.55% 0.64% Owner HH5 0.21% 0.68% 0.82% Median Household Income 3.82% 2.59% 2.36% 2000 2010 2015 Households by Income Number Percent Number Percent Number Percent <$15,000 1,854 26.8% 1,600 21.5% 1,403 18.5% $15,000-$24,999 1,395 20.2% 1,158 15.6% 1,051 13.8% $25,000-$34,999 953 13.8% 1,008 13.5% 847 11.2% $35,000-$49,999 1,144 16.5% 1,169 15.7% 1,021 13.4% $50,000-$74,999 894 12.9% 1,427 19.2% 1,775 23.4% $75,000-$99,999 414 6.0% 639 8.6% 783 10,3% $100,000- $149,999 174 2.5% 317 4.3% 505 6.7% $150,000- $199,999 48 0.7% 61 0.8% 99 1.3% (�^ $200,000+ 39 0.6% 63 0.8% 109 1.4% V Median Household Income $26,776 $34,497 $41,610 Average Household Income $36,461 $43,767 $50,786 Per Capita Income $10,177 $11,348 $13,072 2000 2010 2015 Population by Aye Number Percent Number Percent Number Percent 0-4 2,551 9.6% 3,016 10.2% 3,131 10.3% 5-9 3,133 11.8% 2,986 10.0% 3,106 10.2% 10- 14 3,000 11.3% 2,704 9.1% 2,893 9.5% 15- 19 2,447 9.2% 3,013 10.1% 2,552 8.4% 20-24 1,766 6.7% 2,483 8.4% 2,556 8.4% 25-34 3,347 12.6% 3,917 13.2% 4,356 14.3% 35-44 3,645 13.7% 3,331 11.2% 3,276 10.8% 4S-54 2,493 9.4% 3,291 11.1% 3,016 9.9% I 55-64 1,683 6.3% 2,332 7.9% 2,714 8.9% 65- 74 1,461 5.5% 1,434 4.8% 1,677 5.5% 75-84 813 3.1% 879 3.0% 857 2.8% 85+ 218 0.8% 324 1.1% 325 1.1% 2000 2010 2015 Race and Ethnicity Number Percent Number Percent Number Percent White Alone 8,068 30.4% 8,611 29.0% 8,706 28.6% Black Alone 7,571 28.5% 7,177 24.2% 6,746 22.1% American Indian Alone 331 1.2% 335 1.1% 326 1.1% Asian Alone 766 2.9% 919 3.1% 965 3.2% Pacific Islander Alone 157 0.6% 160 0.5% 155 0.5% Some Other Race Alone 8,349 31.4% 11,009 37.1% 12,016 39.4% Two or More Races 1,318 5.0% 1,503 5.1% 1,546 5.1% Hispanic Origin(Any Race) 14,706 55.4% 19,022 64.0% 20,578 67.6% Data Note:Income is expressed in current dollars Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esri forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst -447-9778 i'ac. • esne Demographic and Income Profile Report Ward 6 O Trends 2010-2015 3.5 c 3 v u u 2.5 c �. 2 v K 1.5 A � 1 �Area c Q State 0.5 0 USA 0 Population Households Families Owner HHs Median HH Income Population by Age 14 13 12 11 10 9 W 8 u 7 CL 6 5 4 3 02010 2 ■2015 1 0 0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ 2010 Household Income 2010 Population by Race $50K 9- 19.2% 35 5K-899K 30 $35K-$49K 8.6% 15.7% 3150K-$199K 25 0.6% $INK+$149K C 20 0.8%3% d a 15 f25K-$34K 10 13.5% 0$2*1$15K 5 5% 5 1$ 5.6% Wh" Black Am.Ind. Ulan Pacific Other Two, 5.6% 2010 Percent Hispanic Origin: 64.0% Source:U.S.Bureau of the Census,2000 Census of Population and Housing. Esri forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst www.esn,com/ba 8u +728 Tq • esno Executive Summary Ward 6 2010 Population Total Population 29,713 Male Population 49.3% Female Population 50.7% Median Age 26.6 2010 Income Median HH Income $34,497 Per Capita Income $11,348 Average HH Income $43,767 2010 Households Total Households 7,443 Average Household Size 3.93 2010 Housing Owner Occupied Housing Units 54.1% Renter Occupied Housing Units 34.8% Vacant Housing Units 11.1% Population 1990 Population 25,415 2000 Population 26,559 2010 Population 29,713 2015 Population 30,459 1990-2000 Annual Rate 0.441/6 2000-2010 Annual Rate 1.1% 2010-2015 Annual Rate 0.5% In the identified market area,the current year population is 29,713.In 2000,the Census count in the market area was 26,559. The rate of change since 2000 was 1.1 percent annually.The five-year projection for the population in the market area is 30,459,representing a change of 0.5 percent annually from 2010 to 2015. Currently,the population is 49.3 percent male and 50.7 percent female. Households 1990 Households 7,047 2000 Households 6,914 2010 Households 7,443 2015 Households 7,592 1990-2000 Annual Rate -0.19% 2000-2010 Annual Rate 0.72% 2010-2015 Annual Rate 0.4% The household count in this market area has changed from 6,914 in 2000 to 7,443 in the current year,a change of 0.72 percent annually. The five-year projection of households is 7,592,a change of 0.4 percent annually from the current year total. Average household size is currently 3.93,compared to 3.78 in the year 2000. The number of families in the current year is 6,035 in the market area. Housing Currently,54.1 percent of the 8,375 housing units in the market area are owner occupied; 34.8 percent,renter occupied; and 11.1 percent are vacant. In 2000,there were 7,653 housing units- 56.9 percent owner occupied, 33.3 percent renter occupied and 9.7 percent vacant. The rate of change in housing units since 2000 is 0.88 percent. Median home value in the market area is$121,540,Compared to a median home value of$157,913 for the U.S. In five years,median home value is projected to change by 4.05 percent annually to$148,214. From 2000 to the current year,median home value changed by 3.44 percent annually. Source:U.S.bumu of the Census,2000 Census of Po"flon and Houaing.Earl forecasts for 2010 and 2015.Earl convened 1880 Census data Into 2000 geography. O� 02011 Esd 11MM011 nags 10 2 • esn. Executive Summary Ward 6 Median Household Income 1990 Median HH Income $21,730 2000 Median HH Income $26,776 2010 Median HH Income $34,497 2015 Median HH Income $41,610 1990-2000 Annual Rate 2.11% 2000-2010 Annual Rate 2.5% 2010-2015 Annual Rate 3.82°/6 Per Capita Income 1990 Per Capita Income $7,545 2000 Per Capita Income $10,177 2010 Per Capita Income $11,348 2015 Per Capita Income $13,072 1990-2000 Annual Rate 3.040/6 2000-2010 Annual Rate 1.07% 2010-2015 Annual Rate 2.87% Average Household Income 1990 Average Household Income $26,844 2000 Average Household Income $36,461 2010 Average HH Income $43,767 2015 Average HH Income $50,786 1990-2000 Annual Rate 3.11% 2000-2010 Annual Rate 1.8% 2010-2015 Annual Rate 3.02% Households bry Income Current median household income is$34,497 in the market area, compared to$54,442 for all U.S.households. Median household income is projected to be$41,610 in five years. In 2000,median household income was$26,776,compared to$21,730 in 1990. Current average household income is$43,767 in this market area, compared to$70,173 for all U.S.households. Average household income is projected to be$50,786 in five years. In 2000,average household income was$36,461,compared to$26,844 in 1990. Current per capita income is$11,348 in the market area,compared to the U.S.per capita income of$26,739. The per capita income is projected to be$13,072 in five years. In 2000,the per capita income was$10,177,compared to$7,545 in 1990. Population by Employment Currently,73.3 percent of the civilian labor force in the identified market area is employed and 26.7 percent are unemployed. In comparison, 89.2 percent of the U.S.civilian labor force is employed,and 10.8 percent are unemployed. In five years the rate of employment in the market area will be 77.0 percent of the civilian labor force,and unemployment will be 23.0 percent. The percentage of the U.S.civilian labor force that will be employed in five years is 91.2 percent,and 8.8 percent will be unemployed. In 2000,49.6 percent of the population aged 16 years or older in the market area participated in the labor force,and 0.2 percent were in the Armed Forces. In the current year,the occupational distribution of the employed population is: e 41.2 percent in white collar jobs(compared to 61.6 percent of U.S.employment) a 28.5 percent in service jobs(compared to 17.3 percent of U.S.employment) a 30.4 percent in blue collar jobs(compared to 21.1 percent of U.S.employment) In 2000,64.8 percent of the market area population drove alone to work,and 3.4 percent worked at home. The average travel time to work in 2000 was 31.1 minutes in the market area,compared to the U.S.average of 25.5 minutes. Population by Education In 2010,the educational attainment of the population aged 25 years or older in the market area was distributed as follows: e 41.4 percent had not earned a high school diploma(14.8 percent in the U.S.) e 30.3 percent were high school graduates only(29.6 percent in the U.S.) e 5.1 percent had completed an Associate degree(7.7 percent in the U.S.) e 4.6 percent had a Bachelor's degree(17.7 percent in the U.S.) e 1.9 percent had earned a Master's/Professional/Doctorate Degree(10.4 percent in the U.S.) Sourm:U.S.Bureau of the Census,2000 Census of Population and Housing.Earl forecasts for 2010 anal 2015.East mrrverlaal INN Census data into 2000 geography e2011 San 1111412011 Page 2 of 2 k ) ! ! ! I ; ! ( i ! ! ! ! r ! ! ! ! § ; ! ! ! ! ! ! ! ; r ! ! ! ( � o | Q ` ' ! ` � � � � • , l � r : : : < 4 : ! ! ! r ! ! ! [ : ! < ! ! ; 4 . E $ . § � � m § | | / � � \ � ) ;mm , ! m ) ) ` - ! ! } i ) ! ! ! { ! ! | ! ! § ll , . . . 2 • ° 4 , • = : ` , : � „ ! l � , ; , . , . [ : ! , ! E > : � , @ a 2 r , < ! ; ! , � | E § . § � ) c � m ( | � ! ! { ) ) ` , } § | \ e LM | . ! : . • . ! ; - ( | ! | { g {| f ` ! ` i | ! ) ! , ) \ | i |; * esr*i* Graphic Profile Ward 6 Households 2010 Households by Income 000 000 $50K-75K(19.2%) $75K-100K(8.6%) $100K-$150K(4.3%) $150K+(1.7%) 000 000 7592 35K-$50K(15.7%) <$15K(21.5%) 000 000 $25K-35K(13.5%) $15K-$25K(15.6%) 000 0 2000 2010 2015 2010 Population by Age 2010 Owner Occupied HUs by Value 45-54(11.1%) 55-64(7.8%) 65+(8.9%) $2 ) 35.44(11.2%) $5WK+(1.3%) 100-199K(61.1%) © <5(10.2%) 5-34(13.2%) <$100K(32.1%) 20-24(8.4%) 5-19(6259+3( 29.3%) 2010 Employed 16+by Occupation 2010 Population by Race 40 35 Production(7.7%) 30 Maintenance/Re (5.2%) Construction((6'3%) Transportation(11.0%) 25 Farm/Fish(0.2%) M mtBusiness.(5.5% C� 20 tlmin Support(13.8%) 9 V 15 Professional(12.3%) m Sales(9.fi%) 10 24.2 5 Services(28.5%) 0 White Black Am.ln . Asn./Pac. tOther Two+ 2010 Percent Hispanic Origin:64.0% C' Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Earl forecasts for 2010 and 2015. 02011 Earl On-demand reports and maps from Business Analyst Online.Order at wwwesri com/beo or call 800447-9778 11/14/2011 Page 1 of 1 Qesri* • Summary Ward 6 2005-2009 ACS Estimate Percent MOE(±) Reliability TOTALS Total Population 28,154 1,895 Total Households 7,031 398 Total Housing Units 7,401 404 LIE OWNER-OCCUPIED HOUSING UNITS BY VALUE Total 4,617 100.0% 358 Less than$10,000 67 1.5% 52 $10,000 to$14,999 84 1.8% 56 $15,000 to$19,999 61 1.3% 62 $20,000 to$24,999 S2 1.1% 38 $25,000 to$29,999 38 0.8% 37 $30,000 to$34,999 34 0.7% 26 $35,000 to$39,999 24 0.5% 26 $40,000 to$49,999 61 1.3% 43 $50,000 to$59,999 112 2.4% 56 m $60,000 to$69,999 108 2.3% 66 m $70,000 to$79,999 93 2.0% 47 m $80,000 to$89,999 51 1.1% 42 1 $90,000 to$99,999 92 2.0% 49 m $100,000 to$124,999 242 5.2% 76 m $125,000 to$149,999 318 6.9% 190 m $150,000 to$174,999 174 3.8% 70 m O $175,000 to$199,999 206 4.5% 95 m $200,000 to$249,999 771 16.7% 222 m $250,000 to$299,999 636 13.8% 148 m $300,000 to$399,999 1,110 24.0% 174 N $400,000 to$499,999 180 3.9% 56 m $500,000 to$749,999 97 2.1% 43 m $750,000 to$999,999 1 0.0% 30 1 $1,000,000 or more 6 0.1% 16 1 Median Home Value $231,907 N/A Average Home Value N/A N/A OWNER-OCCUPIED HOUSING UNITS BY MORTGAGE STATUS Total 4,617 100.0% 358 Housing units with a mortgage/contract to purchase/similar debt 3,316 71.8% 340 Second mortgage only 239 5.2% 174 Home equity loan only 315 6.8% 100 m Both second mortgage and home equity loan 0 0.0% 0 No second mortgage and no home equity loan 2,761 59.8% 306 Housing units without a mortgage 1,301 28.2% 177 AVERAGE VALUE BY MORTGAGE STATUS Housing units with a mortgage N/A N/A Housing units without a mortgage N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high m medium I low November 14, 2011 Made with Esri Business Analyst sri.com/ba 8r_. * esri* • Summary Ward 6 2005-2009 ACS Estimate Percent NOE(*) Reliability RENTER-OCCUPIED HOUSING UNITS BY CONTRACT RENT Total 2,414 100.0% 272 With cash rent 2,183 90.4% 262 Less than $100 49 2.0% 40 $100 to$149 107 4.4% 85 $150 to$199 105 4.3% 59 $200 to$249 157 6.5% 83 m $250 to$299 50 2.1% 42 $300 to$349 71 2.9% 48 $350 to$399 22 0.9% 18 $400 to$449 46 1.9% 36 1 $450 to$499 36 1.5% 38 1 $500 to$549 65 2.7% 46 1 $550 to$599 29 1.2% 49 1 $600 to$649 97 4.0% 42 m $650 to$699 77 3.2% 34 m $700 to$749 128 5.3% 59 m $750 to$799 183 7.6% 86 m $800 to$899 172 7.1% 78 m $900 to$999 162 6.7% 87 m $1,000 to$1,249 352 14.6% 135 m $1,250 to$1,499 183 7.6% 95 m $1,500 to$1,999 81 3.4% 51 m $2,000 or more 12 0.5% 20 1 No cash rent 231 9.6% 91 m Median Contract Rent $764 N/A Average Contract Rent N/A N/A RENTER-OCCUPIED HOUSING UNITS BY INCLUSION OF UTILITIES IN RENT Total 2,414 100.0% 272 Pay extra for one or more utilities 2,371 98.2% 273 No extra payment for any utilities 43 1.8% 38 HOUSING UNITS BY UNITS IN STRUCTURE Total 7,401 100.0% 404 1,detached 5,762 77.9% 371 1,attached 155 2.1% 62 m 2 97 1.3% 48 3 or 4 178 2.4% 90 5 to 9 213 2.9% 106 W 10 to 19 55 0.7% 51 1 20 to 49 27 0.4% 26 1 50 or more 89 1.2% 60 1 Mobile home 824 11.1% 134 Boat, RV,van, etc. 0 0.0% 0 -" Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high medium low November 14, 2011 Made with Esri Business Analyst 'L,21111 rsn m/ba 800-447-9778 Try it Now! Page 2 of 4 esne • Summary Ward 6 2005-2009 ACS Estimate Percent MOE(*) Reliability HOUSING UNITS BY YEAR STRUCTURE BUILT Total 7,401 100.0% 404 Built 2005 or later 93 1.3% 51 Built 2000 to 2004 199 2.7% 73 Built 1990 to 1999 537 7.3% 117 Built 1980 to 1989 944 12.8% 184 Built 1970 to 1979 963 13.0% 229 Built 1960 to 1969 1,212 16.4% 190 Built 1950 to 1959 2,346 31.7% 300 Built 1940 to 1949 772 10.4% 157 Built 1939 or earlier 335 4.5% 75 Median Year Structure Built 1962 N/A OCCUPIED HOUSING UNITS BY YEAR HOUSEHOLDER MOVED INTO UNIT Total 7,031 100.0% 398 Owner occupied Moved in 2005 or later 537 7.6% 127 m Moved in 2000 to 2004 1,529 21.7% 305 m Moved in 1990 to 1999 1,158 16.5% 190 Moved in 1980 to 1989 440 6.3% 109 m Moved in 1970 to 1979 434 6.2% 106 m Moved in 1969 or earlier 519 7.4% 121 m Renter occupied Moved in 2005 or later 1,007 14.3% 206 m Moved in 2000 to 2004 764 10.9% 159 m Moved In 1990 to 1999 407 5.8% 93 m Moved in 1980 to 1989 100 1.4% 62 m Moved In 1970 to 1979 102 1.5% 68 1 Moved in 1969 or earlier 35 0.5% 31 1 Median Year Householder Moved Into Unit 2001 N/A OCCUPIED HOUSING UNITS BY HOUSE HEATING FUEL Total 7,031 100.0% 398 Utility gas 5,937 84.4% 403 Bottled,tank,or LP gas 28 0.4% 28 Electricity 833 11.8% 152 Fuel oil,kerosene,etc. 0 0.0% 0 Coal or coke 0 0.0% 0 Wood 20 0.3% 14 Solar energy 0 0.0% 0 Other fuel 0 0.0% 0 No fuel used 213 3.0% 94 m Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium I low November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Iry it Now -a. - esine ACS Housing Summary Ward 6 2005-2009 ACS Estimate Percent MOE(*) Reliability OCCUPIED HOUSING UNITS BY VEHICLES AVAILABLE Total 7,031 100.0% 398 Owner occupied No vehicle available 193 2.7% 90 m 1 vehicle available 1,139 16.2% 191 2 vehicles available 2,040 29.0% 307 3 vehicles available 717 10.2% 129 4 vehicles available 350 5.0% 113 m 5 or more vehicles available 179 2.5% 70 m Renter occupied No vehicle available 414 5.9% 136 m 1 vehicle available 855 12.2% 187 m 2 vehicles available 812 11.5% 165 m 3 vehicles available 210 3.0% 62 m 4 vehicles available 123 1.7% 66 m 5 or more vehicles available 0 0.0% 0 Average Number of Vehicles Available N/A N/A Data Note: N/A means not available. 2005-2009 ACS Estimate: The American Community Survey(ACS) replaces census sample data. Esri is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1, 2005 through December 31, 2009. Although the ACS includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOEs enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty is called the confidence interval,and it is calculated by taking the estimate +/-the MOE. For example, if the ACS reports an estimate of 100 with an MOE of+/-20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation (CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate, expressed as a percentage. ® High Reliability: Small CVs(less than or equal to 12 percent)are Flagged green to indicate that the sampling error is small relative to the estimate and the estimate is reasonably reliable. m Medium Reliability: Estimates with CVs between 12 and 40 are Flagged yellow—use with caution. 1 Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error is large relative to the estimate. The estimate is considered very unreliable. C source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: 0 high m medium 1 low November 14, 2011 Made with Esri Business Analyst 'c:7n1] +Sri wwm 9778 Try It Now esno ACS Population Summary Ward 6 i� 2003-2009 ACS Estimate Percent MOE(*) Rellabllity TOTALS Total Population 28,154 1,895 Total Households 7,031 398 Total Housing Units 7,401 404 POPULATION AGE 15+YEARS BY MARITAL STATUS Total 20,356 100.0% 1,326 Never married 9,176 45.1% 767 Married 8,581 42.2% 520 Widowed 820 4.0% 380 Divorced 1,778 8.7% 433 POPULATION AGE 3+YEARS BY SCHOOL ENROLLMENT Total 26,971 100.0% 1,828 Enrolled in school 9,731 36.1% 895 Enrolled in nursery school,preschool 402 1.5% 441 Public school 346 1.3% 418 Private school 56 0.2% 194 Enrolled in kindergarten 640 2.4% 484 Public school 605 2.2% 501 Private school 36 0.1% 30 Enrolled in grade 1 to grade 4 2,181 8.1% 409 Public school 2,064 7.7% 427 Private school 117 0.4% 283 1 Enrolled in grade 5 to grade 8 2,356 8.7% 415 Public school 2,214 8.2% 408 Private school 141 0.5% 246 Enrolled in grade 9 to grade 12 2,965 11.0% 432 Public school 2,898 10.7% 428 Private school 67 0.2% 195 Enrolled in college undergraduate years 1,109 4.1% 305 Public school 916 3.4% 292 m Private school 193 0.7% 280 1 Enrolled in graduate or professional school 78 0.3% 192 1 Public school 45 0.2% 190 O Private school 33 0.1% 190 0 Not enrolled in school 17,240 63.9% 906 POPULATION AGE 25+YEARS BY EDUCATIONAL ATTAINMENT Total 14,863 100.0% 904 No schooling completed 447 3.0% 378 0 Nursery to 4th grade 395 2.7% 346 5th and 6th grade 1,739 11.7% 345 m 7th and 8th grade 711 4.8% 206 m 9th grade 903 6.1% 449 m 10th grade 598 4.0% 377 m 11th grade 1,024 6.9% 369 m 12th grade,no diploma 703 4.7% 340 m High school graduate,GED,or alternative 4,105 27.6% 430 Some college, less than 1 year 710 4.8% 388 m Some college, 1 or more years, no degree 1,779 12.0% 376 m Associate's degree 912 6.1% 348 m Bachelors degree 712 4.8% 393 m Master's degree 94 0.6% 191 Professional school degree 30 0.2% 42 Doctorate degree 1 0.0% 184 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: N high m medium I low November 14, 2011 Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Try It Now'_ Page 1 of 8 esno ACS Population Summary Ward 6 2005-2009 ACS Estimate Percent MOE(*) Reliability POPULATION AGE 5+YEARS BY LANGUAGE SPOKEN AT HOME AND ABILITY TO SPEAK ENGLISH Total 25,998 100.0% 1,766 5 to 17 years Speak only English 3,497 13.5% 602 Speak Spanish 4,277 16.5% 755 Speak English"very well'or"well" 4,010 15.4% 696 Speak English"not well" 208 0.8% 115 Speak English"not at all' 58 0.2% 49 Speak other Indo-European languages 46 0.2% 59 Speak English"very well'or"well' 46 0.2% 146 Speak English"not well" 0 0.0% 0 Speak English"not at all' 0 0.0% 0 Speak Asian and Pacific Island languages 72 0.3% 45 Speak English"very well'or"well" 51 0.2% 190 Speak English"not well' 21 0.1% 32 Speak English"not at all' 0 0.0% 0 Speak other languages 186 0.7% 209 Speak English"very well'or"well' 186 0.7% 280 Speak English"not well' 0 0.0% 0 Speak English "not at all' 0 0.0% 0 18 to 64 years Speak only English 6,497 25.0% 642 Speak Spanish 8,500 32.7% 899 Speak English 'very well'or"well' 4,744 18.2% 565 ..... Speak English"not well' 2,722 10.5% 428 ,✓ Speak English "not at all" 1,034 4.0% 270 m Speak other Indo-European languages 229 0.9% 109 m Speak English 'very well"or"well" 209 0.8% 244 1 Speak English "not well" 20 0.1% 20 Speak English "not at all' 0 0.0% 0 Speak Asian and Paclflc Island languages 404 1.6% 170 m Speak English 'very well"or"well" 258 1.0% 397 1 Speak English "not well' 124 0.5% 69 I Speak English "not at all' 22 0.1% 24 1 Speak other languages 197 0.8% 135 1 Speak English 'very well'or"well' 148 0.6% 317 1 Speak English "not well" 49 0.2% 73 1 Speak English "not at all' 0 0.0% 0 65 years and over Speak only English 1,260 4.8% 198 ali Speak Spanish 743 2.9% 184 m Speak English'very well'or"well" 522 2.0% 399 1 Speak English"not well' 122 0.5% 70 01 Speak English"not at all' 99 0.4% 58 m Speak other Indo-European languages 13 0.1% 16 1 Speak English"very well'or"well' 13 0.1% 134 1 Speak English "not well" 0 0.0% 0 Speak English "not at all' 0 0.0% 0 Speak Asian and Pacific Island languages 78 0.3% 57 1 Speak English 'very well'or"well' 20 0.1% 38 1 Speak English "not well" 34 0.1% 33 Speak English "not at all' 24 0.1% 36 Speak other languages 0 0.0% 0 Speak English 'very well"or"well' 0 0.0% 0 Speak English"not well" 0 0.0% 0 Speak English"not at all' 0 0.0% 0 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: i high m medium I low November 14, 2011 Made with Esri Business Analyst -1/ba 800-447-9778 Tr� sage ? o'8 • esne ACS Population Summary Ward 6 2005-2009 ACS Estimate Percent MOE(i) Reliability WORKERS AGE 16+YEARS BY PLACE OF WORK Total 9,086 100.0% 696 Worked in state and in county of residence 7,216 79.4% 618 lul Worked in state and outside county of residence 11850 20.4% 305 Worked outside state of residence 21 0.2% 32 0 WORKERS AGE 16+YEARS BY MEANS OF TRANSPORTATION TO WORK Total 9,086 100.0% 696 Drove alone 6,854 75.4% 592 Oil Carpooled 1,262 13.9% 278 ji Public transportation(excluding taxicab) 246 2.7% 134 m Bus or trolley bus 213 2.3% 133 Streetcar or trolley car 0 0.0% 0 Subway or elevated 10 0.1% 16 Railroad 23 0.3% 23 Ferryboat 0 0.0% 0 Taxicab 6 0.1% 16 Motorcycle 6 0.1% 18 Bicycle 11 0.1% 20 Walked 103 1.1% 54 m Other means 126 1.4% 55 ID Worked at home 471 5.2% 112 m WORKERS AGE 16+YEARS(WHO DID NOT WORK FROM HOME) BY TRAVEL TIME TO WORK Total 8,615 100.0% 699 Less than 5 minutes 173 2.0% 75 m 5 to 9 minutes 654 7.6% 147 m 10 to 14 minutes 895 10.4% 237 m 15 to 19 minutes 1,602 18.6% 252 20 to 24 minutes 1,323 15.4% 241 25 to 29 minutes 563 6.5% 152 m 30 to 34 minutes 1,310 15.2% 297 m 35 to 39 minutes 273 3.2% 110 m 40 to 44 minutes 163 1.9% 78 m 45 to 59 minutes 483 S.6% 126 m 60 to 89 minutes 653 7.6% 230 m 90 or more minutes 522 6.1% 139 m Average Travel Time to Work(in minutes) WA N/A CSource:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium I low November 14, 2011 Made with Esri Business Analyst wesn- ACS Population Summary Ward 6 2005-2009 ACS Estimate Percent MOE(t) Reliability CIVILIAN EMPLOYED POPULATION AGE 16+YEARS BY OCCUPATION Total 9,374 100.0% 711 N Management 400 4.3% 258 Business and financial operations 162 1.7% 303 Computer and mathematical 36 0.4% 231 1 Architecture and engineering 57 0.6% 235 1 Life,physical,and social science 17 0.2% 144 Community and social services 139 1.5% 306 Legal 5 0.1% 54 Education,training,and library 209 2.2% 389 Arts,design,entertainment,sports,and media 73 0.8% 160 Healthcare practitioner,technologists,and technicians 213 2.3% 385 Healthcare support 224 2.4% 336 Protective service 163 1.7% 339 Food preparation and serving related 461 4.9% 398 Building and grounds cleaning and maintenance 628 6.7% 402 m Personal care and service 572 6.1% 446 1 Sales and related 865 9.2% 450 m Office and administrative support 1,468 15.7% 404 m Farming,fishing,and forestry 30 0.3% 147 1 Construction and extraction 956 10.2% 547 m Installation,maintenance,and repair 386 4.1% 439 1 Production 928 9.9% 469 m Transportation and material moving 1,382 14.7% 384 m CIVILIAN EMPLOYED POPULATION AGE 16+ YEARS BY INDUSTRY Total 9,374 100.0% 711 Agriculture,forestry,fishing and hunting 43 0.5% 195 Mining,quarrying,and oil and gas extraction 26 0.3% 138 Construction 981 10.5% 532 m Manufacturing 1,128 12.0% 420 m Wholesale trade 399 4.3% 370 1 Retail trade 1,278 13.6% 409 m Transportation and warehousing 663 7.1% 450 1 Utilities 49 0.5% 233 1 Information 94 1.0% 234 1 Finance and insurance 230 2.5% 333 1 Real estate and rental and leasing 148 1.6% 275 1 Professional,scientific,and technical services 137 1.5% 302 1 Management of companies and enterprises 0 0.0% 0 Administrative and support and waste management services 592 6.3% 396 1 Educational services 572 6.1% 415 1 Health care and social assistance 1,182 12.6% 432 m Arts,entertainment,and recreation 229 2.4% 337 1 Accommodation and food services 625 6.7% 388 m Other services,except public administration 685 7.3% 449 m Public administration 313 3.3% 312 1 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high ® medium 1 low November 14, 2011 Made with Esri Business Analyst -- 447-9778 Try it Now anesne ACS Population Summary Ward 6 2005-2009 ACS Estimate Percent MOE(3) Reliability FEMALES AGE 20-64 YEARS BY AGE OF OWN CHILDREN AND EMPLOYMENT STATUS Total 7,079 100.0% 526 Own children under 6 years only 517 7.3% 141 m In labor force 238 3.4% 91 m Not In labor force 279 3.9% 110 m Own children under 6 years and 6 to 17 years 835 11.8% 222 m In labor force 334 4.7% 122 ID Not in labor force 501 7.1% 186 Own children 6 to 17 years only 2,068 29.2% 274 In labor force 1,144 16.2% 205 Not in labor force 924 13.1% 201 No own children under 18 years 3,660 51.7% 399 In labor force 2,251 31.8% 290 Not in labor force 1,409 19.9% 234 POPULATION BY RATIO OF INCOME TO POVERTY LEVEL Total 27,671 100.0% 1,873 ■ Under.50 3,030 11.0% 723 m .50 to.99 4,194 15.2% 1,007 m 1.00 to 1.24 3,205 11.6% 853 m 1.25 to 1.49 2,416 8.7% 626 m 1.50 to 1.84 2,825 10.2% 624 m ` 1.85 to 1.99 1,123 4.1% 823 2.00 and over 10,878 39.3% 1,104 HOUSEHOLDS BY POVERTY STATUS Total 7,031 100.0% 398 Income in the past 12 months below poverty level 1,641 23.3% 238 Married-couple family 525 7.5% 135 m Other family-male householder(no wife present) 147 2.1% 63 m Other family-female householder(no husband present) 614 8.7% 174 m Nonfamily household-male householder 164 2.3% 73 m Nonfamily household-female householder 192 2.7% 75 m Income in the past 12 months at or above poverty level 5,390 76.7% 374 Married-couple family 2,791 39.7% 296 Other family-male householder(no wife present) 598 8.5% 202 m Other family-female householder(no husband present) 1,082 15.4% 188 Nonfamily household-male householder 429 6.1% 128 lu Nonfamily household-female householder 490 7.0% 112 IN Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: 0 high medium I low November 14, 2011 Made with Esri Business Analyst wwvv r 447-97n page 5 of b * esnACS Population Summary • Ward 6 2005-2009 ACS Estimate Percent MOE(2) Reliability HOUSEHOLDS BY INCOME Total 7,031 100.0% 398 Less than$10,000 616 8.8% 153 m $10,000 to$14,999 572 8.1% 136 m $15,000 to$19,999 661 9.4% 152 m $20,000 to$24,999 495 7.0% 136 m $25,000 to$29,999 673 9.6% 171 m $30,000 to$34,999 467 6.6% 136 m $35,000 to$39,999 363 5.2% 100 m $40,000 to$44,999 222 3.2% 87 m $45,000 to$49,999 314 4.5% 83 m $50,000 to$59,999 957 13.6% 269 m $60,000 to$74,999 563 8.0% 117 m $75,000 to$99,999 537 7.6% 120 m $100,000 to$124,999 412 5.9% 114 m $125,000 to$149,999 140 2.0% 71 m $150,000 to$199,999 30 0.4% 23 1 $200,000 or more 8 0.1% 15 Median Household Income $35,382 N/A Average Household Income N/A N/A Per Capita Income N/A N/A HOUSEHOLDS WITH HOUSEHOLDER AGE<25 YEARS BY INCOME Total 222 100.0% 91 m Less than$10,000 28 12.6% 36 $10,000 to$14,999 23 10.4% 19 $15,000 to$19,999 57 25.7% 51 $20,000 to$24,999 21 9.5% 31 $25,000 to$29,999 0 0.0% 0 $30,000 to$34,999 5 2.3% 12 $35,000 to$39,999 17 7.7% 18 $40,000 to$44,999 0 0.0% 0 $45,000 to$49,999 21 9.5% 25 $50,000 to$59,999 31 14.0% 43 ' $60,000 to$74,999 3 1.4% 20 $75,000 to$99,999 0 0.0% 0 $100,000 to$124,999 15 6.8% 23 ' $125,000 to$149,999 0 0.0% 0 $150,000 to$199,999 0 0.0% 0 $200,000 or more 0 0.0% 0 Median Household Income for HHr<25 $20,492 N/A Average Household Income for HHr<25 N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high m medium I law November 14, 2011 Made with Esri Business Analyst esri- ACS Population Mr Ward 6 2005-2009 ACS Estimate Percent MOE(3) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 25-44 YEARS BY INCOME Total 3,098 100.0% 354 Less than$10,000 234 7.6% 85 m $10,000 to$14,999 245 7.9% 108 m $15,000 to$19,999 320 10.3% 118 m $20,000 to$24,999 220 7.1% 106 m $25,000 to$29,999 369 11.9% 143 m $30,000 to$34,999 203 6.6% 87 m $35,000 to$39,999 162 5.2% 66 m $40,000 to$44,999 151 4.9% 81 m $45,000 to$49,999 120 3.9% 54 m $50,000 to$59,999 481 15.5% 236 m $60,000 to$74,999 259 8.4% 95 m $75,000 to$99,999 178 5.7% 63 m $100,000 to$124,999 122 3.9% 54 m $125,000 to$149,999 30 1.0% 27 1 $150,000 to$199,999 3 0.1% 41 1 $200,000 or more 0 0.0% 0 Median Household income for HHr 25-44 $33,833 N/A Average Household Income for HHr 25-44 N/A N/A HOUSEHOLDS WITH HOUSEHOLDER AGE 45-64 YEARS BY INCOME Total 2,499 100.0% 255 Less than$10,000 238 9.5% 108 m $10,000 to$14,999 126 5.0% 53 m $15,000 to$19,999 125 5.0% 49 m $20,000 to$24,999 135 5.4% 62 m $25,000 to$29,999 223 8.9% 86 m $30,000 to$34,999 150 6.0% 83 m $35,000 to$39,999 - 148 5.9% 67 m $40,000 to$44,999 37 1.5% 30 1 $45,000 to$49,999 136 5.4% 55 m $50,000 to$59,999 348 13.9% 111 m $60,000 to$74,999 229 9.2% 74 m $75,000 to$99,999 302 12.1% 96 m $100,000 to$124,999 186 7.4% 83 m $125,000 to$149,999 90 3.6% 61 1 $150,000 to$199,999 17 0.7% 17 1 $200,000 or more 8 0.3% 15 I Median Household Income for HHr 45-64 $47,329 N/A Average Household Income for HHr 45-64 N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high m medium I low November 14, 2011 Made with Esri Business Analyst .._._. www.esn.com/ba 800-447-9778 Try itNow' ''sae � esri- ACS Population Ward 6 C 2005-2009 ACS Estimate Percent MOE(t) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 65+YEARS BY INCOME Total 1,212 100.0% 166 Less than$10,000 116 9.6% 60 $10,000 to$14,999 177 14.6% 69 m $15,000 to$19,999 158 13.0% 76 m $20,000 to$24,999 119 9.8% 58 ID $25,000 to$29,999 81 6.7% 43 m $30,000 to$34,999 110 9.1% 62 m $35,000 to$39,999 36 3.0% 35 1 $40,000 to$44,999 33 2.7% 21 m $45,000 to$49,999 38 3.1% 28 1 $50,000 to$59,999 97 8.0% 51 m $60,000 to$74,999 72 5.9% 33 m $75,000 to$99,999 56 4.6% 38 1 $100,000 to$124,999 88 7.3% 54 m $125,000 to$149,999 20 1.7% 22 1 $150,000 to$199,999 10 0.8% 13 1 $200,000 or more 0 0.0% 0 Median Household Income for HHr 65+ $26,998 N/A Average Household Income for HHr 65+ N/A N/A Data Note: N/A means not available. Population by Ratio of Income to Poverty Level represents persons for whom poverty status is determined. Household income represents income in 2009,adjusted for Inflation. 2005-2009 ACS Estimate: The American Community Survey(ACS) replaces census sample data. Esri is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1, 2005 through December 31,2009. Although the ACS includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOES enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty is called the confidence interval,and it is calculated by taking the estimate+/-the MOE. For example,If the ACS reports an estimate of 100 with an MOE of+/- 20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esd has established from the Coefficients of Variation(CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate, expressed as a percentage. 0 High Reliability: Small CVs(less than or equal to 12 percent) are flagged green to indicate that the sampling error is small relative to the estimate and the estimate is reasonably reliable. m Medium Reliability: Estimates with CVs between 12 and 40 are flagged yellow-use with caution. 1 Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error is large relative to the estimate. The estimate is considered very unreliable. Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high ® medium 1 low November 14, 2011 Made with Esri Business Analyst www.esri.com/Ua 800-447-9778 Try esria - Ward 7 Shapefile Norry�park Blvd San Bernardino ¢ National 6 Forest d w W 40th St ¢ 18 SE 39th St 0 CO 2 Foothill Dr 0 s E ¢' oAii � N Q C W30 m - r Lynwood Dr 0 mom M 30 > Q fS z Bernardin County Highland Ave z M 1 E 13th StZ E Base Line St Base Line St line St 2 2 JIM W bin Miles 210 rnardino E 29th St Natioi al Forest n a' n n d San a c E Mirada Rd a' o an eernar !no n Z Be ardino coup y `) =E 28th St m 3 M J November 14, 2011 Made with Esri Business Analyst j/78 Try it Now' • * esn Demographic and Income Profile Report Ward 7 Summary 2000 2010 2015 Population 28,964 30,905 30,911 Households 9,795 9,893 9,833 Families 6,936 6,958 6,875 Average Household Size 2.93 3.09 3.11 Owner Occupied Housing Units 5,133 4,982 4,905 Renter Occupied Housing Units 4,662 4,910 4,928 Median Age 28.3 27.8 28.2 Trends:2010-2015 Annual Rate Area state National Population 0.00% 0.70% 0.76% Households -0.12% 0.63% 0.78% Families -0.24% 0.55% 0.64% Owner HHs -0.31% 0.68% 0.82% Median Household Income 3.01% 2.59% 2.36% 2000 2010 2015 Households by Income Number Percent Number Percent Number Percent <$15,000 2,561 26.0% 2,024 20.5% 1,755 17.8% $15,000- $24,999 1,610 16.3% 1,347 13.6% 1,199 12.2% $25,000-$34,999 1,424 14.4% 1,201 12.1% 1,022 10.4% $35,000-$49,999 1,514 15.4% 1,553 15.7% 1,311 13.3% $50,000-$74,999 1,527 15.5% 2,023 20.4% 2,339 23.8% $75,000- $99,999 633 6.4% 1,017 10.3% 1,128 11.5% $100,000- $149,999 418 4.2% 495 5.0% 718 7.3% $150,000- $199,999 62 0.6% 121 1.2% 183 1.9% $200,000+ 111 1.1% 113 1.1% 179 1.8% Median Household Income $30,174 $38,404 $44,531 Average Household Income $42,298 $48,287 $55,595 Per Capita Income $14,608 $15,602 $17,845 2000 2010 2015 Population by Age Number Percent Number Percent Number Percent 0-4 2,994 10.3% 3,315 10.7% 3,356 10.9% 5-9 3,103 10.7% 2,843 9.2% 2,872 9.3% 10- 14 2,644 9.1% 2,431 7.9% 2,436 7.9% 15- 19 2,221 7.7% 2,582 8.4% 2,137 6.9% 20-24 2,109 7.3% 2,866 9.3% 2,847 9.2% 25-34 4,270 14.7% 4,515 14.6% 5,097 16.5% 35-44 4,109 14.2% 3,556 11.5% 3,329 10.8% 45- 54 2,982 10.3% 3,472 11.2% 3,084 10.0% 55-64 1,807 6.2% 2,640 8.5% 2,834 9.2% 65-74 1,289 4.5% 1,354 4.4% 1,690 5.5% 75-84 1,106 3.8% 868 2.8% 813 2.6% 85+ 331 1.1% 461 1.5% 417 1.3% 2000 2010 2015 Race and Ethnicity Number Percent Number Percent Number Percent White Alone 15,005 51.8% 13,401 43.4% 12,370 40.0% Black Alone 4,766 16.5% 4,848 15.7% 4,623 15.0% American Indian Alone 391 1.4% 420 1.4% 414 1.3% Asian Alone 580 2.0% 733 2.4% 786 2.5% Pacific Islander Alone 98 0.3% 110 0.4% 110 0.4% Some Other Race Alone 6,443 22.2% 9,348 30.2% 10,477 33.9% Two or More Races 1,681 5.8% 2,045 6.6% 2,130 6.9% Hispanic Origin(Any Race) 11,334 39.1% 16,047 51.9% 17,795 57.6% y Data Note:Income Is expressed in current dollars Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esrl forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst Try it Nov�� • 1p esn- Demographic and Income Profile Report Ward 7 Trends 2010-2015 3 2.5 Y d � 2 d L1 1.$ C 1 A c 0.5 MArea Q N state 0 0 USA mo Population Households Families Owner HHs Median HH Income Population by Age 16 14 12 c 10 v a 6 4 E2010 02015 2 0- 0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ 2010 Household Income 2010 Population by Race $50K-$74K 20.4% 40 175K-$99K 0.3% 35 $100K-$149K 5.0% 30 $35K-$49K $150K-$199K 15.7% 1.2% $201 c 25 1.1% U y 20 a 15 10 $25K-$39K a$15K 12.1% 2015% g15N i29K ck white Bla Am.Ind A9 ther 1an Pacific O Two+ 6$ 2010 Percent Hispanic Origin: 51.9% Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esri forecasts for 2010 and 2015. November 14, 2011 Made with Esri Business Analyst gesn® Executive Summary Ward 7 2010 Population Total Population 30,905 Male Population 487,/6 Female Population 51.39/6 Median Age 27.8 2010 Income Median HH Income $38,404 Per Capita Income $15,602 Average HH Income $48,287 2010 Households Total Households 9,893 Average Household Size 3.09 2010 Housing Owner Occupied Housing Units 43.9% Renter Occupied Housing Units 43.3% Vacant Housing Units 127,/6 Population 1990 Population 25,550 2000 Population 28,964 2010 Population 30,905 2015 Population 30,911 1990-2000 Annual Rate 1.26016 2000-2010 Annual Rate 083% 2010-2015 Annual Rate 0% In the identified market area,the current year population is 30,905.In 2000,the Census count in the market area was 28,964. The rate of Cchange since 2000 was 0.63 percent annually.The five-year projection for the population in the market area is 30,911,representing a change of 0 percent annually from 2010 to 2015. Currently,the population is 48.7 percent male and 51.3 percent female. Households 1990 Households 10,208 2000 Households 2010 Households 9,795 9,893 2015 Households 1990-2000 Annual Rate 9833 2000-2010 Annual Rate -0.41% 1 2010-2015 Annual Rate -0.12%0.1 The household count in this market area has changed from 9,795 in 2000 to 9,893 in the current year,a change of 0.1 percent annually. The five-year projection of households is 9,833, a change of-0.12 percent annually from the current year total. Average household size is currently 3.09,compared to 2.93 in the year 2000. The number of families in the current year is 6,958 in the market area. Housing Currently,43.9 percent of the 11,337 housing units in the market area are owner occupied; 43.3 percent,renter occupied; and 12.7 percent are vacant. In 2000,there were 10,877 housing units- 47.1 percent owner occupied, 42.8 percent renter occupied and 10.2 percent vacant. The rate of change in housing units since 2000 is 0.4 percent. Median home value in the market area is$140,602,compared to a median home value of$157,913 for the U.S. In five years,median home value is projected to change by 3.71 percent annually to$168,699. From 2000 to the current year,median home value changed by 3.74 percent annually. Source: U.S.Bureau of the Csnsue,2000 Census W Population uM Housing.Earl do ssd.for 2010 antl 2015.Earl oornened 1990 Cenaus dad Into 2000 geography. 02011 Esd 11/142011 Pagel W2 • lesine Executive Summary Ward 7 Median Household Income 1990 Median HH Income $29,773 2000 Median HH Income $30,174 2010 Median HH Income $38,404 2015 Median HH Income $44,531 1990-2000 Annual Rate 0.13% 2000-2010 Annual Rate 2.381/6 2010-2015 Annual Rate 3 Per Capita Income 1990 Per Capita Income $14,349 2000 Per Capita Income $14,608 2010 Per Capita Income $15,602 2015 Per Capita Income $17,845 1990-2000 Annual Rate 0.18% 2000-2010 Annual Rate 0.649/6 2010-2015 Annual Rate 2.72 Average Household Income 1990 Average Household Income $36,354 2000 Average Household Income $42,298 2010 Average HH Income $48,287 2015 Average HH Income $55,595 1990-2000 Annual Rate 1.53% 2000-2010 Annual Rate 1.3-A 2010-2015 Annual Rate 2.86 Households by Income Current median household income is$38,404 in the market area, compared to$54,442 for all U.S.households. Median household income is projected to be$44,531 in five years. In 2000,median household income was$30,174,compared to$29,773 in 1990. ,rte Current average household income is$48,287 in this market area, compared to$70,173 for all U.S.households. Average household income (`Yr/ is projected to be$55,595 in five years. In 2000,average household income was$42,298,compared to$36,354 in 1990. Current per capita income is$15,602 in the market area,compared to the U.S.per capita income of$26,739. The per capita income is projected to be$17,845 in five years. In 2000,the per capita income was$14,608,compared to$14,349 in 1990. Population by Employment Currently,77.7 percent of the civilian labor force in the identified market area is employed and 22.3 percent are unemployed. In comparison, 89.2 percent of the U.S.civilian labor force is employed,and 10.8 percent are unemployed. In five years the rate of employment in the market area will be 81.0 percent of the civilian labor force,and unemployment will be 19.0 percent. The percentage of the U.S.civilian labor force that will be employed in five years is 91.2 percent,and 8.8 percent will be unemployed. In 2000,57.8 percent of the population aged 16 years or older in the market area participated in the labor force,and 0.0 percent were in the Armed Forces. In the current year,the occupational distribution of the employed population is: a 52.3 percent in white Collar jobs(compared to 61.6 percent of U.S.employment) e 22.9 percent in service jobs(compared to 17.3 percent of U.S.employment) • 24.8 percent in blue collar jobs(compared to 21.1 percent of U.S.employment) In 2000,70.7 percent of the market area population drove alone to work,and 3.0 percent worked at home. The average travel time to work in 2000 was 26.6 minutes in the market area,compared to the U.S.average of 25.5 minutes. Population by Education In 2010,the educational attainment of the population aged 25 years or older in the market area was distributed as follows: e 24.0 percent had not earned a high school diploma(14.8 percent in the U.S.) e 29.6 percent were high school graduates only(29.6 percent in the U.S.) a 7.1 percent had completed an Associate degree(7.7 percent in the U.S.) a 10.7 percent had a Bachelor's degree(17.7 percent in the U.S.) a 5.4 percent had earned a Master's/Professional/Doctorate Degree(10.4 percent in the U.S.) Sours:U.S.Bureau of the Census,2000 Census of Population and Housing.Earl forocests for 2010 and 2015.Earl pomaded 1990 Census data into 2000 geography. =011 ESd 11/14/2011 Page 2 at 2 e - . 1 , ; , ! 4994e9 ; 9 2 . ` • r4 < < < < ; ; ; 1 ; < ! ; < ! ! 4 < 4 . . . . . . . . . . . . . . . . . . . . . . . . m � E . . , . . . , , § ME E . . � z � � � � � � ! \ � ) ! \ ®LM ! ) ) ul ! ! { \ { � f I I? / � ) [ ) \ ] | ) � | zi ) � ! } ; | ] \ | | | ) ] ! | ! | } � { ) | � • - ) � ■ . ; ; ! > ! ! ; ; ! | _ : ! ! ! ! � O � a T N w E J � C� 2 C cn y y d C .y 7 m LM 4 s s ° 0 r a E Y x g € ps` B a g a b � � s LL g` L ji SE 2c = fr @m LL € ; zoo a € LL � E mgt & mm 2 9 V Z � 2 � esri•. Graphic Profile Ward 7 Households 2010 Households by Income 9000 8000 $75K-100 (10.3%) $50K-75K(20.4%) $100K-$150K(5.0%) 000 $150(1+(2.4%) 6000 5000 9833 4151K(20.5%) 4000 35 K-$SOK(15.7%) 3000 2000 $25K-35K(12.1%) - 25K(13.6%) 1000 0 2000 2010 2015 2010 Population by Age 2010 Owner Occupied HUs by Value 45-54(11.2%) 55.64 8.5%) $200.299 .9% 65+(8.7°b) $ 399 (2.6%) 0399(1.3%)35-44(11.5%) OK+(1.3%) i O <5(10.7%) 4100K(10.9%) 5-34(14.6%) 100-199K(74.6%) 20-24(9.3%) 5.19(25.4%) 2010 Employed 107 by Occupation 2010 Population by Race 45 40 Maintenance/Repair(4.4%) 35 Constj"i(4.9%) 30 Farmm Fi drain Support(13.4 sportation(7.8%) 25 t i Mgmul3usiness.(8.9% U 20 Sales(12.3%) 41 15 10 ofessional(17.6%) 5 15.7 0 'y White Blac 1 Am.lJAsn./Pc Other Two. 2010 Percent Hispanic Origin:51.9% iC. Source:U.S.Bureau of the Census,2000 Census of Population and Housing.Esri forecasts for 2010 and 2015. 02011 Earl On-demand reports and maps from Business Analyst Online.Order at www esri com/bao or call 800-447-9778 11/14/2011 Page 1 of 1 � esne ACS Housing Summary Ward 7 2005-2009 ACS Estimate Percent MOE(3) Reliability TOTALS Total Population 31,188 1,766 LU Total Households 9,513 376 Total Housing Units 10,423 413 OWNER-OCCUPIED HOUSING UNITS BY VALUE Total 5,011 100.0% 310 ■ Less than$10,000 49 1.0% 26 m $10,000 to$14,999 19 0.4% 44 1 $15,000 to$19,999 28 0.6% 28 1 $20,000 to$24,999 28 0.6% 13 1 $25,000 to$29,999 16 0.3% 19 1 $30,000 to$34,999 16 0.3% 16 1 $35,000 to$39,999 29 0.6% 20 1 $40,000 to$49,999 19 0.4% 23 1 $50,000 to$59,999 59 1.2% 58 1 $60,000 to$69,999 3 0.1% 10 1 $70,000 to$79,999 22 0.4% 25 1 $80,000 to$89,999 92 1.8% 54 m $90,000 to$99,999 14 0.3% 16 1 $100,000 to$124,999 159 3.2% 58 m $125,000 to$149,999 147 2.9% 63 m $150,000 to$174,999 235 4.7% 67 m C $175,000 to$199,999 196 3.9% 68 [D $200,000 to$249,999 884 17.6% 164 MI $250,000 to$299,999 666 13.3% 127 $300,000 to$399,999 1,798 35.9% 249 $400,000 to$499,999 208 4.2% 68 LL $500,000 to$749,999 217 4.3% 79 m $750,000 to$999,999 69 1.4% 69 1 $1,000,000 or more 40 0.8% 21 m Median Home Value $286,899 N/A Average Home Value N/A N/A OWNER-OCCUPIED HOUSING UNITS BY MORTGAGE STATUS Total 5,011 100.0% 310 Housing units with a mortgage/contract to purchase/similar debt 3,810 76.0% 296 Second mortgage only 250 5.0% 76 Home equity loan only 460 9.2% 110 m Both second mortgage and home equity loan 107 2.1% 71 1 No second mortgage and no home equity loan 2,993 59.7% 289 Housing units without a mortgage 1,201 24.0% 169 AVERAGE VALUE BY MORTGAGE STATUS Housing units with a mortgage N/A N/A Housing units without a mortgage N/A N/A r^^ i Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium 1 low November 14, 2011 Made with Esri Business Analyst sri.com/ba 800-447-9778 Try �'i5 1pesn- ACS Housing Summary Ward 7 2005-2009 ACS Estimate Percent NOE(*) Reliability RENTER-OCCUPIED HOUSING UNITS BY CONTRACT RENT Total 4,502 100.0% 292 dD With cash rent 4,437 98.6% 291 Less than$100 43 1.0% 29 $100 to$149 8 0.2% 19 p $150 to$199 0 0.0% 0 $200 to$249 0 0.0% 0 $250 to$299 45 1,0°/ 42 1 $300 to$349 0 0.0% 0 $350 to$399 48 1.1% 55 $400 to$449 23 0.5% 22 $450 to$499 45 1.0% 34 1 $500 to$549 241 5.4% 73 m $550 to$599 226 5.0% 56 m $600 to$649 484 10.8% 103 m $650 to$699 486 10.8% 120 m $700 to$749 330 7.3% 81 m $750 to$799 624 13.9% 131 m $800 to$899 640 14.2% 123 $900 to$999 435 9.7% 114 m $1,000 to$1,249 395 8.8% 91 m $1,250 to$1,499 243 5.4% 98 m $1,500 to$1,999 116 2.6% 68 m $2,000 or more 5 0.1% 10 1 No cash rent 65 1.4% 42 m Median Contract Rent $769 N/A Average Contract Rent N/A N/A RENTER-OCCUPIED HOUSING UNITS BY INCLUSION OF UTILITIES IN RENT Total 4,502 100.0% 292 Pay extra for one or more utilities 4,478 99.5% 290 No extra payment for any utilities 23 0.5% 27 HOUSING UNITS BY UNITS IN STRUCTURE Total 10,423 100.0% 413 1,detached 6,288 60.3% 333 1,attached 94 0.9% 55 m 2 125 1.2% 64 m 3 or 4 609 5.8% 141 m 5 to 9 768 7.4% 188 m 10 to 19 969 9.3% 165 20 to 49 713 6.8% 119 50 or more 709 6.8% 115 Mobile home 148 1.4% 47 m Boat, RV,van,etc. 0 0.00% 0 �Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high medium I low November 14, 2011 Made with Esri Business Analyst t^ ��: sri.Com/ba 800-447-9778 Tr. al. * esne • Summary Ward 7 2005-2009 ACS Estimate Percent MOE(*) Reliability HOUSING UNITS BY YEAR STRUCTURE BUILT Total 10,423 100.0% 413 Built 2005 or later 63 0.6% 55 O Built 2000 to 2004 72 0.7% 50 0 Built 1990 to 1999 262 2.5% 66 Built 1980 to 1989 900 8.6% 136 MI Built 1970 to 1979 1,996 19.1% 278 IM Built 1960 to 1969 1,731 16.6% 223 IM Built 1950 to 1959 3,285 31.5% 274 IM Built 1940 to 1949 1,182 11.3% 186 ID Built 1939 or earlier 933 9.0% 157 ZI Median Year Structure Built 1959 N/A OCCUPIED HOUSING UNITS BY YEAR HOUSEHOLDER MOVED INTO UNIT Total 9,513 100.0% 376 Owner occupied Moved In 2005 or later 921 9.7% 175 Moved in 2000 to 2004 1,289 13.5% 207 Moved in 1990 to 1999 1,222 12.8% 184 Moved in 1980 to 1989 584 6.1% 131 m Moved in 1970 to 1979 463 4.9% 117 m Moved In 1969 or earlier 533 5.6% 111 m Renter occupied Moved in 2005 or later 2,444 25.7% 239 Moved in 2000 to 2004 1,511 15.9% 202 Moved in 1990 to 1999 465 4.9% 87 Moved in 1980 to 1989 32 0.3% 32 Moved In 1970 to 1979 24 0.3% 12 m Moved In 1969 or earlier 25 0.3% 17 1 Median Year Householder Moved Into Unit 2003 N/A OCCUPIED HOUSING UNITS BY HOUSE HEATING FUEL Total 9,513 100.0% 376 Utility gas 7,475 78.6% 363 Bottled,tank,or LP gas 71 0.7% 30 Electricity 1,795 18.9% 198 Fuel oil,kerosene,etc. 9 0.1% 23 Coal or coke 0 0.0% 0 Woad 27 0.3% 27 Solar energy 0 0.0% 0 Other fuel 8 0.1% 13 No fuel used 128 1.3% 57 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high ® medium I low November 14, 2011 Made with Esri Business Analyst - n/ba 800-447-9778 Try it NOwI °age 0 . * esrl* A 0 • Summary Ward 7 2005-2009 ACS Estimate Percent MOE(±) Reliability OCCUPIED HOUSING UNITS By VEHICLES AVAILABLE Total 9,513 100.0% 376 LM Owner occupied No vehicle available 212 2.2% 71 m 1 vehicle available 1,195 12.6% 172 2 vehicles available 2,025 21.3% 227 3 vehicles available 924 9.7% 179 4 vehicles available 597 6.3% 154 5 or more vehicles available 59 0.6% 23 m Renter occupied No vehicle available 932 9.8% 160 1 vehicle available 2,022 21.3% 216 2 vehicles available 1,239 13.0% 164 3 vehicles available 231 2.4% 93 4 vehicles available 33 0.3% 36 5 or more vehicles available 45 0.5% 87 Average Number of Vehicles Available N/A N/A C Data Note: N/A means not available. 2005-2009 ACS Estimate: The American Community Survey(ACS)replaces census sample data. Esrl is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1,2005 through December 31, 2009. Although the ACS Includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOES enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty is called the confidence Interval,and it is calculated by taking the estimate+/-the MOE. For example,if the ACS reports an estimate of 100 with an MOE of+/- 20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esri has established from the Coefficients of Variation(CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate,expressed as a percentage. High Reliability: Small CVs(less than or equal to 12 percent)are nagged green to indicate that the sampling error is small relative to the estimate and the estimate is reasonably reliable. M Medium Reliability: Estimates with CVs between 12 and 40 are Flagged yellow—use with caution. Low Reliability: Large CVs(over 40 percent)are Flagged red to Indicate that the sampling error is large relative to the estimate. The estimate is considered very unreliable. CSource:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high ® medium I low November 14, 2011 Made with Esri Business Analyst /g2C 11 r:n 800-447-9778 ?age 4 or+ esri- ACS Population Ward 7 *4 / 2005-2009 ACS Estimate Percent MOE(t) Reliability TOTALS Total Population 31,188 1,766 Total Households 9,513 376 Total Housing Units 10,423 413 POPULATION AGE 15+YEARS BY MARITAL STATUS Total 21,598 100.0% 1,206 Never married 8,404 38.9% 690 Married 9,527 44.1% 525 Widowed 1,204 5.6% 491 m Divorced 2,462 11.4% 366 POPULATION AGE 3+YEARS BY SCHOOL ENROLLMENT Total 29,084 100.0% 1,618 Enrolled in school 10,349 35.6% 744 Enrolled in nursery school, preschool 560 1.9% 422 Public school 401 1.4% 283 Private school 159 0.5% 341 Enrolled in kindergarten 840 2.9% 408 m Public school 826 2.8% 408 m Private school 14 0.0% 111 Enrolled in grade 1 to grade 4 2,540 8.7% 481 Public school 2,382 8.2% 475 m Private school 158 0.5% 379 1 Enrolled in grade 5 to grade 8 2,502 8.6% 410 Public school 2,305 7.9% 426 C Private school 197 0.7% 358 Enrolled in grade 9 to grade 12 2,279 7.8% 454 m Public school 2,081 7.2% 465 m Private school 198 0.7% 277 1 Enrolled in college undergraduate years 1,438 4.9% 412 m Public school 1,184 4.1% 404 m Private school 254 0.9% 381 1 Enrolled in graduate or professional school 190 0.7% 303 1 Public school 148 0.5% 271 1 Private school 43 0.1% 141 1 Not enrolled in school 18,735 64.4% 943 ■ POPULATION AGE 25+YEARS BY EDUCATIONAL ATTAINMENT Total 16,348 100.0% 872 No schooling completed 248 1.5% 314 Nursery to 4th grade 231 1.4% 333 5th and 6th grade 980 6.0% 437 m 7th and 8th grade 366 2.2% 412 9th grade 676 4.1% 330 m 10th grade 507 3.1% 425 11th grade 947 5.8% 427 m 12th grade, no diploma 790 4.8% 403 m High school graduate,GED,or alternative 4,605 28.2% 477 Some college, less than 1 year 1,287 7.9% 436 m Some college, 1 or more years, no degree 2,455 15.0% 354 Associate's degree 1,180 7.2% 383 m Bachelor's degree 1,386 8.5% 364 m Master's degree 408 2.5% 470 1 Professional school degree 183 1.1% 250 1 Doctorate degree 96 0.6% 270 1 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium I low November 14, 2011 Made with Esri Business Analyst -o www.esri.com/ba 1pesn- ACS Population Summary Ward 7 2005-2009 ACS Estimate Percent MOE(t) Reliability POPULATION AGE 5+YEARS BY LANGUAGE SPOKEN AT HOME AND ABILITY TO SPEAK ENGLISH Total 27,915 100.0% 1,561 LM 5 to 17 years Speak only English 4,835 17.3% 535 Im Speak Spanish 3,187 11.4% 542 Im Speak English "very well"or"well" 2,968 10.6% 581 Im Speak English "not well" 192 0.7% 82 Lj Speak English "not at all" 27 0.1% 27 1 Speak other Indo-European languages 21 0.1% 50 1 Speak English "very well"or"well" 21 0.1% 143 1 Speak English "not well' 0 0.0% 0 Speak English "not at all' 0 0.0% 0 Speak Asian and Pacific Island languages 17 0.1% 72 1 Speak English "very well"or"well' 17 0.1% 150 1 Speak English "not well" 0 0.0% 0 Speak English "not at all' 0 0.0% 0 Speak other languages 0 0.0% 0 Speak English "very well"or"well' 0 0.0% 0 Speak English "not well' 0 0.0% 0 Speak English "not at all' 0 0.0% 0 18 to 64 years Speak only English 10,315 37.0% 969 Speak Spanish 6,762 24.2% 670 Speak English "very well"or"well' 4,460 16.0% 491 Speak English "not well" 1,667 6.0% 343 m Speak English "not at all' 635 2.3% 161 m Speak other Indo-European languages 96 0.3% 48 m Speak English "very well'or"well' 76 0.3% 235 1 Speak English "not well' 9 0.0% 16 Speak English "not at all' 11 0.0% 22 Speak Asian and Pacific Island languages 220 0.8% 86 m Speak English "very well"or"well" 160 0.6% 275 1 Speak English "not well" 47 0.2% 25 LD Speak English "not at all' 13 0.0% 37 1 Speak other languages 44 0.2% 70 1 Speak English "very well"or"well' 44 0.2% 149 1 Speak English "not well" 0 0.0% 0 Speak English "not at all' 0 0.0% 0 65 years and over Speak only English 1,767 6.3% 228 0 Speak Spanish 469 1.7% 135 Speak English "very well'or"well' 263 0.9% 385 Speak English "not well" 83 0.3% 73 Speak English "not at all" 122 0.4% 94 Speak other Indo-European languages 67 0.2% 45 Speak English 'very well'or"well' 67 0.2% 300 Speak English"not well" 0 0.0% 0 Speak English"not at all' 0 0.0% 0 Speak Asian and Pacific Island languages 116 0.4% 69 m Speak English'very well"or"well" 53 0.2% 268 1 Speak English"not well' 27 0.1% 47 Speak English"not at all' 36 0.1% 57 Speak other languages 0 0.0% 0 Speak English'very well'or"well' 0 0.0% 0 Speak English"not well' 0 0.0% 0 Speak English"not at all' 0 0.0% 0 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: M high ® medium I low November 14, 2011 Made with Esri Business Analyst i/ba 800-447-9778 Try 'ape oP<. ACS Population Summary esne Ward 7 2005-2009 ACS Estimate Percent MOE(t) Reliability WORKERS AGE 16+YEARS BY PLACE OF WORK Total 10,741 100.0% 768 Worked in state and in county of residence 8,768 81.6% 663 Worked in state and outside county of residence 1,962 18.3% 334 Worked outside state of residence 11 0.1% 17 WORKERS AGE 16+YEARS BY MEANS OF TRANSPORTATION TO WORK Total 10,741 100.0% 768 Drove alone 8,011 74.6% 604 Carpooled 1,692 15.8% 322 Public transportation (excluding taxicab) 442 4.1% 100 Bus or trolley bus 379 3.5% 95 Streetcar or trolley car 5 0.0% 13 Subway or elevated 0 0.0% 0 Railroad 58 0.5% 40 Ferryboat 0 0.0% 0 Taxicab 0 0.0% 0 Motorcycle 14 0.1% 17 Bicycle 0 0.0% 0 Walked 102 0.9% 41 m Other means 62 0.6% 65 Worked at home 418 3.9% 122 m WORKERS AGE 16+YEARS(WHO DID NOT WORK FROM HOME)BY TRAVEL TIME TO WORK Total 10,324 100.0% 750 Less than 5 minutes 265 2.6% 125 5 to 9 minutes 797 7.7% 152 Im 10 to 14 minutes 1,928 18.7% 269 IM 15 to 19 minutes 1,783 17.3% 301 20 to 24 minutes 1,362 13.2% 331 _ 25 to 29 minutes 625 6.1% 103 CID 30 to 34 minutes 1,285 12.4% 253 IM 35 to 39 minutes 187 1.8% 86 m 40 to 44 minutes 286 2.8% 188 m 45 to 59 minutes 680 6.6% 224 m 60 to 89 minutes 602 5.8% 147 m 90 or more minutes 523 5.1% 144 m Average Travel Time to Work(in minutes) N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: ® high tD medium I low November 14, 2011 Made with Esri Business Analyst '178 Try it Nowl wesn- iACS Population Summary Ward 7 2005-2009 ACS Estimate Percent MOE(*) Reliability CIVILIAN EMPLOYED POPULATION AGE 16+YEARS BY OCCUPATION Total 11,008 100.0% 772 Management 713 6.5% 406 Business and financial operations 276 2.5% 430 Computer and mathematical 110 1.0% 239 Architecture and engineering 53 0.5% 298 Life,physical,and social science 0 0.0% 0 Community and social services 108 1.0% 329 Legal 93 0.8% 149 Education,training,and library 550 5.0% 394 Arts,design,entertainment,sports,and media 122 1.1% 241 Healthcare practitioner,technologists,and technicians 377 3.4% 378 Healthcare support 252 2.3% 333 Protective service 352 3.2% 390 Food preparation and serving related 529 4.8% 428 Building and grounds cleaning and maintenance 387 3.5% 387 Personal care and service 688 6.3% 479 Sales and related 1,311 11.9% 289 m Office and administrative support 1,827 16.6% 449 m Farming,fishing,and forestry 48 0.4% 90 Construction and extraction 972 8.8% 530 m Installation,maintenance,and repair 354 3.2% 412 Production 503 4.6% 348 Transportation and material moving 1,384 12.6% 550 m CIVILIAN EMPLOYED POPULATION AGE 16+ YEARS BY INDUSTRY Total 11,008 100.0% 772 Agriculture,forestry,fishing and hunting 86 0.8% 144 Mining,quarrying,and oil and gas extraction 0 0.0% 0 Construction 1,105 10.0% 481 m Manufacturing 760 6.9% 481 m Wholesale trade 569 5.2% 438 1 Retail trade 1,441 13.1% 438 m Transportation and warehousing 758 6.9% 437 m Utilities 53 0.5% 234 Information 255 2.3% 388 Y Finance and insurance 405 3.7% 371 Real estate and rental and leasing 255 2.3% 336 1 Professional,scientific,and technical services 280 2.5% 386 Management of companies and enterprises 15 0.1% 137 1 Administrative and support and waste management services 551 5.0% 421 Educational services 795 7.2% 426 Health care and social assistance 1,740 15.8% 400 m Arts,entertainment,and recreation 370 3.4% 338 Accommodation and food services 633 5.8% 488 Other services,except public administration 415 3.8% 390 Public administration 522 4.7% 419 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: & high ® medium I low November 14, 2011 Made with Esri Business Analyst "2'' wwW.esri.corn/ba 800-447-9778 Try it Now' • � esne ACS Population . Ward 7 2005-2009 ACS Estimate Percent MOE(t) Reliability FEMALES AGE 20-64 YEARS BY AGE OF OWN CHILDREN AND EMPLOYMENT STATUS Total 8,522 100.0% 516 Own children under 6 years only 898 10.5% 169 In labor force 610 7.2% 147 m Not in labor force 288 3.4% 80 m Own children under 6 years and 6 to 17 years 1,174 13.8% 194 IN In labor force 662 7.8% 133 m Not in labor force 512 6.0% 155 m Own children 6 to 17 years only 2,113 24.8% 236 In labor force 1,602 18.8% 214 Not in labor force 511 6.0% 107 m No own children under 18 years 4,337 50.9% 391 In labor force 2,647 31.1% 306 Not in labor force 1,690 19.8% 232 POPULATION BY RATIO OF INCOME TO POVERTY LEVEL Total 30,916 100.0% 1,740 Under.50 2,771 9.0% 630 m .50 to.99 4,208 13.6% 809 im 1.00 to 1.24 2,601 8.4% 554 m 1.25 to 1.49 2,988 9.7% 701 m 1.50 to 1.84 2,794 9.0% 687 m 1.85 to 1.99 829 2.7% 219 m 2.00 and over 14,724 47.6% 1,235 HOUSEHOLDS BY POVERTY STATUS Total 9,513 100.0% 376 Income in the past 12 months below poverty level 1,848 19.4% 231 Married-couple family 427 4.5% 126 m Other family-male householder(no wife present) 158 1.7% 69 m Other family-female householder(no husband present) 774 8.1% 146 Nonfamily household-male householder 132 1.4% 65 19 Nonfamily household-female householder 356 3.7% 116 Income in the past 12 months at or above poverty level 7,665 80.6% 362 Married-couple family 3,543 37.2% 285 Other family-male householder(no wife present) 575 6.0% 129 Other family-female householder(no husband present) 1,574 16.5% 211 Nonfamily household-male householder 1,009 10.6% 159 Nonfamily household-female householder 964 10.1% 146 Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium I low November 14, 2011 Made with Esri Business Analyst www.esn.cc 178 Try it Now' ,,., * esrl*0 ACS Population Ward 7 2003-2009 ACS Estimate Percent HOE(t) Reliability HOUSEHOLDS BY INCOME Total 9,513 100.0% 376 Less than$10,000 740 7.8% 149 $10,000 to$14,999 731 7.7% 153 $15,000 to$19,999 679 7.1% 134 $20,000 to$24,999 700 7.4% 120 $25,000 to$29,999 855 9.0% 145 $30,000 to$34,999 736 7.7% 142 $35,000 to$39,999 683 7.2% 134 $40,000 to$44,999 471 5.0% 132 $45,000 to$49,999 355 3.7% 91 $50,000 to$59,999 746 7.8% 136 $60,000 to$74,999 905 9.5% 156 $75,000 to$99,999 1,061 11.2% 176 $100,000 to$124,999 340 3.6% 135 m $125,000 to$149,999 181 1.9% 59 m $150,000 to$199,999 165 1.7% 69 m $200,000 or more 164 1.7% 94 m Median Household Income $37,134 N/A Average Household Income $51,208 $4,586 Per Capita Income $16,253 $1,610 HOUSEHOLDS WITH HOUSEHOLDER AGE <25 YEARS BY INCOME Total 515 100.0% 85 Less than$10,000 146 28.3% 51 m $10,000 to$14,999 11 2.1% 43 $15,000 to$19,999 67 13.0% 36 $20,000 to$24,999 7 1.4% 26 $25,000 to$29,999 56 10.9% 41 $30,000 to$34,999 26 5.0% 43 $35,000 to$39,999 80 15.5% 26 $40,000 to$44,999 36 7.0% 23 m $45,000 to$49,999 11 2.1% 16 $50,000 to$59,999 24 4.7% 27 $60,000 to$74,999 15 2.9% 14 $75,000 to$99,999 35 6.8% 39 $100,000 to$124,999 0 0.0% 0 $125,000 to$149,999 0 0.0% 0 $150,000 to$199,999 0 0.0% 0 $200,000 or more 0 0.0% 0 Median Household Income for HHr<25 $27,074 N/A Average Household Income for HHr<25 N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium Y low November 14, 2011 Made with Esri Business Analyst n/ba 80. * esr*l- Population Ward 7 2005-2009 ACS Estimate Percent MOE(i) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 25-44 YEARS BY INCOME Total 4,157 100.0% 328 Less than$10,000 271 6.5% 96 m $10,000 to$14,999 240 5.8% 102 m $15,000 to$19,999 333 8.0% 107 m $20,000 to$24,999 350 8.4% 83 m $25,000 to$29,999 523 12.6% 131 m $30,000 to$34,999 364 8.8% 104 m $35,000 to$39,999 289 7.0% 106 m $40,000 to$44,999 228 5.5% 112 m $45,000 to$49,999 95 2.3% 47 m $50,000 to$59,999 348 8.4% 105 m $60,000 to$74,999 472 11.4% 128 m $75,000 to$99,999 549 13.2% 134 m $100,000 to$124,999 12 0.3% 22 1 $125,000 to$149,999 47 1.1% 34 1 $150,000 to$199,999 29 0.7% 27 1 $200,000 or more 7 0.2% 12 1 Median Household Income for Her 25-44 $34,960 N/A Average Household Income for HHr 25-44 N/A N/A HOUSEHOLDS WITH HOUSEHOLDER AGE 45-64 YEARS BY INCOME Total 3,330 100.0% 281 Less than$10,000 133 4.0% 62 m $10,000 to$14,999 355 10.7% 101 m $15,000 to$19,999 148 4.4% 53 m $20,000 to$24,999 176 5.3% 55 m $25,000 to$29,999 138 4.1% 53 m $30,000 to$34,999 223 6.7% 96 m $35,000 to$39,999 243 7.3% 76 m $40,000 to$44,999 133 4.0% 51 m $45,000 to$49,999 217 6.5% 76 m $50,000 to$59,999 257 7.7% 71 m $60,000 to$74,999 339 10.2% 86 m $75,000 to$99,999 307 9.2% 90 m $100,000 to$124,999 273 8.2% 122 m $125,000 to$149,999 108 3.2% 39 m $150,000 to$199,999 136 4.1% 64 m $200,000 or more 141 4.2% 92 m Median Household Income for HHr 45-64 $47,491 N/A Average Household Income for HHr 45-64 N/A N/A Source:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high m medium low November 14, 2011 Made with Esri Business Analyst 0778 Tr Face Iresn- ACS Population Summary Ward 7 2005-2009 ACS Estimate Percent MOE(t) Reliability HOUSEHOLDS WITH HOUSEHOLDER AGE 65+YEARS BY INCOME Total 1,511 100.0% 180 Less than$10,000 190 12.6% 88 m $10,000 to$14,999 125 8.3% 56 m $15,000 to$19,999 131 8.7% 57 m $20,000 to$24,999 167 11.1% 68 m $25,000 to$29,999 137 9.1% 53 m $30,000 to$34,999 123 8.1% 29 m $35,000 to$39,999 71 4.7% 37 m $40,000 to$44,999 73 4.8% 43 m $45,000 to$49,999 32 2.1% 19 m $50,000 to$59,999 117 7.7% 49 m $60,000 to$74,999 79 5.2% 32 m $75,000 to$99,999 170 11.3% 73 m $100,000 to$124,999 55 3.6% 58 1 $125,000 to$149,999 26 1.7% 30 1 $150,000 to$199,999 0 0.0% 0 $200,000 or more 16 1.1% 19 Median Household Income for HHr 65+ $30,208 N/A Average Household Income for HHr 65+ N/A N/A Data Note: N/A means not available. Population by Ratio of Income to Poverty Level represents persons for whom poverty status is determined. Household Income represents income in 2009,adjusted for Inflation. 2005-2009 ACS Estimate: The American Community Survey(ACS) replaces census sample data. Esri is releasing the 2005-2009 ACS estimates, five-year period data collected monthly from January 1, 2005 through December 31,2009. Although the ACS includes many of the subjects previously covered by the decennial census sample,there are significant differences between the two surveys including fundamental differences in survey design and residency rules. Margin of error(MOE):The MOE is a measure of the variability of the estimate due to sampling error. MOES enable the data user to measure the range of uncertainty for each estimate with 90 percent confidence. The range of uncertainty Is called the confidence interval, and it is calculated by taking the estimate +/-the MOE. For example, if the ACS reports an estimate of 100 with an MOE of+/-20,then you can be 90 percent certain the value for the whole population falls between 80 and 120. Reliability:These symbols represent threshold values that Esn has established from the Coefficients of Variation (CV)to designate the usability of the estimates. The CV measures the amount of sampling error relative to the size of the estimate, expressed as a percentage. High Reliability: Small CVs(less than or equal to 12 percent)are flagged green to indicate that the sampling error is small relative to the estimate and the estimate is reasonably reliable. ® Medium Reliability: Estimates with CVs between 12 and 40 are flagged yellow-use with caution. 1 Low Reliability: Large CVs(over 40 percent)are flagged red to indicate that the sampling error is large relative to the estimate. The estimate is considered very unreliable. Csource:U.S.Census Bureau,2005-2009 American Community Survey Reliability: E high M medium 1 low November 14, 2011 Made with Esri Business Analyst caoll _cr. www.esri.com/ba 8c 9778 Ir i Our 4-6ro�g ~ San Se n r ino Reinventing It Future ` Public Library \ - � :y Our 4-6rorld San Bernardino Reinventing Its Future Public Library f: Overview of Community Conversations Community conversations were held during the months of April and May of 2012 at all four of the Library branches. There were also meetings in other areas of the city that voiced their needs for the library. In total, 10 Community Conversations were held in the San Bernardino community. Each conversation started out by identifying the Strengths and Weaknesses of their local branch library. Following this brainstorming session,attendees were given an explanation of the Roles of a Library in Your Community. The roles were identified as follows: 1. Computer Technology Center 2. Community and Cultural Activity Center 3. Preschoolers' Door to Learning 4. Popular Materials Library 5. Information Resource Center 6. School Education Resource Center 7. Life Long Learning Center Each person in attendance was then asked to identify their top 2 roles that they see their library providing. Individual branches varied by area and what they saw their roles of the library to be (attached are individual branch library evaluations). However, looking at the overall picture of what the San Bernardino community sees as their library role speaks to the needs of our community. The top 3 roles that were identified are as follows: 1. Computer Technology Center 2. School Education Resource Center 3. Life Long Learning Center It is clear that the citizens of the San Bernardino community see the importance of what a library provides to their community. After all the library is the "People's University'and is vital to an educated community. "Community Conversations" Norman Feldheym Branch Library— May 31, &June 2, 2012 Strengths and Weaknesses: Strengths Weaknesses Great Facility for Large Groups Safety Outside Friendly Employees Hours—closed on Fridays Large Book selection Need later hours Cultural programming Clean Safety inside Children's Room California Room—Local History Total Attendance: 18 Public Choice of Roles: 1"Choice Additional Total Technology Center 6 11 17 School Education Resource Center 6 5 11 Lifelong Learning 8 5 13 Reference Library 4 3 7 Preschoolers Door to Learning 3 3 6 Popular Materials Library 3 2 5 Community Activities Center 0 3 3 Comments of Personal Need: • Better Economy • Feel more safe • More community involvement with our schools • Safe Environment • Trust political environment • More street lights • A city that doesn't waste • This is so wonderful, I had no idea libraries offered these services • More community involvement so it would be a friendlier place • More opportunity to create Art • Clean &secure public spaces • Outlaw Reving Harleys on my street • Organized Social/Cultural educational endeavors • Safety • Socialization—Public Behavior • More Business growth • Neighborhood preservation of values and Peace of Mind • Job availability • Bus service • Fellowship • I need to have available financial planning/budgeting/credit avoidance • Meet more neighbors • Feel safe walking in neighborhood • Community communication • More responsive • Better recognition of the good things that are happening • Better aesthetic environment • Cooperative City Council • New City Attorney • Community Engagement • Being able to gather information • Help with jobs • More involvement&engagement of the people • Community Pride...so much about San Bernardino is good! • Neighborhood Safety...being able to walk dogs safely • Hold more public forums • Low cost family activities • Job finding skills • Better reputation • More green space • Greater variety of retail • Opportunities for work • Better media coverage of positive activities • More pride in Home ownership Other comments: "Community Conversations" Rowe Branch Library— May 24, 2012 Strengths and Weaknesses: Strengths Weaknesses In the neighborhood Lack of handicapped parking Personnel-good Not open Friday or Saturday Need striping in parking lot Want an electronic way to order books Layout is good Behind in technology(Windows 3 vs. 2007) Computers Need Adobe software on computers Location No Movie night Attractiveness of displays Want cultural based programming Convenient package Need more new nonfiction Being able to be open at all is good Large print collection Getting books from other branches Children's Story Time Cool-good atmosphere Total Attendance: 19 Council member Wendy McCammack also in attendance Choice of Roles: 1"Choice 2!d Choice Additional Total Technology Center 10 4 12 26 Popular Materials Library 9 2 3 14 School Education Resource Center 4 2 5 11 Preschoolers Door to Learning 3 4 3 10 Lifelong Learning 1 2 5 8 Community Activities Center 5 1 2 8 Reference Library 0 1 0 1 Comments of Personal Need: • Economic assistance • Better safety • Safety • I need to feel safe Need a place where you can check out laptops • Safe Community • Interactive between young and senior: conversations and experience • Jobs (need more and better income) • Also, and maybe more important to me: how do I create my own income and/or business(esp. online) • Learn Spanish so I can talk to my neighbors and qualify for better jobs that require bilingual skills • Community activism: action not words • Stop taking away fund ingfrom education • 1 wish San Bernardino would have some programs such as music/show programs in Redlands • More$for the director to spend as she and the Board sees fit and more volunteers • Employment for youth and adults Jobs • Safety in all areas, especially around Feldheym Reduce blight • Could use more employment opportunities • Community needs opportunities for more community involvement • 1 need more cultural activities (music, historic) • Civic Pride • Less contentious city government • Encourage volunteer groups without monetary restrictions (ie requiring liability insurance for new groups) • Less group homes and people out of jail • Getting to know neighbors(events) • Parolees gone (Criminals) • Well Educated Community • 1 need housing prices to go back up • More Bicycle Paths • Feel safe Downtown • Bad element removed from Downtown Other comments: "Community Conversations" Inghram Branch Library-4/18/2012 stren¢ths and Weaknesses: Strengths Weaknesses Servicing Neighborhood—good location Limited Hours(inconvenient hours) Staff—friendly Too small for more computers or history books Easy to find materials Need more ethnic books Easy access for neighborhood Need more support for online classes Security Need more pre-school books and activities Close to schools Too small for activities History of Branch Need more youth programs Children and Teens Could use more youth volunteers at library Need more publicity&get word out about programs &services. Total Attendance: 21 Choice of Roles 1�`Choice Last Choice Total Computer Technology Center 7 1 8 Community/Cultural Activity Center 4 3 7 Preschoolers'Door to Learning 2 3 5 Popular Materials Library 1 1 2 Information Resource Center 1 1 2 School Education Resource Center 2 0 2 Lifelong Learning Center 1 0 1 Comments of Personal Need • More computers • Place to go to learn new hobbies • Storage Space(preferably free or cheap) • More Educational challenges with competitions • New Bestseller books and new DVD releases • More Park Space • Places for not only kids, but also for teens to be able to go to have fun and to receive help they may need for school etc. Somewhere they can go and be safe and to keep them off the streets. • Better lighting in neighborhoods • More Teen programs to get teens off the street • Activities in Parks • More educational resources:such as helping community members find low cost college fee waivers; ESL;College Scholarships • Social support...small group sessions talking about stress, depression,grievances • Community Outreach...Provide information about helpful programs in the community • Activities for kids programs • More educational competition for kids • Games for kids and volunteer • Community Activity Centers or Living and Active resource center that can cater for all ages and ethnicities • More recreational center for our children and even adults...Parks within walking distance • Friends • A Clothing exchange place • A book and magazine exchange place "Community Conversations" Villasenor Branch Library— May 17, 2012 Strengths and Weaknesses: Strengths Weaknesses Safe Bizarre and Limited hours Computer Access Open more days(Saturdays and Fridays) In the Neighborhood Need more computers/scanners needed for computers Caring and Helpful Staff Newer books needed Activities for Children More movies Quiet Environment More computers for kids Allows Family Participation at All Levels More children's activities Books More volunteers Newly Renovated Partner more with EDD for job searching&help Movies Available to Borrow Need better signage "Cool Center" Partner with Edison and get funding as a cool center Need to advertise more Get local businesses to promote Total Attendance: 19 Choice of Roles: Total School Education Resource Center 6 Community/Cultural Activity Center 4 Computer Technology Center 2 Lifelong Learning Center 1 Popular Materials Library 1 Information Resource Center 0 Preschoolers' Door to Learning 0 Comments of Personal Need: • More activities for teens to get them off the streets • After school activities or recreational activities for children • More places to find jobs • More police services 1 need the community to engage themselves with the Neighborhood Associations in the area (Ramona-Alessandro& La Placita. Flyers passed out monthly—a lot of apathy in area To be heard • More (community) resources • More hours (library) • 1 would like to know more about jobs that are available in my community • 1 would like my children and me to become connected with other children and parents who are focused on their education so they can come to their full potential and assist others in the future. • Community Employment Outreach • Youth Outreach: education and employment Ayuda para buscar empleo(Help to find jobs) More hours to read • Small groups for children to learn/story Time so parents can work/study • Classes for Teens(High School Seniors) • Resumes • Applications-jobs • How to act on job Interview • How to Look for a job More afternoon programs because our school children need assistance reading with Homework • Afterschool tutoring for children Other comments: Cur 4-67rort 18S3n Bernardino Reinventing Its Future Public Library Materials Availability Measure - Statistical Analysis Purpose:this is a survey on whether the library collection is meeting the needs of the patrons that use it. Statistics collected are straight forward. Answers are either in the category of Yes or No. Flexibility is limited. Analysis is interpreted by a percentage of successful requests fulfilled measured against total questions asked for each category. Title Fill Rate:titles sought that were found in the library at the time of the request, in person or by phone. Subject/Author Fill Rate: request for a specific author or subject that is considered filled if something is found. Browser Fill Rate: users looking casually for something interesting who found something. Participating Departments include Circulation,Children's,and Reference. Analysis For our purposes all stats were combined for use in this analysis. The total fill rate of 65.3%means that 65.3%of the time the library was able to fill the patron's request. Whether 65.3% is a low fill rate is a question for the library. A low fill rate can indicate frustrated users. Ways to increase our fill rates include the following: 1. Examine the collection to see if you need to add titles, buy more duplicates, or shift purchasing from one area to another. 2. Speed up re-shelving of high use materials. 3. Make it easier for users to find materials in the library. 4. Shorten the circulation period for high use items. Generally the title fill rate will be lower than the subject and author fill rate because the library has more alternatives forfilling subject author request. In our library this is true as we emphasize collection specialties such as popular authors, car repair manuals,crime section, religion section, best sellers,etc. Browser fill rate is usually the highest of all, (as it was in the case of our library,)for several reasons. First, patrons may be too embarrassed to ask for help,don't know how to use a computer, have a language barrier, and so on. As a result patrons prefer to casually browse and find what they want by discovery or accident (serendipity). Stats collected for all 3 departments appear to have differences. Circulation stats were a little higher; averaging a 71%success rate and Children's had a success rate of 74.5%. Reference had a success rate of 60% but answered more than 61%of the total questions asked. During the survey the staff noted that patrons were requesting more GED,ASVAB test books,and Urban Fiction. Popular authors such as James Patterson,David Baldacci,Janet Evanovich,and Sue Grafton were also requested. Newer DVDs were also being asked for. Statistics Collected Circulation Dept. Yes No Total Possible % Title Fill Rate 19 6 25 76 Subject/Author Fill Rate 5 2 7 71.4 Browser Fill Rate 3 3 6 s0 Totals 27 11 38 71 Children's Dept. Yes No Total Possible % Title Fill Rate 33 30 63 52.3 Subject/Author Fill Rate 68 20 88 77.2 Browser Fill Rate 69 8 77 89.6 Totals 170 58 228 74.5 Reference Dept. Yes No Total Possible % Title Fill Rate 107 127 234 45.7 Subject/Author Fill Rate 118 37 155 76.1 Browser Fill Rate 33 8 41 80.4 Totals 258 172 430 60 All 3 Depts.Combined Yes No Total Possible % Title Fill Rate 159 163 322 49.3 Subject/Author Fill Rate 191 59 250 76.4 Browser Fill Rate 105 19 124 84.6 Totals 455 241 696 65.3 O A Our Mrar San Bernardino Reinventing Its Future "' Public Library Materials Availability Measure - Statistical Analysis for Branches Purpose:this is a survey on whether the library collection is meeting the needs of the patrons that use it. Statistics collected are straight forward. Answers are either in the category of Yes or No. Flexibility is limited. Analysis is interpreted by a percentage of successful requests fulfilled measured against total questions asked for each category. Title Fill Rate:titles sought that were found in the library at the time of the request, in person or by phone. Subject/Author Fill Rate: request for a specific author or subject that is considered filled if something is found. Browser Fill Rate: users looking casually for something interesting who found something. Analysis For our purposes all stats were combined for use in this analysis. The total fill rate of 50%means that 50%of the time a branch was able to fill the patron's request. Whether 50% is a low fill rate is a question for the library. A low fill rate can indicate frustrated users. Ways to increase our fill rates include the following: 1. Examine the collection to see if you need to add titles, buy more duplicates,or shift purchasing from one area to another. 2. Speed up re-shelving of high use materials. 3. Make it easier for users to find materials in the library. 4. Shorten the circulation period for high use items. Generally the title fill rate will be lower than the subject and author fill rate because the library has more alternatives for filling subject author request. In our branch libraries this is true as we emphasize collection specialties such as popular authors, religion, best sellers, etc. Browser fill rate is usually the highest for several reasons. First, patrons maybe too embarrassed to ask for help, don't know how to use a computer, have a language barrier, and so on. As a result patrons prefer to casually browse and find what they want by discovery or accident. Stats collected for all 3 branches appear to have differences. Rowe appeared to be the strongest with a 71.2% overall rate. Villasenor was 36.8%and Inghram 40.4%. Branches commented that patrons wanted additional titles such as: Rowe:A Singular Woman,The Coldest Winter Ever, Island of the Blue Dolphin, Private,and The Care and Keeping of you. Inghram: Holes, Hatchet, Brains'Winter, and Desert Tortoise. Villase"nor: no request. Subjects requested- Rowe: Planter Fasciitis,Gardening,Cosmetology,Sharks, and Essay's. Inghram:Washing Machine Repair, Food Preparation Worker, Lottery,and Income Tax Booklets. Villa: no request. C Statistics Collected Rowe Branch Yes No Total Possible % Title Fill Rate 17 12 29 58.6 Subject/Author Fill Rate 31 9 40 77.5 Browser Fill Rate 14 4 18 77.7 Totals 62 25 87 71.2 Inghram Branch Yes No Total Possible % Title Fill Rate 7 12 19 36.8 Subject/Author Fill Rate 8 12 20 40 Browser Fill Rate 4 4 8 50 Totals 19 28 47 40.4 1 Villasenor Branch Yes No Total Possible % Title Fill Rate 12 12 24 s0 Subject/Author Fill Rate 1 5 6 16.6 Browser Fill Rate 1 7 8 12.5 Totals 14 24 38 36.8 All 3 Branches Combined Yes No Total Possible % Title Fill Rate 36 97 72 50 Subject/Author Fill Rate 40 26 66 60.6 Browser Fill Rate 19 15 34 55.8 Totals 95 138 172 55.2 1 Our 4-6rarg ESau Bernardino Reinventing Its Future Public Library Document Delivery Document Deliver: is the analysis of the number of days it took to get the patron the materials requested but not available at the time of their visit. Reasons for the materials not being available can include they are not owned by the library,they are checked out,or at a branch and so on. Our TLC program gave me the information to analyze per month. Additional information has come from the interlibrary loan request and an analysis of types of items requested. Depending on what the library finds acceptable, in 9 days 170 holds were filled representing a success rate of 79.4%. Ways to improve this rate include: 1. Buy more copies of high demand titles 2. Find ways to improve the way holds are handled 3. Improve interlibrary loan 4. Establish rush processing 5. Buy high demand items locally rather than order through a vendor Feldheym Library 214 Holds Total (Oct. 15S thru Oct 31s) Length of Time for Number of Holds Percentage Holds to be filled Filled % 1-2 Days 3-4 Days 26 12.14 5-9 Days 10-14 Days 11 5.14 15-19 Days 20-29 Days 7 3.27 30-49 Days 50 Days or More 11 5.14 Totals 214 99.95% Interlibrary Loans:there was a total of 16 ILL for the month taking an average of 7-14 days to fill them as per Angela Encinas. Does our library find this time acceptable? Additional Information: Of the 214 holds for the month of October 79 were Adult fiction,46 were Adult Non-fiction, 15 Adult Mystery,4 Large Print, 5 Science Fiction, 29 TZ, 35 Juvenile, and 1 Juvenile Bilingual. The most popular authors were: Koontz who had a total of 21 book holds, Stan and Jim Berenstain had a total of 8 holds,Sister Souliah had 5 holds,James Patterson 4 holds, Stephanie Meyer 2 and Zane 1. A Our oMrar3 San Bernardino Reinventing Its Future Public Library Document Delivery Analysis - Branches Document Deliver: is the analysis of the number of days it took to get the patron the materials requested but not available at the time of their visit. Reasons for the materials not being available can include they are not owned by the library,they are checked out,at the main library and so on. Our TLC program gave me the information to analyze over a 2 week period. Depending on what the library finds acceptable, in 9 days 59 holds were filled representing a success rate of 57.84%at all 3 branches combined. Ways to improve this rate include: 1. Buy more copies of high demand titles 2. Find ways to improve the way holds are handled 3. Buy high demand items locally rather than order through a vendor Rowe, Villasenor, and Inghram Libraries Combined 102 Holds Total (Jan. 9th thru 23rd) Length of Time for Number of Holds Percentage Holds to be filled Filled % 1-2 Da s 3-4 Days 19 18.62 5-9 Da s 10-14 Days 10 9.80 15-19 Days 20-29 Days 8 7.84 30-49 Days SO Days or More 12 11.76 Totals 102 99.96°/% Interlibrary Loans: are done at the main library and not included in this report. Additional Information: At the Villasenor library it is interesting to note that while there were only a total of 8 holds, not one was for any Spanish language title. Even though this library serves a huge Hispanic community. At In¢hram more non-fiction was checked out(16) as compared to fiction titles (8). Young adult fiction also appears to be used a lot (5). No particular authors stood out but Rick Riordan was requested twice. Rowe was the most impressive of all 3 branches. Adult fiction was checked out over adult non-fiction by more than a 2 to 1 margin (33 to 15). In 9 days 36 holds were fulfilled for a percentage rate of 56.25%. 1,r Popular authors seemed to be the trend for holds requested. These authors include George R. R. Martin,Janet Evanovich, Kathryn Stockett,Stuart Woods, Nicholas Sparks,James Patterson,Stephen King, and Sandra Brown to name a few. i Rowe Library 64 Holds Total (Jan. 9th thru 23rd) Length of Time for Number of Holds Percentage Holds to be filled Filled % 1-2 Days 3-4 Days 7 10.93 5-9 Days 10-14 Days 6 9.37 15-19 Days 20-29 Days 5 7.81 30-49 Days 50 Days or More 10 15.62 Totals 64 99.97% Villasenor Library 8 Holds Total (Jan. 9th thru 23rd) Length of Time for Number of Holds Percentage Holds to be filled Filled 1-2 Days 3-4 Days 0 0 5-9 Days 10-14 Days 2 25 15-19 Days 20-29 Days 1 12.5 30-49 Days 50 Days or More 1 12.5 Totals L 8 100% Inghram Library 30 Holds Total (Jan. 91h thru 23rd) Length of Time for Number of Holds Percentage Holds to be filled Filled 1-2 Days 3-4 Days 12 40 5-9 Days 10-14 Days 2 6.66 15-19 Days 20-29 Days 2 6.66 30-49 Days 50 Days or More 1 3.33 Totals 30 99.98% C Patron's Use of the Library - Circulation Department Most use:10-12,12-2,2-4,&4-6. Less use:6-8. Staff:3 full-time,2 part time Tech I,4 pages,1 project Ayuda volunteer and 1 volunteer. One full time employee works at Inghram Branch Library. Comments:Circulation Dept.is busy for the first 8 hours of the day and stats more than support this. The last 2 hours of the day,6-8 indicate less usage by patrons,and stats confirm this. It's interesting to note that bathroom tokens are being asked for far too much and probably using up a lot of circ staff time. The amount of books checked out during this 10 day period is 6,320 per TLC. This average is 632 books checked out per day. All stats were divided by 10 Avg workingdays. © Lib Avg Patrons Card Self- Total Patron Total Using 'Patron door count is halved. Bathroom Book Check Ques Door Patrons Tables For example if we have a 100 Token Gen Tele SAM Hold Out Total Per 2 Count Using Every 2 door count, it means 50 Time Ques Ques Ques Clues Ques Ques Ques Hours Halved" Tables Hours patrons came in and out of 10-12 AM 229 215 139 144 15 11 753 75.3 2770.5 266 26.6 the library. 12-2 PM 266 224 146 143 38 7 824 82.4 2482.5 393 39,3 This door count method is probably inaccurate, for 2 2A PM 278 207 124 143 73 13 838 83.8 2432 391 39.1 reasons. First Children's dept. also has a door count 4-6 PM 189 222 130 129 29 11 710 72 2641.5 314 31.4 that it does not halve and 6-8 PM*" 58 81 34 16 5 5 199 19.9 1258 97 97 counts each click as one patron. Second because so many library patrons are asking for tokens to use the restroom,they probably walk past the door counter and increase stats. In addition,the circ door counter was out of order and had to be reset. As a result door count stats might be higher or lower. *"Library closes at 6:00 pm on Thursday and Saturday. C Patron's Use of the Library—Children's Department Most use:10-12,12-2,&2A. Medium use:4-6. Less use:6-8. Staff:No full time,1 part time Tech I,2 part time pages,2 project Ayuda volunteers,plus 1-4+volunteers. Comment: Children's dept.appears to be used"consistently"from 10A pm. Many programs are offered in this department but the statistics don't entirely reflect this. There are reading programs,story time,and crafts but the stats appear to be low. It's interesting to note that like Circ dept.it is asked a great deal for the restroom key. Also the self-checkout machines are asked about more in children's than circ,even though circ has 2 machines. Avg All stats were divided by Patrons 30 working days. TRe Avg Total Using Lib Ques Patrons Tables Books Self- Patron "Children's staff forgot Tele Card Movie Total Per 2 Using Every 2 Picked Check Door to take the door count Time Ques Ques Ques Ques Hours Tables Hours Up Out Count* on several occasions, so 10-12 AM 49 62 25 0 30 166 16.6 61 6.1 103 10 308 it may be inaccurate. -*Library closes at 6:00 12-2 PM 1 48 75 39 3 1 18 183 18.3 26 2.6 80 16 240 pm on Thursday and 2-4 PM 42 105 52 0 29 228 22.8 47 4.7 106 11 215 Saturday. 4-6 PM 49 78 31 2 0 160 16 99 j 9.9 168 8 281 6-8 PM** 21 50 12 0 0 83 8.3 29 1 2.9 114 6 295 O C Patron's Use of the Library- Reference Department Most use:10-12,12-2,2-4&4-6. Less use:6-8. Staff:4 full time and 1 part time. One full time employee works in Children's and Reference depts. One full time employee covers YA and Reference. Comments:Reference dept.appears to be used"consistently'from 10-6,then drops off in questions asked and computer usage from 6-8. A full time member may be better utilized in anther dept.from 6-7 or 6-8. It is interesting to note that reference only has 9 internet computers and yet every 2 hours more than 20 patrons are logging on them. It also only has 2 tables and yet there constantly being used. © Avg All stets were Wire- divided by 10 Total less Avg working days. Mags- Micro Ref Ref Wire- Count Total logons Patrons Comp Papers Film Book YA Tele Total Avg less Every 2 Comp Every 2 Using "All internet Time Clues Ques Ques Ques Ques Clues Clues Ques Count hours Logons hours Tables computers are 10-12 AM 88 3 5 22 176 47 341 34.1 49 4.9 228 22.8 20 automatically turned off 15 12-2 PM 39 10 3 24 198 42 316 31.6 82 8.2 201 20.1 27 minutes before 2-4 PM 1 56 18 0 31 186 49 1 340 34 129 1 . 1 224 1 22.4 1 23 closing. Impact 4-6 PM" 46 5 0 32 167 34 284 28.4 87 8.7 204 20.4 28 on stats is minimal. 6-8 PM"" 1 8 0 0 10 46 9 73 7.3 35 3.5 49 4.9 5 --Library closes at 6:00 pm on Thursday and Saturday. O Patron's Use of the Library- Computer Lab Department Most use:10-12,12-2,2-4&4-6. Less use:6-8. Staff:1 full time and 2 part time. Comments: patron's use of the internet computers appears heavy during the morning to late afternoon.This time factor would include our regular early morning patrons,the lunch crowd and after school students. The lab only has 24 computers and yet 42-61 patrons are logging on to them,during those 2 hour time slots. 28-47 questions are being asked during the same time. Down time appears to be from 6-8 pm. There are fewer questions and less logons. This is true even though the lab closes early every day by 30 minutes. Total Avg *Stats are normally divided by Avg Qum Waiting Logons Logons 10 which is the amount of Comp Tele TLC SAM Total Per 2 To Use A Every 2 Every 2 days the survey was run. Time Ques Ques Ques Ques Ques Hours Computer Hours hours However from 10-12 was 10-12 AM* 125 26 53 121 325 41 40 461 57.62 divided by 8 because the lab is closed for computer classes on 12-2 PM 112 49 77 146 384 38.4 101 615 61.5 Thursdays. 2-4 PM 87 15 58 123 283 28.3 66 538 53.8 **The lab closes early Mon thru Wed at 7:30 and Thurs& 4-6 PM** 153 38 106 173 470 47 73 425 42.5 Sat at 5:30. 6-8 PM** 57 15 46 60 1 178 17.8 34 75 7.5 O I Patron's Use of the Library - Literacy Department Most use:10-12,&12-2. Medium use:2-4. Less use:4-6,&6-8. Staff:1 full time and 2 part time,plus volunteers. One part time employee works at Villasenor Library Homework Center. Comments:Literacy is very busy during its first 4 hours of operation. After that questions,patrons,and computer use declines. However other programs are offered during the time period of 2-8. This includes Scrabble,and literacy classes. For some reason those functions are not reflected in these stats. Additionally there were a total of 2 wireless users in Literacy,one at 10-12 and the other at 4-6. Avg •Stats are normally Avg Patrons divided by 10 which is Avg Patron Total Avg Total Using the amount of days the Ques Patron Count Logons logons Patrons Tables survey was run. Comp 76e Per 2 Count Every 2 Every 2 Every 2 Using Every 2 However Lheracy was Time Ques Hours Total Hours Hours hours Tables Hours divided by 7 because this 1O-32 AM 35 11 127 173 24.7 121 17.2 19 2.7 75 10.7 Dept.is closed on Saturdays and one day of 12-2 PM-* 23 5 110 138 19.7 108 15.4 1 25 3.5 70 1 7 stats was not taken. **Literacy closes for 2-4 PM 36 7 73 116 16.5 11 1.5 10 1.4 13 1.8 lunch. 4-6 PM 3 0 10 13 1.7 49 7 8 1.1 24 3.4 "'Mon&Tues Literacy closes 30 minutes early 6-8 PM*•' 0 0 1 1 .1 15 2.1 0 0 9 1.2 and Wed&Thurs it closes about 30 minutes early per staff. Stats are lower on those days. O a C Patron's Use of the library— Rowe Branch Monday&Tuesday most use:3-4&4-6. Less use:6-8. Wednesday&Thursday most use:11-1. Medium Use:10-11. Less use 1-3. Staff:1 full time and 1 Tech I per day,1 Page per day and 3-5 volunteers. This library has 8 internet computers for public use. Comments:Mon-Thurs.usage is heavy for the first 3 hours. All 8 computers are being utilized,25-38 patrons are present,and table usage is high. As was the case with Inghram library,usage is low for the last 2 hours of the day. The amount of books checked out during this 10 day period is 1,899 per TLC. This average is 237.3 books checked out per day. **Avg -This survey was run Avg Patron Avg for 2 weeks or a total Monday clues Count Comp of 8 working days. O & Every Patron Every Patrons Logons Stats were figured Tuesday Comp Tele Lib Gen Total 1.2 Wireless Door 1-2 Using Comp 1-2 out by dividing total •Time Clues clues Cards Clues clues Hours Count Count Hours Tables Logons hours questions by 4. 34 AM 25 18 10 32 85 21.25 11 306 38.25 35 46 11.5 ••Patron count was 4-6 PM 15 23 11 32 81 20.25 14 279 34.87 82 47 11.75 divided by 4,than 2 because 2 clicks=1 6-8 PM 1 12 1 9 1 7 26 1 54 1 13.5 1 15 1 142 1 17.75 1 54 13 1 3.25 patron. Wed& Thurs "Time 10-11 AM 10 10 4 3 27 6.75 3 195 24.37 41 36 9 11-1 PM 8 27 2 24 61 15.25 8 202 25.25 30 47 11.75 1-3 PM 5 28 2 19 54 13.5 8 307 38.37 25 27 6.75 C Patron's Use of the library— Inghram Branch Monday&Tuesday most use:3-4&4-6. Less use:6-8. Wednesday&Thursday most use:10-11&11-1. Less use:1-3. Staff:1 full time person,1 page and 1-3 volunteers. This library has 7 internet computers for public use. Comments:Patron usage appears to be consistent for all 4 working days however the last 2 hours of each working day appear to be slow time. Computer logons appear to be low. Perhaps 1 or 2 computers may be better utilized elsewhere in the library system. The amount of books checked out during this 8 day period is 689 per TLC. This average is 86.1 books checked out per day. '*Avg -This survey was run Avg Patron Avg for 2 weeks or a total Monday Clues Count Comp of 8 working days. O & Every Patron Every Patrons Logons Stats were figured Tuesday Comp Tele Lib Gen Total 1-2 Wireless Door 1-2 Using Comp 1-2 out by dividing total 'Time Clues Clues Cards Clues Clues Hours Count Count Hours Tables Lo ons hours questions by 4. 3-4 AM 24 20 16 38 98 24.5 10 626 78.25 42 39 9.75 "Patron count was 4-6 PM 25 41 26 31 123 30.75 10 409 51.12 46 54 13.5 divided by 4,than 2 because 2 clicks=1 6-8 PM 1 22 1 31 1 8 1 41 1 102 25.5 1 8 1 211 1 26.37 1 22 1 20 1 5 1 patron. Wed& Thurs "Time 10-11 AM 24 23 9 1 27 83 20.75 4 246 30.75 31 31 7.75 11-1 PM 24 29 17 27 97 24.25 5 417 52.12 30 43 10.75 1-3 PM 31 32 6 35 104 26 3 244 30.5 35 30 7.5 Patron's Use of the library—Villasenor Branch Monday&Tuesday most use:3-4&4-6. Less use:6-8. Wednesday&Thursday most use:1-3. Medium use:11-1. Less use 10-11. Staff:1 Part Time Tech I per day,1-2 pages per day and 1 volunteer. This library has 11 internet computers for public use. Comments:Usage is consistent Mon-Tues. On Wed-Thurs 10-11 is slow but then picks up for the remaining 4 hours. Computer usage is low at various times. It might be better to pull 2 or 3 computers to be utilized elsewhere in the library system. 1313 The amount of books checked out during this 30 day period is 1,091 per TLC. This average is 136.3 books checked out per day. ".Avg *This survey was run Avg Patron Avg for 2 weeks or a total Monday Ques Count Comp of 8 working days. 1 & Every Patron Every Patrons Logons Stats were figured 1iII Tuesday Comp Tele Lib Gen Total 1-2 Wireless Door 1-2 Using Comp 1-2 out by dividing total Time Ques Ques Cards Ques Ques Hours Count Count Hours Tables Logons hours questions by 4. { 3-4 AM 17 14 7 36 74 18.5 2 608 76 15 42 10.5 .•Patron count was 4-6 PM 33 22 7 76 138 34.5 5 1068 133.5 68 72 18 divided by 4,than 2 because 2 clicks=1 6-8 PM 1 21 1 7 1 4 1 42 1 74 1 18.5 1 17 1 2007 1 250.87 1 68 30 7.5 patron. Wed& Thurs "Time 10-11 AM 6 5 2 19 32 8 2 257 32.12 19 30 7.5 11-1 PM 9 19 9 39 76 19 5 334 41.5 21 34 8.5 1-3 PM 12 6 3 62 83 20.75 6 517 64.62 33 33 8.25 C Library usage by Ward Items Checked out from the Library by Ward Fiscal Year 10/11 & 11/12 Ward Feldheym I Inghram I Rowe I Villasenor Totals 1 45,082 1,433 4591 17,076 64,050 2 38,093 3,554 3,9431 1 ,162 46,752 3 13,453 163 1311 6,332 20,079 4 10,662 957 12,361 622 24,602 5 20,646 2,760 12,713 262 36,381 6 14,283 16,108 121 61195 36,707 7 21,907 1,804 27,833 652 52,196 Summary of Public PC Usage by ward Two (2) Week Period in June 2012 Ward Feldheym I Inghram I Rowe I Villasenor I Totals 1 213 4 0 61 278 Hours 2 205 17 4 7 233 Hours 3 65 1 0 14 80 Hours 4 35 1 12 2 50 Hours 5 28 10 3 0 41 Hours 6 61 42 0 16 119 Hours 7 1 731 4 32 1 110 Hours 'PC session are one hour each 9/5/2012 1/1 Library usage by Ward Items Checked out from the Library by Ward Fiscal Year 10/11 & 11/12 Ward Feldheym Inghram Rowe Villasenor Totals 1 45,082 1,4331 459 Eqf 0 2 38,093 3,554 3,943 2 3 13,453 163 131 9 4 10,662 957 12,361 02 5 20,646 2,760 12,713 81 6 14,283 16,108 121 07 7 21,907 1,8041 27,833 6521 52,196 Summary of Public PC Usage by ward Two (2) Week Period in June 2012 Ward Feldheym I Inghram Rowe Villasenor Totals 1 213 4 0 61 278 Hours - 2 205 17 4 7 233 Hours 3 65 1 0 14 80 Hours 4 35 1 12 2 50 Hours 5 28 10 3 0 41 Hours 6 61 42 0 16 119 Hours 7 731 4 321 1 110 Hours `PC session are one hour each 9/5/2012 1/1 Collection Analysis (by 100s) -Main Classification Percentages Norman F.Feldheym Central Library Sep 5,2012 3:18:17 PM Adult Reference Aduf Reference Desk Adult Ref Workroom Adult Science Fic. Adult Paperbac Adult Sp.Non-Fic. Adult Oversize Adult Spanish Fic. Adult Non-Fiction Adult Video Fiction Adult Video Non-Fic. Adult Myste Adult Large Prin Adult Western Audiobook Fiction Adult Fiction Audiobook Non-Fic. Adult Dvd Automotive Table Business Reference Ca Room Misc. Ca Room Periodicals Ca Room Photographs Administration Ca Room Reference 900 General Geography An Ca Room Sbvgs History Career Reference 800 Literature(Belles-Lettres nChinese Non-Fic. 700 The Art to�a�iea Grantsmanship Classification #of Items %Of Collection 000 Generalities 1,896 1.27% 100 Philosophy And Related Disciplines 2,287 1.54% 200 Religion 2,616 1.76% 300 Social Sciences 13,237 8.90% 400 Language 1,151 0.77% 500 Pure Sciences 5,022 3.38% 600 Technology(Applied Sciences) 11,253 7.56% 700 The Arts 8,199 5.51% 800 Literature(Belles-Lettres) 7,075 4.76% 900 General Geography And History 21,394 14.38% Administration 2 0.00% Adult Dvd 2,350 1.58% Adult Fiction 17,863 12.01% Adult Large Print 2,586 1.74% Adult Mystery 5,472 3.68% Adult Non-Fiction 2,187 1.47% -1 - Collection Analysis (by 100s) -Main Classification Percentages Classification #of Items %of Collection Adult Oversize 376 0.25% Adult Paperback 2,714 1.82% Adult Ref.Workroom 31 0.02% Adult Reference 4,321 2.90% Adult Reference Desk 171 0.11% Adult Science Fic. 2,347 1.58% Adult Sp.Non-Fic. 171 0.11% Adult Spanish Fit. 956 0.64% Adult Video Fiction 949 0.64% Adult Video Non-Fic. 24 0.02% Adult Western 454 0.31% Audiobook Fiction 1,379 0.93% AudiobookNon-Fic. 308 0.21% Automotive Table 74 0.05% Business Reference 16 0.01% Ca Room Misc. 433 0.29% Ca Room Periodicals 184 0.12% Ca Room Photographs 402 0.27% Ca Room Reference 228 0.15% Ca Room Sbvgs 554 0.37% Career Reference 14 0.01% Chinese Non-Fic. 2 0.00% Genealogy Area 314 0.21% Grantsmanship 7 0.00% Graphic Novels 360 0.24% Index Table 1 0.00% Juv.Bilingual 147 0.10% Juv.Cassettes 49 0.03% Juv.Easy Reader 1,433 0.96% Juv.Paperback 1,176 0.79% Juv.Picture Book 5,689 3.82% Juv.Sp.Cassettes 16 0.01% Juv.Sp.Non-Fic. 261 0.18% Juv.Sp.Paperback 116 0.08% Juv.Spanish Fic. 157 0.11% Juv.Spanish Pic.Bk 595 0.40% Juv.Storytime 9 0.01% juvenile Fiction 5,280 3.55% juvenile Non-Fic. 5,572 3.74% -2- Collection Analysis (by 100s) -Main Classification Percentages Classification #of Items %of Collection juvenile Reference 100 0.07% juvenile Video 554 0.37% Lab Reference Bks 5 0.00% Literacy Department 4 0.00% Multicultural Area 7 0.00% Project Gutenberg 440 0.30% Ref.Auto Repair 177 0.12% Ref.Periodicals 122 0.08% See Librarian 6 0.00% Spanish Video Fic. 10 0.01% Spanish Video Nf 1 0.00% Stored 2,908 1.95% Vietnamese Fic. 111 0.07% Vietnamese Non-Fic. 80 0.05% Young Adult Fic. 1,271 0.85% Young Adult Non-Fic 357 0.24% Young Adult Pb 756 0.51% Totals., 148,789 100.00% -3- Count of Items and Titles by Location and Holdings Code Location Holdings Code Collection Description Items Titles Feldheym FLABF Audiobook Fiction 1,382 673 FLABNF Audiobook Non-Fic. 628 288 FLACD Adult CD 3 2 FLACM Administration 10 10 FLADV Adult DVD 2,350 1,966 FLAF Adult Fiction 17,877 15,351 FLAFF Family Place 158 156 FLAFL Graphic Novels 360 313 FLAFN Project Gutenberg 440 440 FLALP Adult Large Print 2,781 2,700 FLALT Literacy Department 38 15 FLAMY Adult Mystery 5,472 4,603 FLANF Adult Non-Fiction 44,921 41,051 FLAOV Adult Oversize 2,996 2,723 FLAPB Adult Paperback 2,716 2,623 FLARA Ref.Auto Repair 536 300 FLARB Business Reference 28 25 FLARD Adult Reference Desk 954 837 FLAREF Adult Reference 10,338 5,627 FLARG Genealogy Area 345 268 FLARGP Grantsmanship 45 45 FLARH Ref. Periodicals 124 51 FLARI Index Table 1 1 FLARJ Lab Reference BKS 12 12 FLARL Computer Lab 16 13 FLARM Multicultural Area 78 50 FLARP Reference Maps 1 1 FLARR Career Reference 90 83 FLARW Adult Ref.Workroom 653 511 FLASF Adult Science Fic. 2,347 2,034 FLASNF Adult Sp. Non-Fic. 2,002 1,787 FLASPF Adult Spanish Fic. 956 896 FLAST Stored 5,622 4,995 FLATT Automotive Table 147 79 FLAVF Adult Video Fiction 947 900 FLAVNF Adult Video Non-Fic. 110 85 Sep 5,2012 -1 - 3:44:32 PM Count of Items and Titles by Location and Holdings Code Location Holdings Code Collection Description Items Titles W Feldheym FLAW Adult Western 454 404 FLCHNF Chinese Non-Fic. 2 2 FLCRMIS CA Room Misc. 433 126 FLCRP CA Room Periodicals 184 42 FLCRPH CA Room Photographs 402 395 FLCRREF CA Room Reference 4,904 4,144 FLCRVG CA Room 5BVG5 689 606 FLERR See Librarian 13 12 FLJANF Japanese Non-Fic. 1 1 FLJBI Juv. Bilingual 289 241 FLJCA Juv.Cassettes 49 44 FLEER Juv. Easy Reader 1,433 1,231 FLJF Juvenile Fiction 5,280 4,564 FLJNF Juvenile Non-Fic. 13,877 12,436 FLJPB Juv. Paperback 1,177 1,096 FLJPBS Juv. Sp. Paperback 116 108 FLJPIC Juv. Picture Book 5,693 4,913 FLJREF Juvenile Reference 919 380 FLJSC Juv.Sp. Cassettes 16 16 FLJSF Juv.Spanish Fic. 158 142 FLJSNF Juv.Sp. Non-Fic. 836 678 FLJSPIC Juv.Spanish Pic. Bk 595 537 FLJST Juv.Storytime 12 12 FLJVID Juvenile Video 562 479 FLSPVF Spanish Video Fic. 10 10 FLSPVN Spanish Video NF 1 1 FLVIEF Vietnamese Fic. 111 98 FLVIENF Vietnamese Non-Fic. 117 95 FLYF Young Adult Fic. 1,274 1,094 FLYN Young Adult Non-Fic 940 810 FLYP Young AdultPB 756 724 Total for Feldheym 148,787 126,955 Sep 5,2012 -2- 3:44:32 PM I Collection Analysis (by 10s) Norman F.Feldheym Central Library *Note:Avg.Pub. Year does notinctude items with unknown pub/icationyears. Sep 5,2012 3:07:46 PM The Hundreds Divisions Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date 000 Generalities 1999 572 0.38% 33 010 Bibliography 1985 237 0.16% 48 020 Library And Information Sciences 1995 313 0.21% 70 030 General Encyclopedia Works 2002 472 0.32% 33 050 General Serial Publications 1995 14 0.01% 5 060 General Organizations And Museology 1993 15 0.01% 5 070 Journalism, Publishing, Newspapers 1998 162 0.11% 21 080 General Collections 1966 97 0.07% 21 090 Manuscripts And Book Rarities 2004 3 0.00% 1 100 Philosophy And Related Disciplines 1992 60 0.04% 25 110 Metaphysics 1988 19 0.01% 2 120 Epistemology,Causation, Humankind 1991 42 0.03% 5 130 Paranormal Phenomena And Arts 1996 625 0.42% 73 140 Specific Philosophical Viewpoints 1993 7 0.00% 2 150 Psychology 1999 1,125 0.76% 57 160 Logic 1992 12 0.01% 1 170 Ethics(Moral Philosophy) 1999 246 0.17% 8 180 Ancient, Medieval, Oriental Philosphy 1984 54 0.04% 17 190 Modern Western Philosophy 1987 97 0.07% 39 200 Religion 1998 158 0.11% 29 210 Natural Religion 1993 27 0.02% 5 220 Bible 1992 419 0.28% 99 230 Christian Theology 1994 223 0.15% 31 240 Christian Moral And Devotional Theology 1998 353 0.24% 40 250 Local Church And Religious Orders 1998 35 0.02% 4 260 Social And Ecclesiastical Theology 1989 133 0.09% 26 270 History And Geography Of Church 1995 130 0.09% 27 280 Christian Denominations And Sects 1986 314 0.21% 69 290 Other And Comparative Religions 1996 824 0.55% 106 300 Social Sciences 1998 1,642 1.10% 148 -1 - Collection Analysis (by 10s) *Note:Avg.Pub. Year does not include items with unknown publication years. Classification Avg. Pub.Year #of Items %of Collection #of Items with NO Date 310 Statistics 1987 381 0.26% 53 320 Political Science 1994 1,045 0.70% 165 330 Economics 1997 2,656 1.79% 278 340 Law 1994 1,093 0.73% 104 350 Public Administration 1990 1,120 0.75% 253 360 Social Problems And Services 1996 2,368 1.59% 114 370 Education 1996 726 0.49% 147 380 Commerce (Trade) 1985 580 0.39% 109 390 Customs, Etiquette, Folklore 1991 1,626 1.09% 167 400 Language 1988 16 0.01% 7 410 Linguistics 1995 89 0.06% 24 420 English And Anglo-Saxon Languages 1995 595 0.40% 147 430 Germanic Languages 1989 38 0.03% 8 440 Romance Languages 1995 45 0.03% 5 450 Italian, Romanian, Rhaeto-Romantic Languages 1994 30 0.02% 8 460 Spanish And Portuguese Languages 1998 150 0.10% 14 470 Italic Languages 1997 21 0.01% 6 480 Hellenic Languages 1992 9 0.01% 4 490 Other Languages 1994 158 0.11% 53 500 Pure Sciences 1995 819 0.55% 74 510 Mathematics 1996 349 0.23% 26 520 Astronomy And Allied Sciences 1995 350 0.24% 18 530 Physics 1997 167 0.11% 7 540 Chemistry And Allied Sciences 1998 180 0.12% 24 550 Sciences Of Earth And Other Worlds 1991 636 0.43% 83 560 Paleontology 1999 228 0.15% 2 570 Life Sciences 1994 539 0.36% 47 580 Botanical Sciences 1985 201 0.14% 40 590 Zoological Sciences 1996 1,553 1.04% 99 600 Technology(Applied Sciences) 1999 205 0.14% 43 610 Medical Sciences 2001 2,926 1.97% 125 620 Engineering And Allied Operations 1992 2,116 1.42% 450 -2- Collection Analysis (by 10s) 'Note:Avg.Pub. Year does not include items with unknown publication years. Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date 630 Agriculture And Related Technologies 1996 1,436 0.97% 58 640 Home Economics And Family Living 1999 2,758 1.85% 142 650 Management And Auxiliary Services 2001 1,088 0.73% 49 660 Chemical And Related Technoligies 1993 73 0.05% 8 670 Manufactures 1990 29 0.02% 2 680 Manufacture For Specific Uses 1995 288 0.19% 26 690 Buildings 1999 334 0.22% 42 700 The Arts 1987 458 0.31% 72 710 Civic And Landscape Art 1997 143 0.10% 14 720 Architecture 1990 304 0.20% 47 730 Plastic Arts, Sculpture 1989 374 0.25% 84 740 Drawing, Decorative And Minor Arts 1997 2,362 1.59% 203 750 Painting And Paintings 1987 698 0.47% 177 760 Graphic Arts, Prints 1986 82 0.06% 29 770 Photography And Photographs 1995 219 0.15% 13 780 Music 1992 795 0.53% 186 790 Recreational And Performing Arts 1995 2,764 1.86% 217 800 Literature (Belles-Lettres) 1990 1,204 0.81% 351 810 American Literature In English 1987 3,333 2.24% 1,058 820 English And Anglo-Saxon Literatures 1984 1,658 1.11% 924 830 Literatures Of Germanic Languages 1975 111 0.07% 61 840 Literatures Of Romance Languages 1980 150 0.10% 72 850 Italian, Romanian, Rhaeto-Romanic 1989 36 0.02% 18 860 Spanish And Portuguese Literatures 1991 186 0.13% 58 870 Italic Literatures, Latin 1969 68 0.05% 39 880 Hellenic Literatures, Greek 1976 119 0.08% 58 890 Literatures Of Other Languages 1980 210 0.14% 77 900 General Geography And History 1993 462 0.31% 101 910 General Geography,Travel 1987 4,184 2.81% 463 920 General Biography And Genealogy 1991 7,344 4.94% 1,172 930 General History Of Ancient World 1994 503 0.34% 47 940 General History Of Europe 1992 2,220 1.49% 329 -3- Collection Analysis (by 10s) *Note:Avg.Pub. Year does not include items with unknown publication years. Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date 950 General History Of Asia 1996 640 0.43% 48 960 General History Of Africa 1997 67 0.05% 3 970 General History Of North America 1980 5,854 3.93% 743 980 General History Of South America 1992 90 0.06% 7 990 General History Of Other Areas 1983 30 0.02% 1 Additional Category Divisions Classification Avg. Pub.Year #of Items %of Collection #of Items with NO Date Administration 2003 2 0.00% 1 Adult Dvd 2007 2,350 1.58% 132 Adult Fiction 1996 17,863 12.01% 685 Adult Large Print 1999 2,586 1.74% 20 Adult Mystery 1998 5,472 3.68% 79 Adult Non-Fiction 1989 2,187 1.47% 1,104 Adult Oversize 1987 376 0.25% 88 Adult Paperback 2003 2,714 1.82% 67 Adult Ref.Workroom 1989 31 0.02% 12 Adult Reference 1987 4,321 2.90% 2,731 Adult Reference Desk 1991 171 0.11% 43 Adult Science Fic. 1997 2,347 1.58% 51 Adult Sp. Non-Fic. 1992 171 0.11% 22 Adult Spanish Fic. 1996 956 0.64% 153 Adult Video Fiction 1998 947 0.64% 140 Adult Video Non-Fic. 1998 24 0.02% 5 Adult Western 1977 454 0.31% 17 Audiobook Fiction 2002 1,379 0.93% 238 Audiobook Non-Fic. 2002 308 0.21% 11 Automotive Table 1991 74 0.05% 27 Business Reference 1993 16 0.01% 3 Ca Room Misc. 0 433 0.29% 433 Ca Room Periodicals 0 184 0.12% 184 Ca Room Photographs 0 402 0.27% 402 Ca Room Reference 1968 228 0.15% 138 Ca Room Sbvgs 1985 554 0.37% 541 Career Reference 1995 14 0.01% 2 -4- Collection Analysis (by 10s) Mote.-Avg.Pub. Year does not include items with unknown publication years. Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date Chinese Non-Fic. 1988 2 0.00% 0 Genealogy Area 1980 314 0.21% 258 Grantsmanship 1993 7 0.00% 0 Graphic Novels 2005 360 0.24% 2 Index Table 1998 1 0.00% 0 Juv. Bilingual 2003 147 0.10% 3 Juv.Cassettes 1996 49 0.03% 17 Juv. Easy Reader 1998 1,433 0.96% 49 Juv. Paperback 1998 1,176 0.79% 548 Juv. Picture Book 1997 5,689 3.82% 279 Juv.Sp.Cassettes 1994 16 0.01% 6 Juv.Sp. Non-Fic. 1991 261 0.18% 32 Juv.Sp. Paperback 2005 116 0.08% 84 Juv.Spanish Fic. 1995 157 0.11% 14 Juv.Spanish Pic. Bk 1997 595 0.40% 42 Juv.Storytime 1997 9 0.01% 1 Juvenile Fiction 1994 5,280 3.55% 397 Juvenile Non-Fic. 1992 5,572 3.74% 644 Juvenile Reference 1991 100 0.07% 20 Juvenile Video 2003 554 0.37% 36 Lab Reference Bks 1993 5 0.00% 1 Literacy Department 1996 4 0.00% 0 Multicultural Area 1989 7 0.00% 2 Project Gutenberg 0 440 0.30% 440 Ref.Auto Repair 1985 177 0.12% 105 Ref. Periodicals 1962 122 0.08% 82 See Librarian 1994 6 0.00% 4 Spanish Video Fic. 1998 10 0.01% 3 Spanish Video Nf 2007 1 0.00% 0 Stored 1993 2,908 1.95% 709 Vietnamese Fic. 1997 111 0.07% 11 Vietnamese Non-Fic. 1995 80 0.05% 25 Young Adult Fic. 2005 1,271 0.85% 17 Young Adult Non-Fic 1986 357 0.24% 298 Young Adult Pb 1999 756 0.51% 525 -5- Collection Analysis (by 10s) •Note:Avg.Pub. Year does not include items with unknown publication years. Items Not Accounted For Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date —Items W/Invalid Call#5 For Collection— 0 11 0.01% 11 Totals 148,787 22,747 -6- Ln n m "? m e Ln m Ln o m N T " Lo m d M VI N fV IG 1!\ 1+1 N i+l OO N Y1 OJ !f Oi (O O AI rl N O N M T N T Q N T m N A p N io d O 2 � < Lq I? IR � OR ry e e rmi unl I°n rqi m Imn Io V o INn a n e °r n Imn rnn ul vg a °m n m v m - n m °ry 8 a a Rl' `� N ° n } ry N n O N N 51 e r Ln a In In w I n N n Y1 T m O In O tO Q C tp !V m !V 01 n !+1 W !V O M N T N N UI IO 1`l 1l1 Y1 N T N K H C O M N O Q N d N O N Q d 61 N � N m M Ill O m 1N �O O d IO L C r e o n ad n m i T m M ry 0 o r " Lc o 16 ad m O M UI"il n 8 r o m n Io o n " m o n m Ln m a n L"o N U O C 1p n m IQ 10 Ill N O m m 10 N m n m N CT N Ip IG m N m OO Ill d t0 O Q H N IO m 1+1 n V IH N N 2[ V O L � r r r r r r r r r r r I Y 0 " O Ill m O N d N n N IO m ry Ip N O m M d n m n C LL � m N m m Q IG N m N d N n U � L O cu "O CL e M x r ac ae ae ° � C " N n LD O O IG m o � O � C l`I t0 G N IG vi tj Q m n ry o �rvl Q o n o c o n N rnn m ry r� Ln N n a " N C O ° y m b Intl r m e " Io m M $ m rvd b n m I!i n V m m H 0 " G F 00 O 26 > O N vvi z Z Z Tu 0 Z Q ru S r Q O O z o o a z O 3 f N V.` Y O O z 7 6 uZi O 6 s ZO z N O F < O y 0 s x z o 5 0 5 g o = > z o °o d s m ° ' z d = < z z ° a z z z o s s o d W g o <_ Z u Q L J a Z > L " J F j 0 EE 6 > 1a F Z z N O m O i N O Z 0 O f > ; z z > > LP o o z o 'a a z u s u W o W 4 G G u o W m W W z W < 4 w d d y Y o W z = °o a m x x x o V ro J I.7 l7 V d w x 2 K Z m V V H N N In O l'l m Q Yl l0 n m m N N N N N N LA g g d d n d r a O O O O O O N N N N N N N W H O W N N N Ol T ry O Ol N Q T W O a N N N N m N R IT'1 O n N Q M M N N Ill n W b N N 1!1 N �p � M q �p n N Q W Y1 W Q N Q N n ry W n N M O Z Iii $ m r�i °n Imn o m m g m e e v n Irvn uni 9 n o I m 9t F a m I(1 O N N - W N OO O n lO l0 N W Q O m m T Of O W N O1 01 m n K N pp QQ N n T lT+f T N M m ry N p m N W l0 Q M N ry N O Q N lT�1 Nl N T Ln N m Q W 25 v'^i m n m Q N e �f n N n N 2f 1O W T 25 N 25 O N C IG G Oi O W O i`I Yl n'1 W 1f1 (+1 tG f+l n PI W AI M Oi O O N N N N IN'1 ry N N N N ry N N IH n Of O Ill T n Ill V n m ry 1O N T Q N N O m N N T O m In V O O U N l0 IO N W r N p ° ape ��e x xp x �e �e x x x $e x re �Op dap x x xp Q r O O1 I� O l0 n O .- Q O O N W 10 aC O Oi Oi Q W W w O w n m nl m IG M N O W H <G O G1 IlI OG M R N Q N n n m Of Q O 01 n W U1 N U1 O M Q YI Q IO N m IlI 1l1 T N be W O Q u v -0 Ixn m i e n O m N al xui F e Ill N N nI+'l 1 iE n x ry 1+1 Ill IV n O .3i�l O OJ O tC n i� m T X L^ Q Q N 01 01 N O In0 Ol INfl W n V N N m N Q Q M l0 Y1 Sl N Q ry M N C O ° H N N 0 U G ° Z w o ° ° 4 = z m w d W v ~ O Z rc Y O w H w < w O V 5 i o > ZO O W w j w 2 K m Z < < � O V O w W In O Q Z u Z Z O V' O < Z O W W O V Z O Z < < t7 ] In < Z ° u W m t W ° 5 ° D Z 7 s o z W g g o z " g z W > Z < Z Z V u ° u O V r t9 V V u rc V a Z 6 O m < < < a a d F f a x a z Z u � s g g W z r c < K r W N V O V m O .-, N J < G < 6 Z V W W x O u t= z B o 0 0 Q 3 D 0 0 0 z i W Z W o < o d a o x x O N N d g d V1 U U g W g U' O 1 1 U N [k`v T m m &i m N N m m Ol N m _N m N N Ol m N N pl m N_ Ol pl m N W n W ppl N M p Vl �p ^ pml pl N T N n 01 p ry M N N N N 1�1 T M M M m M M I�1 M g y Ill Ifl Ill Yl N N N N M m T m m m Q Q Q Q Q Q Ifl N N N Q !V O (C Ol IG N V ry 1�1 Vf O O Al O1 !V VI O1 Y1 N mW N O N n N M N M N N W N Q Im�l On1 Q N � N Q Q m N V n M Q W O F N M m m QNQ N 0 O Z I�'1 V 1l1 n Oi n Y1 V1 nl O lOD t+l C O1 Ol Of Q m {p 10 lip W Q p m N NNO Q N T N Q T m yT� N N �1(p1 O� oTD {np n M mpN 1yp��1 p p n 1„1 Of N Q m Q b M O T O ry Q t0 ry ^ a YP1 ^ Q O n 01 m y N N N Ol N N O� N 1!1 N N m M N n IO Y1 Q m Q M- Q r4 O m N Ih Q (V Q V N OI N H N 1l1 O Ill m n M O !V 0 x H m I�1 Q �n M m O Y1 Q N n I"1 N M 1D M O1 1l1 I�1 n N N m Ill 1�1 !�1 tC M 6 Yi YI O VI M 6 Oi m C lV n n N G w N M N N ry N ry O a ' 1p n N Ol N n Q N n 01 T M n O O V N O V n n io m �l Q n n I1On °� Q In to r4i m - O 09 O x x x x x x n x ry x N T Ill 01 N T m OI !1` n N Ill N Y� �G m m 01 m n T VI i� !V M I Y m M T N n n mm n Ill Ilpl O Q n Q p Ol n m Ill {p n o m Q � U L cli m Ixll !xN N dJ Q Q N tl1 C � N O ry IC .lC- OAf l ry N x O Fm I TN N tll x a0l 1 (N� mx n Qx! N Fl 0Q 1 (G !V ry h O H M O N O 4 6 O Ill Of ld AI Q� Q n m mm w w 8i F $ ° Q r uI^i rOi n nI �i ry n r. ry n ul m ry m C O � y �p n N m Q M m a IO N O S m N m N n n N M 10 lV N N N N T O U W W N 1 U 3 GO S-J w J w O a1 V VS �_ > Z J 02 Z V' V J LL dd� ZO O ° w IZ.. xp z W W J g z < Idn y/ F F ° d G• o a W u = < < 0 g 6' _1 J z z O 0 1�1 Qr J Z W 6 V Z Z OC H OLL V Q d d < < J Z W V u m g W < < W r 0 c rc Z rc W O S < m t O U Q m V Z V Z Z 6 J J r g J O Q < O_ K Z O N O W U O vl W J O O f Q Q l7 Z G < Z Z r r u s z O J O W U' U Z K < H V = V W N Wo o W Q o z z u z < 5 J J o a < x 3 d r W v 0 Q W p p v uZmi V u O < S < Z J S Our ] < S J v �_ z S N d J m N r a r S V m r V a d O < 6 {.'l d m K J a N Y�l O 8J N b X m M O Ill LG R'1 0 0Y1 m O mNp �N�pp t0 Ol O Yl R vOl l+l vNl C I+l N Oi O Oi V n V 1� Al N IO N 1O n m N M Yml 1� O � O O N Q m ul M N YY YY ° p O O O IO»1 M V O ul O Ol V m M N N p Ill I(1 O) p 1G CC 1+1 1l1 1l1 n Y1 !V U1 O Ol m 1� pNJ 0p1 m 1y� l/1 a s M Q Qm N lQ0 M 1� O 10 O t0 O N m � n Ill ^ l0 INH N tO lO {O O N N n � jrl O N N M M M y M M Np M M I~lf lIO a m N o l: n m M v o to o e o M CIO) O C N t0 M M O N Ill ^ n N M CO N 00 Cc N IV Sl n M 01 N lD Q p CL 1p Ol 01 Of N L� 2e 12p2 j�1j1 �(�$ ��pj FI N I11 dQY De 2F ��pl 2C {2pFP . 5� Q IlI m Q Q N O N m m N m M O 1l1 M 0 m ul m m In rQi ri m n n M ry m M n m 0 M M M M r G N N j�j Oi O M C N IO q lQ N m N N l6 O h N t•1 M ry m m N b R I _ ...... 1 N M < e n M m N m m R e n M M m h m N N Q Q- Q' L v b vi o o m m m _m In vi o rz cu Sl R N N 1�1 Ill Vl Vl O O p �ppp mp pQ pp p p !q r 1l1 f�l m l0 q N d I+I 1011 N IO m Ol M t- r U N I ... W W Z < < ° W w W u u o Q 0 < 3 z S S o x u i `-` W z d < m s Z V < Z t� Z K O V < 0 < < < < 0 i W d s 0 0 0 0 0 0 0 z o ~ ° & 0 0 0 0 0 0 0 0 0 U V m O a Z u J 6' W W W W W W W W W W < E N a/V r m N mp m y m m m m m m m m m m m y t E CL N Collection Anal-tysis (by 100s) -Main Classification Percentages Rowe Branch Sep 5,2012 3:21:22 PM juv.Bilingua Juv.Picture Book Audiobook Non-Fic. juv.Sp.Cassettes Audiobook Fiction juv.Sp.Non-Fic. Adult Western juv.5p.Paperback Adult Video Non-Fic juv.Spanish Fic. Adult Video Fiction juv.Spanish Pic.Bk Adult Spanish Fic juv.Storytime Adult Sp.Non-Fic juvenile Fiction Adult Science Fic juvenile Non-Fic. Adult Referenc J19iEQiLlsSifi 100 Philosophy And Related Adult Oversiz juvenile Rqff6@fe Adult Non-Fictia S 00 O ocial Sciences cences AtlultM ste Q @ @E9A Y 500 Pure Sciences Adult Music Cassett 1 99rillit[1fBl kib(Applied ' z Sciences) Aduh4 EW9R ]00n% Arte Non-Fic Adult Dvd }Belles-Lettres) 900 General Geography An History Classification #of Items %of Collection 000 Generalities 204 0.61% 100 Philosophy And Related Disciplines 357 1.06% 200 Religion 290 0.86% 300 Social Sciences 1,949 5.80% 400 Language 122 0.36% 500 Pure Sciences 1.275 3.80% 600 Technology(Applied Sciences) 2,307 6.87% 700 The Arts 1,167 3.47% 800 Literature(Belles-Lettres) 632 1.88% 900 General Geography And History 3,382 10.07% Adult Dvd 1,086 3.23% Adult Fiction 4,976 14.82% Adult Large Print 519 1.55% Adult Music Cassette 2 0.01% Adult Mystery 1,385 4.12% Adult Non-Fiction 762 2.27% -1 - Collection Analysis (by 100s) -Main Classification Percentases Classification #of Items %of collection Adult Oversize 108 0.32% Adult Reference 67 0.20% Adult Science Fic. 359 1.07% Adult Sp.Non-Fic. 27 0.08% Adult Spanish Fic. 43 0.13% Adult Video Fiction 299 0.89% Adult Video Non-Fic. 1 0.00% Adult Western 194 0.58% Audiobook Fiction 737 2.19% Audiobook Non-Fic. 61 0.18% Juv.Bilingual 42 0.13% Juv.Cassettes 107 0.32% Juv.Easy Reader 1,202 3.58% Juv.Paperback 197 0.59% Juv.Picture Book 3,657 10.89% Juv.Sp.Cassettes 16 0.05% Juv.Sp.Non-Fic. 35 0.10% Juv.Sp.Paperback 9 0.03% Juv.Spanish Fic. 31 0.09% Juv.Spanish Pic.Bk 144 0.43% Juv.Storytime 38 0.11% Juvenile Fiction 2,466 7.34% Juvenile Non-Fic. 2,579 7.68% juvenile Oversize 4 0.01% Juvenile Reference 24 0.07% Juvenile Video 244 0.73% See Librarian 6 0.02% Young Adult Fic. 414 1.23% Young Adult Non-Fic 6 0.02% Young Adult Pb 55 0.16% Totals 33,587 100.00% -2- Count of Items and Titles by Location and Holdings Code Location Holdings Code Collection Description Items Titles Rowe ROABF Audiobook Fiction 739 316 ROABNF Audiobook Non-Fic. 138 60 ROACA Adult Music Cassette 2 2 ROADV Adult DVD 1,087 967 ROAF Adult Fiction 4,977 4,887 ROALP Adult Large Print 544 543 ROAMY Adult Mystery 1,385 1,364 ROANF Adult Non-Fiction 6,702 6,566 ROADV Adult Oversize 403 392 ROARD Adult Reference Desk 1 1 ROAREF Adult Reference 377 287 ROASF Adult Science Fic. 359 353 ROABNF Adult Sp. Non-Fic. 236 233 ROASPF Adult Spanish Fic. 43 43 ROADF Adult Video Fiction 299 286 ROAVNF Adult Video Non-Fic. 10 10 ROAW Adult Western 194 192 ROERR See Librarian 8 8 ROJBI Juv. Bilingual 75 62 ROJCA Juv.Cassettes 107 104 ROJER Juv. Easy Reader 1,202 1,068 ROJF Juvenile Fiction 2,468 2,287 ROJNF Juvenile Non-Fic. 6,859 6,334 ROJOV Juvenile Oversize 4 4 ROJPB Juv. Paperback 197 181 ROJPBS Juv.Sp. Paperback 9 9 ROJPIC Juv. Picture Book 3,657 3,429 ROJREF Juvenile Reference 134 79 ROJSC Juv.Sp.Cassettes 16 15 ROJSF Juv.Spanish Fic. 31 29 ROJSNF Juv.Sp. Non-Fic. 110 110 ROJSPIC Juv.Spanish Pic. Bk 144 140 ROJST Juv.Storytime 40 40 ROJVID Juvenile Video 244 215 ROYF Young Adult Fic. 414 392 ROYN Young Adult Non-Fic 315 314 Sep 5,2012 -5- 3:44:32 PM Count of Items and Titles by Location and Holdings Code © Holdings Code Collection Description Items Titles Rowe ROYP Young Adult PB 55 55 Total for Rowe 33,585 31,377 Sep 5,2012 -6- 3:44:32 PM Collection Analysis (by 10s) Rowe Branch *Note.Avg.Pub. Year does not include items with unknown publication years. Sep 5, 2012 3:11:23 PM The Hundreds Divisions Classification Avg. Pub.Year #of Items %of Collection #of Items with NO Date 000 Generalities 2000 80 0.24% 3 010 Bibliography 1996 2 0.01% 0 020 Library And Information Sciences 1995 20 0.06% 8 030 General Encyclopedia Works 2005 90 0.27% 0 070 Journalism, Publishing, Newspapers 1996 9 0.03% 1 080 General Collections 2007 3 0.01% 1 100 Philosophy And Related Disciplines 0 4 0.01% 4 110 Metaphysics 1995 3 0.01% 0 120 Epistemology,Causation, Humankind 2003 6 0.02% 2 130 Paranormal Phenomena And Arts 2000 69 0.21% 4 150 Psychology 2000 207 0.62% 6 160 Logic 2003 2 0.01% 0 170 Ethics (Moral Philosophy) 1998 56 0.17% 0 180 Ancient, Medieval, Oriental Philosphy 2000 3 0.01% 0 190 Modern Western Philosophy 1999 7 0.02% 5 200 Religion 2003 14 0.04% 1 210 Natural Religion 2009 3 0.01% 0 220 Bible 1994 45 0.13% 0 230 Christian Theology 2000 27 0.08% 2 240 Christian Moral And Devotional Theology 1998 SS 0.16% 1 250 Local Church And Religious Orders 1989 2 0.01% 0 260 Social And Ecclesiastical Theology 1996 7 0.02% 2 270 History And Geography Of Church 1999 14 0.04% 4 280 Christian Denominations And Sects 1995 6 0.02% 0 290 Other And Comparative Religions 1995 117 0.35% 3 300 Social Sciences 1998 250 0.74% 11 310 Statistics 2002 4 0.01% 1 320 Political Science 2001 97 0.29% 4 330 Economics 2002 354 1.05% 15 340 Law 2000 129 0.38% 4 -1 - Collection Analysis (by 10s) *Note:Avg.Pub. Year does not include items with unknown publication years. Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date 350 Public Administration 2000 90 0.27% 7 360 Social Problems And Services 1999 480 1.43% 11 370 Education 2000 100 0.30% 5 380 Commerce(Trade) 2000 50 0.15% 3 390 Customs, Etiquette, Folklore 1995 395 1.18% 24 410 Linguistics 1992 9 0.03% 1 420 English And Anglo-Saxon Languages 1998 64 0.19% 6 430 Germanic Languages 1991 2 0.01% 0 440 Romance Languages 2001 5 0.01% 0 450 Italian, Romanian, Rhaeto-Romantic Languages 1998 4 0.01% 0 460 Spanish And Portuguese Languages 1999 25 0.07% 0 470 Italic Languages 2007 1 0.00% 0 480 Hellenic Languages 0 3 0.01% 3 490 Other Languages 1994 9 0.03% 1 500 Pure Sciences 1996 183 0.54% 13 510 Mathematics 2001 81 0.24% 3 520 Astronomy And Allied Sciences 1998 93 0.28% 1 530 Physics 1998 40 0.12% 0 540 Chemistry And Allied Sciences 1995 46 0.14% 1 550 Sciences Of Earth And Other Worlds 1997 142 0.42% 10 560 Paleontology 2001 115 0.34% 0 570 Life Sciences 1997 110 0.33% 7 580 Botanical Sciences 1997 40 0.12% 4 590 Zoological Sciences 1998 425 1.27% 10 600 Technology(Applied Sciences) 1995 23 0.07% 1 610 Medical Sciences 2000 826 2.46% 10 620 Engineering And Allied Operations 1998 153 0.46% 3 630 Agriculture And Related Technologies 2000 327 0.97% 7 640 Home Economics And Family Living 2000 731 2.18% 17 650 Management And Auxiliary Services 2001 158 0.47% 1 660 Chemical And Related Technoligies 1996 8 0.02% 0 670 Manufactures 1993 2 0.01% 0 -2- Collection Analysis (by 10s) •Note:Avg.Pub. Year does not include items with unknown publication years. Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date 680 Manufacture For Specific Uses 1996 23 0.07% 1 690 Buildings 1998 56 0.17% 4 700 The Arts 1990 39 0.12% 4 710 Civic And Landscape Art 2002 26 0.08% 3 720 Architecture 1998 31 0.09% 3 730 Plastic Arts,Sculpture 2000 28 0.08% 2 740 Drawing, Decorative And Minor Arts 1999 524 1.56% 22 750 Painting And Paintings 1996 46 0.14% 1 760 Graphic Arts, Prints 2000 4 0.01% 0 770 Photography And Photographs 1996 19 0.06% 0 780 Music 2000 74 0.22% 4 790 Recreational And Performing Arts 1999 374 1.11% 6 800 Literature(Belles-Lettres) 1996 122 0.36% 18 810 American Literature In English 1995 357 1.06% 21 820 English And Anglo-Saxon Literatures 1991 103 0.31% 32 830 Literatures Of Germanic Languages 1984 2 0.01% 0 840 Literatures Of Romance Languages 1989 9 0.03% 3 850 Italian, Romanian, Rhaeto-Romanic 1985 6 0.02% 1 860 Spanish And Portuguese Literatures 2000 16 0.05% 0 870 Italic Literatures, Latin 1981 1 0.00% 0 880 Hellenic Literatures, Greek 1985 5 0.01% 1 890 Literatures Of Other Languages 1992 11 0.03% 2 900 General Geography And History 1995 67 0.20% 16 910 General Geography,Travel 2000 865 2.58% 24 920 General Biography And Genealogy 1998 1,208 3.60% 50 930 General History Of Ancient World 1994 126 0.38% 5 940 General History Of Europe 1995 317 0.94% 6 950 General History Of Asia 1999 89 0.26% 6 960 General History Of Africa 1993 7 0.02% 2 970 General History Of North America 1996 693 2.06% 42 980 General History Of South America 2001 7 0.02% 3 990 General History Of Other Areas 2002 3 0.01% 0 -3- Collection Analysis (by 10s) *Note:Avg.Pub. Year does not include items with unknown publication years. Additional Category Divisions Classification Avg. Pub.Year #of Items %of Collection #of Items with NO Date Adult Dvd 2007 1,086 3.23% 8 Adult Fiction 2002 4,976 14.82% 188 Adult Large Print 2004 519 1.55% 3 Adult Music Cassette 0 2 0.01% 2 Adult Mystery 2004 1,385 4.12% 9 Adult Non-Fiction 1988 762 2.27% 177 Adult Oversize 1987 108 0.32% 15 Adult Reference 1992 67 0.20% 27 Adult Science Fic. 2001 359 1.07% 3 Adult Sp. Non-Fic. 1994 27 0.08% 8 Adult Spanish Fic. 1999 43 0.13% 1 Adult Video Fiction 1999 299 0.89% 26 Adult Video Non-Fic. 1995 1 0.00% 0 Adult Western 1986 194 0.58% 8 Audiobook Fiction 2000 737 2.19% 42 Audiobook Non-Fic. 2000 61 0.18% 4 Juv. Bilingual 2001 42 0.13% 1 Juv.Cassettes 1994 107 0.32% 19 Juv. Easy Reader 1997 1,202 3.58% 76 Juv. Paperback 1996 197 0.59% 127 Juv. Picture Book 1995 3,657 10.89% 207 Juv.Sp. Cassettes 1999 16 0.05% 2 Juv.Sp. Non-Fic. 1993 35 0.10% 1 Juv.Sp. Paperback 2001 9 0.03% 6 Juv.Spanish Fic. 1996 31 0.09% 4 Juv.Spanish Pic. Bk 1996 144 0.43% 12 Juv.Storytime 1997 38 0.11% 0 Juvenile Fiction 1995 2,466 7.34% 142 Juvenile Non-Fic. 1991 2,579 7.68% 545 Juvenile Oversize 1973 4 0.01% 1 Juvenile Reference 1992 24 0.07% 1 Juvenile Video 2003 244 0.73% 11 See Librarian 1975 6 0.02% 4 -4- Collection Analysis (by 10s) *Note:Avg.Pub. Year does not include items with unknown publication years. Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date Young Adult Fic. 2005 414 1.23% 5 Young Adult Non-Fic 1996 6 0.02% 1 Young Adult Pb 2009 55 0.16% 26 Totals 33,585 2,225 -5- ` agq < m o o M c 0 0 o m o g o rMn in o ry o o c n ri o o ri o m z ei aE N O Z s N i o O ry o o N ♦ tp O Ot O O Ilt O Q N O O m O m O YI W M O N Qs � W ui d d p o 0 0 o p w o m O E M o o 0 W rry � X M N h ry C OI M d O O O O O O O O N O W O M O M 0 N N W 5 Ln L C N O O O G 6 d d m O N G ni N n O M W aG C O � u O O O O O 1 20 C 0 O V o In In ei In T t0 I� O Ilt N O OO N lM,l O O m M N O i O N O O O Al W O O m O a �. � L^ ^ O M N O O u G L 7 N CL N N Q N N O O O ry O O O M O O N O ry M �p W d o N C O ° .y Fs N O u w iQ Z z g a z z N P D a V o O y O O Z 2 z 0 z 0 Z Q F o O O z O O 6 Z _ _ U O Z O , 0 O _ z m H z O z < Q d o o <o d z < J �O x =m lW'J K m Q m V U U °• urt�i z d f vw i f 2 6 K a U v6i tJ O Z o t w 3 ui K LLZ C a O O Z K?" z Q < O W OD m Z Z Z 2 U (w,J u z H K Y O O O O O s ry ry N N ry ry N ww0 ci ci6 0 N O N N O N Q N m IO O 01 OO O O O O $ n T O N M ^ Ol C N N Q O M T Y1 Q h N T N O 10 O O O O O T T T O M O yZCt app ,�bp T�+p1 1p imp ,�bp dap ae^ n V1 T T N N ry 1N! m N O to O n vj �1p!1 Q Q ,ZO jp O� �l In ri O N N O T N N N T �I Q YI N IT'1 m N V1 N N O T o1 N O Ill Ill T O T T O 01 N Q O t0 Yl N 1p O Q m N O O1 m W O m 1� O ry O O G<t O C Ill N O O M m N 1l1 r4 m x !V N G yl O N N ry N O O\ N N Cl m 1� n m O O N O O ^ Ill O O T V N Q Ill m N C t qj 1G of 6 O Al C N N N Yf N N T N N T N N Q Sl OJ o1 Q 10 O 1� t0 1+f N O H N 0 N N Q N p ° N ° N N N O OO OI N n tG R N I Gl L W J N p of V O m N N N M ^p tQ 9 N O p O N O° O T !op tl<U0 1 l' O O N m ry W J U S N j o^m N W U t0 Q o N O O to N c 0 Qp Z O m p Q O O O tQ N z< Z O X O o O O z Q O 2 < v<O U O Z p Z o 0<z o O W W 0 i o z 0 z f N t < i Q O < u < z O Q S w N < J< Z < O r rc p Z w w T H K N o ~^ o o ° g o 0 0 U 5 ? W S ° C 0 <d < i o d 7 d u N N Z U O N V1 6 d V1 W U C; n, 2$ on ei In Igo, 25 25 M v n Iail. ° 91 �• 25 2$ a IX, n a"a, q 0 n O N OO n Q (V N O C O 0 rh m al n Q !V O O N O N M N y O O h Q O O M n 1� O O Q Q M M N H O O Q W W ry N,1 M O Z ry W ry I+1 N N yN N m QN 16 N If1 1+1 IM+1 (N`1 < !M`1 T W N I+1 IN+i li }xp� M O N N O N O Q tM0 N N ry n 01 W W O W T N n N ITIf O N n i, lV 1 Xp N M pX X N FI N x N FI b X FI Ixf1 r l V A N O Ff N O FI h N Q N n O n 1l1 N tp r4 Q n n W W M Ill N W O N W N !V O N 6 O Q t+1 N 4 1� Q Q O O tG IC OW N O X N G L^ m 1O ry W ^ M O N Q m W N O W W W N N N Ln �IS1 X ,(��Q �XIpp X X X x x ��j1 �xp X tXp X x x "' T 1l1 rrl IQY O n rvW 10 IO x W O n S O l W w !V w OI Ili N N O N N Q Q MI M n N N Ill ON I n O pAl I CI 1p 9 V^1 W N 0 U O O n M O n h r W 1+1 M lD N � O O N O N O N Ol O W M W r O n ^, Ol 10 O Ol W M Q N Ill O N O T Ill N T N Ill n T V1 tp Q O T n p1 W � Q N N N fV N YI N N ry N N N N T N N I V i N 1O d X x X iX X X X X X X °O, L9 14 q ry o Ol Q Oi N N G ry n n N r+l ry G M Q Q W I^ n W N O ry N W ri r+l bi M Q l!I M n O O N NW ^ N O M W N O N h m Q N W N N N Q NS S_ O .� p Ip N O Q N W M rnrl n W N N IN V A W Ip T N N Y Q W n m N m O f Q U U � H p Z u rc n < OC W ~ J ° V1 Z_ d Z yl U > o= W d a z H o In d H ?K o s o Q a u z Q y 21 u g u < w a vl p N p a d a a Z w H > w U. K O Z Z ] ] Z K vi w Z H Z a °.�. H p J V Z O Z a p p rc d Z o ° W S g o W J o o W G G ° G a s o a z u z o ° W ° o u u g < a. z P a F u z z u W ~ w i z u = a g > > o a u S 3 d o J W H O p (f K Z Z Z o a x a C01 01 01 G1 OI Of 01 OI Of 01 OI OI �q OI Of O1 O1 Ol OI OI OI O ' OC Yl � N � N i0 W 40 l0 N 40 h I� n n N h h n n n CO W N Q O tO O O H aD N N Q m t0 H l0 NQ O I N rn N IM C� O m O O ry �O ry � Yf tC 1O n nQ m O W N N N ( M TCO Yl � Vl Y1 �. O Z 8 N Ill O O O O r N Q �Mp N Inl1 fn+l V LrI N W m Yl Y1 M N Q O N Q N m O O O ♦Sl n coo p N N N C C o b O N W O O CG N O N 0 b O O N Q O Ln 2f VI p N 1O 8 Np O O O O O Ol Q N N T N N W N 1p O N ry N N YI N N N 0 u o ci � Ln d w I o o rml n o 0 o vl n e p a (D m cn c n n V O Y (J N N N L N 1D CL C ul o o c r4 o o ad vi 0 N m (gyp r o o Q o Q 5 N N N N N O 'iJ i I 11 N OI l0 tO Y1 n ul � tO n Oi n m n m pupl pN� pNp � 'i tp m N ry m t0 � �O 11G tD " u z z < FO a 3 Z j W J N � o � 0 z W x 6 0 0 0 0 0 0 0 0 0 0 0 u o 0 0 0 0 0 0 a � 0 0 a z z z z z z z z z Z : 0 M m N 01 Ol 01 H P N N n Ol Of d d E N i d 3 i Collection Analysis (by 100s) -Main Classification Percentages Inghram Branch Sep 5,2012 3:19:31 PM Adult Western juv.Picture Book Adult Video Nan-Fic I I�juv.Sp.Cassettes Adult Video Fictio juv.Sp.Non-Fic. Adult Spanish Fu:. juv.Sp.Paperback Adult Sp.Non-Fic. juv.Spanish Fiction Adult Science Fic juv.Spanish Pic.Bk Adult Reference juv.5torytime Adult Paperbac juvenile Fiction Adult Oversizi juvenile Non-Fic. Adult Non-Fictioi 11NEFiRBO&49iBRCe Adult Myste juvenile V�opyhy And Related Bfs4ipl Adult Music Cassette _ i8A,%wdet Fic. 300 Social Sciences Adult Large Prin Y M019&1IA4dun-Fic. 500 ure Sciences Adult Fiction gQ9rr&Mtd*(Applied Sciences) Adult Dvd 900 General Geography An History 800 Literature(Belles-lettres 700 The Art Classification #of Items %of Collection 000 Generalities 185 1.04% 100 Philosophy And Related Disciplines 215 1.21% 200 Religion 178 1.00% 300 Social Sciences 1,117 6.27% 400 Language 129 0.72% 500 Pure Sciences 891 5.00% 600 Technology(Applied Sciences) 1,327 7.45% 700 The Arts 978 5.49% 800 Literature(Belles-Lettres) 331 1.86% 900 General Geography And History 1,818 10.20% Adult Dvd 1,566 8.79% Adult Fiction 1,638 9.19% Adult Large Print 43 0.24% Adult Music Cassette 11 0.06% Adult Mystery 285 1.60% Adult Non-Fiction 176 0.99% -1 - Collection Analysis (by 100s) -Main Classification Percentages Classification #of Items %of Collection Adult Oversize 31 0.17% Adult Paperback 2 0.01% Adult Reference 97 0.54% Adult Science Fic. 20 0.11% Adult Sp.Non-Fic. 164 0.92% Adult Spanish Fic. 156 0.88% Adult Video Fiction 28 0.16% Adult Video Non-Fic 2 0.01% Adult Western 5 0.03% Audiobook Fiction 17 0.10% juv.Bilingual 90 0.50% juv.Cassettes 22 0.12% juv.Easy Reader 742 4.16% juv.Paperback 225 1.26% juv.Picture Book 2,284 12.82% juv.Sp.Cassettes 5 0.03% juv.Sp.Non-Fic. 131 0.74% juv.Sp.Paperback 46 0.26% juv.Spanish Fiction 85 0.48% juv.Spanish Pic.Bk 187 1.05% juv.Storytime 1 0.01% juvenile Fiction 1,170 6.56% juvenile Non-Fic. 933 5.24% juvenile Reference 16 0.09% juvenile Video 181 1.02% Young Adult Fic. 228 1.28% Young Adult Non-Fit. 1 0.01% Young Adult Pb 65 0.36% Totals., 17.822 100.00% -2- Count of Items and Titles by Location and Holdings Code Location Holdings Code Collection Description Items Titles Inghram INABF Audiobook Fiction 19 19 INABNF Audiobook Non-Fic. 4 1 INACA Adult Music Cassette 11 11 INADV Adult DVD 1,569 1,437 INAF Adult Fiction 1,639 1,570 INALP Adult Large Print 46 46 INAMY Adult Mystery 285 281 INANF Adult Non-Fiction 3,166 3,035 INADV Adult Oversize 210 185 INAPB Adult Paperback 2 2 INAREF Adult Reference 370 280 INARM Multicultural Area 1 1 INASF Adult Science Fic. 20 20 INASNF Adult Sp. Non-Fic. 518 507 INASPF Adult Spanish Fic. 156 155 INAVF Adult Video Fiction 27 26 INAVNF Adult Video Non-Fic 7 5 INAW Adult Western 5 5 INJBI Juv. Bilingual 164 159 INJCA Juv. Cassettes 22 21 INJER Juv. Easy Reader 744 702 INJF Juvenile Fiction 1,170 1,106 INJNF Juvenile Non-Fic. 3,655 3,517 INJPB Juv. Paperback 225 214 INJPBS Juv.Sp. Paperback 46 43 INJPIC Juv. Picture Book 2,284 2,192 INJREF Juvenile Reference 92 37 INJSC Juv. Sp. Cassettes 5 4 INJSF Juv.Spanish Fiction 85 83 INJSNF Juv.Sp. Non-Fic. 302 268 INJSPIC Juv.Spanish Pic. Bk 187 182 INJST Juv.Storytime 1 1 INJVID Juvenile Video 181 167 INYF Young Adult Fic. 229 214 INYN Young Adult Non-Fic. 305 283 INYP Young Adult PB 67 64 Sep 5,2012 -3- 3:44:32 PM Count of Items and Titles by Location and Holdings Code Location Holdings Code Collection Description Items Titles Total foringhram 17,819 16,843 Sep 5,2012 -4- 3:44:32 PM Collection Analysis (by 1Os) Inghram Branch *Note:Avg.Pub. Year does not include items with unknown Publicationyears. Sep 5,2012 3:10:26 PM The Hundreds Divisions Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date 000 Generalities 2002 52 0.29% 4 010 Bibliography 2002 5 0.03% 0 020 Library And Information Sciences 1996 8 0.04% 0 030 General Encyclopedia Works 2006 115 0.65% 10 070 journalism, Publishing, Newspapers 1996 3 0.02% 0 080 General Collections 2003 2 0.01% 0 100 Philosophy And Related Disciplines 2007 2 0.01% 0 120 Epistemology,Causation, Humankind 2007 1 0.01% 0 130 Paranormal Phenomena And Arts 1999 83 0.47% 4 150 Psychology 2002 113 0.63% 4 170 Ethics (Moral Philosophy) 2001 13 0.07% 1 180 Ancient, Medieval, Oriental Philosphy 2004 2 0.01% 0 190 Modern Western Philosophy 2010 1 0.01% 0 200 Religion 1998 6 0.03% 0 220 Bible 1995 41 0.23% 1 230 Christian Theology 2000 12 0.07% 0 240 Christian Moral And Devotional Theology 2001 30 0.17% 2 250 Local Church And Religious Orders 2004 2 0.01% 0 260 Social And Ecclesiastical Theology 2008 2 0.01% 0 270 History And Geography Of Church 2000 9 0.05% 0 280 Christian Denominations And Sects 1998 4 0.02% 0 290 Other And Comparative Religions 1998 72 0.40% 2 300 Social Sciences 2000 192 1.08% 5 310 Statistics 2003 9 0.05% 2 320 Political Science 1995 87 0.49% 7 330 Economics 2002 202 1.13% 3 340 Law 2002 103 0.58% 2 350 Public Administration 1996 23 0.13% 0 360 Social Problems And Services 1999 165 0.93% 5 370 Education 2001 45 0.25% 2 -1 - Collection Analysis (by 10s) *Note:Avg.Pub. Year does not include items with unknown publication years. Classification Avg. Pub.Year #of Items %of Collection #of Items with NO Date 380 Commerce (Trade) 1999 9 0.05% 0 390 Customs, Etiquette, Folklore 1996 282 1.58% 6 410 Linguistics 1997 13 0.07% 0 420 English And Anglo-Saxon Languages 1998 79 0.44% 5 430 Germanic Languages 1997 2 0.01% 1 440 Romance Languages 2007 2 0.01% 0 460 Spanish And Portuguese Languages 1998 28 0.16% 3 490 Other Languages 2006 5 0.03% 0 500 Pure Sciences 1997 164 0.92% 9 510 Mathematics 2002 46 0.26% 1 520 Astronomy And Allied Sciences 1999 47 0.26% 1 530 Physics 1998 17 0.10% 0 540 Chemistry And Allied Sciences 2000 S5 0.31% 3 550 Sciences Of Earth And Other Worlds 2000 69 0.39% 1 560 Paleontology 2002 52 0.29% 0 570 Life Sciences 1998 64 0.36% 3 580 Botanical Sciences 1994 22 0.12% 3 590 Zoological Sciences 2000 355 1.99% 5 600 Technology(Applied Sciences) 1999 44 0.25% 2 610 Medical Sciences 2001 456 2.56% 6 620 Engineering And Allied Operations 1999 131 0.74% 11 630 Agriculture And Related Technologies 1999 157 0.88% 5 640 Home Economics And Family Living 2002 405 2.27% Is 650 Management And Auxiliary Services 2002 82 0.46% 2 660 Chemical And Related Technoligies 1999 3 0.02% 0 680 Manufacture For Specific Uses 2000 15 0.08% 0 690 Buildings 2000 34 0.19% 1 700 The Arts 1997 21 0.12% 2 710 Civic And Landscape Art 2000 9 0.05% 0 720 Architecture 1994 10 0.06% 0 730 Plastic Arts, Sculpture 2001 24 0.13% 0 -2- Collection Anatysis (by 10s) *Note:Avg.Pub. Year does not include items with unknown publication years. Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date 740 Drawing, Decorative And Minor Arts 2002 569 3.19% 16 750 Painting And Paintings 1994 22 0.12% 0 760 Graphic Arts, Prints 2005 4 0.02% 0 770 Photography And Photographs 1997 18 0.10% 1 780 Music 1999 81 0.45% 3 790 Recreational And Performing Arts 2001 220 1.23% 6 800 Literature(Belles-Lettres) 1998 60 0.34% 1 810 American Literature In English 1997 208 1.17% 10 820 English And Anglo-Saxon Literatures 1991 27 0.15% 1 830 Literatures Of Germanic Languages 1961 1 0.01% 0 840 Literatures Of Romance Languages 1999 3 0.02% 2 860 Spanish And Portuguese Literatures 1994 27 0.15% 0 880 Hellenic Literatures,Greek 1984 3 0.02% 0 890 Literatures Of Other Languages 1967 2 0.01% 0 900 General Geography And History 2001 19 0.11% 0 910 General Geography,Travel 2002 409 2.29% 9 920 General Biography And Genealogy 1999 828 4.65% 31 930 General History Of Ancient World 1996 28 0.16% 1 940 General History Of Europe 1997 66 0.37% 3 950 General History Of Asia 2000 30 0.17% 0 960 General History Of Africa 1995 15 0.08% 1 970 General History Of North America 1996 418 2.35% 28 980 General History Of South America 1990 3 0.02% 0 990 General History Of Other Areas 1987 2 0.01% 0 Additional Category Divisions Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date Adult Dvd 2007 1,566 8.79% 14 Adult Fiction 2004 1,638 9.19% 21 Adult Large Print 2004 43 0.24% 0 Adult Music Cassette 0 11 0.06% 11 Adult Mystery 2005 285 1.60% 2 Adult Non-Fiction 1989 176 0.99% 53 -3- Collection Analysis (by 10s) "Note:Avg.Pub. Year does not include items with unknown publication years. Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date Adult Oversize 1990 31 0.17% 7 Adult Paperback 2004 2 0.01% 1 Adult Reference 1991 97 0.54% 40 Adult Science Fic. 1999 20 0.11% 0 Adult Sp. Non-Fic. 1993 164 0.92% 21 Adult Spanish Fic. 2000 156 0.88% 8 Adult Video Fiction 1999 27 0.15% 7 Adult Video Non-Fic 1986 2 0.01% 1 Adult Western 2001 5 0.03% 0 Audiobook Fiction 1997 17 0.10% 15 Juv. Bilingual 2001 90 0.50% 0 Juv.Cassettes 1997 22 0.12% 4 Juv. Easy Reader 1997 742 4.16% 27 Juv. Paperback 1999 225 1.26% 157 Juv. Picture Book 1999 2,284 12.82% 67 Juv.Sp.Cassettes 1997 5 0.03% 1 Juv.Sp. Non-Fic. 1992 131 0.74% 8 Juv.Sp. Paperback 2003 46 0.26% 42 Juv.Spanish Fiction 1997 85 0.48% 11 Juv.Spanish Pic. Bk 1996 187 1.05% 14 Juv.Storytime 2006 1 0.01% 0 Juvenile Fiction 1998 1,170 6.56% 49 Juvenile Non-Fic. 1991 933 5.24% 146 Juvenile Reference 1994 16 0.09% 2 Juvenile Video 2007 181 1.02% 3 Young Adult Fic. 2006 228 1.28% 3 Young Adult Non-Fic. 2007 1 0.01% 0 Young Adult Pb 2001 65 0.36% 61 Totals 17,821 1,048 -4- 0 L � oo � o0 000000 < o �; ol. o 000 � o � o N Q 0 0 O 0 0 O 0 0 0 0 0 Q O Q O O O 0 0 O N O M O 2 16 9 o ai o ri vi o o m o o 0 0 o M o m o ry o O w o m w ry O F Q � 6 Ip h p N Ill G G 0 0 0 0 4 O N N M O K N C O y� Q O N IG O O O O O O O O N O N O O O O O N O IV SI I b L x8 Ln 6 8 rm,I m o 0 o m 0 0 0 0 o ry o n 0 o Q o Io O K UN Y! H ry M O O O O O O N O � O M O O O IO Il1 M � SI O U ! o M o N n O ri O O m O O O O H O N O O O CL Q � ^ 1 u I C Q In 41 N N Q O O O O O O N O n O O O O O b A O N o L O �Op dap �Op dap dap �Op �pQ dap app �Op dap �ryp dap COQ �Op (��p Abp (��Q Abp I -O ONi O O �p O O O O O O O O O O �1 O �p O pO �IpO O N In IyO pO NO N N O Ip O O O G N OO g N O N O Q O t0 O m IM+i !lf Il1 ' M N O ° u N r O U N d N N < w Z r °y V W < 2 Z O w dd^ r u ° O2 > F I^ N o: Z F Z w Z ° < �u S� p ° O O ?i N ° O Z > a IZu F o li o z Z ° g o ° ° o s o d u a ° 4r G J Q ° ° A L IG G Z ° <? N o °0 Z f d Q iOJ^ VJ' Z w F O�Z O O < 6< O 0 u 12 S 6>' u yyy @qq� z g i z i Z s ,u� �/� " _ " o °o " m a o Mq Nq Imggq1 qQNqQ `T`� nq M Q§Q AO � N '� o 0 o S 5 0 S a H iR 171 13 n A s H ry ry ry ry O O � � N M O O O N Ill W M N O Yl N O IO O O Yl O O M O O O OI O M ` O Z S r a M M 8 8 d d ry of o ry m of of o n rni ° r9i 06 Ion c c ri o c o r ac r m G {p N T N p1✓Q N O ,��pp Q O I�G �Mp � N ,�Op L1 N Q N O Ol M n n M In O O IO N a 1p O N N IG O Q lY l0 N b I(1 I� O n H OO O O NQ O O O IV V ID N 1�1 K � y� o Q m o m N Ol N N n M O n o 0 o ry o 0 o ry N m Ol N be Ln N M N O T N Q N V IY C O V co O N N N O I O M U � A n o m N N M vl in n r�i OR m N ° n r r 00 r Qn n �' in Ivi 1O ° 19i l4i o 0 0 6 0 o N n r e vi n I j bi N C �"I p 1p m In Q N Q N O Q N O O O Q O O N ry N N O ry N N N M U r� r o M o n N N N Q m N Q M N N n O Ol O N I`I O g O O O O $ O N N N Yl 1+1 Q O N H 0 U r N W N O O p O N V U w S Z J Wy Z W U Q� o I<n x z o Fo 5 u U S O > Z In O xx S 6 r O 0 N W W rc O W W < Z U F < J W a I<iI V J j Q 7 0 w Q Imo" p < u O W W = O < 7O V Z Z a Q OU' < W In < z W z o u z t d 0 5 g g 0 u F r < p Z p p W H I^ f O Z V Z W U O u Z Z W f r < < < < N V < < d O < I~iI x < Z UZZ ~ S V U Z VI III z H w U O u Q O p 7 H 7 < q Q < HZ u w w x 0 III u © x V1 O x u VI V1 L d III W u u ZJ rc?O x O O j O zw U 1F N S O tgmp /� y ry N N I+1 T M T I/7M'i nM 1�1 Q dQ NQ Q Q @y O `� OQI I11 Ill VI YI N O O y iyj W 1+1 T fV O OO O N OI O O OO !V O O Y1 1�1 IV O T O co M O T M Y1 N �a al Ill N O O O N O O O b O O M b O Z 1 n ry ai ni ed O i O N OD p rn l I G A oi 6 e c o m ai T N W n n N N a1 N N t0 N N N nT,t O T W at N N T m O N Q Q N Q N N H N m O O N T W T N h O W Nm !�1 V1 L O M •U � � N O W 1� T Q N N n N O Q T T O N N T Q N N b W O O V N N �e I+1 1M0 (Il g % M 8 g � e A 8 h x g ^ p O m m Yi yT� 25 o u? n n in T n ao �? n p v N Q m N N N ^ N N N lT�1 O N p N T O N O T 1l1 N N N N n n M 1 ui Ln Q Ol N N O N O Ql N O M 1!1 Ul M n Q T N Q O 2 n m N U L m a be a m O O ui N W — Q_ IT N OI a O ry N N O H Q NR O ° � SlWp Inl1 �a N M Q Q i+l V1 p � T O Ill � ry Ol O HO(� � Q W W N �O O N U V "yI N N f 0 U z z V W a p W 0 m z W W >z f m .z, O W LL r z O o w w 0 1 Q VUI 0 r 0 X W W 1' m a z m w r Z Q z W a m g z < r N a > ? � d d Ir uu w O a u — a N o g z `� r z z Z Z j r r w w °° u Z u Z ww W Ow 0 v p a a a a z W U' U H J w a a W r D s z Z VI W 0 N J m r a 0 w V Z w 3 z z a 0 g , r 0 < K d z w Z o o W s u o W Jo u w < < Z G z z a o 5 a 5 z V 7 W N u g o u z o z s z 'u_ z w a � > 0 5 a u x r 3 r d ° u- c W m j W a x 0 z x 0 z 3 a w o o W u o x i g m < x W m N r f u a r x f u f � m rm u �d n o a d u N N N � A N � N N Of ?l al m O W N eWn Q IOiI V m m m a� N O C?q C3 � G 0 0 0 0 0 0 o m m a o Ic w o o K N p N N N 0 Z O w N b 111 N N m ry Q M Im�1 O N ry O 0 O ry ry n m n N a ry N N N 161! O o BOO, N o O O C O LD n u o 0 o N o 0 o ry o e m m o m N o 0 M 0 0 0 to 0 0 o a L N O O n O O O 0? Cam, 1+1 M V O C C NI G C M O N n 0 0 m O G G Mm M ry n eqi ry Q UN C O O O o O m N V ry n O n O O ry ry ry N R N N N U 1p O O O M O O O N N N N N C O m t0 O i R � C5� O O O O O O N &i N W ^ ^ N O 1 Q) p aj U L {O CL C � O O O M O O � � M N M n M O b O O w C O O O O O O m M w R M N O O 00 00 00 00 N N N N C Q O .Y O v , W w w — Z 5 < j 0 0 o o a s uz� 0 0 o W 3 < w 5 g 3 0 , J W W ` < < V w Z x J V 60 5 Ix- H w V < W Z K p o ZU K g K 0 O F < < w O 1' N z < < < w < Z 0 0 O 9 w w O Z j f xx9 i = O O O O O O O t� ac 2 O s H O a rc z rc rc 0 0 < a o u u o 0 0 0 0 0 0 , W N W p j W O O Q VI N N N N N V~I s w w w < ,e u m x x x x x x x tp < i W a < a W W W W W W W W W W S H N 2 J 0 t0 0 l0 l0 l0 l0 t0 t0 0 ry m N N N n 01 01 OI N V1 N Ol n of A O o� is m w m m ro m 3i m m m m Collection Analysis (by 100s) -Main Classification Percentages Yllasenor Branch Sep 5,2012 3:22:37 PM Adult Western Juv.Sp.Cassettes Adult Video Non-Fic juv.Sp.Non-Fic. Adult Video Fictio Juv.Spanish Fic. Adult Spanish Fic Juv,Spanish Pic.Elk Adult Spanish Cass, Juvenile Fiction Adult 5p.Non-Fic. juvenile Non-Fic. Adult Science Fic. juvenile Reference Adult Reference juvenile Video Spanish Video Fic Adult Paperbac 9O9rwwd4bevf Adult Oversiz 100 Philoso h And Related Y I I Adult Non-Fictio illI lUR Non-Fic 300 ocial Sciences Adult Myste 'd @890 Wpeb 500 ure Sciences Adult Music Cassette 600 Technology(Applied Adult Large Prin Sciences) 700 The Arts Adult Fiction 800 Literature(Belles-Lettres) Adult 0vd Adult Cd 900 General Geography An History Classification #of Items %of Collection 000 Generalities 144 0.67% 100 Philosophy And Related Disciplines 236 1.10% 200 Religion 149 0.69% 300 Social Sciences 1,035 4.81% 400 Language 197 0.92% 500 Pure Sciences 800 3.72% 600 Technology(Applied Sciences) 1,672 7.77% 700 The Arts 949 4.41% 800 Literature(Belles-Lettres) 319 1.48% 900 General Geography And History 1,812 8.42% AdultCd 2 0.01% Adult Dvd 1,625 7.55% Adult Fiction 1,520 7.07% Adult Large Print 5 0.02% Adult Music Cassette 12 0.06% Adult Mystery 226 1.05% - 1 - Collection Analysis (by 100s) -Main Classification Percentages Classification #of Items %of Collection Adult Non-Fiction 7 0.03% Adult Oversize 27 0.13% Adult Paperback 31 0.14% Adult Reference 29 0.13% Adult Science Fic. 50 0.23% Adult Sp.Non-Fic. 555 2.58% Adult Spanish Cass. 97 0.45% Adult Spanish Fic. 1,821 8.47% Adult Video Fiction 539 2.51% Adult Video Non-Fic 1 0.00% Adult Western 4 0.02% Audiobook Fiction 62 0.29% Audiobook Non-Fic. 20 0.09% Juv.Bilingual 112 0.52% Juv.Cassettes 27 0.13% Juv.Easy Reader 544 2.53% Juv.Paperback 234 1.09% Juv.Paperback Sp. 85 0.40% Juv.Picture Book 2,101 9.77% Juv.Sp.Cassettes 5 0.02% Juv.Sp.Non-Fic. 363 1.69% Juv.Spanish Fic. 228 1.06% Juv.Spanish Pic.Bk 515 2.39% Juvenile Fiction 1,529 7.11% Juvenile Non-Fic. 1,150 5.35% Juvenile Reference 3 0.01% Juvenile Video 361 1.68% Spanish Video Fic 3 0.01% Spanish Video Nf 1 0.00% Young Adult Fic. 279 1.30% Young Adult Non-Fic 2 0.01% Young Adult Pb 24 0.11% Totals 21,512 100.00% -2- Count of Items and Titles by Location and Holdings Code Location Holdings Code Collection Description Items Titles Villasenor VIABF Audiobook Fiction 67 62 VIABNF Audiobook Non-Fic. 27 12 VIACA Adult Music Cassette 12 3 VIACD Adult CD 2 2 VIADV Adult DVD 1,627 1,522 VIAF Adult Fiction 1,520 1,484 VIALP Adult Large Print 5 5 VIAMY Adult Mystery 226 224 VIANF Adult Non-Fiction 3,132 3,008 VIAOV Adult Oversize 143 138 VIAPB Adult Paperback 31 31 VIAREF Adult Reference 176 134 VIASC Adult Spanish Cass. 97 88 VIASF Adult Science Fic. 50 49 VIASNF Adult Sp. Non-Fic. 1,600 1,527 VIASPF Adult Spanish Fic. 1,821 1,747 VIAVF Adult Video Fiction 539 502 VIAVNF Adult Video Non-Fic 3 3 VIAW Adult Western 4 4 VIJBI Juv. Bilingual 217 207 VIJCA Juv.Cassettes 27 26 VIJER Juv. Easy Reader 544 502 VIJF Juvenile Fiction 1,529 1,391 VIJNF Juvenile Non-Fic. 3,258 3,054 VIJPB Juv. Paperback 241 227 VIJPBS Juv. Paperback Sp. 85 72 VIJPIC Juv. Picture Book 2,101 1,973 VIJREF Juvenile Reference 26 7 VIJSC Juv.Sp.Cassettes 5 5 VUSF Juv. Spanish Fic. 228 212 VIJSNF Juv. Sp. Non-Fic. 777 697 VIJSPIC Juv.Spanish Pic. Bk 515 488 VIJVID Juvenile Video 361 330 VISPVF Spanish Video Fic 3 3 VISPVNF Spanish Video NF 9 4 VIYF Young Adult Fic. 280 266 Sep 5,2012 -7- 3:44:32 PM Count of Items and Titles by Location and Holdings Code Location Holdings Code Collection Description Items Titles Villasenor VIYN Young Adult Non-Fic 200 195 VIYP Young Adult PB 24 23 Total for Villasenor 21,512 20,227 Grand Total 221,703 195,402 Sep 5,2012 -8- 3:44:32 PM Collection Analysis (by 10s) Villasenor Branch *Note:Avg.Pub. Year does not include items with unknown publicationyears. Sep 5,2012 3:15:19 PM The Hundreds Divisions Classification Avg. Pub.Year #of Items %of Collection #of Items with NO Date 000 Generalities 2002 51 0.24% 3 010 Bibliography 1999 1 0.00% 0 020 Library And Information Sciences 2004 5 0.02% 0 030 General Encyclopedia Works 2006 84 0.39% 11 070 Journalism, Publishing, Newspapers 2006 2 0.01% 0 080 General Collections 2007 1 0.00% 0 100 Philosophy And Related Disciplines 2006 1 0.00% 0 110 Metaphysics 1998 1 0.00% 0 120 Epistemology, Causation, Humankind 2005 3 0.01% 0 130 Paranormal Phenomena And Arts 1998 85 0.40% 4 150 Psychology 2001 125 0.58% 4 170 Ethics (Moral Philosophy) 2005 18 0.08% 0 190 Modern Western Philosophy 2002 3 0.01% 0 200 Religion 2003 6 0.03% 0 220 Bible 1993 31 0.14% 2 230 Christian Theology 1998 16 0.07% 3 240 Christian Moral And Devotional Theology 2001 25 0.12% 1 260 Social And Ecclesiastical Theology 2003 3 0.01% 0 270 History And Geography Of Church 1999 3 0.01% 0 280 Christian Denominations And Sects 2002 4 0.02% 0 290 Other And Comparative Religions 1996 61 0.28% 5 300 Social Sciences 1996 164 0.76% 8 310 Statistics 2000 8 0.04% 1 320 Political Science 1997 48 0.22% 3 330 Economics 2002 174 0.81% 5 340 Law 2001 91 0.42% 2 350 Public Administration 1993 33 0.15% 1 360 Social Problems And Services 1996 208 0.97% 8 370 Education 1998 39 0.18% 3 380 Commerce (Trade) 1993 11 0.05% 2 - 1 - Collection Analysis (by 10s) •Note:Avg.Pub. Year does not include items with unknown publication years. Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date 390 Customs, Etiquette, Folklore 1996 259 1.20% 6 410 Linguistics 1995 12 0.06% 1 420 English And Anglo-Saxon Languages 1996 124 0.58% 6 430 Germanic Languages 1988 3 0.01% 0 440 Romance Languages 1995 6 0.03% 0 450 Italian, Romanian, Rhaeto-Romantic Languages 1991 7 0.03% 1 460 Spanish And Portuguese Languages 1997 38 0.18% 3 480 Hellenic Languages 1997 1 0.00% 0 490 Other Languages 0 6 0.03% 6 500 Pure Sciences 1997 117 0.54% 9 510 Mathematics 2000 64 0.30% 2 520 Astronomy And Allied Sciences 2002 53 0.25% 1 530 Physics 1996 14 0.07% 0 540 Chemistry And Allied Sciences 1995 26 0.12% 2 550 Sciences Of Earth And Other Worlds 1998 51 0.24% 2 560 Paleontology 2003 61 0.28% 1 570 Life Sciences 1999 63 0.29% 3 580 Botanical Sciences 1993 33 0.15% 1 590 Zoological Sciences 1999 318 1.48% 11 600 Technology(Applied Sciences) 1999 31 0.14% 1 610 Medical Sciences 2000 568 2.64% 23 620 Engineering And Allied Operations 1996 120 0.56% 9 630 Agriculture And Related Technologies 1999 211 0.98% 9 640 Home Economics And Family Living 1999 623 2.90% 39 650 Management And Auxiliary Services 1999 77 0.36% 7 660 Chemical And Related Technoligies 1998 5 0.02% 0 670 Manufactures 2003 1 0.00% 0 680 Manufacture For Specific Uses 1995 11 0.05% 0 690 Buildings 1996 25 0.12% 2 700 The Arts 1998 20 0.09% 1 710 Civic And Landscape Art 2002 10 0.05% 1 -2- Collection Analysis (by 10s) *Note.,Avg.Pub. Year does not include items with unknown publication years. Classification Avg. Pub.Year #of Items %of Collection #of Items with NO Date 720 Architecture 1999 10 0.05% 0 730 Plastic Arts, Sculpture 2002 25 0.12% 1 740 Drawing, Decorative And Minor Arts 2003 567 2.64% 26 750 Painting And Paintings 1996 19 0.09% 5 760 Graphic Arts, Prints 1990 8 0.04% 1 770 Photography And Photographs 2001 10 0.05% 0 780 Music 1998 58 0.27% 8 790 Recreational And Performing Arts 1998 222 1.03% 10 800 Literature (Belles-Lettres) 1998 51 0.24% 2 810 American Literature In English 1993 175 0.81% 16 820 English And Anglo-Saxon Literatures 1988 28 0.13% 5 830 Literatures Of Germanic Languages 1984 1 0.00% 0 840 Literatures Of Romance Languages 1990 4 0.02% 2 850 Italian, Romanian, Rhaeto-Romanic 2005 1 0.00% 0 860 Spanish And Portuguese Literatures 1995 48 0.22% 5 880 Hellenic Literatures, Greek 1991 8 0.04% 0 890 Literatures Of Other Languages 1977 3 0.01% 0 900 General Geography And History 2001 30 0.14% 3 910 General Geography,Travel 2002 369 1.72% 15 920 General Biography And Genealogy 1998 764 3.55% 54 930 General History Of Ancient World 1997 42 0.20% 1 940 General History Of Europe 1996 103 0.48% 7 950 General History Of Asia 1995 34 0.16% 2 960 General History Of Africa 1995 9 0.04% 2 970 General History Of North America 1995 449 2.09% 38 980 General History Of South America 1999 10 0.05% 2 990 General History Of Other Areas 1988 2 0.01% 0 Additional Category Divisions Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date Adult Cd 1986 2 0.01% 1 Adult Dvd 2007 1,625 7.55% 8 Adult Fiction 2001 1,520 7.07% 58 -3- Collection Analysis (by 10s) •Note:Avg.Pub. Year does not include items with unknown publication years. Classification Avg.Pub.Year #of Items %of Collection #of Items with NO Date Adult Large Print 2009 5 0.02% 0 Adult Music Cassette 0 12 0.06% 12 Adult Mystery 2006 226 1.05% 2 Adult Non-Fiction 1993 7 0.03% 3 Adult Oversize 1992 27 0.13% 9 Adult Paperback 2008 31 0.14% 22 Adult Reference 1995 29 0.13% 12 Adult Science Fic. 2000 50 0.23% 2 Adult Sp. Non-Fic. 1988 555 2.58% 103 Adult Spanish Cass. 0 97 0.45% 97 Adult Spanish Fic. 1998 1,821 8.47% 619 Adult Video Fiction 1999 539 2.51% 62 Adult Video Non-Fic 1998 1 0.00% 0 Adult Western 1993 4 0.02% 1 Audiobook Fiction 1992 62 0.29% 46 Audiobook Non-Fic. 2007 20 0.09% 0 Juv. Bilingual 2003 112 0.52% 3 Juv. Cassettes 1999 27 0.13% 3 Juv. Easy Reader 1996 544 2.53% 22 Juv. Paperback 1999 234 1.09% 103 Juv. Paperback Sp. 2005 85 0.40% 51 Juv. Picture Book 1997 2,101 9.77% 106 Juv.Sp. Cassettes 1997 5 0.02% 0 Juv. Sp. Non-Fic. 1988 363 1.69% 59 Juv. Spanish Fic. 1991 228 1.06% 34 Juv.Spanish Pic. Bk 1995 515 2.39% 43 Juvenile Fiction 1995 1,529 7.11% 107 Juvenile Non-Fic. 1990 1,150 5.35% 234 Juvenile Reference 1996 3 0.01% 0 Juvenile Video 2003 361 1.68% 23 Spanish Video Fic 2002 3 0.01% 0 Spanish Video Nf 2007 1 0.00% 0 Young Adult Fic. 2006 279 1.30% 19 Young Adult Non-Fic 2000 2 0.01% 0 Young Adult Pb 1996 24 0.11% 16 -4- Collection Analysis (by 10s) *Note.Avg.Pub. Year does not include items with unknown publication years. 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W Z O S s O a rc O 0 < w d D Z K K Y p Y V 0 0 Q O G O N z z K H Q V1 O u Z 6' 6 O KO Y Z Z Y o qu o z o < � � °z m = Wo W o N D0 O3 W m W W Z = W Z J ~ N W Y lJ ZUZ J J ~Q m OJ pp�� O� Of O1 0 N W Yl N W N O W b T T W N W m r CO m M O O 0 0 (G d N IO N ry ni ni n W N O m Q 0 0 V h O O 8 n t•1 O n N M CR O O O Ill W M Ill N W T N W O l0 O O T O O 10 Of N O N M ° O z O O Yl Ill M tO 1p N OR O 01 10 W O G C V Q N M O tC O lV Ill [C O VI N N r T r r 40 T r d N d N 1D N VI N O N r � d N tLII O O O N O 1p W YVSI V . . . . . m !TN O N N N n W W T N ry H O1 N O l0 ry O O O ry O O O OI O h h � H W Sl MS ape ipR ape ae ae M ae M OJ ae {ape IMp ae x gape h N 2 W N Q O O Il Ill 1O N T 1p W O! r Ul d 10 Ln C I O O Ill I� lG !V O Ill tC lG IV �{pp Mf OO lE W M m !v OO p G 1� N O 1� XO N T ry 10 ry N N Q 1�'1 N T Q T O Q N N N 0 VYI C O T N N O d Y1 N 10 tp d O N N M N O O l0 W T T N cu S V Q 0 U 0 O r O 1p m O N T IO O W N N N N Ol h O N N O O O I� O O O W N 10 n O � N Y 0 O tD ry O Ol M O\ Yl N Ol 10 O N N O O O T O O O ry l� Ol O Q V L W CL a 0 m N C m rvl O N W 1� tJ W t0 M IY O G eC O vl O T O 0 0 O O O O h G T N M T N T N L^ O Q T d Iq N N N O O N O h O N O Q O O O T N T O C NSl O ° .Y F N N 1"1 O U G z N O 7 W U z W Y N o o W , o > j a W a W o a W N 7 2 l7 z 0 O U O L7 W '� W O u a < z " a z ° O u W z m t W ° W S z 5 ° u < °z < z z V N '" U Q & z V V '� U K V < z z W H > ® x x u o G d d u Z O Z 2 O O z O O u x Wa' H >2 W x o d d v N 15� °l n a a N n T T T T T Q Q d d Q Q Ill N Yl m to � o r V? In Vi a $ Iv1 O T O C O W Ill O O O Q N IV C M Q Al Ol N m O � ^ � n m N T M 01 Ol Ot h O O O N O 10 Y1 O W O N 1p N m N M N O 2 VI b O N Ill l0 OO !�\ 1� lV V1 OO O Ill IO G p G IV IV 1G O G 01 N Yl Ill N N Q N T N N ry N Q T N fN ry T 1l1 N ry N N T ry W N l+l Q G1 N VI n N W Yl N O OI W � O O Q b 1l1 N O N I� n Ol O Ln K N L a M N m WW Oi (C b p O M T O O O W W Ill O O .1 01 b N O 6 0 0 � h XI�1 T Q N N N N N M N N N N Sl N Yl N N N Q Ill Q V o a� g p L Lq IWR W N x N n m N tG N ^ ^ W N O O N ry N ll1 !NN O O N N N N N b M I r M CL I � Sol N V L b 5i C W � Irv9 9 ll 1 O C Y1 N I� Ol O O h O O p p t0 O G O O A\ m N N N N N Q M N N T N t0 M O O IS V1 b T. m M M N /OV N b F IIl N Q O O la 1� O1 W O N N ilf n N V w N N N l0 u w r Z K J W O G O z r w O W < w u p z Cl W j2�x( O V W r LL J r u Q N r rc Z Q Z w w Z O d 7 Z Z N Y y : r N L H u W d W 0 O N Z Ow {,) ] Q Z< J Qr K > W V (f Z Z u a OC N 0 N O d d a a J Z W 0 w yVj > w O a W 0 Z Z Z K N w O Z < m J a J < u z w 3 z a O g O r O z d z Z 0 o W g o W J o o W u G o G Q a o z a o ? o ° o ? S z3 ? z 'z z' ° < d� r 3 dKd' z (6° a � s vvi �i i 00 N r w Q H S V 0=0 w ry CIn In In Vl In m m m o+ m m Qn' n F' fin' °n k' n I: n�O $n' m N oN 6 d r F O 0 0 O Q n N b YI N W N O i N M y O N O ill O O O M N N � n N ry � N O CO CO YD M 0 Z S n O Q O N IMI N Q N O IWY Yl IN Q O C M O N O Q r m N N W N W Yl m Q N a a o 0 o m o� In C m m o 0 o 0 0 0 m n �u r of i N N C O O o M O O O N M ry ry O O M N W L l0 N w O n N O o C MN Q M M N N N M N N O u ' L^ O O H O M n O m l0 N O m V S N t0 4D �O O U o o m 8 . 17 . o N o a r W ry n m o o o N N N V L G1 1O a_ C 0 0 o N o o n m �o Q of ed c d m o N Q L� O O O O O N M N N m M O ry M O O1 01 O1 Y V Q m O W M m $ MO T OI O N M M O n n n U W W U ZZ z y o s Q < l7 d' O z z & W G z 3 < < < N Z_ 0 Q < O vi rc 6 Q Q W 6 z O f g Z 2g 2S9 2 O O O O O O O z 0 ° Oi �a c c z z rc rc c O O < ° r O V V m O O O O O O O N N Vf 0 0 N 0 O OC K OC 6' < W J S' U• m J LP Z W <_ Z Z w Z Z Z Z Z W Z Z m A h q anq m m m n m m umi m n �+ N N m O SurveyMonkey - Survey Results Page 1 of 16 dkasey Sign Out Help Home My Surveys Survey Services Plans&Pricing +Create Survey San Bernardino Public Library Survey 2012 - English Community Design Survey Collect Responses Analyze Results View Summary Default Report +Aid Report Browse Responses RespoResSumma Total Started Survey:163 nse Filter Responses P Summary Total Finished Survey:107 (65.6%) Crosstab Responses _ Show this Page Only Download Responses Share Responses PAGE:INITIAL QUESTIONS 1 How did you learn about this survey? Create Chart Download Response Response Percent Count A link on the San Bernardino Public Library 60.4% 84 web site An email about the survey from the Library,the Library Foundation,or the 72% 10 Friends of the Library An invitation on the Library or City's 79% 11 Facebook Page Asked to participate while visiting a Library 367% 51 Other(please speafy) 27 Show Responses answered question 138 skipped question 24 2 Have you used the San Bernardino Public Library in the past six months? Create Chan Download Response Response Percent Count yes 8511% 131 No(if NO,please skip to page 9.Questions 14 9% 23 for non-Users) answered question 164 skipped question 9 L Show this Page Only PAGE:GENERAL INTERESTS SurveyMonkey - Survey Results Page 2 of 16 3.Which two of the following services offered by the Library do you think are most Create Chart Download important?(Vote for ONLY two) Response Response Percent Count Providing new materials(new books and magazines,current DVDs)for all ages and 489% 64 interests Providing information and data resources more accurate than the Internet 206% 27 Promoting literacy for all ages and creating an atmosphere of life-long learning for all 489% 64 Hosting free events and Programs for all ages and interests,serving as a 305% 40 community gathering place Supporting the formal education program for children 617 to help them achieve in 26,0% 34 school Providing books and programs for toddlers and preschool youngsters to make them 176% 23 "learning ready" Providing technology for people who might not otherwise have access 31.1% 67 Me,(pie..speofy) 9 Show Responses answered question 131 skipped question 32 4 Are you aware of the following specialized resources and services offered by the Create Chan Download San Bernardino Public Library? Not Response Aware Aware Count Online magazines and newspapers(for 41 5% Three)example,Consumer Reports and the Now York 68.6%(72) (51) 123 Librarian assistance available 24 hours a day 475%(58) 52.6% 122 via online chat (e4) Homework help offered at each library branch 633%(66) 46 7% 122 location (57) Homework assistance offered online 484%(59) 51'6% 122 Classes for non-English speakers 60.0%(62) 60'� 124 Citizenship classes 431%(53) 56.9% 123 Local historical research assistance by 63 488% appoinbnem 61.2%1 ) (60) 123 E-books and ether online services 686%(86) 315% 124 (39) answered question I skipped question 36 i SurveyMonkey - Survey Results Page 3 of 16 5_How Interested am you In the following options? Create Chan Download (v Not Very Not at all Response Very Interested Interested Interested Interested Count Patron reviews and commentary on 250%(31) 331%(41) 35.5% 65%(8) 124 books and other media (44) Patron discussion groups about current 244%(29) 36.1%(431 31.9% 76%(9) 119 topics and events (38) Specialized genre bookclubs such as 336%(41) 39.3%(48) 19.7% 74%(9) 122 Mysteries,Romance and Science Fiction (24) Senior specialized services and activities 30.6%(37) 298%(36) 25(3%) 13(46%, 121 Family activities for young children 35.0%(43) 333%(41) 17(9% 13,8% 123 Teen events and activities 31.4%(38) 240%(29) 23(28 21,5% 121 answered question 129 skipped question 34 Show this Page Only PAGE:YOUR USAGE OF LIBRARY BUILDINGS 6.In a typical month,how many times do you visit a San Bernardino Public Library Create Chad Download building:Feldheym Central Library or Rowe,Inghram or Villasenor branch libraries? Response Response Percent Count 0(no)times fit 0 times,please skip to Page 71% 9 5,Your Usage of the Library Web site) 1 2 times 270% 34 2-3 times 230% 29 4-5 times 143% 18 More than 5 times 28.6% 36 answered question 126 skipped question 37 7.Which branch or branches of the San Bernardino Public Library do you visit Create Gnarl Download regularly?(Choose all that apply) Response Response Percent Count Norman A.Feldheym Central Library 81.1% 99 Dorothy Inghram Branch Library 7 4% 9 answered question 122 skipped question 41 SurveyMonkey - Survey Results Page 4 of 16 7.Which branch or branches of the San Bernardino Public library do you visit Create Chan Download e regularly?(Choose all that apply) Howard M.Rowe Branch Library 295% 36 Paul Villasenor Branch Library 33% 4 Other(please specify) 7 Show Responses answered question 122 skipped question 41 8 What do you typically do when you visit a library building?(Choose all that Create Chart Download apply) Response Response Percent Count Pickup holds 26 0% 32 Read or browse 618% 76 Attend programs 358% 44 Check out books or other materials 71.5% 86 Visit with friends 130% 16 Use restrooms 146% 18 4 Use Library computers to access the Internet or other software 553% W Spend time with my children 187% 23 Use the Library's wireless network 244% 30 Study or do homework 21 1% 26 Get help from Library staff 285% 35 Other(please speedy) a Show Responses answered question 123 skipped question 40 9.Three neighborhood branch libraries began 4-day per week service in 2009 due Create Chan Downioad to budget reductions These branches are currently closed on Fridays,Saturdays and Sundays If hours could be added,which of these would be your priority?(Choose one,please) Response Response Percent Count Add morning hours 76% 9 Add evening hours 76% 9 Add Friday hours 28.6% 34 4 answered question 119 skipped question 414 SurveyMonkey - Survey Results Page 5 of 16 9 Three neighborhood branch libraries began 4-day per week service in 2009 due Create Chart Download to budget reductions.These branches are currently closed on Fridays,Saturdays and Sundays If hours Could be added,which of these would be your priority?(Choose one,please) Add Saturday hours 235% 28 Add Sunday hours 42% 5 Consistent open hours at all locations 185% 22 Current hours satisfy my needs 101% 12 Other(please specify) 9 Show Responses answered question 119 skipped question 4q 10 How much do you agree with the statements below? Create Chart Download Strongly Response Strongly Agree Agree Disagree Disagree Count I feel safe in the library building 49.2%(60) 36 1%(44) 74%(g) 7 4%(9) 122 The library is clean 47.5%(57) 400%(48) 75%(9) 50%(6) 120 I can find a quiet place in the library 46.3%(56) 388%(47) 8(1% 66%(8) 121 Computers are available when l need 276%(32) 50.0%(58) 172% 52%(6) 116 them (20) It is easy to pick up holds 432%(51) 48.3%(57) 42%(5) 42%(5) 118 It is easy to check out books 61.3%(73) 353%(42) 00%(0) 34%(4) 119 I usually get what l want when l use the 392%(47) 44.2°4(53) 133% 33%(4) 120 library (16) The books I am looking for are usually 33 6%(41) 39.3%(48) 213% 5 7%(7) 122 available (26) answered question 123 skipped question 40 I..Show this Page Only PAGE:YOUR USAGE OF THE LIBRARY WEB SITE 11 In a typical month,how many times do you visit the San Bernardino Public Create Chan Download Library web site(including the online Catalog and online collections)? Response Response Percent Count 0(no)times(If 0 times,please skip to question 13,page 6,The Library's 21 7% 26 Collections and Resources 1-2 times 27,5% 33 answered question 120 skipped question 43 SurveyMonkey - Survey Results Page 6 of 16 11. In a typical month,how many limes do you visit the San Bernardino Public Create Chan Dpwnload Library web site(including the online catalog and online collections)? 2-3 times 192% 23 4-5 times 125% 15 More than S limes 192% 23 answered question 120 skipped question 43 12.Please indicate how much you Agree or Disagree with the following statements Create Chan Download about the Library's web site and online catalog Strongly Strongly Not Response Agree Disagree Agree Disagree Applicable Count I can easily find the information l am looking for on the Library's web site 374%(40) 45.8%(49) 65%(7) 9]%(5) 56%(6) 107 1 can easily rind the materials 1 want 28 4% 29 in the online catalog ( ) 53.9X(55) 88%(9) 20%(2) 69%(7) 102 t can easily download a-books and 163%(17) 41.3%(43) 77%(8) 6 7%(7) 27(9% 109 other online resources answered question 187 skipped question 56 Show ibis Page Only PAGE:THE LIBRARY'S COLLECTIONS AND RESOURCES 13.If you had$10 to Spend on Library resources,how much would you spend on Create Chan Download each of the following?(Please complete So the total spent equals$10) Response $1 $2 $5 $8 $10 Count Books and Omer print esources 133%(15) 195%(22) 418% 115% 142% 113 (47) (13) (16) Audio-visual resources(audio books, 258%(23) 38.2%(34) 258% 45% 56% as DVDS) (23) (4) (5) E-books 333%(24) 37.5%(27) 18(11%3 4(3 695 72 Online information WOls to assist in 362%(29 303% 197% 39% 79% homework or business ) (23) (15) (3) (6) 76 Other(please specify) 10 Show Responses answered question 118 skipped question 45 O SurveyMonkey - Survey Results Page 7 of 16 14 Which two of the following online resources and content are most important to Create Chan Download you? Response Response Percent Count E4cooks,eaudio 400% 48 Streaming content(music and video) 23 30A 28 Online classes 408% 49 Children's Family Programs(storytimes 300% 36 and special family free events) Interactive spaces on the Library web site with patmngenerated content(reviews, 11 7% 14 specialized content,tags,etc.) Referenceanfonnation databases 51.7% 62 None of these are important to me 11 7% 14 Other(please speedy) 6 Show Responses answered question 120 skipped question 43 15 To protect your privacy,the Library currently does not track your use of Library Create Chan Dowrtloed materials How interested would you be in having the Library provide personalized recommendations(like Amazon),understanding that this would require keeping a history of your use of materials? Response Response Percent Count Very Interested 208% 25 Interested 27.5% 33 Not Very Interested 242% 29 Not at all Interested 27.5% 33 answered question 120 skipped question 43 16 How do you typically access the Library's online resources(not including the Create Chart Download library catalog)?Choose all that apply Response Response Percent Count Library computers 504% 60 Personal compubullaptop used from home, 52.9% 63 office or school Phone or other mobile device 227% 27 answered question 119 skipped question 44 SurveyMonkey - Survey Results Page 8 of 16 16 How do you typically access the Library's online resources(not including the Create Chan Download O library catalog)?Choose all that apply 1 do not use the Library's online resources 16 0% 19 Other(please specify) 4 Show Responses answered question 119 skipped question d4 Slww this Page Ordy PAGE:THE LIBRARY'S PROGRAMMING AND SERVICES 17.Which two of the following programming options are most important to you? Create Chan Download Response Response Percent Count Activities and educational programs for 517% 60 children and teens Literary events(author readings,book talks) 414% 48 Cultural events(music,film,dance,drama, 52.6% 61 other arts) Consumer health,finance and other how-to 293% 34 topics Civic engagementicurrenl events O 233% 27 presentations and discussions None of these are important to me 138% 16 Other(please specify) 5 Show Responses answered question 116 skipped question 47 18.When would you like the Library to offer programming?(Choose two) Create Chan Download Response Response Percent Count Weekday mornings 234% 26 Weekday afternoons 270% W Weekday evenings 45.9% 51 Weekend mornings 261% 29 Weekend afternoons 405% 45 Weekend evenings 207% 23 answered question 111 skipped question 52 SurveyMonkey - Survey Results Page 9 of 16 19 Which two of the following types of help from staff are most important to you? Create Chan Download Response Response Percent Count Reading recommendation 333% 38 Job search and small business support 333% 38 Local history and genealogy assistance 254% 29 Access to government services(tax help, 140% 16 citizenship assistance) Reference and research services 52.6% 60 Consumer research 105% 12 Intructional services(homework hep, 307% 35 computer classes,ESL assistance) I prefer to find library resources by myself 237% 27 Other(please specfy) 7 Sbow Responses answered question 114 skipped question 48 Show this Page Only PAGE:CLOSING QUESTIONS 20 Overall,where would you most like the Library to focus its resources0(Choose Create Chart Download top two priorities by selecting only two) Response Response Percent Count Collectionshraterials(Books,DVDs, magazines,newspapers,online resources, 55.2% 64 etc.) Extended open hours for Central Library 31 9% 37 Programming for adults,teens and children,including literary or cultural,and 319% 37 civic events Library computers and software 353% 41 Extended open hours for branches 31 9% 37 Staff available to assist patrons(in person 21 6% 25 or online) Clean and comfortable Library buildings 216% 25 Other(please specify) 7 Show Responses answered question 116 skipped question 47 SurveyMonkey - Survey Results Page 10 of 16 21. How would You like to learn about Library events or changes to Library Create Chan Download services?(Choose two) Response Response Percent Count Library web site 52.6% 60 Library Facebook page 228% 26 Non-Library sources(newspapers,N, radio,Twitter) 254% 29 Library print materials(posters,fliers, bookmarks) 316% 36 Library a-mails 439% 50 Library blogs 11 4% 13 None of these are important to me 61% 7 Other(please specify) 3 Show Responses answered question 114 skipped question 49 Show this Paga Only l PAGE:QUESTIONS FOR NON-USERS(PLEASE SKIP TO PAGE 10,ABOUT YOU,IF YOU ARE A LL.. 22.What are the reasons that you don't use the San Bernardino Public Library? Create Chan Download (Choose all that apply.) Response Response Percent Count Location of Library 274% 17 Open hours 66.1% 41 Selection of materials 256% 16 No nee&190 everything I could gel from 17 7% 11 the Library elsewhere Other(please specify) 13 Shoo Responses answered question 62 skipped question 101 23 Where do you currently go for the following materials or services?(Choose all Create Chan Download that apply.J Online Retail Online Another Response (.eh Other None Store (tree) Library Count payment) answered question 72 skipped question 91 I j SurveyMonkey - Survey Results Page 11 of 16 1 i 23.Where do you currently go for the following materials or services?(Choose all Create Chan Download © that apply.) location) Books 42.0% 348% 290% 217% 72% 58% 69 (29) (24) (20) (15) (5) (4) Ma azines 38.6% 123% 211% 123% 140% 211% 57 9 (22) (7) (12) (7) (8) (12) Music and other audio materials 241% 259% 32.8% 8.6% 138% 121% 58 (14) (15) (19) (5) (8) (7) Video materials 06.2% 224% 224% 86% 155% 13.8% 58 (21) (13) (13) (5) (9) (8) Research 220% 3.4%(2) 526% 153% 153% 85% 59 (13) (31) (9) (9) (5) answered question 72 skipped question 91 24.Which two of the following services offered by the Library do you think are most Create Chan Download important? Response Response Percent Count Providing materials(books,magazines, 66.2% 49 DVDS,online content) Providing technology and materials for people who might not otherwise have 56 8% 42 access Providing services for job-seekers and 284% 21 businesses Promoting literacy among children and 297% 22 adults Offering a community gathering place 14 9% 11 Hosting events and programs 176% 13 Other(please specify) 4 Snow Responses answered question 74 skipped question 89 25 Are you aware of the following specialized resources and services offered by Create Chan Download the San Bernardino Public Library? Not Response Aware Aware Count i answered question 89 (v skipped question 94 SurveyMonkey - Survey Results Page 12 of 16 25.Are you aware of the following specialized resources and services offered by Create Chan Download the San Bernardino Public library? Online magazines and newspapers(for ( 388% o example,Consumer Reports and the New York 61.2%141) 67 Times) (26) Librarian assistance available 24 hours a day 66.1% 37 439% via online chat ( ) (29) Homework help offered at each library branch 406% location 59.0%(38) (26) 64 Homework assistance offered online 53.2%(33) 468% 62 Classes for non-English speakers 54.7%(35) 453% 64 (29) Citizenship classes 50.0%(31) 500% 62 (31) Local historical research assistance by 56'3X(�) 438% appointment (28) 64 E-books and other online services 69.6%141) 30(58% 59 answered question 69 skipped question 94 26 How interested are you in the following options? Create Chan Download Not Very Not at all Response O Very Interested Interested Imerested Interested Count Patron reviews and commentary on 273%(18) 37.9%(25) 182% 167% 66 books and other media (12) (11) Free classes on using library resources 333%(22) 37.9%(25) 182% 106%Q) 66 and technology (12) Patron discussion groups about current 219%(14) 39.1%(25) 281% 109%17) 64 topics and events (18) Specialized genre bookclubs such as 323%(21) 38.5%(25) 200% 92%(6) 65 Mysteries,Romance and Science Fic0on (13) Senior specialized services and activities 277%(18) 43.1%(28) 138%(g) 154% 65 (10) Family activities for young children 313%(20) 39.1%(25) 109%(7) 18(8% 64 Teen events and activities 250%(16) 42.2%(27) 141%(9) 18(9% 64 answered question 69 skipped question 94 r Show this Page Only PAGE:ABOUT YOU AND THANK YOU i SurveyMonkey - Survey Results Page 13 of 16 i I l 1 .. 27.What is your gentler! Create Chan Download —_.-- —__ Response Response percent Count Mal. 317% 35 Female 66.3% 69 answered question 104 skipped question 59 28.In what year were you bom?(enter 4-digit birth year;for example,1976) Download Response Count Snow Responses 103 answered question 103 skipped question s0 © 29.How many children are there in your household who are the following ages: Download Number of Children in age category Response 2 3 4 5 Count 4 years or younger 75.0%(12) 250%(4) 00% 00% 00% 16 (0) (0) (0) Between 5 and 13 years old 517%(15) 241%(7) 138% 00% 103% 29 (4) (0) (3) Between 14 and 19 years old 550%(11) 200%(4) 150% 100% 00% 20 (3) (2) (0) answered question 43 skipped question 120 30. In what ZIP code is your home located?(enter 5-digit ZIP code,for example,00544 or 94305) Download Response Count Show Responses 104 answered question 104 skipped question 59 SurveyMonkey - Survey Results Page 14 of 16 31 What is the primary language spoken in your home? Create Chan Downoad Response Response Percent Count English 88.6% 93 Spanish 86% 9 Chinese dialects 1 9% 2 Vietnamese 10% 1 Korean gg% g Other(please specify) 7 show Responses answered question 105 skipped question s8 32.Which of the followng best describes your education? Create Chan Download Response Response Percent Count Some elementar thigh school 75% a High school diploma 131% 14 Some college 32.7% 35 Associate's degree 103% 11 Bachelor's degree 224% 24 Post-graduate degree 140% 15 answered question 107 skipped question 56 33.What is your race/ethnicity?(Choose all that apply) Create Chan Download Response Response Percent Count American Inclan or Alaska native 52% 5 Asian 31% 3 Black or African American 146% 14 Hispanic or Latino 281% 27 Native Hawaiian or Other Pacific Islander 42% 4 White 44.8% 43 answered question 96 skipped question 67 SurveyMonkey - Survey Results Page 15 of 16 33.What is your racelethnicity?(Choose all that apply) Create Chan Download Other 73% 7 answered question 96 skipped question 67 34 Do you have any disabilities? Create Chad Download Response Response Percent Count No 84.5% 87 yes 155% 16 Please specify what disability impacts your use of the library 12 Show Responses answered question 103 skipped question 60 35 Which of the following categories best describes your employment status? Create Chad Download Response Response Percent Count Employed,working 1-39 hours per week 31.1% 32 Employed,working 40 or more hours per 233% 24 week Not employed,looking for work 204% 21 Not employed,NOT looking for work 29% 3 Retired 165% 17 Disabled,not able to work 58% 6 answered question 103 skipped question s0 36.What is your total household pre-tax income? Create Chan Download Response Response Percent Count Less than$20,000 282% 24 $20,000 to less than$0,000 31.8% 27 �. $50,000 b less than$75.000 188% 16 answered question 85 skipped question 78 SurveyMonkey - Survey Results Page 16 of 16 36 What is your total household pre-tax income? Create Chan Download O $75000 W less B1an$10,000 59% 5 S70,000 M less Oran 1725,000 35% 3 $125,000 to less Bran$150,000 71% 6 $10,000 or more 4 7% 4 answered question 85 skipped question 78 O SurveyMonkey - Survey Results Page 1 of 9 dkasey sign om Help Home My Surveys Survey Services Plans&Pricing .Create Survey San Bernardino Public Library Users Survey: 2010 Customer Feedback Design Survey Collect Responses Analyze Results View Summary Default Report .Ada Report �! Browse Responses ResSumma Total Started Survey:500 Response Filter Responses P Summary Total Finished Survey:500 (100%) Crosstab Responses PAGE:/ Download Responses i.In what zip code is your home located?(Select 5-digit ZIP code from menu or Create Chart Download Share Responses enter Correct code under"Other) Response Response Percent Count 91737 02% 1 92136 02% 1 92346 24% 12 92376 12% 6 92401 18% 9 92404 18.7% 93 92405 163% 81 92407 139% 69 92408 32% 16 92410 183% 91 92411 155% 77 Other(please specify) 84% 42 Show Responses answered question 498 skipped question 2 2 Please enter today's date Download Response Response percent Count W0012010 Show Responses 100.0% 308 answered question 308 skipped question 192 httn•//xxnxnv enrvavmnnlrPV rnm1Mv0%13rvPav Recnnncrpc acnsr9cm=tNvF.nm Rr ROOM)I7 SurveyMonkey - Survey Results Page 2 of 9 3.Please select the San Bernardino Public Library branch that is most convenient Create Chan Downoad for you to visit. Response Response Percent Count Norman Feldheym Central Library 486% 242 Howard Rowe Branch Library 24.3% 121 Dorothy Inghram Branch Library 175% 87 Paul Villasenor Branch Library 183% 91 answered question 498 skipped question 2 4.Have you visited a San Bernardino Public Library branch in the past sb[months? Create Chan Download Response Response Percent Count Y. 93.9% 464 No ]0% 35 answered question 499 skipped question 1 O 5.If you have visited a San Bernardino Public Library in the last 6 months,please Create Chart Download indicate,on average,how often. Response Response Percent Count Less than once a month 95% 45 14 times a month 40.5% 193 5-10 times a month 284% 135 101 times a month 216% 103 answered question 476 skipped question 24 6.For each service listed below,please indicate whether or not you are aware that Create Chan Download the service is available at your library. Not Response Aware Aware Count answered question 490 skipped question 10 http://www.survevmonkev.com/MvSurvev Resoonses.asnx?smrtNxF,nmRc__ R/79/?(11? SurveyMonkey - Survey Results Page 3 of 9 6 For each service listed below,please indicate whether or not you are aware that Create Chart Download the service is available at your library. On-line Homework assistance for school age 58.1X(281) 41 9% 484 children and teens (203) Pre-school story times 70.2%(337) 214% 480 An on-line catalog that can be accessed from 65.7%(314) 34 3% 478 home or at the library (164) Its own web site with information about 27.5% Library programs and links to information 72.5%(348) (132) 480 databases Employment and education resources 68.6%(330) 31 4% 481 (151) 8,000 books and materials in Spanish 55.8%(265) 442% 475 language (210) Books on CD and tape 83.9%(401) 161% 478 (77) Basic computer classes for adults 63.3%(303) 367% 479 (176) Literacy programs for adults/families 63.8%(307) 3(617% 481 answered question 490 skipped question 10 7. Please indicate your level of interest in performing the following activities at your Create Chan Download library Have Somewhat Not at all Response Very Interested no Interested Interested Count Opinion Access the computers or the Internet 65.7%(323) 187%(92) 81%(40) 7l5% 492 Attend a public or group meeting 31 4%(153) 35.3%(172) 16(78%) 17(8% 487 Bring my child(ran) 57.9%1280) 97%(47) 56%(27) 269% 484 (i 30) Check out multimedia material(DVDS, 62.7%(304) 204%(99) 72%(35) 97% 485 CDs,videos) (47) Check out reading materials 87.1%(427) 92%(45) 08%(4) 29%0 490 (14) Perform general information searches 65.4%(319) 195%(95) 59%(29) 9(4% 488 Homework or school related projects 51.5%(252) 176%(86) 11(55%) 19(4%, 469 Leisure reading in the library 61.6%(300) 224%(109) 76%(37) 8(q% 487 Participation in library-offered program 46.6%(229) 348%(171) 71%(35) 11(44%) 491 answered question 499 skipped question 1 flft'll'��[Rnl][x] CIIY'3/P[/YY1![Y1t PV l`ylllllnAV C1Il'l/PV RPC11r[1lCPC AC11V7cm--t\TYF1.imSZ ` Q/7Q/7n I7 SurveyMonkey - Survey Results Page 4 of 9 7 Please indicate your level of interest in performing the following activities at your Create Chan Download library. Read newspaper:or magazines 53.5%(262) 271%(133) 11,44%) 8(0% 490 Search for community or local in formation 55.4%(271) 30.3%(148) 6 t%(30) 82% 489 To meet with others 38.9X(178) 257%(124) 207% 1666 %) 482 Use copy machines 52.1%1255) 272%(133) 105% 1022%) 489 answerer!questlon 499 skipped question 1 8.For each of the following,please indicate how important you feel it is for your Create Chan Download local library branch to offer the service or program. Have Somewhat Not too Response Very Important no Important Important Count Opinion Providing tree online computer access to 3 7% 3.5% fee based information services 78.4%(384) 145%(71) 490 (databases) (18) (17) Offering children's story times and 77.9% 380 125% 61 31% 66% 488 programs ( 1 ( ) (15) (32) Offering materials and programs in 639% 312 12.9% 84% 1 Spanish ( ) 148%p2) (63) (41) 488 Providing a literacy program for adults and children to help all residents learn to 76.0%(371) 150%(73) 35% 5.5% 488 read English (17) (27) Providing teen programming 72A%(355) 182%(89) 3(7% (7 % 490 Offering dvdslcds to borrow 78.7%(375) 160%(78 3(% 42% 489 Providing children's books 85.8%(419) 61%(38 16%(8 6(3%488 Providing on-line articles from various magazines 61.9%IJ01) 23.0%1112) 6(W) 6(A%) 466 Offering homework assistance 75.6%(371) 138%(68 3(1% (3% 491 Offering convenient hours of operation 87.5%(428) 84%(41) 14%(7) 2113 489 Providing a quiet place to read and study 87.8%(431) 88%(43) 08%(4) 2'63 491 Carrying up-toAate materials and 84,5% 414 bestsellers ( ) 104%(51) 14%(7) 37% (18) 490 Providing Senior Services like special 721%1354) 179%(88 43% 57% 491 programs and shut in services (21) (28 Offering an on-line tutoring service for 78.1%(342) 182%(89) 29% 8.8% q88 grades 1.12 (14) (43) answered question 498 skipped question 4 httn://www.survevmonkev.com[MvSiirvev RPCnnncPC acnx9cm=tT\JvP mRr Q11011A1 1) SurveyMonkey - Survey Results Page 5 of 9 9,The San Bernardino Public Library is developing a long range plan to better Create Chan Download serve the community Below,please indicate your level Of interest for each potential improvement. Have somewhat Not at all Response Very Interested rw Interested Interested Count Opinion A community center featuring books, computers,meeting room space for 79.8%(391) 15.7%(77) 24%(12) 2(00 490 programs and recreational opportunities. A cyber library with full Internet access of 4 3% 30+computers,job search software and 68.6%(337) 218%(107) 5.3%(26) (21) 491 extended open hours A kidsmobile designed to partner with 5.7% local schools so every child has access to 73.0%(356) 166%(81) 47%(23) (20 488 books A self-serve branch featuring popular materials,best sellers,magazines and 68.5%(333) 210%(102) 5.8%(28) 4(23) 486 dvds A library branch specializing in children's services,with books,programs and 732%p58) 17.2%(84) 4.5%(22) 51% 489 . interactive displays like a Children's (25) Museum answered question 493 Skipped question 7 10.If you could make one improvement at your local library branch,what would it be? Download © Response Count Show Responses 387 answered question 387 skipped question 113 11.Where do you access the Intemel?Please check all that apply. Create Chart Download Response Response Percent Count 1 do not have access to the Internet 129% 61 Church 36% 17 Community center 78% 37 Fdendhelative's house 234% 111 Home 477% 226 Library 60.3% 386 (^ Mobileflaptop 133% 63 a answered question 474 1t� skipped question 26 1_._n _ 01nnlnnIn SurveyMonkey - Survey Results Page 6 of 9 11 Where do you access the Internet?please check all that apply. Create Chan Download Workrol calbusiness 137% 65 0 School 196% 93 answered question 474 skipped question 26 12.In what year were you bom? Create Chan oo«nioad Response Response percent Count After 1982 22.6% 104 1976-1982 127% 60 1971-1975 99% 47 1961-1970 17.5% 83 1951-1960 786% 89 1941-1950 133% 63 1936-1940 30% 14 1935 and before 27% 13 answered question 473 skipped question 27 13.How many school-aged children under 19 years of age do you have living at Create Chad Download home with you? Response Response percent Count One 167% 77 Two 198% 91 Three or more 2f17% 95 None 42.8% 197 answered question 460 skipped question 40 httn•//w�uTn7 cnrvavmnnlrav r•nm/A7T„C,,,�..o„ D................ ....__.n.�—.w1__n_.__n_ nin.�i...., .. SurveyMonkey - Survey Results Page 7 of 9 14.What ethnic group do you consider yourself a part of or feel closest to? Create chart Download Response Response Percent Count African-American/&ack 239% 105 Japanese-American 05% 2 Other-Asian-American 09% 4 Korean American 0.0% 0 Chinese American 09% 4 CaucasianlWhite 305% 134 Latino(a)-Hispanic 42.6% 187 Pacific Islander 07% 3 Other(please specify) 32 Show Responses answered question 439 skipped question 61 15.Other than English,what other languages are spoken in your household? Create Chart Download Please mark all that apply. Response Response Percent Count Only speak English 63.5% 280 Spanish 345% 152 Chinese 23% 10 Japanese 27% 12 Mandarin 11% 5 Tagalog 09% 4 Vietnamese 09% 4 Hmong 02% 1 Korean 05% 2 Thal 00% 0 Other(please specify) 21 Show Responses answered question 441 skipped question 59 SurveyMonkey - Survey Results Page 8 of 9 16.What was your total household income before taxes in 20097 Create Chart Download [A) Response Response Percent Count Less than$20,000 45.1% 197 $20,001-540,000 286% 125 540,001-560,000 13.3% SB 560,0013801000 53% 23 580,0014100,000 30% 13 $100,001.5120,000 25% it 5120,0014140,000 16% 7 514,001.5160,006 00% 0 5160,0015180,000 0.2% 1 $180,000♦ 05% z answered question 437 skipped question 63 17 What iS your gender? Create Chad Download Response Response Percent Count Male 309% 144 Female 69.1% 322 answered question 466 skipped question 34 18.Office Use Only Create Chan Download Response Response Response Average Total Count Survey number Show Responses 437.42 217,00 497 answered question 497 skipped question 3 httn-//www sIlrVPV nnnkPV nnm/A 1.,Cr, .,o , D-------- ----.n___— wr__r SurveyMonkey - Survey Results Page 9 of 9 0 000080000 0 0 0 0 0 0 0 0 0 0 JJ ZQH V V (00 N V N V V COD N NNmOOp � OOp '� IOff N QZw z MrN N mNCrD IMD NNN � rm � COD V Oaf Y! O ~ Q m 0 0 0 0 0 O0f J 0 0 0 0 0 0 0 0 0 0 0 0 O Q N O N 0000000000 Uod' o00 v �mm � N lnm ufmmrncorn ao sr O N N M N N I wW J 880000000 p G O O N N NN N O O 0 . 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C) j li c23 � � � C D_� L � O a Q U ¢ � � ¢ � � a r C7 � z t- ¢ � � � Fo- a ¢ rn ¢ r � •• (j . z = � i.i J W e e e e p e e e e e e o . o e e O e o a Q e e o 0 e e e a C7 Y1 M OD r f` N m 7 e Z N N N N N ^ N A d b N M Z Z O ^ N N N Z Q Z 2 ix a U N 00 co (o m M N w M M N N to f� M w (n (D O Q a 0 OD M a0 M W = N r m N N O O O N O N (D M O d N d m Z Z m O (O n M Q O H ao ; N (O h N r d d v7 M M h r N O O r O d 00 LO W F Q OD N r d Lo f• n d d N (O d N N N Y O N N N M M M � W e e e e p e e e e e e o e o e e o e o a a 0(D o e e 0 e CO O r < OD M fD N m (0 O n N M (OD Z Z to eo v = U J N 00 (D d m M N (D O (D m I� O m m M N (n N M M CD D a I N OD O CO 7 (Nn W M `- M (o M O (n .- m O m M Cl) _ _ M M pl r 0 N M m r m d N (D m d N fN fA Q N m 0 m O O (D (D I� N m r M N d (n (n N pd O N C M M M O O N (D CO d (D M O N (n M M (D m p J r O m n V (D .- (n 1� co M t� N N y� � 0 M N co M d N (O M N to di CO (D d O m O M M (o O d d m (D (n (p M m r r " p J T co m m O m (o O N d d N N (n (D N M U r J ' M d N Y] co M M (D m m m N j O N N d N (D N N f m O CO M M (n O O f� m Lq d r 0 N 0 (0+� d O d0 V 0 (n O N tD OD m m O O N m N J a M M O W d N N N O N N d N (D N N y) Eq W o e 0 e o e e 0 0 e e e e e o e e e Q a e e e e e e o O o Z O M M M O M O m N N 00 N N N O d Z Z d M m O m N a N N N N O N M = U Q J T! 12i d 1� O r m O d M M m D^j M M r Di 0) m (o M N M N M (n d (0o N N N r m d N O m N O d O N •- V d M J d (M O r m W m N O N O r (0D O O m M J (D u] N M (n (n d M N NN N M d N (D M fA b9 Q 04 N I� m N m O O O m N N IT (D (D I M M M (D U) O J r y 000 m (^D M m V N I� N d d O N O N N r r N r Omi J LL N N (n (D Cl) Cl) � N N N d N (D N (o GF9 O O M M O p N co 00 d 00 m (o V N J (CO M of co N d m V 1� co M N N V N j O ' N N d N (D M N A A W o e C 0 o v o e e o e e e o e e o e a a e e e o e v o _ OD e Z r m a0 N N N (f M N (O m OD (O OD N W (N Z Z N N N co N N fM') N a N = d U J 00 O O Q H~ r N O V a0 MI(D h d m m D co O N (D (n d co m M (n M d EA EA M (n n N N N O M co N 0 N (D CO J0) N (dD co n NW (mn V (dT M d M W co M co N m .O INt w m (n d O lool d J 0) co (n M M d C0 (n co N d d OD O N d (O O O N d N O N N � � c Q J J m q (D n N O (n (D ^ O D m (D O d D d m m m m Cl) CO) Z ln N j N N (D M 1 L N O O Y N J PUS, m V M N m M t( N d (dn M (n N m M N O m In M d O (D (D N M 00 O O m M> N N N d N (D N O d W a e e e e e o o e o e o o v o 0 0 �° a 0 C7 N r m o o m N N O d m r w o 0 o a Q ^ m 0 m 7 F e z q �- N M q (`7 (O q N (D N N Z Z Y Y tD M IL Y U 9 a N O J N M d (n (o uJ m V CO m (D (O N p I� O r M ' a m V V m N N M N NO 1� N m f� M O N N O (D f`d') M F• F �- O N M m N N d co Cl) r U) 0 O M (n r (O N V N (O (O r N N `` L .- Vi EA r O J CL J N 0) M O n N d (D N O (M O D m H 3 'Q O co CO M — n 04 'IT O N M N N N d H d N D O O fA fA s 6.1 N W m O N O M O n (D M co co (D d (n (D (D m N m N O d O M O J 7 M N O 7 N (0D (D N N O N M r m O co N N N \ C) O a N N M d N (D lV C N Cl) N d M N M N O N N co L M d N N c l0 to EA R � Z J _O O J • y Z N w J r F • D a y > ac O J w J a N J a '• N N u_ a C m Q o Q a C m H Q w K V W d 0 o f m w O ` c o o v y o o d m° o O D O N .6 o N Q � Q? � H L¢ Q O S O p m U d z Q Q f' i City Attorney's Office 32% Budget Cut 2012-13 Proposed 2012-13 Preliminary Operating after Account q Account Description Operating Budget Change to Budget Budget cuts 5011 salaries perm/fulltime $ 1,933,400.00 $ (475,333.00) $ 1,458,067.00 5013 Automobile Allowance $ 6,900.00 $ - $ 6,900.00 5014 Salaries temp/part time $ 265,160.00 $ 20,000.00 $ 285,160.00 5015 Overtime $ 7,100.00 $ - $ 7,100.00 5026 PIERS retirement $ 456,430.00 $ (110,002.00) $ 346,428.00 5027 Health and life ins. $ 207,100.00 $ (63,583.00) $ 143,517.00 5028 Unemployment Ins. $ 6,100.00 $ (1,517.00) $ 4,583.00 5029 medicare $ 28,200.00 $ (6,667.00) $ 21,533.00 Total $ 2,910,390.00 $ (637,102.00) $ 2,273,288.00 5111 Material and Supplies $ 16,000.00 $ - $ 16,000.00 5112 small tools and equip $ 1,200.00 $ - $ 1,200.00 5121 Advertising $ 4,300.00 $ - $ 4,300.00 5122 dues and subscriptions $ 14,000.00 $ - $ 14,000.00 5123 library books $ 75,000.00 $ - $ 75,000.00 5131 mileage $ 300.00 $ - $ 300.00 5132 meetings and conferences $ 3,000.00 $ (2,550.00) $ 450.00 5133 education and training $ 10,500.00 $ (7,500.00) $ 3,000.00 5171 rentals $ 6,300.00 $ - $ 6,300.00 5172 equipment maintenance $ 9,000.00 $ - $ 9,000.00 5174 printing charges $ 6,000.00 $ - $ 6,000.00 5175 postage $ 7,100.00 $ - $ 7,100.00 5176 copy machine charges $ 11,100.00 $ - $ 11,100.00 5177 Litigation expenses $ 421,376.00 $ (119,310.00) $ 302,066.00 5183 management allowance $ 600.00 $ - $ 600.00 5502 professional/contractual services $ 25,727.00 $ 100,000.00 $ 125,727.00 5503 Litigation-outside attorneys $ 1,345,376.00 $ (920,612.00) $ 424,764.00 5505 other professional services $ 454.00 $ $ 454.00 5601 garage charges $ 5,253.00 $ - $ 5,253.00 5602 Workers Comp $ 11,845.00 $ - $ 11,845.00 5603 Liability $ 10,094.00 $ - $ 10,094.00 5604 IT charges- in house $ 24,411.00 $ - $ 24,411.00 5605 Telephone support $ 8,652.00 $ - $ 8,652.00 5606 Electric $ 22,763.00 $ - $ 22,763.00 5612 Fleet Charges-fuel $ 5,665.00 $ - $ 5,665.00 5702 Computer Equipment $ 2,500.00 $ - $ 2,500.00 5704 Miscellaneous equipment $ 700.00 $ - $ 700.00 Total $ 2,049,216.00 $ (949,972.00) $ 1,099,244.00 Grand Total $ 4,959,606.00 $ (1,587,074.00) $ 3,372,532.00 8/28/12 / 2012-278 V/ 1. Parking Control Officers-Do not cut, but create proper training and benchmarks as to how,where and when to properly ticket vehicles,including doing the vehicle abatement duties. Each officer has the ability during regularly scheduled hours to cover their own salary, plus some. These are extra ears and eyes on the streets which is beneficial. While creating cash flow,they have the ability to report other critical public safety and compliance issues.Net positive revenue potential. K2. Revisit closing The Veteran's Community Center at Speicher Park in six months. Leave it open for now as new grant funding i the works and Mr. Hawkins has stated there is DOJ grant funding that can sustain it for anothe#1 in Fmonths.No net cost for at least 6 months. /*3. Revisit closing Rowe Library in six months. Leave it open for now and reconsider closure in six months. $5000 in revenue necessary for this. 4. Do NOT cut any code enforcement officers. The savings is slated to represent$937,194. Those 10 officers can sustain their cost by the following formula: 10 employees, gaining compliance by writing ONE ACP per day equals in very conservative estimates $960,000 annually. No net cost to general fund. 5. Compliance of businesses operating without proper registrations or under the moratorium can be fined $1000 per day. Clerk's office has inspectors that should conservatively be able to generate an additional $250,000. 6. Refuse Fund services paid for by that enterprise fund for/or on behalf of the general fund, nor their transfers in,have been reflected in the budget document. In year's past that amount of money has been between 8 and 12 million. Without any transfer in, we are being asked to cut more essential city services / than necessary. / 7. Internal Service fund transfers and charges have not been justified and documented in a clear and ✓✓✓ understanding fashion. /8. Timely (since March of this year)negotiations with employee groups asking for serious concessions �/ have not proceeded prior to bankruptcy as this council directed. . 1J r0 1�t-� cA W-'� �� o�" Cr-040 d-�-A Scat-.r�,C-e s o-c,.� 7lZwse. �x✓�e�o . Entered Into Rec. at MCC/CDC Mfg: s i by: e// It- Agenda Rom No: f by: City CleNCDC Secretary City of San Bernardino = <D C o CD C-) `° o n � 3 m o n 3 N cQ 41 s' L m N � 0 0 • N Ati1F°RN�A . 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[ / E I E / \ \ lie flil �" \ 1 11� | ( / [ [ \» � k \; ) ! | • | ! ) | | _ ) | j ( ! | ! | � ` { `! ( " • ! } | ! . . W19i( • R § �/[ � ) �� �� � • ;!. :)$\ ! Li ! ! | PRE-PENDENCY PLAN City of San Bernardino lit Drafted By: Andrea Travis Miller, Acting City Manager Jason Simpson, Finance Director Michael Busch, President, Urban Futures Inc. August 29, 2012 TABLE OF CONTENTS INTRODUCTION.........................................................................................................................................1 I. FISCAL EMERGENCY..................................................................................................................9 A. What is the Purpose of a City?............................................................................................9 B. A Service Level Emergency Creates a Fiscal Emergency..................................................9 C. Fiscal Emergency Legal Authority ...................................................................................10 D. Evidence of San Bernardino's Fiscal Emergency.............................................................11 II. DECLINING REVENUES AS A FACTOR CONTRIBUTING TO THE STRUCTURAL DEFICIT........................................................................................................................................15 A. The Recession has Taken a Toll on the San Bernardino Economy...................................15 B. San Bernardino Revenues Have Decreased, With Only Moderate Growth Forecast GoingForward..................................................................................................................16 C. General Fund Expenditures...............................................................................................21 III. PERSONNEL & RETIREMENT COSTS AS A FACTOR CONTRIBUTING TO THE STRUCTURALDEFICIT.............................................................................................................24 A. Overview of Pension Benefits...........................................................................................24 B. Overview of Other Post-Employment Benefits ................................................................26 C. The City's Retirement Contributions are Steadily Increasing...........................................27 D. The Primary Cause of the Dramatic Increase in Retirement Costs is a Significant Increase in Unfunded Liabilities.......................................................................................28 E. The Impact of Enhanced Benefits.....................................................................................29 F. Failure to Meet Earnings Expectations.............................................................................30 G. Increase in the Number of Retirees...................................................................................31 H. Conclusion........................................................................................................................31 IV. EFFORTS TO ADDRESS THE FISCAL CRISIS AND CONSIDERATION OF ALTERNATIVES TO CHAPTER 9 BANKRUPTCY.................................................................33 A. Past Budget Workshops and the City's Budgetary Analysis and Recommendation forBudget Sustainability...................................................................................................33 B. Best Cases Revenue Scenario Does Not Solve the Problem.............................................37 C. CONCLUSION.................................................................................................................38 V. BUDGET&OPERATIONAL RESTRUCTING PLAN...............................................................39 A. Preliminary Fiscal Year 2012-13 General Fund Budget...................................................39 B. Fiscal Year 2012-13 General Fund Reduction Methodology ...........................................40 C. Preserving Essential Safety Services.................................................................................41 D. Maintaining the City's Investment in Infrastructure Through Service Delivery Changes in Community Development, Public Works, and Parks, Recreations & CommunityServices.........................................................................................................54 E. Implementing Service Efficiencies and Consolidation of Administrative Services Functions...........................................................................................................................61 F. Summary of Proposed Staffing Reductions......................................................................68 LIST OF TABLES Table 1 -5 Year Budget and Fund Balance Estimates (Amount in Millions)......................................... 1 Table 2-Major Revenue Trends from 2008-2012............................................................................. 2 Table 3 -Historical Home Starts,Sale and Investment ...................................................................... 3 Table 4-Land Use by Net Taxable Value ....................................................................................... 4 Table 5 -Sales Tax Comparison..................................................................................................... 4 Table 6-Historical Pension Expenses............................................................................................. 5 Table 7- 5 Year(2012-13 to 2016-17)Budget Projections by Depart ment.......................................... 6 Table 8-Land Use by Net Taxable Value ......................................................................................17 Table 9—Property Tax Revenue 2002-2003 to 2011-2012................................................................18 Table 10—Sales Tax Revenue 2002-2003 to 2011-2012...................................................................19 Table 11 —Utility Tax Revenue 2002-2003 to 2011-201 2.................................................................20 Table 12—Revenues vs.Expenditures(10 Year).............................................................................22 Table 13—Enhanced Pension Formulas for the City's Retirement Plans.............................................25 Table 14—Other Post-Employment Benefits Annual Pay—Go Estimates...........................................26 Table 15—CaIPERS Actuarial Valuation Rate—Miscellaneous Plan.................................................27 Table 16—CaIPERS Actuarial Valuation Rate—Safety Plan.............................................................28 Table 17—City Contribution Retirement Rates(as a Percent of Payroll) ............................................28 Table 18—Proposed Fire Department Staffing Reductions ...............................................................48 Table 19—Proposed Sworn.Staffing Reductions .............................................................................50 Table 20—Proposed Non-Sworn Staffing Reductions......................................................................52 Table 21 —Total Estimated Savings...............................................................................................54 Table 22—Proposed Public Works Staffing Reductions ...................................................................59 Table 23—Proposed City Clerk Staffing Reductions........................................................................62 Table 24—Proposed Information Technology Staffing Reductions....................................................63 Table 25—Proposed Human Resources Staffing Reductions.............................................................65 APPENDICES Appendix A Summary of Revenues,Expenditures and Changes in Fund Balance (General Fund) Appendix B Fiscal Year 2012-2013 Pre-Pendency Plan ii INTRODUCTION San Bernardino is facing a crisis. To address budget shortfalls in thirteen of the past sixteen years, the City has already cut staffing levels, added new revenue sources, expended reserves, and is now faced with eliminating services and programs. Nonetheless, to correct for the City's further projected shortfalls in the current year and over the years just ahead, the level of required cuts must be done in such a manner to allow the City to provide acceptable services. For example, the City is faced with the undesirable prospect of closing fine stations, libraries and community centers, while still not having enough money to fund acceptable levels of police and fire protection. This statement of crisis is not made lightly, but reflects the Administration's profound concern that San Bernardino faces a service- level crisis that can only be classified as a fiscal emergency. The primary focus of this report is on the City's General Fund, which supports a large majority of municipal services. However, the impact the negative cash of roughly $18 million and escalating operational costs affects all City funds and services. As the General Fund balance continues further into the negative and operational costs escalate, it drives up the cost for sewer services, integrated waste fund, Internal Service Funds, the Development Fee Program, and other special funded services paid by every resident through monthly fees and other direct assessments. While a number of factors have contributed to this crisis, by far the most significant and difficult to control has been increasing operating costs occurring at a time when the City's revenues continue to decline. As the chart below depicts, as of June 30, 2011 the City's fund balance has declined to a negative $1.2 million. Without substantial and immediate restructuring of the organization, both operationally and financially, the City will not be able to provide basic services. Table 1 - 5 Year Budget and Fund Balance Estimates (Amount in Millions) Actuals–200609 to 2010-11 Pmjected Budget 2011-12 to 207617 2008-09 2009-10 2010-112011-12 2012-13 2013-14 2014-15 2015-16 2016-17 N 150.00 e c 100.00 f 50.00 iMi Expenditures Revenue (50.00) (100.00) —Fund Balance (150.00) (200.00) (250.00) Declining Revenues Since the City's peak General Fund revenue of$133 million in 2008, the City has experienced severe losses in key areas such as sales tax, property tax, franchise fees, utility users tax(UUT), permits, and funds transferred from the Economic Development Agency (EDA). The chart below details the reduction of roughly $11.69 million in General Fund revenues. Table 2-Major Revenue Trends from 2008-2012 Revenue Source Peak Revenue 2011-12 Revenue Variance 2007-2008 Property Tax Secured $11.6M $9.5M ($2.1M) Property Tax in Lieu of $18.9M $15.7M ($3.2M) Vehicle License Fees Sales Tax $22.3M $19.03M ($3.27M) Franchise Fees $3.32M $2.88M ($450K) Utility User Tax $24AM $22.5M ($1.9M) Licenses and Permits $9.2M $8.6M ($600K) Totals $89.72M $78.21M ($11.6911 The chart above is consistent with the findings in other California cities. However, many cities in California have begun to recover from declines in revenues. With the exception of sales tax, most significant General Fund revenues remain flat or are increasing extremely slow to the point that prior peak levels are not expected to be reached within the next five years. Overall, General Fund revenues remain roughly $11.7 million below peak levels. Of specific concern are revenues derived from property taxes which continue to be impacted by a significant drop in housing prices in 2008 and on-going foreclosures throughout the City. According to recent housing data, the City may have reached the bottom of the decline in housing values. This doesn't mean prices will increase significantly any time soon. Usually towards the end of a housing bust, normal prices move sideways for a few more years, and real prices adjusted for inflation could even decline for another two or three years. It is reasonable to assume housing values will stabilize and begin to grow at some point in the very near future; if it hasn't begun already. The chart below provides an illustration of the national housing market since 1968. While this may be the steepest decline in over 40 years, we shouldn't assume an aggressive recovery of investment or pricing. Rather, the Administration is assuming flat property tax revenues for residential properties in 2012-2013 with slight growth over the next fiscal years. Commercial properties continue to search for the bottom, as evidenced by the $17.2 million of non- residential property tax appeal exposure for fiscal year 2012-2013. Table 3 -Historical Home Starts, Sale and Investment fvmparh*Peaks®m 'FrOu wforbtw%New Htune So%%and AWden Inve8b"eM _"arm:sho"anN11* -+•New Naee3dea "d�Wlhee�nwa es..perrmcdGD9 ALbD no ]a 06 V — UK Because we do not anticipate much growth with housing new starts or employment in the near future, and with the loss of the EDA, the Administration assumes construction-related permit activity will also be flat or possibly continue to decline. Permit activity in most California cities has been very volatile with trends pointing to decreasing activity. The chart below reflects the City's property tax base according to land use. Typical of a large, older community,the City is fairly balanced with 52%of taxable property as residential, 19% commercial and 15% industrial. Despite the diversity in property tax generation, 80% of the City's taxable parcels are residential. Because of the high percentage of residential parcels, service requirements will remain high and a sustainable and resilient revenue base is vital to supporting essential City services. Table 4 - Land Use by Net Taxable Value [ate NetTaksWeValue MusiberofParcels WndUsebyNet Taxable Value Residential $5,337,905,953 44,947 Miscellaneous corn-71 $1,999,781,002 2,295 1% Industrial $1,557,715,525 721 Mwcellaneous $8,979,310 346 Goenunem Government $5,397,89D 12 Institutional $5,282,161 2D7 Dry Farm $1,382,195 7 NN9% Reaeaticnal $25,792,404 58 MyFarm 1% Irrigated $43,094 1 0% eels a, al Vaant $356,919,079 4,524 0% u.not $0 3,347 Vaud aril tell Outer Parcels $7,500 9 S86 Nonunitary $5,219,774 54 unM Personal ltlnsecl $862,093,032 3,967 ox Ov er% unknown $24,201,315 61 py, $10,30,219,224 56,526 SY Nmwneary 0% fourte:Xtlt IOI]-l1 FapeMTm Repam Based on data provided by HdL, the City's sales tax revenue diversity reflects the statewide average for all business types(see charts below). Table 5 - Sales Tax Comparison City of San Bernardino FBusiness wide Totals ■ Restaura ■ Restaura ■ Business ■ Food and nts& Food and nts& and Dr ugs Hotels Drugs, Hotels, Industry 6.03% 11.60% 6.60% 13.00% 12.71% 16.51% ■ General ■ General Consume Consume r Goods, ■ Buildin r Goods 27.06% 29.75% and ■ Buildin Construct and ion Construct 10.17% ■ Autos ■ Fueland ■ Autos ■ Fuel and ion, and Service 7,80% and Service Transport Stations Transport Stations, ation 14.16% ation, 14.52% 15.57% 14.50% The overall diversity of the sales tax base within the City presents an opportunity for future revenue growth. The City's population, size, and opportunities for economic development of former EDA properties provide for an optimistic outlook. Despite these positive traits, the City will need to play a role in job creation in order to fully realize its true sales tax potential. As of June 2012, the unemployment in San Bernardino was 19.9%. When compared to the State of California and San Bernardino County unemployment figures for April 2012 of 10.9%and 11.7%respectively,we begin to understand this as a component of a decline in sales tax-generating revenues well below the peak in 2008. In order to restore revenues to prerecession levels, multiple voter approved measures would be required. With local voter reluctance to increase taxes, the City's revenue generation options are significantly limited by required majority voter approval (50%+1)for general taxes and two- thirds voter approval for service-specific taxes. Increasing General Fund Operating Costs Over the past ten years, the City's population has grown by roughly 13% resulting in increasing demands for services to the community. In order to meet growing service demands, the City has maintained a workforce exceeding 1,140 employees. Maintaining a large workforce has exposed the City to rising operational costs outside of the City's control. Despite recent reductions of 250 employees, retirement costs have increased from $6 million in 2000-2001 to $22 million in 2009-2010 (see the chart below). Table 6-Historical Pension Expenses 25000000 ■2005 Series A-2 Capital 20000000 Appreciation Bonds -- ■Employee Portion 15000000 ! 10000000 Police 5000000 a Fire 0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 0 Misc While the City's pension costs have been growing steadily over the past several years, significant increases are due to the City's decision to implement enhanced retirement plans for all employees. A secondary impact, and of less significance, are increases to the total number of retirees and investment losses by the City's retirement administrator; the California Public Employee Retirement System (CaIPERS). To mitigate increasing retirement costs and to manage long-term retirement liabilities, the City reduced its total workforce and implemented a two-tier retirement plan,which provides basic level retirement benefits to all new employees. Even after these considerable workforce reductions and numerous other cost-reduction strategies implemented by the City, the General Fund shortfall for 2012-2013 is projected at $45 million, which represents 30% of total projected General Fund Expenditures for the coming fiscal year. The following chart further illustrates the degree to which prior efforts to stabilize operational costs are unsustainable beyond 2011-2012. Table 7 - 5 Year(2012-13 to 2016-17)Budget Projections by Department 2008-092009-10 2010-112011-12 2012-132013-142014-15 2015-162016-17 ■Police 180.00 ■Fire N C _° 160.00 ■General Government 140.00 IL Public Works 120.00 100.00 ■Community Development 80.00 E Parks&Recreations 60.00 ■City Attorney 40.00 a Debt Service 20.00 i City Clerk ■Finance As a result of the above trends, personnel costs are consuming progressively larger portions of the City's operating budget resulting in unsustainable workforce levels. Debt Obligations ions The City also has significant bond indebtedness obligations. As noted in the chart below, the City's General Fund has roughly $90 million of outstanding debt obligation. Additionally, with the loss of redevelopment and the City's election to be the Successor Agency, the City, has additional debt obligations of roughly$200 million. City of San Bernardi no Lease Revenue Refunding Bonds Series 1996 $16,320,000 12/18/1996 San Bernardino Jai nt Powe rs Fi nanci ng Auth Public Facilities Lease Revenue Refunding Bonds,1997 Series $10,370,000 7/31/1997 San Berna rdi no J Oi nt Powe rs Fi nanci ng A uth Refund i ng Certin cater of Partid pati on $15,480,000 9/29/1999 City of San Bernardi no Taxable Pension Obligation Bond s,2005 Series A-1 $36,050,000 10/28/2005 Cltv of San Bernardino Taxable Pension Obligation Bonds,2005 Series A-2 $14,351,583 10/28/2005 San Bernardino Joint Powers Financing Auth Tax Allocation Refunding Bonds,Series 1999A $27,590,000 4/2/1998 San Bernardino Joint Powers Financing Auth Subordinated Tax Allocation Refunding Bonds,Series 19988 S 8,590,000 4/2/1998 San Bernardino Joint Powers Fi nancing Auth Tax Allocation Bonds,Series 2002A $ 3,635,000 1/24/2002 San Bernardino Joint Powers Financing Auth 2002Tax Allocation Refunding Bonds $30,330,000 4/11/2002 San Bernardino Joint Powers Financing Auth Tax Allocation Revenue Refunding Bonds Series 2005A $55,800,000 9/30/2005 San Bernardino Joint Powers Financing Auth Tax Allocation Revenue Refuntling Bonds Series 20058 $21,105,000 9/30/2005 San Bernardi no Joint Powers Financing Auth Tax Allocation Bonds(20%Set ASi del Taxable Series 2006 $28,665,000 4/26/2006 San Be rnardi no Jai nt Powe rs Fi nand ng Auth Tax Al location Bonds Se rigs,2010A $ 7,065,000 12/23/2010 San Bernardino Joint Powers Fi nand n Auth Tax Allocation Bonds Series,20108 $ 3,220,000 219/2011 City of San Bernardino Limited Obligation Improvement Bonds,Assessment District No.985 $ 1,101,682 2/28/1990 City of San Bernardino Limited Obligation Improvement Bonds,Assessment District No.987 $ 709,105 12/18/1991 Prepare y:Urban Futures,Ina 6 Budgetary Impacts Unfortunately,there is no "silver bullet' for increasing revenues significantly or stabilizing operational costs. The rapid disparity between revenues and expenses is due to significant declines in general taxes and increases in personnel and debt liabilities. The Budget Sustainability Plan presented to City Council in June 2012 contemplates a range of potential solutions to address the General Fund structural imbalance in an effort to continue to provide essential City services. These strategies are being actively pursued, and include but are not limited to creating a cost sharing retirement program, investigating raising the real property transfer tax, stabilizing medical costs by sharing plan increases with employees, eliminating sick leave payouts, regionalizing services, and reducing the burden of the constant manning provision within the Fire Department. Unfortunately, these solutions alone are not projected to be sufficient. Although the City has been successful in achieving some cost reductions, other City proposals will require further collective bargaining with its employee bargaining units and, in some instances, Charter changes via the electoral process. Further, while additional revenue would be very beneficial, increasing revenue rates and/or sources will, again, require a vote of the people,with such approval doubtful in the current economic environment. Given all of the above constraints, some have suggested that the City should simply take actions to sell City assets, such as integrated waste operation, lease-revenue opportunities from cell towers located on City owned land and local water rights. Unless there is a specific and sound basis for selling City assets which provide continuous annual revenues to the City, this approach could jeopardize the long-term sustainability of City operations. San Bernardino faces a service-level emergency and must now address its financial issues through a comprehensive approach and significant operational and financial restructuring. --- ---- ------- -- CONCLUSION The outlook for City services, already reduced over the last three years because of the severe economic downturn, remains bleak for 2012-2013 and beyond. While the City has been managing deficits, the .shortfalls in recent years have become increasingly difficult to resolve as wave after wave of revenue losses have continued to hit. The Administration believes that the next round of workforce cuts required to balance the budget in the face of such a severe deficit will be best implemented and managed through an analysis of impacts to the department, organization, individual wards and community compared to prospective financial savings, as outlined in the following matrix. X X 11771 X X X Using the above methodology, all non-essential programs were evaluated prior to their submittal for reduction or elimination. The recommendations contained in this report reflect reductions in workforce or programs based on the lowest possible impact to individual wards and the community possible while meeting the City's budget reduction goals. L FISCAL EMERGENCY A. What is the Purpose of a City? In recent years, the City of San Bernardino has made efforts to implement strategies of fiscal prudence and good management. In particular, the City is struggling to balance its budget amid weakened revenues and rising costs, including rapidly-increasing personnel costs. The City is a service organization with approximately two-thirds of the City's General Fund budget attributable to personnel costs. Unlike a private employer,a public agency cannot simply decide to go"out of business" or otherwise stop providing certain essential services to the public. Under the California Constitution, cities have broad authority and responsibility in the areas of public health and safety. See Cal. Const., Art. XI, § 7 ("A county or city may make and enforce within its limits all local, police, sanitary, and other ordinances and regulations not in conflict with general laws."). However, while a city's powers are derived from the state constitution and other laws enacted by the Legislature, cities themselves are created only by the request and consent of the residents in a given area. Because of this,municipal governments are responsible for providing services that directly affect the lives of their residents. Through fire and police protection,cities safeguard lives and property. Through public works and other programs, cities construct and maintain streets and look after the health, recreational, and social needs of residents. Charter cities like San Bernardino are formed when citizens specifically frame and adopt a charter to establish the organization of and basic laws of the city. The core purpose of the City of San Bernardino is to provide essential services to the public as established in its City Charter. San Bernardino's essential functions are set forth in its Charter, which identifies the establishment of certain City Departments including Police, Fire, Water, Parks and Recreation, and Library. Notably, although the Mayor and Common Council may at any time abolish or discontinue some departments, the Mayor and Common Council is required to provide those services established under the Charter. B. A Service Level Emergency Creates a Fiscal Emergency In fulfilling its core purpose of providing essential services,the City must navigate between City Charter requirements and Mayor and Common Council mandates. On the one hand, the City Charter establishes departments as set forth in the paragraph above for the purpose of providing basic municipal services. On the other hand, the City Charter requires the City to balance its annual budget. Currently, the City is unable to comply with both of these City Charter mandates and provide basic municipal services to City residents. Unfortunately, on August 1, 2012, the City filed for Chapter 9 Bankruptcy and will likely be forced to reduce services below those levels acknowledged by the City Council as the baseline for basic municipal services in order to balance its annual budget for 2012-2013. All projections show that recessionary affects will remain and additional cuts may be required to balance the upcoming 2013-2014 budget, as required by the Charter. The meaning of the term "emergency" may vary depending on the context in which it is used. While some courts have defined an "emergency" as "an unforeseen situation calling for immediate action," not all emergencies occur in an instant, like an earthquake. An employer's 9 dire financial condition —which worsens over a period of time —may qualify as an emergency justifying the suspension or modification of certain contractual obligations. A public agency's inability to provide essential services is a strong indication of a fiscal emergency. As noted by the Governmental Accounting Standards Board (GASB), the common themes that have been either formalized or are working definitions of financial sustainability include the ability to continue public services and/or existing programs. This comports with the definition of "financial condition" adopted by the International City/County Management Association (ICMA). In particular, ICMA defines a municipality's financial condition as the ability to (1) maintain existing service levels, (2) withstand local and regional economic disruptions, and (3) meet the demands of natural growth, decline, and change. ICMA also categorizes financial solvency in four distinct ways: 1. Cash solvency: government's ability to generate enough cash over a 30 to 60 day period to meet its obligations. 2. Budgetary solvency: government's ability to generate enough revenues over its normal budgetary process to meet its expenditures and not incur deficits. 3. Long-run solvency: government's ability to meet expenditures that may not be addressed as part of the normal recurring annual budgetary process. 4. Service-level solvency: government's ability to provide services at the level and quality that are required for the health,safety, and welfare of the community and to meet its citizens' desires. This report focuses on all categories above: Moving forward as a well-run and forward-looking city, San Bernardino must budget in an effort to meet its contractual obligations, build reserves and ensure that budgetary shortfalls are addressed through balancing actions each year. However, the City has reached the point at which previous budget balancing actions combined with the budgetary outlook for 2012-2013 and beyond have triggered a financial and service- level emergency,jeopardizing the health and safety of San Bernardino's residents. The threat posed by continued service reductions is imminent, and despite all other measures taken to this point and those still to be implemented, no viable alternative plan that is sufficient to address this problem has been identified that does not require major changes in services delivery of all departments and changes to the City's compensation strategy. As such, the Administration believes San Bernardino faces a service-level emergency, a form of fiscal emergency which requires Chapter 9 Bankruptcy protection while we get our fiscal house in order. C. Fiscal Emergency Legal Authority In this plan, the evaluation of conditions for declaring a fiscal emergency and subsequent filing for Chapter 9 protection has focused on the primary causes of the current condition,which are declines in revenue and increases in operational costs. Therefore, the goal has been development of solutions that appropriately addresses the primary causes of the City's current fiscal situation within the City legal limitations. While no California cases have upheld an impairment of a government entity's own contract, case law from other jurisdictions supports the notion that a public agency's inability to provide essential services is a strong indication of a fiscal emergency. In those jurisdictions, courts have recognized that a sharp decline in revenues coupled with the concurrent inability to provide essential services constitutes an "emergency" justifying the impairment of contractual obligations. For example, in Subway-Surface Supervisors v. N.Y.C. Transit Authority, 44 N.Y.2d 101 (1978), the New York Court of Appeals upheld the City's suspension of a wage increase set forth in the City's collective bargaining agreement,where the City's fiscal emergency would have rendered it unable to "provide essential services to its inhabitants or meet its obligations to the holders of outstanding securities," and, without cuts, it would not have been able to pay employee salaries or its vendors and would have defaulted on payments due on other outstanding obligations. Federal and State courts recognize the constitutional power of a local municipality in response to an emergency to act in the public's interest, to preserve the health, safety and well-being of City residents. The scope of the power includes the ability to impair contract obligations under certain limited circumstances. As such, the Mayor and Common Council elected to declare Chapter 9 Bankruptcy to address the City's structural imbalance while preserving essential services to the community. D. Evidence of San Bernardino's Fiscal Emergency 1. San Bernardino's Inability to Provide Services at Required Levels As demonstrated below, the rise in salary and retirement costs combined with decreased revenues(which have declined in absolute terns,and are not projected to grow at a rate sufficient to keep up with these expenditure increases) have staggering implications on San Bernardino's ability to provide essential services. The San Bernardino City Charter provides guidance as to which services are "essential" to the City: Administration, Police,Fire, Water,Library, and Parks and Recreation are some of the service-providing departments specifically established pursuant to the City Charter. Other departments, such as Finance, Personnel, and Community Development, are not directly established by City Charter but are obviously necessary to support the City's operations. Since 2007-2008,the General Fund has experienced shortfalls which were addressed, in part, with the elimination of approximately 250 positions citywide. Previous budgets closed General Fund shortfalls through a combination of strategies including, reduced/eliminated services, a variety of cost savings strategies, and new revenues. Despite these efforts, prior reductions did not address deferred liabilities, such as other post-employment benefits(OPEB),which are now estimated at more than $61 million. A significant portion of the costs of providing services to the community are the salaries and benefits paid to City employees, with nearly two-thirds of the City's General Fund tied directly to personnel costs. This is because municipal services are generally labor- intensive, with City employees such as police officers and firefighters providing essential services. In an effort to maintain service levels,the City has implemented cost control measures, including the following: • Organization-wide hiring freeze, with exemptions based on requests critically necessary to perform essential functions of the department; • Expenditure controls on technology, marketing, office furniture, equipment, and vehicle purchases; • Two-tiered pension plans; • Salary freeze for unrepresented employees (including executives and professionals) and most City bargaining groups; and • 10% reduction in the total compensation (from the baseline 2009-2010 fiscal year) for City employees within the General Unit, Middle Management Unit, Police Management,Fire Management, and the Management/Confidential Unit. Persistent General Fund budget shortfalls have necessitated deep service reductions in departments that rely on the City's General Fund, including freezing vacant positions in Police and Fire services, the inability to open and operate new City facilities,a reduction in the days and hours of operation of the City's library services. With escalating total operational costs and declining revenues,the budget shortfalls in the last two years have been the most severe. Staffing levels for the City of San Bernardino have been reduced by 14% since 2007-2008,with the majority of the impact experienced in 2008-09, 2009- 10 and 2010-11. In recent weeks, the City has lost 60 employees due to attrition. As staffing continues to erode at a rapid pace, the City's capacity to provide the essential services set forth in the Charter is diminished. Staffing reductions to date have impaired the government's ability to provide services at the level and quality that are required for the health, safety, and welfare of the community. With the drop in staffing levels and the magnitude of the General Fund shortfalls, no service area has been spared from deep cuts. In 2000-2001, when retirement costs were at their low watermark, the City had 1,174.5 full time equivalent employees. With the position reductions proposed in the 2012-2013 Budget, San Bernardino will likely drop staffing to levels not seen in over 20 years. 2. Service Levels will be Impaired for the Foreseeable Future While there is much evidence to conclude that the service impairment will rise to the level of an emergency, a critical consideration is whether economic conditions and rising operational costs will further weaken the City's ability to provide public services into the foreseeable future. As demonstrated later in this report that answer is, unfortunately, a resounding "yes." As described in detail below, operating cost increases coupled with the retirement cost increases projected in the next few years will make dramatic service-level reductions a necessity to balance the budget. As noted by GASB, financial insolvency is directly tied to the ability of an entity "to continue public services and/or existing programs." By that standard, the City is already financially insolvent. Without significant operational and financial restructuring, the likely budget balancing scenarios over the next three years include: Police Department • Reduction in proactive resources such as District Resource Officers,Narcotics, Gang Officers,Etc. • During peak demand times, police response may be limited to high priority, violent crimes,or crimes in progress. • The average response time for Priority 3 and 4 calls will increase,with some of these kinds of calls going without any response during peak times • The Police Department may reach a point where misdemeanor and property crimes may go uninvestigated, if the Department lacks the resources to investigate all but the most serious crimes; • The City will be unable to respond effectively when multiple critical events occur concurrently; San Bernardino is currently experiencing an increase in overall crime. The increases are likely to continue as police resources diminish. Community based policing efforts will also continue to decline as resources are eliminated and the Department adjusts resources to respond to calls for service. Community frustration at low service levels from the police department will likely increase. Fire Department • Response times for fires and medical emergencies will increase, and will, on a regular basis, likely exceed current standards, leading to increased risk of loss of life and significant property damage. • The operational efficiency of several of our specialty programs will be negatively impacted. Materials Response unit, Urban Search and Rescue unit, SWAT Medic program, and Fire Investigation unit, among other program areas,will have to be re- evaluated to see if it is feasible to continue providing these services. • The City will consider alternative service provision models as necessary to keep most fire stations open and operational at accepted standards for a City of our size and call volume. • The Department will have reduced capacity to respond to two or more sustained structure fires that occur within the same time period, as well as reduced response to wildland fires and other large scale incidents such as natural disasters, terrorist incidents, civil disturbance, etc. Moreover, as the largest firefighting force in the County, the Department cannot rely on mutual or automatic aid from neighboring jurisdictions to provide basic levels of fire and emergency medical services. These agencies have had to reduce responding units as well; typically, other agencies rely on SBFD for assistance. • The Department will need to consider whether to continue to provide advanced life support services, as it presently does. Other models of providing this service will have to be studied to provide our citizens the level of emergency medical care provided by the current model. We have established response time standards that have been adopted by the City Council and are regulated by the County. Further degradation in our ability to meet these established standards will necessitate a change in our service delivery method. This could result in a decrease in the level of service and care currently provided as well as a possible increase in cost to our citizens. • The Department's ability to provide comprehensive fire prevention services will continue to erode; this will result in longer delays for developers and builders wishing to start projects in the City. We will continue to experience a decrease in revenue generated by commercial building inspections; this could result in more fires with an associated increase in life and property loss. Library Services • Three out of four currently operational branches are likely to close for the remainder of 2012-2013; • Library programming, including educational programming,will be eliminated; • School-aged children visiting branch libraries after school each day, many of whom are not accompanied by a parent or caregiver, will no longer have a safe, constructive, and educational after-school option;and • Property values for the homes in close proximity to the closed branch libraries may decrease. Parks,Recreation and Community Services • All City recreational programs will be discontinued and the City's Community Centers will be closed unless partner agencies are able to pay operations and facility overhead; • Teen programs will be eliminated; • Gang-intervention and graffiti abatement programs will be reduced to skeletal levels; and • Property values for the homes in close proximity to the shuttered Community Centers may decrease. Impacts on Other City Services • Traffic maintenance programs will be further reduced, impacting traffic sign maintenance,roadway striping, and marking maintenance; • Continued deferred maintenance of public facilities; and • General Government departments such as Council Appointees, Finance, Human Resources, Information Technology, and Mayor and Common Council will be further cut, resulting in reduced staffing for oversight, management, internal controls,and compliance. These public services are essential to the functioning of San Bernardino. In the absence of these essential city services, business owners and residents will perceive a disconnect between taxes paid and services provided. The City must avoid this potential downward spiral by working to maintain services that provide social and economic benefits to the community. In conclusion, San Bernardino has experienced a sharp increase in service delivery costs, driven primarily by fast-rising operational costs, in tandem with sustained declines and ongoing weaknesses in City revenues. In turn, in the City's effort to maintain a budget balance,these factors have required year after year of escalating service cuts. Given the extent of these service reductions to date,and the anticipated impact of the next round of cuts to be required if no corrective action is taken, these unsustainable trends have now reached the point of fiscal emergency leading to Chapter 9 Bankruptcy. II. DECLINING REVENUES AS A FACTOR CONTRIBUTING TO THE STRUCTURAL DEFICIT A. The Recession has Taken a Toll on the San Bernardino Economy San Bernardino,along with many other cities,has been heavily affected by the current economic downturn. The financial impact from the economic downturn has been severe and continues to linger. However, as discussed below, the City's current crisis has been compounded by increases in operational costs,especially pension and retiree healthcare costs. The City faces a structural budget gap: the growth in the cost of the City's recurring expenditures — most significantly, for employee retirement benefits — outpaces the growth in City revenues. This unsustainable imbalance preceded the decline in City revenues and will continue to imperil City services for years to come if no corrective action is taken. While the City has taken extraordinary steps to address and control these costs shrinking its workforce, decreasing total compensation by 10% across the board, and increasing fees and other revenues the City's ability to fund its remaining services continues to deteriorate and solutions are becoming more and more elusive. The budget pressures faced by the San Bernardino municipal government reflect the broader economic problems faced by San Bernardino's residents. By almost any measure, the Great Recession continues to have a devastating effect on San Bernardino's residents and their economic resources: • The unemployment rate for the City of San Bernardino has doubled since the onset of the recession. As of June 2012,the unemployment was 16.9%. • Median single family home sale prices have fallen sharply, to over 40% below the 2007 peak annual levels as of June 2012. • As of June 2012, San Bernardino foreclosure rates are 3.5 times above the national average. In turn, as further detailed in the analysis to follow, these economic factors have weakened the City's tax base and revenue streams, while adding to community service demands. As in communities around the nation, the downturn has created severe pressures on the City of San Bernardino budget. While the recession that began nationally in December 2007 may have ended in June 2009, the economy has yet to generate the strong levels of growth required for full recovery. Moreover, even"normal growth" is insufficient to achieve true recovery. Real recovery requires a return to trend— in other words, where the economy would have been normal growth continued without the contraction of a recession. Of further concern, recent projections show economic growth continuing to lag below normal levels through calendar year 2012. In the July 2012,the Federal Office of Management and Budget Mid-Session Review,the 2012 fourth quarter forecast was reduced to 2.3%based on data through June. National forecasters also project prolonged weakness in the labor market, including continued high unemployment rates. In the Second Quarter Survey of Professional Forecasters, unemployment nationally is projected to stand at an annual average rate of 8.1% in 2012 and to remain high at 7.7% in 2013, 7.2% in 2014, and 6.6% in 2015. In contrast, the national average in 2007, before the full onset of the recession, was just 4.6%. Statewide, recent forecasts estimate double-digit unemployment rates of 10.7%; the third highest in the United States. B. San Bernardino Revenues Have Decreased, With Only Moderate Growth Forecast Going Forward The City of San Bernardino's primary revenue streams are highly sensitive to the overall economy, and have been eroded by the economic downturn. The City's two largest revenue sources, property taxes and sales taxes alone comprise nearly half of overall General Fund revenues, and have both experienced recession-driven declines. At the same time, multiple other significant City revenue streams, including business taxes and many of the City's licenses and permits,have also fallen. 1. Overall Revenue Performance and Projections Overall, the estimated 2012-2013 General Fund revenue estimates remain 10% lower than peak 2007-2008 General Fund revenues of$133 million. Based on the City's five- year General Fund Forecast, which excludes one-time revenues and grants, General Fund revenues are not expected to return to previous peaks during the five-year forecast period. At no point during the forecast period are General Fund revenues projected to approach what they would have been had growth continued at 3% per year since 2007-2008. Estimated 2012-2013 General Fund revenues are $21 million lower than hypothetical General Fund revenues of$145 million, assuming General Fund revenues had grown by 3%per year from peak levels in 2007-2008. 2. Property Taxes The chart below reflects the City's property tax base according to land use. Typical of a large, older community, the City is fairly balanced with 52% of taxable value as residential, 19% commercial and 15% industrial. Despite the diversity in property tax value, 80% of the City's taxable parcels are residential,which points out the relative low assessed value of the City's housing stock when compared to commercial and industrial uses. The high ratio of residential parcels is a measure of service demand and an indication that a sustainable and resilient revenue base is vital to support essential City services. Table 8 -Land Use by Net Taxable Value Category Netranwevatae Numberot Par«Is Land Use by Net Taxable Value I Residential $5,337,905,953 44,947 atbcaNaneous Commercial $1,986,7X1,002 2,295 Industrial $1,557,715,525 721 Miscellaneous $X6,979,310 346 Government Government 55,397,890 12 Institutional $56,282,161 207 bstNUtbnal Dry Farm $1.382,1X5 7 Dry Fans i% Recreational $25,292,404 56 Irrigated $43.094 1 ReoMbml Vacant $356,916,079 4,524 Pt 0% Exempt $0 3,347 Vacant britseW Outer Parcels 57,500 9 4% 0!i SSE Nonunitary $5,219,724 54 Win n Personal(Unsec) $X62,093,032 3,967 0% Outer Pa 1 unknown $24,201,315 61 0% 510,306,219,224 56,526 fief NOnunNry O% I tune:Rdt 1011-12 Pneem'T.Repem Property taxes account for more than twenty percent(22.6%)of projected General Fund revenues in 2012-2013. In San Bernardino, as in communities across California and the nation, the collapse of the U.S. housing bubble in 2007-2008 led to sharp declines in home values and significant increases in foreclosures. In turn, as these economic factors have worked their way through the property assessment and taxation process, property tax revenues have experienced decline nationally and in San Bernardino. In addition to housing market factors, San Bernardino's ability to raise property tax revenue to keep pace with rising expenditures is severely constrained from a structural viewpoint by Proposition 13 and subsequent related amendments to the California constitution. Proposition 13 limited the ad valorem tax rates to 1% of assessed value absent approval of two-thirds of the city's voters for a higher rate. The proposition also limited any increase in the assessed value of real property to the California Consumer Price Index up to a maximum of 2% per year, the result of which effectively locked in the total property taxes paid by many California residents to their 1978-1979 levels, adjusted by a maximum increase of 2% annually. Property that changes ownership or has major alterations may be assessed at current fair market value, and thereafter is limited to the 2%increase in assessed value per year. As shown in the graph below, San Bernardino's property tax revenue collections peaked at approximately $32.8 million in 2008-2009, and then fell sharply for the next two fiscal years to $26.7 million in 2011-2012. As the 2012-2013 Proposed Budget forecasts no significant recovery in this large City revenue source, the projected $26.8 million would still be approximately 18% below the levels reached three years earlier. If the growth rates assumed in the 2012-2016 Five-Year Forecast issued in June 2012 are applied to the 2012-2013 Property Tax estimate,Property Tax revenues would not be expected to return to pre-recession levels until well after 2014-2015 under the City's best case scenario. Further, at no point during the forecast period do projected revenues come close to the levels that would have been reached had property taxes continued to grow at an annual rate of 3.0% since 2008-2009, shown in the chart below as the top dotted line. Given continued housing market weakness and the legal constraints on property tax increases in place under the California constitution, property tax revenues will remain flat for years to come. Table 9—Property Tax Revenue 2002-2003 to 2011-2012 Property Tax Revenue 51 CAti CPS � OOy tl' CPS, � CP' O~� O,yti O•yti 9`v \ry v b� P P P P P Z`J P P Joao Joao ���ce As outlined above, overall economic recovery remains weak and uncertain, and the housing market continues to be similarly challenged. Home prices as of August 2012 were still at summer 2003 levels on a national basis — down 31.2% from five years previously(seasonally adjusted;based on a composite of 20 metropolitan areas). Looking at data specific to San Bernardino, median home sale prices for single-family residences within the City paralleled the regional area trends. As noted previously, San Bernardino median home sales prices remain roughly 40% below peak 2007 annual levels as of June 2012. As property values drop, so does property tax revenue. Under Proposition 8,temporary reductions in assessments are applied when the current market value of a property is less than the current assessed value. As a result of the housing market downturn,the number of revaluations has increased, contributing to reduced property tax revenue for many municipalities, including San Bernardino. San Bernardino's non-residential sector is even weaker, with anticipated softness in commercial property values throughout the City's 2012-2016 five-year forecast. is 3. Sales Taxes Sales tax revenues are another important revenue stream for San Bernardino and account for 22% of General Fund revenues in the 2012-2013 Proposed Operating Budget. Sales and property taxes combined account for nearly half of San Bernardino's revenues. Like property taxes, sales tax receipts have declined significantly due to the general economic downturn. The City estimates sales tax revenues peaked in 2005-06 at$36.7 million. In 2009-10 the City's sales tax plummeted to $20.4 million. In recent years, the City has realized growth in sales tax receipts however revenues remain well below peak levels. Overall, estimated 2012-2013 sales tax revenues remain roughly 29% lower than peak 2005-2006 sales tax revenues of$36.7 million. Table 10—Sales Tax Revenue 2002-2003 to 2011-2012 Sales Tax Revenue N ti ti ti ti ti ti ti ti ti ti cpti cP'' 0 -is' A, cp^ spa � do ,ti titi Ja`~ Oa`ry Ja\~ Oa\~ Oa`~ Oa\ry Ja`~ Oa\~ ti0 �ea10 .s`ea10 PZ`' P� PZ`' PZ` P� P� Q8 P� JcaJa JcaJa a�.F Estimated 2012-2013 sales tax receipts are projected to reach $27 million. This figure factors out a sizeable amount of one time prior year adjustments and applies a 3% economic growth factor. If the growth rates assumed in the 2012-2017 five-year forecast issued in June 2012 are applied to the 2012-2013 sales tax estimate, City sales tax revenues would not be expected to return to 2007-2008 levels until 2013-2014. Further, much as with property tax receipts, at no point during the forecast period are sales tax revenues projected to come close to what they would have been had growth continued at 3.0%per year since 2005-2006. Overall, the Administration anticipates moderate growth in sales tax receipts—with 3% underlying economic growth in 2012-2013 and growth ranging from 2%to 3% annually in the out years of the forecast period. 4. Other Revenue Sources In the aggregate, the City's other revenue sources are projected to generate steady, but not high, rates of overall growth across the City's 2012-2017 five-year forecast period. Major categories for these other sources are outlined below. Utility Tax & Franchise Fees account for approximately 18.5% of estimated General Fund revenues in the 2012-2013. The City collects franchise fees from companies using public property in the distribution of natural gas, and electricity. The City also collects franchise fees from its integrated waste department and cable television providers. Utility taxes are charged to the users of any given utility (electricity, gas, water, telephone). Utility and franchise fees are less sensitive to the economy than sales and property taxes, and historically have been consistent sources of revenue for San Bernardino in general. At the same time,these revenues are not considered high growth. Similar to other major revenues, Utility User Tax (UUT) revenues have declined significantly since the peak of 2006-2007. This is due primarily to the City's exposure to foreclosures, which were 3.5 times above the national average. The chart below summarizes the City's collection of UUT revenues over the past 10 years. Table 11 —Utility Tax Revenue 2002-2003 to 2011-2012 Utility User Tax Revenue IT cfl�IN T cP`' !V CANT anti anti anti a&~ airy ,�� anti ate~ rypti vOy ryQti P� Pao Pao Pao Pao P� Pao Pao Jc�Ja��Jc�Ja������a�� Transfers and Reimbursements account for funds received by the General Fund from other City funds through a combination of means, including operating and capital fund overhead charges, transfers, and reimbursements for services rendered. The revenues in this category can vary significantly each year and are influenced by the following: changes in staffing costs, staffing levels, and the relative proportion of services delivered to other funds; the availability of funding in other funds that are appropriate to transfer to the General Fund; and the performance of Gas Tax revenues, which are transferred to the General Fund to reimburse the City for eligible expenditures. Business Registration,Licenses and Permit Revenues are generated from payments for the issuance of Business Licenses, Building Permits, Fire Permits, and miscellaneous health and safety-related licenses and permits. For most licenses and permits, the fees charged by a given department are based on full recovery of the estimated costs for providing each service. The demand for these licenses and permits, particularly development-related building and fire permits, are sensitive to economic downturns. Other Agencies includes revenues from local agencies, revenues from the State of California, and revenues from the federal government. City receives revenues from the State of California in a number of different forms and grants to deliver services. The federal government also provides grant funding to support a variety of programs and services. Other Revenues include the following categories: Fines, Forfeitures, and Penalties; Transient Occupancy Tax; Other Revenue; and Use of Money and Property. While some of these revenue sources are highly dependent upon market performance, such as Transient Occupancy Tax and interest earnings, the majority of these revenues are not driven primarily by economic conditions. C. General Fund Expenditures While City revenues have paralleled the weakness in the overall economy, key spending categories have grown much more rapidly outpacing revenues. Over the past 10 years, General Fund revenues and expenses have closely followed one another with expenses significant outpacing revenues since 2007 (see the chart below). City retirement contributions were by far the primary drivers of the City's personnel cost growth across this period. Such benefit cost growth in excess of revenues has severely eroded the City's fiscal resources for maintaining staffing, service, and wage levels, and will continue to do so unless steps are taken. Table 12—Revenues vs. Expenditures(10 Year) srs {1" iii 00%0DD IMODDAW IWAOIDAM 95,0M ADD =9 2d1 2-1" 1-ACgaF Fasr�Mo�b6e i-Aci�nl Dedurffius ry'2011 is amau&ted and PP 2012:s mad-Ivw pmOcted The critical takeaway here is that for the City, the cost per employee has been increasing at an unsustainable rate as personnel costs have continued to increase. This is most apparent when looking at the budget information as compared to decreasing positions throughout the City. Over the past three years, the City has eliminated 250 positions. Meanwhile, as noted the comparative pie chart below, General Fund departmental budgets have increased by 27% from $94.5 million in 2001-2002 to $127.2 million in 2011-2012. Because the cost of each employee has risen,the City and its departments have been forced to reduce staff and services in an effort to budget in balance. Fiscal Year 2011-2012 FY 2001-2002 General General Fund Expenditures Fund Expenditures ■Police � ■Police 61,161,400 42,004,232 48% 45% •Other ■Other Departments Departments 35,083,600 31,446,995 28% 33% Total Public f Fire Total Public a Fire Safety 72% 30,927,600 Safety 67% 21,041,818 24% 22% The City's budget is heavily focused on public services. In turn, governmental service delivery is labor-intensive —relying on the City workforce to patrol the streets, respond to emergencies, provide libraries and community programs, and deliver the other direct and supporting services of San Bernardino. Nevertheless, the City must continue to seek services delivery efficiencies in order to continue to provide desired services within available resources. As a result, and as noted elsewhere in this report, employee wages and benefits account for two-thirds of the 2012- 2013 Budget for the General Fund. Summary descriptions for the major categories of General Fund expenditures are as follows: Public Safety: This category represents 69% of the 2012-2013 Budget and reflects the services provided by the Police and Fire Departments. The major expenditures include emergency response to calls for service, fire suppression,emergency medical services, and Police patrol and investigations. Non-Departmental: The Non-Departmental category represents 8.4% of the 2012-2013 Budget and includes city-wide expenses. The largest components of city-wide expenses include workers' compensation payments, sick leave cash outs, fleet services, and information technology. Community Services: This category represents 14.6% of the 2012-2013 Budget. It covers programs such as public works, parks, libraries, recreation centers, planning and building development services, and code enforcement. General Government: This category represents 6.7% of the 2012-2013 Budget and reflects the cost for all management and administrative functions of the City and independent officials, including Human Resources, Finance, City Manager, Mayor, Common Council, City Attorney, City Clerk,and Civil Service Commission. Debt Service: This category represents 1.3% of the 2012-2013 Budget and reflects General Fund costs associated with the debt obligations to the City's General Fund. This does not include the City's 2005 issue of pension obligation bonds (public safety), as that costs is included with public safety. III. PERSONNEL&RETIREMENT COSTS AS A FACTOR CONTRIBUTING TO THE STRUCTURAL DEFICIT It is projected that over the next five years, the City's cumulative retirement contributions will exceed $108 million in all funds with projected annual contributions totaling $19 million in 2012-2013, increasing to over $22 million by 2016-2017. This is not the worst case scenario. Staff was recently informed the Ca1PERS rate of return for its investment portfolio was 1% for 2011-12 which is 6.5% below the assumed discount rate. This will very likely increase the City's future contributions. This is not simply a short term issue. These costs are growing at such a rate and are of such a magnitude that they require an ever-increasing share of the City expenditures regardless of the program or revenue source. Retirement reform is needed for the long-term sustainability of the retirement plans and in order to continue to provide even the most basic municipal services to the public. For the purpose of understanding the root causes and likely outcomes of the City's deteriorating financial condition, it is essential to understand certain aspects of the City's pension and Other Post-Employment Benefits(OPEB). The key points in this section are the following: • The City's pension and OPEB costs are increasing at a rapidly accelerating rate and will result in broad impairment of the City's services; • The rapid increase in the cost of retirement benefits is due, in part, to improved retirement pension plans, but also to numerous factors beyond the City's control, including very large investment losses, the likelihood that the plans will not attain current investment return assumptions, actuarial losses, changes in actuarial assumptions based on experience, and the increasing number of retirees relative to active employees; • The expected changes in GASB pension accounting rules, while not directly addressing changes in funding, will report additional liabilities by requiring public entities to more accurately portray their pension liabilities; • The impact of these factors will worsen over time and contribute to a dramatic increase in the unfunded liabilities of the plans, with a resulting rapid increase in annual retirement costs; • The increased retirement costs that the City will experience are unsustainable;and therefore, • Immediate,major intervention is necessary now. A. Overview of Pension Benefits The City provides a pension benefit for vested employees (those with 5 or more years of PERS service credit) based on the member's years of service and his or her single highest year's compensation at the time of retirement. Because the City Charter does not include language regarding retirement plans, the employee labor groups were successfully able to negotiate enhanced pension programs through labor negotiations when the City's coffers and retirement funds were flush. Listed below is a brief summary of the City's enhanced retirement plans. Table 13—Enhanced Pension Formulas for the City's Retirement Plans Police and Fire Non §afety and Years Age 50 with 5 years of service Age 55 with 5 years of service ice Etigibilttp 3%of highest year's compensation for each year 2.7%of highest year's nefit Formu of service compensation for each year of service Maxi m 90%of final compensation 90%of final compensation Rene Guaranteed 2%per year Guaranteed 2%per year �..,� Average base pay of employee's highest 12 Average base pay of highest month period with the City;; tioo7. consecutive month period with the City; does not include overtime or excludes overtime and expense allowances specialty pay Fiscal Year 2001-02 Fiscal Year 2007-08 To reduce the future cost of employee pension benefits, the Mayor and Common Council, through labor negotiations, implemented the following second-tier of pension plans for safety and non-safety employees. Police and Fire Department Retirement Plan 3%of final At 55 with 5 years of service 2011 compensation for each year of service Miscellaneous City Employees Retirement Plan 2%of final At 60 with 5 years of service compensation for each 2011 year of service In addition to the plans above, retirees receive an annual 2%cost of living adjustment(COLA), regardless of the CPI or the state of the retirement funds. This guaranteed COLA was added to the plans many years ago, increasing to the total cost of the Police and Fire Plan and the Miscellaneous Plan. Pensions are paid out of retirement funds administered by the California Public Employees Retirement System (CalPERS). The plan is designed to prefand pension benefits, meaning annual contributions made over the course of an employee's career (by both the City and the employee) along with investment earnings are expected to pay for all future pension benefits. The "normal cost" of pension benefits refers to the contribution amount allocated to an employee's current year of service. Separate and apart from the normal cost, additional payments may be necessary due to market losses, retroactive benefit enhancements, unmet assumptions or other circumstances that may result in plan underfunding. B. Overview of Other-Post-Employment Benefits The City's retirement plans also provide for other post-employment benefits (OPEB); specifically retiree medical and dental coverage. Generally, employees are eligible for retiree medical insurance coverage after retirement from public service. Employees are eligible to retire at pre-Medicare age (55 for Miscellaneous and 50 for Police and Fire),which contributes to the significant cost of the benefit. For 339 eligible retirees the benefit covers $112 a majority of retirees and $200 to $450 based on years of service for retired police officers to cover monthly premium costs for healthcare insurance. A few eligible police retirees receive a similar benefit as active general employees. This is an anomaly, since retiree healthcare benefits are commonly less than what is provided to active employees. The OPEB plans are funded through separate trust funds associated with the retirement plan. The plan has an independent actuarial analysis, which establishes the contribution rates and funding levels. Unlike pension costs, retiree medical costs are limited to fixed dollar amounts. Currently, the City's OPEB benefits and unfunded obligations are funded on a pay-as-you-go basis. Annually, the City pays roughly $628,000 towards OPEB obligations. Currently, the unfunded liability for OPEB benefits is $61 million. Similar to pensions,the City's annual pay- go OPEB costs are also steadily increasing. The Chart below provides estimated growth in pay- go costs over the next ten years. Table 14—Other Post-Employment Benefits Annual Pay—Go Estimates Fiscal Year Pay-Go Total $Change From % Change From 2010-2011 2010-2011 2010-11 $628,000 2011-12 $738,000 $110,000 18% 2012-13 $855,000 $227,000 36% 2013-14 $975,000 $347,000 55% 2014-15 $1,099,000 $471,000 75% 2015-16 $1,220,000 $592,000 94% 2016-17 $1,344,000 $716,000 114% 2017-18 $1,470,000 $842,000 134% 2018-19 $1,603,000 1 $975,000 1 155% C. The City's Retirement Contributions are Steadily Increasing By any standard, the City's pension and OPEB costs have been increasing and are expected to continue current trends. Because of this, over the past 10 years the City has experienced a profound increase in the percent of payroll that it pays to the retirement plans for these benefits. In 2011-2012,the City spent just over$20 million on retirement benefits. Absent swift action to reduce the cost of these benefits,the City is expected to be required to contribute more than $24 million for pension and OPEB costs in 2016-2017—only four years from now. While these estimates cover all fund sources, the impact on the City's General Fund is significant since it carried the entire burden of public safety costs. Unfortunately, this is not even the worst-case scenario. Future investment losses would increase the unfunded liability, as would actuarial experience losses, and/or decreases in investment earning assumptions. The two charts below depict the growth in annual pension costs and unfunded liability. The City has experienced a significant impact with the implementation of the 2.7% @ 55 benefit enhancement in 2007-08 and with the issuance of pension obligation bonds in 2006-07 for public safety. Both of these events contributed significantly to increasing rates along with market losses and adjustments to actuarial assumptions. Table 15 —CalPERS Actuarial Valuation Rate—Miscellaneous Plan Fiscal Year Employer Employee Benefit Unfunded Liability 2012-13 17.355% 8.00% 2.7% @ 55 $55,855,277 2011-12 17.248% 8.00% 2.7%@ 55 $53,627,697 2010-11 13.276% 8.00% 2.7%@ 55 $27,164,865 2009-10 12.544% 8.00% 2.7% 55 $19,572,835 2008-09 13.427% 8.00% 2.7%A 55 $24,580,218 2007-08 15.266% 7.00% 2% 55 $23,751,661 2006-07 8.947% 7.00% 2% 55 $(312,406) 2005-06 7.555% 7.00% 2% 55 $(6,769,844) 2004-05 0.000% 7.00% 2% 55 $(36,697,738 2003-04 0.000% 7.00% 2%@ 55 $(69,615,583 2002-03 0.000% 7.00% 2%@ 55 $(77,006,869 --- -- --- - --------- Table 16—Ca1PERS Actuarial Valuation Rate—Safety Plan Fiscal Year Employer Employee Benefit Unfunded Liability 2012-13 30.115% 9.00% 3% 50 $87,479,247 2011-12 28.277% 9.00% *0%/o $81,636,613 2010-11 23.105% 9.00% $55,738,948 2009-10 23.356% 9.00% $51,811,181 2008-09 24.009% 9.00% $50,058,297 2007-08 18.600% 9.00% $83,165,714 2006-07 26.882% 9.00% $80,042,391 2005-06* 26.678% 9.00% 3% 50 $72,805,694 2004-05 27.386% 9.00% 3% 50 $59,128,137 2003-04 20.902% 9.00% 3% 50 $17,457,260 2002-03 12.619% 9.00% 3% 50 $(6,953,487 *City issued$50.4 million in pension obligation bonds(not included in the unfunded liability) As set forth below, in 2000-2001 City pension contribution rates are 7% of pay for Miscellaneous and 14% for Police and Fire. For 2012-2013, however, the City's contribution rates are expected to increase to 25%of pay for Miscellaneous and to 39% of pay for Police and Fire. Table 17—City Contribution Retirement Rates(as a Percent of Payroll) 2000-2001 2012-2013 Miscellaneous 7% 25% Safety 14% 39% D. The Primary Cause of the Dramatic Increase in Retirement Costs is a Significant Increase in Unfunded Liabilities It is important to recognize that the problems leading to this huge increase in retirement costs cannot be addressed by continuing with business as usual. Absent major changes in the pension and OPEB programs, retirement costs will overtake available resources, rendering the City unable to provide even the most basic services to the public. In general, the increasing costs of pension benefits are attributable to a dramatic increase in the plans' unfunded liabilities. Because unfunded liabilities must be "amortized" over the remaining life of a retirement plan,the amount that must be contributed to pay off that liability must also increase. 1. The City's Unfunded Liabilities a. Unfunded Pension Liabilities The most current estimate of the City's total pension liability is $959.2 million. In other words, there should be $959.2 million "in the bank" to assure sufficient funding for pension promises already made. However, the two plans had a combined $639.7 million in assets (market value) or $319.5 million less than what was needed. Thus, using the market value of assets, the City's unfunded liability for both pension plans totaled approximately $319.5 million as of June 30,2010. b. Unfunded OPEB Liabilities Unlike pension benefits, which have traditionally been funded during the working life of an employee, little money was set aside to pay for retiree health benefits — even though, like pension benefits, an actuarial liability arose. In fact, as GASB's adoption of Statements 43 and 45 in 2004 demonstrated,when actuarial studies were required, many cities and counties found they had a very large liability. In San Bernardino's case, this has resulted in an estimated $61 million in unfunded liabilities as a result of promised OPEB benefits. c. Funded Ratios have Significantly Declined Adequate funding of a retirement plan is often viewed as a percentage of full funding. As noted earlier, a plan that is fully (100%) funded has all of the assets necessary to pay for the present value of all benefits already earned. The funded ratios of retirement plans have fallen dramatically and are one of many significant issues facing many municipalities throughout the State. 2. Underlying Causes of the Increase in Unfunded Liability There are four major causes of this increase in unfunded liability: 1. Timing of increases in benefits beyond the basic plans, which were not paid for during the working lives of employees receiving benefits; 2. Investment losses, leading to a failure to meet earnings expectations on plan assets; 3. Actuarial changes in actuarial assumptions based on experience, including increased longevity; and 4. An increase in the number of retirees and the size of their pensions. These factors have combined to take the pension plans from being at or above full funding levels during the last decade to being underfunded now. E. The Impact of Enhanced Benefits Over the years, the City Council has increased pension benefits from the basic levels. These changes which included increases in pension formulas (age at retirement, years of service, multiplier, and calculation of final compensation) occurred as a result of bargaining with employee labor groups. The impact of these changes cannot be overstated. Importantly, in the case of virtually every pension improvement, the enhanced benefits have been applied to an employee's full service with the City, including service which occurred before the change. These retroactive adjustments have a direct impact on the City's unfunded liability. As an example, consider an employee whose pension formula is enhanced after 29 years of service. For this employee,the City and the employee had contributed to the plan at the lower rate for 29 years. Then, the employee's formula is converted to the higher rate retroactively, regardless of years served under the lower benefit plan. Therefore, neither the City nor the employee contributed to the plan for 29 years at the level necessary to fund the higher level of benefit that this employee will now receive for all 30 years of service when the employee retires a year later. This difference gets added directly to the unfunded liability. 1. Pension Formulas With respect to pension formulas,the most dramatic changes have occurred in the Police and Fire Plan. Currently,they may earn up to 90% of their final salary. In addition, the minimum retirement age has been lowered from 55 to 50 and changed the determination of final compensation from highest three-year average compensation to highest 12-month average compensation for both plans. 2. COLA The cost of living allowance(COLA) guarantees annual cost-of-living increases, even in the first year of members' retirement. The current system provides that all pensions receive an automatic 2% increase, regardless of actual changes in the cost of living. Because the COLA is effective on a date certain for each plan, a Police and Fire member can retire on January 31st at 90% of salary and on February I st—the COLA adjustment effective date—receive a 2%increase,resulting in a pension of 92% of final salary. 3. Other Post-Employment Benefits At the time Other Post-Employment Benefits (OPEB) were granted, their cost was minimal, and it is safe to assume that no one involved fully anticipated the long-term consequences. Over time, of course, the amount paid and the number of retirees has increased, and the problem is compounded by lower retirement ages, meaning more years before a retiree is covered by Medicare. As a result, as noted previously, the City has an estimated $61 million in unfunded liabilities resulting from promised OPEB benefits. F. Failure to Meet Earnings Expectations The cost of increasing pension benefits was masked, to some degree, during the decade preceding 2008 because of rising equity markets leading to miscellaneous plan becoming fully funded and the safety plan in a well funded status. However, with the recession beginning in 2008,the plans became underfunded rapidly and are not expected to recover any time soon. One of the variables responsible for the increase in unfunded liabilities is the failure of the plans to achieve the annual earning assumptions on which they have been premised. Until 2002, Ca1PERS assumed earnings of 8.25% when it began phasing in a reduction of the earnings assumption to 7.75%. From 2000-2002 to 2008-2009, much of the new unfunded pension liabilities were caused by investment losses and adjustments. As this report goes to publication, the CalPERS Board has adjusted its assumed earnings rate to 7.50%. Even strong returns are unlikely to be able to make up for recent market losses. During 2009- 2010, each plan saw strong net investment returns 12% for both Miscellaneous and Police and Fire. Positive returns were realized in 2010-2011. However, it would take extraordinary returns over a sustained period to make up for the very severe losses in calendar year 2008 — and few are predicting such returns. Indeed, even the very positive returns for 2010-2011 have undoubtedly been eroded by declines in the equities markets since June 2011. Nationally, the trend for earnings assumptions has been downward, reflective: (a) the lower yields on bonds comprising 30-40% of pension portfolios, and (b) reduced expectations for equity (stock) investments given the global overhang of sovereign and consumer debt. If the CalPERS Board reacts to this by reducing the actuarially assumed investment rates of return below its current level of 7.5%, the Unfunded Actuarial Accrued Liability(UAAL) for the plans would increase because the difference would need to be made up in contributions. On the other hand, if the CaIPERS Board were to leave the earnings assumptions unchanged, and the actual rate of return on invested assets falls below the plans' assumptions, then the UAAL would increase due to the disparity between actual investment results and the actuarially assumed investment rates of return. Either way, the amortization of those differences would increase the City's annual required contribution beyond current projections. G. Increase in the Number of Retirees Another factor in the increase in pension costs — and one that will likely worsen significantly over time — is the rising number of retirees relative to active employees. The increasing ratio creates a risk of even higher future contribution rates. This means that the annual cost to pay down the unfunded liability is spread across fewer active employees In San Bernardino, as the number of active employees as a percentage of overall pension plan membership has decreased, the payments to retirees out of the plans have exceeded payments by active employees into the plans. The negative effect of this maturation of the plans during a down market cannot be overstated. As a result of the confluence of events, the impact of negative investment performance is exaggerated because the system has a negative cash flow. With not enough new money flowing in, the system is forced to sell assets at historically low values, when it should be "buying low" in anticipation of the eventual market recovery. Now the cost of recovering from a recessionary market decline escalates. H. Conclusion Without compensation reforms, pension and OPEB contributions are expected to amount to roughly 14% of total General Fund Expenditures by 2015-2016 totaling about $24 million (excluding pension obligation bond debt). In absolute dollars, San Bernardino's General Fund employee pension costs have risen from $6.2 million in 2000-2001 to $19 million by 2012-2013,and are projected to reach$22.6 million by 2015-2016 if no reforms are adopted—in total,a$3.6 million increase in annual spending. Unsustainable compensation costs are not San Bernardino's problem alone. Retirement costs have significantly increased across the country. Concern about how to pay for retirement benefits is a national issue. What is important to grasp from these increases is that the City has worked very har d to absorb these increases to date.There have been severe consequences to this as we find ourselves facing Chapter 9 Bankruptcy. i IV. EFFORTS TO ADDRESS THE FISCAL CRISIS AND CONSIDERATION OF ALTERNATIVES TO CHAPTER 9 BANKRUPTCY The City has made reasonable efforts over the last several years to address its fiscal situation, and continues to do so. Most recently, the Mayor and Common Council adopted a Fiscal Emergency Operating Plan to address the City's budget shortfalls. Moreover, as discussed below, the City has considered — and continues to consider - other proposed solutions for addressing the rising personnel costs. However, it must be noted that the service-level impacts are in fact another alternative, albeit one with potentially unacceptable consequences since the City will be rendered unable to provide basic municipal services. That dire situation will be the unacceptable outcome if the City does not swiftly address the fiscal emergency and reduce its operational costs. The City has also considered and is pursuing other ways to control costs and avoid unacceptable service cuts. Some of these are discussed below. Ultimately, even if the City is successful in achieving all of the ways to control costs outside of changes to retirement benefits, they are insufficient to solve the crisis. A. Past Budget Workshops and the City's Budgetary Analysis and Recommendation for Budget Sustainability Over the past decade, the City has balanced General Fund budget shortfalls through a combination of strategies, including cost reduction strategies and revenue strategies. Given the severity of the City's current financial condition and immediate cash flow issues, it is no longer feasible to rely on these strategies alone to balance the budget without reducing services and seeking Chapter 9 Bankruptcy protection. On April 3, 2012, and July 09, 2011, the City Manager presented opportunities and options to deal with the City's rapidly declining fiscal health to the Mayor and Common Council. It should be noted that the Common Council has subsequently provided additional direction on materials presented. The recommendations contained in the presentations were designed to balance cost reduction strategies and revenue enhancements. Following is a discussion of those strategies, some of which have already been implemented. 1. Cost Reduction Strategies The budget workshop and Budgetary Analysis and Recommendation for Budget Sustainability Plan identified several strategies to reduce costs, including departmental cuts, reduced compensation for existing employees; reduced costs for sick leave payouts, vacation buybacks and overtime pay; and cost sharing of retirement obligations necessary to avoid further increases in retirement costs. Through bargaining, the City achieved a 10% total compensation reduction from most employees and established a two-tier pension plan for new employees. Although this reduction saved approximately a net $10 million per year, it is not enough to resolve the continuing increases in retirement and operational costs. As part of the Budgetary Analysis and Recommendation for Budget Sustainability Plan, the City is pursuing the elimination of sick leave payouts, reduction in overtime and elimination of sellback programs. The City is meeting and conferring with the rest of the bargaining units and will continue to do so through the bankruptcy process. It is the Administration's goal to phase out sellbacks and to pursue changes to overtime identified in the Budgetary Analysis and Recommendation for Budget Sustainability Plan during this round of negotiations. Although the savings above identified in the Budgetary Analysis and Recommendation for Budgetary Sustainability Plan are significant,the most significant are cost sharing of retirement benefits,which will require successful collective bargaining. 2. Revenue Strategies The Budgetary Analysis and Recommendation for Budgetary Sustainability Plan identified the following revenue measures: (1) Real Property Transfer Tax; (2) Utility User Tax Modernization; (3) Transient Occupancy Tax; and, (4) 911 Communications Fee. Each of these revenues measures,however,would require voter approval. It is important to note that the City's ability to raise revenue through taxes and fees is severely constrained by the California Constitution, as modified by several statewide ballot measures, ranging from Proposition 13 in 1978, to Proposition 218 in 1996, to 2010's Proposition 26. Proposition 13 limited the revenue that cities may receive from property taxes by capping both the assessed value of property and the tax rate allowed. Proposition 13 also imposed a requirement that "special taxes" be approved by a two-thirds supermajority of voters. In 1984, Proposition 62 extended a voter approval requirement to "general taxes" imposed by cities. In 1996, Proposition 218 imposed further restrictions on cities' ability to impose property-related fees, reaffirmed voter approval requirements for all taxes, and granted voters the right to repeal or reduce taxes or fees through the initiative process. Although Proposition 218 continues to be interpreted through the courts, it is clear that it has created an additional significant barrier for local governments in attempting to control financial outcomes. Proposition 26, the most recent restriction on the City's ability to raise revenue, extended voter approval requirements to "regulatory fees" by reclassifying such fees as taxes. An example of a regulatory fee is a fee imposed on manufacturers of products containing lead to fund health services and mitigation of the environmental impacts of lead. By requiring voter approval for such fees, Proposition 26 significantly restricted one of the few remaining options for cities to raise revenue. A challenge facing Mayor and Common Council whenever evaluating whether or not to place revenue measures before the voters is how to weigh the marginal support typically seen in pre-vote surveys. In judging whether to place a measure before the voters, the Mayor and Common Council must weigh the likelihood that marginal voters who are "leaning" in support of a measure will vote in favor of the measure, against the knowledge that the City generally will only get one "bite at the apple"when it comes to any particular revenue measure, and that the cost for that one "bite" is extremely high, whether it wins or loses. According to most well regarded advisory firms, once voters reject a measure, it is often significantly more difficult to pass in a subsequent election. In other words, the likely chance of passage is reduced once a ballot measure has been rejected. These combined concerns have prompted the Administration to take a cautious approach when considering recommending revenue measures to the Mayor and Common Council. Following is a discussion of each of the four potential tax measures included in the Budgetary Analysis and Recommendation for Budget Sustainability Plan. Real Property Transfer Tax In California, localities including San Bernardino have imposed a tax on the transfer of property located within the city. The tax, known as the documentary transfer tax or real property transfer tax, is largely based on the federal documentary stamp tax,which was repealed in 1976. In California, counties and cities have been authorized to impose a tax on deeds of transfer of realty located within such county or city.The amount of the tax is based on the consideration or value of the realty transferred. The current County rate is one dollar and ten cents ($1.10)for each one thousand dollars ($1000) of value. Of that amount, the City receives $0.55 and the County receives the remaining $0.55. Charter cities, however, may impose transfer taxes at a rate higher than the county rate. The transfer tax must be paid by the person who makes signs or issues any document subject to the tax or for whose use or benefit the document is made, signed or issued. Real Estate Transfer Taxes, authorized as documentary transfer taxes by the California Revenue and Taxation Code on the sale or transfer of real property are currently levied by all counties and many cities. Real Property Transfer Taxes may be applied only to residential sales or to other types of real estate transactions including commercial and industrial sales. Revenue raised from the Real Property Transfer Tax is added to the City's General Fund. It is recommended the City Council consider implementing a rate of$5 per $1000 of value to provide a base level of funding necessary to deliver essential services to the community. The proposed rate would generate roughly$3 million annually. Utility User Tax Many cities charge a tax on utilities, ranging up to 9.5% (Huntington Park). San Bernardino currently charges 7.75%. Each 1% increase on utilities currently taxed (telephone, cable, electric, and gas) would yield approximately $3 million annually. Each 1% on utilities not currently taxed (sanitary sewer service, sanitation, refuse collection)would yield several hundred thousand dollars annually. Utility user taxes (UUT) are paid by San Bernardino residents and businesses and are collected by the utility providers who serve them. The utility then remits the tax payments to the City. Annual revenue in FY 2010-11 from utility user taxes (electric, gas, cable, land line phone, and cell phone)was $22 million. The City has made annual revenue projections considering possible tax increases at 1% and 2%. Further, sanitary sewer service, sanitation, and refuse collection are currently not part of the utility user tax. The City may want to consider modernizing and expanding the utility user tax to cover utilities not currently included. A utility user tax increase can only be voted on during a general election. A simple majority is needed unless the City Council declares a fiscal emergency and puts the potential tax increase to a vote during a special election. It should be noted that costs for special elections are higher. For San Bernardino, a special election costs approximately $200,000. Transient Occupancy Tax The Transient Occupancy Tax (TOT) is a tax charged on hotel stays. San Bernardino presently has a TOT rate of 10%, which is the County average. In the San Bernardino/ Riverside County area, some cities charge as much as 12.7% (Palm Springs). For our City, TOT generates just under $2,500,000 per year in revenues, meaning that each 1% of the tax generates about$250,000. Increasing the rate by 1% would put the rate at the highest level in the County and would generate only $250,000 in revenues. There might also be some negative impact of the higher tax rate on occupancy rates at the local hotels and spas. For these reasons, we are not recommending an increase of the existing TOT. 911 Communications Fee While often called a"fee," this potential revenue source is actually a tax requiring voter approval. A 911 communications fee would yield approximately $6.7 million a year. The tax would be charged on most personal and business telephone lines and cell phones in the City. Some exemptions typically exist, mainly relating to customers on lifeline service and service to non-profit organizations and government offices. The City of San Jose has implemented this fee and estimates that approximately 90% of the phone accounts in their community are taxed. The justification for charging a fee to telephone subscribers is that only people who have telephones can call 911 for emergency services. As stated in the San Jose ordinance, "Subscribers to telephone service derive significant benefits from ongoing operation of the modernized integrated system installed at the San Josd Emergency Communications Center" in the form of more efficient dispatch of services to a 911 emergency request. 36 B. Best Cases Revenue Scenario Does Not Solve the Problem Certain measures included in the City's Budgetary Analysis and Recommendation for Budgetary Sustainability Plan have been considered by the Mayor and Common Council in recent years. While approval of all the measures would provide substantial new revenues to the City, placing multiple revenue measures on the same ballot is likely to reduce support for all of them. However, it is important to note that, in the context of declaring a fiscal emergency, all of these potential revenues together would only gamer about $12 million annually, which would only cover approximately 27% of the FY 2012-13 projected shortfall. 1. Other Revenue Alternatives Rejected While not included in the Budgetary Analysis and Recommendation for Budgetary Sustainability Plan, the Administration has also reviewed political and voter support for a number of other potential revenue measures, none of which has demonstrated sufficient support to merit serious consideration.Among these are: • General purpose taxes requiring a simple majority to pass: • Increase in the Sales Tax • Parcel taxes requiring a super-majority(two-thirds)to pass: • Parcel tax supporting"landscape and energy-efficient lighting": • Parcel tax to support"police, fire,and other critical services": • Parcel tax to help maintain City library services: • Parcel tax to "protect and maintain City infrastructure services like libraries, street and park maintenance, traffic signals and roadway markings maintenance": • Parcel tax to "protect and maintain public safety services like police patrols, 9- 1-1 emergency response, and fire protection": 2. Spending Down Reserves In a time of fiscal crisis,the use of reserves is one of the options to consider as a short- term approach to bridge funding gaps in order to continue providing essential municipal services. The City has drawn down its reserve levels over the last several years,and this practice has proven unsustainable. Effectively, San Bernardino's actions have been equivalent to those of a homeowner drawing down from their savings account to pay for monthly mortgage and grocery bills that exceed their regular paycheck. So long as the savings last, such a practice can buy time to either find a better paying job, and/or to cut down on monthly expenses. Because insufficient changes were not made with such recurring income and spending,the City's reserves have been depleted. The Administration strongly believes the City needs to implement strategies to restore reserves to address any unforeseen circumstances as it serves as the City's safety net. Without these funds, the City would not be equipped to address significant unforeseen expenditure needs or to offset large drops in revenues in the future. It is imperative that I the City be in a position to meet its financial obligations each year and must prudently plan to do so. There are strong budgetary and strategic reasons for the City to maintain adequate reserve levels and to avoid using one-time funds to balance the budget. More importantly,because this deficit is structural in nature and because reserves by definition are one-time monies,the City would simply be shifting the budget problem out one year. Then, the City would be worse off the following year as it would have to not only resolve the added gap, but it would also have no reserves or one-time monies to balance the budget or to address unforeseen circumstances. C. CONCLUSION The City of San Bernardino faces a fiscal crisis of staggering proportions. The City has attempted to close budget shortfalls every year for the past decade, largely through reductions in staffing and one-time revenues. Citywide staffing levels have dropped by almost 20%in recent years,reserves have been fully depleted and General Fund cash is negative$18 million. Despite these reductions,the City's cost of providing services has continued to rise. Personnel costs are the major factor driving the increased cost of providing services. Expressed as a percent of payroll, retirement contribution rates have increased from 7% of pay for the Miscellaneous Retirement Plan and 14% for the Police and Fire Retirement Plan to a projected 25% of pay for Miscellaneous and more than 39% of pay for Police and Fire. In other words, for every $100 paid for police and fire payroll, the City will be required to pay an additional $25 to$39 into the retirement system. As a result of these increasing costs, the City projects budget shortfalls for the foreseeable future. Those shortfalls are anticipated to grow on a cumulative basis, if no corrective action is taken, from $40 million in FY 2012-13 to over $45 million by FY 2015-16. Absent a dramatic change to the accelerating cost of employment,the City will have to close these budget gaps by cutting and potentially eliminating already reduced services below acceptable levels. For all of the foregoing reasons, the Administration recommended the Mayor and Common Council adopt a resolution of fiscal emergency and seek Chapter 9 Bankruptcy protection based upon the need to find and implement solutions that may require the assistance from the Bankruptcy Court. i [' BUDGET& OPERATIONAL RESTRUCTING PLAN A. Preliminary Fiscal Year 2012-13 General Fund Budget The Preliminary FY 2012-13 General Fund budget of $166.2 million represented a baseline budget, which is a continuation of the status quo with projected increases in pension costs and other post-employment benefits, one time equipment purchases, as well as other services and supplies that must be purchased by the City to maintain the current level of service. The estimates in the Proposed Budget assume the restoration of the employee concessions, many of which have expired, and do not include Cost of Living Adjustments (COLA) or other compensation increases such as step increases. Appendix A is the Proposed FY2012-13 General Fund Budget, which reflects $121.9 million in revenues, not including transfers, and $143.9 million in department proposed expenditures. The budget includes the Summary of Revenues, Expenditures, and Changes in Fund Balance, Requested Budget by Department including Line Item Detail, Salary and Benefit Schedules by Department,and Department Organization Charts. Key expenditure assumptions for FY 2012-13 include: • Significant restructuring is proposed in each department (detailed below). Overall, the Administration is seeking a 30% reduction in expenses to balance General Fund expenses with estimated resources in this fiscal year. • Ca1PERS costs are driven by the State's actuarial report that includes a 0.5% lower Ca1PERS discount rate for investment earnings which contributes to a 14.4% increase in costs for FY 2012-13 and a 4.6% increase from FY 2012-13 to FY 2013-14. Lower City payroll will drive up part of the Ca1PERS liability rate that pays off the unfunded liability. The major risk is additional reductions in the discount rate and/or CalPERS investment performance, which would drive employer rates up further. Future labor negotiations or court rulings could result in changes to the City's costs related to retirement benefits. • Increases in salaries in FY 2012-13 is the result of absorbing the costs related to safety personnel that had been paid by grants in the past. Changes in safety grant funding have occurred since the preparation of budget documents. The impact of these changes will be addressed later in this report. • Employee health care costs are estimated to grow by 5%. There is the risk that future labor negotiations or court rulings could result in higher City costs. • Other Post Employment Benefit costs continue to increase. The June 30, 2009, actuarial report assumes annual growth averaging 8 to 9%over the next 5 years. • Net debt and equipment lease costs are projected at$5,185,548. Key revenue assumptions for FY 2012-13 include: • Pursuant to the revenues budget, property tax will increase in FY 2012-13 by 4%. The FY 2012-13 estimates was provided by HdL, the City's property tax auditor. Looking forward, Proposition 13 will hold down property tax growth as the annual assessed value adjustments of properties, which are already selling at deflated levels, are limited to the lesser of the change in the California Consumer Price Index (CPI) or two percent, unless sold. Sale prices will depend on the rate at which the market recovers and whether trends shift to renting closer to work, rather than owning property farther away from work. The long-term trend is a straight line, although it is anticipated there will be short term fluctuations. • Sales tax is based on HdL estimates through FY 2015-16, and assumes 3% annual growth per year. Long-term CPI growth is projected at 2.5%. The shift toward non-taxable services and non-taxed internet sales will hold down growth over time. • There is no growth projected for the Utility User Tax as increased utility costs,which would generate more revenue are negated by increased user conservation, vacant properties as a result of foreclosures and cost savings measures. • Business Registration Fees are projected to grow 4% in FY 2012-13 due primarily to increases in sales and business to business activity. • The Franchise Tax is subject to similar user conservation and technology trends, and therefore, is anticipated to be flat when compared to previous year revenues. • New revenues which may be considered and approved by the Mayor and Common Council in the future aren't included because no new revenue sources have been approved, and even if approved, new revenues would not be realized until some future date, or would not be immediately available. B. Fiscal Year 2012-13 General Fund Reduction Methodology Given the limited resources to the City, the recommendations that follow include profound budget cuts that in many cases will have significant impacts on service delivery and City's employees. Given the significant cash flow problems facing the City and immediacy of the problem, the Administration was unable to engage the community in the process of prioritizing programs and services prior to making recommendations for service cuts. Despite the inability to engage the community, the Administration has worked to minimize the impact and preserve basic services to the community. The following core concepts have guided the development of the Proposed FY 2012-13 Budget: • Priority was placed on front-line public safety services; • Basic levels of infrastructure and public property maintenance were preserved; • As many basic programs and services as possible were retained; • Minimum levels of leadership and administrative support were maintained to the extent practical; and • Opportunities to build operating reserves, begin to fund unfunded liabilities, and to address the cash deficit will require additional cuts, and therefore, the Administration will seek further policy direction from the Mayor and Common Council in the near future. The Proposed FY 2012-13 Budget is a balanced approach which reduces overall General Fund expenditures from the preliminary budget of$166 million to $143.9 million. Recognizing that, the Proposed Budget focused on the elimination of specific non-essential programs and services and related personnel costs. Key elements of the Proposed FY 2012-13 Budget include: I • Elimination of mid-management positions in the City Manager's Office and reassignment of the Grants Coordinator position to the Parks, Recreation and Community Services Department. • Existing personnel in the City Manager's Office would assume responsibility for the Economic Development programs as a result of the State dissolution of Redevelopment Agencies. • Consolidation of the Finance, Information Technology, and Human Resources Departments into an Administrative Services Department resulting in the elimination of two Department Director positions. • Administrative positions in the Mayor's Office, which were responsible for neighborhood services and environmental programs and projects would be eliminated and the duties absorbed by the remaining personnel in the City Manager's Office. The two Operation Phoenix sites would be eliminated. • The Code Enforcement function, which is currently in the Community Development Department, would be moved to the Police Department to provide greater efficiency and coordination of the various enforcement functions. • Disaster Preparedness, which is currently in the Fire Department, would be moved to the Police Department to provide greater organizational awareness and preparedness. • The Community Development Department would assume responsibility for the Housing functions previously handled by the Economic Development Agency that was recently dissolved by the State. • Responsibility for the maintenance of the City's Landscape Maintenance Districts, park maintenance, and street tree maintenance could be moved from the Parks, Recreation, and Community Services Department to the Public Works Department and the work would be contracted with private vendors. • Custodial services throughout the City would be contracted with a private vendor. • Workers' Compensation and Risk Management functions would be contracted to a third party administrator to reduce costs and enhance efficiencies. • Essential services such as front-line police and fire personnel are preserved;however, cuts to proactive policing and fire prevention programs, parks, community development, libraries, and public works programs are substantial. • Personnel reductions and organizational restructuring are estimated to reduce salary and benefit costs by$15.66 million annually. C. Preserving Essential Safety Services ]. Fire Department Continued cuts to the Fire Department will have a negative impact to internal operations and will affect the residents of San Bernardino. However, the Administration and Fire Department Management, have the responsibility of taking the necessary actions to insure the City will continue to provide essential services to the public for the long term. Nevertheless, cuts to public safety can't be ignored during a bankruptcy. In fact, necessary but prudent cuts will have to be made. Fire Department Comparisons To put the proposed cuts in context, Fire Management staff researched two cities that have filed bankruptcy in California. The comparison is based on how the cities of Vallejo and Stockton managed their fire departments prior to and after bankruptcy. VALLEJO -Upon entering bankruptcy, four of Vallejo's eight fire stations were closed. These closures caused daily fire suppression staffing to be reduced from 28 to 15 on- duty personnel. Vallejo has since re-opened one fire station after obtaining a SAFER grant. (Information obtained through personal contact with Vallejo Finance Administration Staff and a National Public Radio On-line Report 9-27-10) STOCKTON—Stockton had a fire department that was similar in size to San Bernardino and a population that is larger by approximately 100,000 people, with similar demographics. Two years ago, Stockton began by eliminating a five-person truck company and followed that by closing a four-person engine company. The City of Stockton continued budget cuts by reducing the 13 remaining engines to three-person staffing and three truck companies to four-person staffing. This resulted in 36 firefighters being laid off. (Information obtained through personal contact with Dave Rudat, Interim Fire Chief, on July 13, 2012) In addition to the above, Vallejo and Stockton Fire Department employees gave up significant salary and/or benefits,either prior to the bankruptcy filing or as a result of the filing. Several of the City's neighboring fire departments have reduced fire suppression staffing the last several years: • Colton Fire Department has eliminated an Engine Company, paramedic squad, and a Chief Officer position • Rialto Fire Department eliminated an Engine Company, 2 Chief Officers, and the Fire Marshal position • Redlands Fire Department has eliminated 3 Chief Officers positions • Loma Linda Fire Department eliminated a Chief Officer position and is sharing administrative duties with the Colton Fire Department Prior Budget Reduction Actions Like other City departments,the Fire Department's cuts began in 2008 with concessions from the fire management group and then continued with various concessions from all the employee groups within the Fire Department over the following years. Personnel cuts have also been made during this time period and have resulted in some unavoidable negative impacts. Fire & EMS Program - Eighteen firefighter positions have been eliminated, this resulted in six engine companies being reduced from four-person staffing to three-person staffing. Currently, only two truck companies and one single engine company has four- person staffing. This equates to an I1%o reduction in fire suppression personnel compared to 2008 levels. This has caused firefighting companies to lose efficiency on the fireground, as well as other emergency incidents they respond to. Staff members have been asked to"do more with less" and have done a terrific job. The recommended standard as set by the National Fire Protection Association (NFPA) is for engine companies to be staffed with four people. The City's goal was to work toward that recommendation prior to the downturn in the economy. The Administration and Fire Management recommend the City continue to seek the NFPA recommended level of four personnel per company when financially possible. Chief Offuers - A total of three chief officer positions (Deputy Chief, Fire Marshal and Training Division Chief)have been vacated. These vacancies became effective with the action the City Council on July 2, 2012. This has resulted in a daily staffing level of one Fire Chief during the day and two Battalion Chiefs working a 24-hour shift schedule. Prior to this cut, there had already been a reduction of one Chief Officer Position and a management re-organization to handle the responsibilities in a safe and effective manner. The current management structure of the Fire Department is unsustainable for any length of time. The Deputy Chief and Fire Marshal positions need to be filled within this fiscal year. The current staffing equates to a 30% reduction of Chief Officers as compared to 2008 levels. Community Risk Reduction Program — To date, a total of 6 of the 15 positions have been eliminated: Senior Administrative Assistant, Fire Plans Examiner, Fire Prevention Officer, Fire Prevention Technician, Code Enforcement Officer II, and Public Education Officer. In addition, a Fire Prevention Officer (FPO) retired effective August 1, 2012, and the position will be left vacant. Any further vacancies in the Community Risk Reduction Program can be held vacant,thereby achieving further cost savings. The continued reduction in staff will result in a loss of revenue, delays of fire plan checks, reviews/inspections, inspections of permitted occupancies (i.e. restaurants, day cares, churches, commercial buildings, etc.), and delays of multi-family housing inspections, as well as a decrease in service to developers interested in beginning projects in San Bernardino. At this time, it is not possible to calculate the loss of revenue. The department will no longer have a proactive Public Education program,and the City will be limited in their participation in community events. During the remaining portion of this fiscal year, the Administration and Fire Management anticipate the need to either out-source or hire part time personnel to assist with fire plan check reviews. Primary reasons are due to the complexity of the plans and lack of staff available to review them in a timely manner. The Community Risk Reduction Program is self-sustaining and provides an essential service. After reviewing the structure and complexity of the program, Administration and Fire Management do not feel that the same job can be"handed off'to someone else to provide the service without a significant loss of revenue and service to the citizens. There would be no viable cost savings associated with any further re-organization of the Fire Prevention Bureau. The current staffing equates to a 30% reduction of the Community Risk Reduction Program compared to 2008 levels. Administration and Fleet & Equipment Program — The Administration and Fleet & Equipment Program has sustained a total loss of three positions: Training Captain, Administrative Assistant Training, and an Equipment Mechanic II. This has left only four personnel in the Fire Shop and seven personnel in Administration. The Fire Department is no longer able to offer training classes, which did provide a source of revenue,to the department members and to those outside the department. The ability to maintain the fire apparatus is becoming increasingly challenging due to limited manpower and lack of funding for replacement parts and/or apparatus. Further cuts to shop personnel would greatly jeopardize response capabilities and the safety of personnel. Administration and Fire Management recommend no further cuts be imposed in the Administration and Fleet& Equipment Program area. In the event of future retirements, some of the positions may be held temporarily vacant requiring staff to come in on overtime to continue essential operations based on the need of the department. The exceptions would be that if either the Emergency Medical Services Coordinator or the Administrative Analyst I1 positions become vacant, these positions would need to be filled immediately. The current staffing equates to a 40%cut of personnel as compared to 2008 levels. Disaster Preparedness Program — The Emergency Services Manager assigned to this program was also identified in the City Council action of July 2, 2012,to be held vacant through attrition. Administration and Fire Management anticipate this to occur prior to the end of 2012 calendar year. Approximately 60% of this position is funded by grant monies. At this time, Administration and Fire Management cannot estimate the savings associated with this position. The loss of this position will require the duties and responsibilities be reassigned to another City department as they are vitally important. The loss of this position will severely limit our ability to prepare and respond to both man-made and natural disasters, our ability to recoup our costs associated with providing service during these incidents, leaving the City liable for the cost, and our ability to apply for and manage grants that we currently rely on for equipment and training. Emergency Communications—There are eleven personnel assigned to the Fire Dispatch Center, including a Fire Communication Manager and ten Dispatcher II positions. The Fire Department's Emergency Communications Center is located at the Police Department Dispatch Center. This is the minimum number of staff needed to provide for two dedicated fire dispatchers on duty 24 hours a day and supervision. Over the past several years, out-sourcing fire dispatch services has been explored with the dispatch center run by San Bernardino County, known as Comm Center. The result has consistently been that out-sourcing will not provide a monetary savings to the City nor increase efficiency of dispatch operations. This can be explored again as an option. Fire Management has made some preliminary inquiries but would need to receive further direction to pursue an official proposal. There are several factors that could complicate this potential move. The City has a contractual obligation to provide dispatch services for the San Manuel Band of Mission Indians(SMBMI)Fire Department. The contract will expire in July 2017. This contract has been paid in full by SMBMI and would have to be re-negotiated. Also,the City has a contract with American Medical Response (AMR) which generates approximately $320,000 annually in revenue to the City. This is accomplished through an agreement with the Inland Counties Emergency Medical Agency (ICEMA) and AMR, enabling AMR to reduce staffing based on our ability to arrive on scene and provide Advanced Life Support (ALS) services. A percentage of their savings are passed on to the City, based on the response times. These agreements would have to be re-evaluated to determine what, if any, impact there may be if a change were made. The City's Dispatch Center also utilizes Emergency Medical Dispatching(EMD),which is now becoming the industry standard. EMD allows the City to prioritize medical emergency calls and send only an ambulance if appropriate. Comm Center is adopting this program and this too will have to be evaluated to determine the impact to our contracts and agreements. Administration and Fire Management believe it would take several months, if not longer,to evaluate and implement out-sourcing of our fire dispatch services, if it proved to offer tangible benefits. At this time,there are no changes proposed to the Emergency Communications Program for this fiscal year, however, it may be prudent to consider out-sourcing in the foreseeable future. The net result of the cuts currently in place is a total of 25 positions either vacated or eliminated department wide. This includes the retirement of the FPO position on August 1, 2012, which will be held vacant. This is an approximate cut of 15%, department wide, as compared to 2008 staffing levels. Proposed Restructuring in the 2012-2013 Budget As referenced above, on July 2, 2012, the City adopted the proposal for the Fire Department Staffing Efficiencies presented by the City Council. The proposal identified reductions to areas of the Fire Department that were considered non-critical. The implementation of this proposal was projected to provide$950,000 of cost savings in the Fire Department for FY 2012-13. In addition to this proposal, the Fire Department has reviewed the FY 2012-13 discretionary funds and submitted to the Director of Finance additional proposed savings. The potential savings is $82,200 annually and is attributed to the reduction of non-critical staffing and associated program areas. The combined total is an estimated savings of$1,032,200 for FY 2012-13. To achieve additional budget efficiencies, several measures are recommended. Measure I -Eliminate seven vacant firefighter positions which are currently backfilled. This will result in both truck companies and one single engine company being staffed as three-person companies. This will affect both Truck 224 and Truck 221 on all shifts and ME231-A Shift. These ladder trucks are housed in the north and south battalions respectively and ME231 is located in the south end of the City on Vanderbilt Way. These positions are currently vacant and there will be no lay-offs of personnel or backfill required due to constant staffing following elimination. This will achieve an approximate savings of$946,879 annually in salary and benefits. Measure 1 -Unstaff one Engine Company. This will reduce the total number of engine companies in the City from 12 to 11 and result in a loss of three Fire Captains,three Fire Engineers,and three Paramedic/Firefighter positions. Unfortunately,there will be a total of nine demotions as a result of this cut. Each of the individuals demoted will maintain reinstatement rights for two years. With projected retirements, all but a few will be reinstated by the end of this calendar year, and the remainder will be reinstated next year. There will not be any lay-offs as a result of this proposed cut. The demotions will be absorbed by positions that are currently vacant and are backfilled each day. This cut will achieve an approximate savings of$1,409,499 annually in salary and benefits. There are alternative methods that can be used to facilitate the loss of the Engine Company, none of which are desirable. • Rotate the closure among several stations throughout the City(Brown Out) • Close one single station in the City Each method has its advantages and disadvantages. After consulting with fire department staff and surrounding fire departments that have had to implement similar cuts, the Administration and Fire Management recommend the brown out option for several reasons. This would allow the City to maintain optimal coverage in the core of the City where the bulk of the call load occurs. It would have the least impact on overall response times and provide reasonable coverage to all areas of the City. It would also provide for the best station security and logistical management of staffing. Based on these desired results,Fire Management proposes browning out the following stations: • Station 225 —located near Kendall and University(5th Ward) • Station 228—located at Highland and Orange(4th Ward) • Station 229—located at 2nd and Meridian (3rd and 6th Ward) Each fire station would be closed for 48 consecutive hours approximately once a week for a total of ten days per month on average. The rotation would follow the shift schedule, allowing for staff and fire personnel to adjust workloads,plan for staffing and maintain station security. Coverage can be adjusted based on weather events, planned events within the response district or any other issue that may arise. Each of the stations selected averages four calls per 24-hour period; this would impact the least number of calls per day and still maintain reasonable coverage to the City. Station 232, located on Palm and Kendall,does average two calls per 24-hour period but due to an extended response time into the district from surrounding fire stations and other factors,this fire station was removed from the proposed brown out. Fire Management remains concerned about the effects of these cuts and the impact they will have on the following: • An increased risk to public and firefighter safety due to the inability to provide sufficient management of incidents. • A possible increase in response times to both fires and medical emergencies. These factors could result in an increased loss of life and property. • Potential loss of revenue from our AMR contract. Fire Management has expressed deep concern about the cuts to staffing and the possible effects these reductions could have on the department's operation. However, given the financial health of the City, severe cuts from all departments, including public safety,are necessary to solve this problem. The cost saving of Measures 1 and 2 outlined above will reduce staffing on a daily basis from 48 on-duty suppression personnel to 43, including Chief Officers. This will still allow for a reasonable fire safety response to the citizens of San Bernardino and achieve the necessary savings. Fire Department Budget Reductions Summary On June 27,2012,the Fire Department accepted the 2011 SAFER grant in the amount of $3,363,972. This will allow the City to retain 12 fire safety positions commencing FY 2012-13. The funding awarded is for a two-year performance period and is for the retention of fire personnel and not intended for hiring. With the acceptance of the 2011 SAFER grant, the Finance Department is making the necessary adjustments to the Fire Department's proposed budget for FY 2012-13. The net result, of the proposal the Administration and Fire Management have presented would be an overall reduction of 23% of personnel from the Fire Department from 2008 staffing levels. Personnel cuts and program savings will have been achieved from each division of the department excluding the Emergency Communications Program. Table 18—Proposed Fire Department Staffing Reductions Staffmg Efficiencies 3 $950,000 (deleted Public Education Officer, reassign Battalion Chiefs to 24 hour shifts, vacant Deputy Chief&Fire Marshal) Reduction of Discretionary Funds N/A $82,200 Vacant-Fire Prevention Officer 1 $83,600 Option 1: Vacate Firefighter positions 7 $946,879 (reduce 2 truck companies to 3 person staffing) Option 2: Vacate Engine Company 9 $1,409,499 (3 Captains, 3 Engineers,3 Paramedic/ Firefighters) Total Reduction 20 $3,472,178 Please note the projected savings amount will be reduced the later these cuts are adopted in the fiscal year. 48 2. Police Department At the peak of staffing levels, the Police Department had an authorized sworn staffing level of 356 officers and a civilian contingency of 180. Current `actual' staffing levels are 289 sworn and 173 civilian. The current deployment model is based on staffing levels of around 299 sworn and 180 civilian. Any staffing reductions beyond current levels require reorganization and careful analysis of services provided and how those services are administered. The Police Department has been through several rounds of budget reductions in previous years. Reductions of personnel have been accomplished almost entirely through attrition. The remaining employees have bad their compensation reduced through labor agreements for the last three years. The Department currently operates "essential" or "first responder staff' on a 24/7 schedule; a significant portion of civilian personnel work a reduced workweek. The Police Department's budget contains very few discretionary items outside of personnel-related expenses. Over 80% of the budget is allocated to direct costs for salary and benefits. The majority of the remaining budget includes items such as building, fleet,technology and operating expenses. Proposed cuts can be categorized into those achieved through non-personnel reductions, personnel reductions through attrition, and personnel cuts through layoffs. The categories also mirror the order in which the Administration and Police Management went about determining proposed cuts. First, the Department went through the budget line-by-line and reduced or eliminated costs within each category wherever possible. Next, Police Management carefully analyzed retirement-eligible population of staff and conservatively estimated which personnel will leave and when they will leave in order to calculate anticipated savings through attrition. Based on those estimated savings, Police Management looked, as a last resort, at what layoffs would have to be made to reach a 10%reduction goal. Non-Personnel Reductions: Due to the spending cutbacks already made, there is little room for further non-personnel reductions. The Police Department has, however, identified another$265,000 in cuts. This includes severe limitations on overtime as well as cuts to training, equipment, ammunition, supplies, and other expenses. Some of these categories will be cut by 60%. Additional details are provided in the impacts section later in this report. It will be necessary to restore many of these cuts in future years. Some of the cuts, such as ammunition, were made based on current inventories and minor changes to regular training and operations. However, the cuts can only be temporary in nature and would need to be restored later to meet long term needs. Personnel Cuts through Attrition- Some of the attrition projections are based on commitments to retire while others are reasonable estimations based on employee statements that are not binding. The table below is a summary of the reductions. Table 19—Proposed Sworn Staffing Reductions Captain 1 $238,094 Lieutenant 1 $200,371 Sergeant 5 $840,485 Police Officer 11 $1,459,193 Totals 18 $2,738,143• * Projected savings through swom attrition$2,738,143 The captain position reduction is based on a tentative agreement for funding from the Water Department. The funding would be for one year, after which the position would be held vacant through anticipated attrition. An agreement is pending for the Water Department to fund the position in exchange for work to be performed on Water Department projects. It is recommended that any positions vacated through attrition be frozen rather than eliminated so it may be filled at a later time when the City's economic situation improves. Personnel Cuts through Reduction in Force- At the start of the current fiscal crisis, the Department accepted a Federal COPS grant which funded the hiring of thirteen police officers. This grant expires at various times throughout Fiscal Year 2012-2013, based on the hire dates of the officers. Elimination of these positions would not create any General Fund savings and would create a liability to repay the grant of approximately $3.9 million in part or in its entirety. The Department's civilian staff members are tremendously valuable to the organization and the services they provide. However, based on the COPS grant commitment, attrition rates, and essential service needs, the necessary reduction of filled positions will center on civilian staff. Civilian staff provides direct services to the public and support services to allow the department to operate more efficiently. The range of these classifications is from cadet (part time entry level positions) to division manager. The part time positions are discussed in detail below by category. The full time position cuts are summarized below and detailed in the table. The Administration and Police Management have carefully evaluated every position in the organization for potential elimination. The positions proposed were identified based on specific function and expense. The vast number of positions proposed for elimination will require significant structural changes, some of which are outlined later in this report. Part Time Filled Positions - The Department currently has seven stenographers who produce reports from recordings made by officers and detectives. Three of the seven are part time employees. The three part time positions,are proposed for elimination. Under this proposal,the backlog of reports would grow and officers and detectives would now have to type more of their own reports instead of dictating them. The overall impact in the short run would be more officer time spent on report writing. Long term impacts can be mitigated with the implementation of new technology and training options to make it more efficient for officers to type their own reports. The estimated annual savings is $82,000. The Department currently provides crossing guard services to several local school districts within the City through various agreements. The cost for these part time employees is typically shared with each school district. It is proposed the Department terminate the crossing guard program. The contracts would have to be strategically terminated depending upon the individual contract language. The impact is uncertain because it is unknown if the districts would fund the program themselves. Although the function of crossing guards is an essential service, continuing to have it provided by the police department will have negative impacts in other areas of direct police services. Assuming a quick decision and implementation,the annual net savings is$227,600. The Department currently has an employee in the academy training to become a police officer. The position is classified as part time for the purposes of payroll and budget. It is recommended the position be eliminated. This person was previously a Community Services Officer(CSO). If adopted, staff will work with the employee in an effort to get him employed with another local agency upon graduation. A budget savings is not anticipated as the position is funded through salary savings already. The Cadet program currently has thirteen cadets and is grant-funded through February 2013. Barring identification of an unexpected funding source, it is recommended the program be discontinued at the end of the funding cycle with all remaining cadets being let go. Elimination of the program is a cost neutral measure. However, the Cadet program provides valuable support services in many areas as well as a valuable recruiting and development tool to attract and develop young local residents into full time police employees. Future funding of the program is recommended when economic conditions improve. Full Time Filled Positions-The remaining reductions in force are from full time filled positions. They are listed in the table below. Table 20—Proposed Non-Sworn Staffing Reductions Kennel Supervisor 1 0 1 1$73,055 Executive Assistant 3 2 1 $70,857 Evidence Technician 3 2 1 $74,103 Forensic Technician 12 8 4 $324,456 Dispatch Manager 1 0 1 $104,220 Admin Analyst I 1 0 1 $45,343 CSO Supervisor 2 0 2 $182,106 CSOII 17 13 4 $259,288 CSOI 28 11 17 $966,529 Records Tech I/B 26 23 3 $163,287 Parking Officer 5 3 2 $113,674 P&T Manager 1 0 1 $99,603 P&T Coordinator 1 0 1 $74,103 P&T Technician 2 1 1 $70,857 Records Manager 1 0 1 $95,229 Totals 104 63 41 $2,326,078 Organizational Impact The enormity of the cuts outlined above will undoubtedly diminish the quantity and quality of services the Police Department is able to provide. The identified positions have been carefully selected in an effort to minimize the impact to core services such as patrol response. However, in order to implement these types of cuts, there will be a significant reorganization and reprioritization of services provided. A sizeable portion of the cuts will ultimately impact wait times for lower priority services and availability of proactive resources (District Resource Officers, Gangs, Narcotics, and others). Our priority during this difficult time will be to focus on staffing at levels necessary to safely respond to emergency calls for service. Other priorities will — sz follow and remaining resources will be allocated accordingly. The City recently entered into an agreement with the Police Executive Research Forum (PERF) to evaluate the Department. Part of the analysis will include prioritization and allocation of resources. Although the Department will focus on priority related call response times, the time spent waiting for reports to be taken or for officers to respond to more minor matters will undoubtedly increase. We will work toward changing the way these services are delivered and make every effort to become more efficient and to utilize technology wherever possible. The non-personnel related cuts will also impact operations. Due to previous budget reductions, the margin to cut from is very thin. The Department's aging technology infrastructure is a major concern. Replacement equipment dollars have been reassigned or cut completely in the last several budget years. Large-scale technology improvement funding initiatives will be necessary in the near future. The reductions will also take us backward in many respects to supervision, leadership and accountability. The cuts significantly reduce the management and supervision ranks of the organization. In comparison with other agencies for example, we already are low on the number of lieutenants before the cuts. The long-term consequences of reducing our supervisory and leadership positions could be significant. The implications outlined above are the significant known impacts. There are other areas that will be impacted not outlined herein; some are known and others are unknown at this point. Police Department Budget Reductions Summary The net result, of the proposal the Administration and Police Management have presented would be an overall reduction of 59 personnel from the Police Department. Personnel cuts and program savings will have been achieved from each division of the department excluding the Emergency Communications Program. Total estimated savings are listed in the table below: Table 21 —Total Estimated Savings Non-swom savings via attrition $390,635 Sworn savings via attrition $2,738,143 Reduction in filled full time positions $2,326,078 Reduction in filled part time positions $309,600 Non-personnel related reductions $265,000 Total $6,029,456 D. Maintaining the City's Investment in Infrastructure Through Service Delivery Changes in Community Development,Public Works, and Parks, Recreations & Community Services 1. Community Development Over the past several years, the Community Development Department staffing has been reduced significantly. However, the workload of the department has been impacted by the recession. The number of permits and plan checks significantly declined as investment in the City has dropped with the burst of the housing bubble. The City is beginning to see an increase in development activity for industrial activity. Additionally, the Successor Agency will soon begin the process of selling the EDA properties, which could lead to substantial development activity and investment in the City. Because of new growth opportunities, it is recommended that reductions be balanced against the need to ensure staffing and resources are available to meet the demands of developers and others interested in investing in San Bemardino. Proposed Restructuring Despite previous reductions in workforce,the Community Development Department has options available to maintain basic and essential services while reducing costs. This is possible through adjustments in services delivery; specifically, contracting out and consolidation of duties. It is recommended the City eliminate one Building Inspector Supervisor, one Building Inspector, one Technician one Engineering Associate, one NPDES inspector, one NPDES Coordinator, one Department Accounting Technician, one Administrative Assistant, and one Customer Service Representative (admin). Most of these duties will be handled by contractors. The Building Official would assume responsibility for supervising the field personnel, which will impact the amount of time available for his other duties. With the elimination of the Building Inspector III position, the City will return the responsibility for the mobile home park inspections to the State. The loss of the Technician position, which currently provides customer service at the front counter, will require moving the Assistant Planner to the front counter to assist customers, which will have some impact on the Planner's ability to write staff reports, prepare zoning verification letters and complete other assignments. As direct customer service will consume much of the time, some of the duties handled by the Planner will be reassigned to the other Planner and the Manager. Despite the reduction, it is anticipated that sufficient staff will remain in order to provide proper oversight to contractor's work. 2. Code Enforcement There is no question that proactive enforcement of the City's codes is needed throughout the City. The City is dealing with significant number of foreclosures and a recessionary economy which is making general maintenance of some properties less than desirable. There are currently 3,083 open code enforcement cases within the CRM system as of August 14, 2012. Moving forward, staff needs concentrate on clearing existing cases and dealing effectively with repeat offenders. As part of the restructuring, it is recommended that Code Enforcement be moved to the Police Department. Despite the importance of code enforcement efforts and the impact of the maintenance of the community on investment decisions, given the City's financial condition, reductions in code enforcement are necessary. Proposed Restructuring The code enforcement division currently consists of one Code Enforcement Manager, three Supervising Code Enforcement Officers, two Senior Code Enforcement Officers, 23 Code Enforcement II positions, one Code Enforcement Officer I position, and one Weed Abatement Coordinator. It is recommended the following positions be eliminated: • Five Code Enforcement II positions • One Supervising Code Enforcement Officer • Two Senior Code Enforcement Officers • One Weed Abatement Coordinator • One Code Enforcement Officer I • One Customer Service Representative The annual savings related to these cuts is $937,194. Overall, it is anticipated there will be a reduction in service and an increase in response times based on the proposed cuts. Despite the cuts, 18 Code Enforcement Officer II positions, two Supervisors, and one Code Enforcement Manager position would remain. 3. Public Works The Public Works Department staffing will be reduced by 45 positions. Of these, 34 positions are, full time and 11 are part time. The percent deleted is 13% totaling $1.9 million for all funds. The total frozen is $608,000. These represent across the board cuts as follows: Administration • Administrative Division Manager — These duties would be reassigned to the Department Director;Annual savings—$134,000 • Environmental Projects Assistant — There is insufficient projects to justify this expense. All environmental projects will be assigned to one existing environmental projects position;Annual savings—$63,400 • Executive Assistant — There has been a reorganization of the division under the director; Annual savings—$72,000 • Senior Office Assistant — There has been a reorganization of the division under the director. Elimination of this position will require the Administrative Services Supervisor cover assigned duties;Annual savings—$50,039 • Departmental Accounting Technician —Payment and processing of invoices for the division will be assigned to the Senior Office Assistant. The total cost of this position is $54,700. Integrated Waste • Integrated Waste Operations Supervisor —The total cost of this position is $84,500. Reductions in revenue and increased operating expenditures require the department eliminate a supervisor resulting in a savings of$84,500. • Senior Integrated Waste Operator —The total cost of these 3 positions is $190,200. Trucks will be rerouted and less vehicles will be used for trash pick-up. The cost of 3 leases for trucks is estimated at$150,000 resulting in a total savings of$340,200. • Integrated Waste Operator — The total cost of three positions is $157,200. Trucks will be rerouted and less vehicles will be used in the operation. The cost of equipment is estimated at$150,000 resulting in a total savings of$307,200. • Integrated Waste Operations Manager —The total cost of this position is listed as `vacant/unfunded'. The division manager will address job duties. Fleet Operations • Fleet Parts Technician — The parts duties will be assigned to the Manager and Supervisor resulting in a savings of$69,478. • Fleet Parts Storekeeper—The total cost of this position is $57,996. The parts duties will be assigned to the Manager and Supervisor resulting in a savings of$57,996. • Fabricating Welder—Welding will be contracted out. The total cost of this position is $72,837. The cost of welding is estimated at $40,000 resulting in a savings of $32,837. Custodial Services • Custodial Maintenance Supervisor —The total cost of this position is $61,600. Due to lack of general funding available for custodial work, the supervision is eliminated and lead personnel will be assigned job duties by the manager. • Supervising Custodian —The total cost of this position is $63,600. Due to the lack of general funding available for custodial work, the supervisor position is recommended for elimination. • Custodian —The total cost of 6 part time positions is $67,500. Assignments will be made in common areas monthly. Maintenance • Extra Relief Heavy Laborer —The total cost of this part time position is $11,250. The work will be completed by other laborers as assigned. • Maintenance Worker II — The cost of the position is $57,200. Right of way and graffiti response time will be reduced 30 percent. • Maintenance Worker II (Signs) —The cost of this position is $60,600. There will be a reduction in staffing of 33 percent in sign replacement. Savings: $60,600. • Heavy Equipment Operator —The cost of this position is $72,800. There will be a reduction in staffing of 33 percent in operating heavy equipment city wide. • Sewer Maintenance Worker — Eliminate 2 positions. The cost of these positions is $132,600. There will be a staff reduction of 20 percent in sewer ops. • Electrician I—The cost of this position is $72,300. Street lighting operations will be staffed less by 33 percent. • Extra Relief Heavy Labor— Eliminate 2 positions. The cost of these two part time positions is $22,500. The response time for right of way and maintenance in public areas will be impacted and requests added to the City CRM system. • Traffic Signal Technician III—The cost of this position is$86,300. The work will be contracted out. The cost for contract work is estimated at $50,000 resulting in a savings of$36,300. Public Works • Construction Inspector II — The total cost of the two positions is $174,956. The work will be contracted out. The cost of contracted work is estimated at $70,000 resulting in a savings of$104,956. • Engineering Assistant III—The total cost of this part time position is $30,650. New capital projects have been deferred resulting in a savings of$30,650. • Engineering Assistant II—New capital projects have been deferred. The total cost of this part time position is$27,970. Positions that would be held vacant include: • Director of Public Works —The total cost of the position is $245,368. It is temporarily contracted out at a cost of $16,000 per month resulting in an annual savings of$53,368. • Administrative Analyst II position (1) — This position would be held vacant until development activity improves. The total cost of this position is $97,500. • Traffic Operations Systems Analyst —The total cost of this position is $106,800. Traffic engineering has been contracted out to private firms. Estimated cost for contract work is$75,000 resulting in a savings of$ 31,800. • Real Property Manager —The total cost of this position is $104,200. The real property work is being performed part time by a retired individual. Substantial development or divesture of EDA properties will require adjustments to meet service delivery. The estimated cost for contract work is $50,000 resulting in an annual savings of$54,200. • Fleet Services Manager—The total cost of this position is $137,700. The equipment manager is currently handling the job duties of this position. The City is reviewing proposals to outsource trash hauling that could affect fleet operations. Based on this, it is recommended the position be held vacant at an annual savings of$137,700. • Senior Civil Engineer—The total cost of this position is $138,807. The work can be contracted out as capital project funding is identified. The Principal Engineer will supervise capital plan development in house. Savings: $138,807. • Facilities Maintenance Supervisor —The total cost of this position is $93,500. The manager will oversee all work orders for all city buildings and facilities. Savings: $93,500. Table 22—Proposed Public Works Staffing Reductions Administrative Division Manager Eliminate $134,000 Environmental Projects Assistant Eliminate $63,400 Executive Assistant Eliminate $72,000 Senior Office Assistant Eliminate $50,039 Integrated Waste Operations Supervisor Eliminate $84,500 Construction Inspector II(2) Eliminate $104,956 Engineering Assistant III (PT) Eliminate $30,650 Engineering Assistant II(PT) Eliminate $27,970 Fleet Parts Technician Eliminate $69,478 Fleet Parts Storekeeper Eliminate $57,996 Fabricating Welder Eliminate $72,837 Accounting Technician Eliminate $54,700 Sr. Integrated Waste Operator(3) Eliminate $190,200 Integrated Waste Operator(3) Eliminate $157,200 Extra Relief Heavy Laborer(PT) Eliminate $11,250 Custodial Maintenance Supervisor Eliminate $61,600 Supervising Custodian Eliminate $63,600 Custodian(6 PT) Eliminate $67,500 Maintenance Worker II Eliminate $57,200 Maintenance Worker II(Signs) Eliminate $60,600 Sewer Maintenance Worker (2) Eliminate $132,600 Electrician I Eliminate $72,300 Extra Relief Heavy Labor(2) Eliminate $22,500 Traffic Signal Technician III Eliminate $36,300 Heavy Equipment Operator Eliminate $72,800 Technician Eliminate $69,478 Total Savings $1,897,645 The net result of the proposal the Public Works has presented would be an overall reduction of 45 personnel from the Department. Personnel cuts and program savings will have been achieved from each division of the department. Total estimated savings are: Savings via Reduction in Workforce $1,897,645 Savings via Vacancies $606,875 Total $2,504„529 4. Parks Recreation & Community Services Since July 2008, the Parks, Recreation & Community Services Department has experienced a 32% reduction in staffing and a significant decrease in resources available for maintenance and operations. Given the limited areas in which to further reduce costs and demand for service, the Administration and management have focused on eliminating programs that had grant funding and identifying more cost efficient ways to provide service. Closure of the Operation Phoenix West and Operation Phoenix East Centers The Operation Phoenix Program operates two centers including Operation Phoenix West located at Anne Shirrells Park (Ward 6) and Operation Phoenix East at Speicher Park (Ward 7). These centers are currently being funded by a Department of Justice (Doi) grant that was scheduled to run through FY 2012/2013. It is now anticipated that the earmark will expire in September 2012. Given the fact that continued operation of the two centers would require a General Fund commitment due to the expiration of the DOJ funding, the Administration recommends closing both of the centers at an estimated savings of $145,000, which represents the anticipated funding from July 1, 2012, through September 1,2012. Impact: The Operation Phoenix West community center is dilapidated and requires replacement as addressed during a recent site visit by the California State Parks Department. With respect to the Operation Phoenix East, the recent partnership with the Disabled Veterans Group/exploratory garden provides the framework for a continued presence as the facility is a major hub for social,recreation and educational activity. LMD. Parks and Tree Maintenance Programs Contracting out for the maintenance of the City's Landscape Maintenance Districts (LMDs), parks maintenance and tree maintenance and reassignment of these responsibilities to the City's Public Works Department is recommended in an effort to address park and landscape maintenance issues within the available resources. LMD maintenance is addressed under separate cover. 00 Impact: This action would result in the elimination of 31 positions. Five positions including three landscape inspectors, one park maintenance supervisor and an arborist would be retained to provide oversight of the contract services. Further, this would eliminate the equipment challenges and increase service delivery while providing a more consistent response in the event of emergency call outs. The estimated annual savings of contracting the LMD,park and tree maintenance is$800,000. Department Administration Elimination of the Deputy Director position and downgrading of the Administrative Services Manager position to a Management Analyst is recommended. Impact: In FY 2009, the Department eliminated 2 administrative support positions as part of the 32%personnel reductions. The office maintains one bi-lingual Administrative Assistant and one Administrative Assistant assigned to the Main Office and the Cemetery operations. Currently, staff work and departmental budgeting and analysis is provided by the department head. The elimination of the Deputy Director position and change in the Administrative Services Manager position to a Management Analyst will impact the Department's ability to respond to requests for services. The change will result in an annual savings of$230,000. E. Implementing Service Efficiencies and Consolidation of Administrative Services Functions 1. City Clerk Over the past several budget cycles, the City Clerk's Office has largely avoided personnel cuts by eliminating training, and cutting supplies and other less critical budgets. With those already cut to the bare minimum, it is clear that in order to adequately respond to the city's current financial crisis and be a meaningful part of the budget solution, the City Clerk's office must make draconian cuts, and these cuts must include personnel. This situation is not ideal. The Clerk's office can ill afford to lose staff in what is an extremely busy and visible office. Nevertheless, we can continue to provide responsive service to internal and external customers through this difficult time with a combination of lay-offs, back-filling and temporary help for special projects. This is true for both the Administrative Division and the Business Registration Division. Specifically, the Clerk's office proposes a 20 percent cut in its budget, or approximately $432,000, to include $386,175 in staffing and $46,000 in operating costs. The decreased staffing will be addressed with a reorganization of the office, cross training and increased duties on the remaining staff, greater use of technological and online resources, procedural changes in the agenda creation process and project-specific temporary part-time hires. To address the increased workload issues in the City Clerk's Office as well as the City Attorney's office caused by the recent bankruptcy filing, the agenda review timeline will be moved forward, so that documents to be placed on the agenda will be due to the City Attorney's office on the Thursday 12 days prior the scheduled meeting, rather than the Monday seven days prior. This allows the City Attorney's staff and the City Clerk staff extra time for review of the documents being provided in the agenda back-up. Deeper cuts than those proposed herein would lead to unacceptable consequences, including being unable to adequately respond to the plethora of public records requests, business registration calls, and claims filed specifically in response to news of the city's financial crisis and pending bankruptcy. Table 23 —Proposed City Clerk Staffing Reductions Customer Service Rep (2) Eliminate $121,114 Accounting Technician Eliminate $52,647 Business Registration Inspector Under Fill $42,407 Assistant City Clerk position Eliminate $105,626 Executive Assistant to the Director Freeze $64,381 Total Savings $386,175 2. Information Technology The IT Department proposes staffing reductions of $668,900 from the department's various funds. These reductions will result in an understaffed IT department that can support only the most basic Information Technology systems and infrastructure. This proposal completely eliminates the Telephone Support program. It also recommends a reduction in IT Department supplies, outside training, computer replacement funds, contractual services, and the elimination of seven positions, resulting in a 30%cut in staffing. The elimination of the Telephone fund will result in the less-critical Telephone Coordinator duties being discontinued and others, such as telephone bill payment and cell phone support, being absorbed by IT positions such as the Departmental Accounting Technician and the Business Systems IT Analyst II position, respectively. Telephone contract negotiations and vendor management will be absorbed by the Director of Administrative Services. Telephone vendor costs will be moved to the IT Department's operating budget and charged back via the department's current allocation system. City- ----------- n, ------ ------- provided cell phones will be restricted to public safety, code compliance, and various facilities maintenance staff,resulting in a savings of approximately$60,000 per year. Even with the proposed draconian reduction in staffing, support will continue for network infrastructure, servers, and telephone equipment. Enterprise software system support will also continue, including maintenance of the financial, payroll, email, backup, GIS mapping, agenda management, fleet, fuel, public safety document management, dispatch, content management, water billing, and customer relationship (CRM)systems. However, the proposed cuts will result in an overall service level reduction. Desktop support turnaround times will be increased due to the loss of two desktop support technicians. Web posting will have to be performed by City departments, due to the loss of the Webmaster position. Network outages may take longer to resolve. Telephone support turnaround times will increase. Project-related tasks, such as system upgrades, will take longer to complete. Any further staff or operating cuts would impact the IT Department's ability to continue to offer core systems and infrastructure support. For example, further operating budget cuts will result in the elimination of outside support agreements for critical systems, resulting in systems going down and not being brought back up, software issues arising without staff being able to get help from software vendors, or state and federally mandated reporting requirements not being fulfilled due to lack of financial software support. Mission-critical systems would eventually fail, and the IT Department would not have the support contracts or staffing in place to recover from such failures. This could result in an inability to pay employees,provide dispatch services for public safety, provide mandated financial reporting, send and receive email, protect the City's data through backups,and more. Table 24—Proposed Information Technology Staffing Reductions IT Director Eliminate $214,200 Senior Network Specialist Eliminate $85,300 Telecommunications Coordinator Eliminate $72,000 IT Technician Eliminate $65,100 Senior IT Analyst(webmaster) Eliminate $126,500 IT Operations Supervisor Eliminate $105,800 Total Savings $668,900 3. Human Resources The Human Resources Department has three programs that impact the general Fund, Administration,Employee Services and Workforce Planning and Retention,and two that impact the internal service fund; Workers' Compensation and Liability & Risk Management. In the Budgetary Analysis and Recommendation for Budget Sustainability Plan, it was proposed that the Human Resources Department merge with the Finance Department eliminating the need for a Human Resources director resulting in salary savings. However, additional staffing cuts would need to be made to comply with the 30%requested deduction. The following proposals are recommended with the least amount of impact for the effective customer service and compliance with legal requirement (EEO, Workers' Compensation,FMLA, etc). Elimination of the Human Resources Director Position -The Director position impacts all five Human Resources programs and with the recommendation of the merger with Finance,this will produce a salary savings of$198,397. Elimination of the Executive Assistant Position - With the elimination of the Director position, the need for the Executive Assistant position in unjustified. It is recommended that this position be reclassified to a Human Resources Technician. Assuming the reclassification is implemented, this recommendation will produce a savings of$17,680. Elimination of the Human Resources Analyst - The duties of this position will fall to the reclassified Human Resources Technician position recommended above. The savings from this recommendation is $39,225. Defer Filling the Workers' Compensation Adjuster - The employee currently holding this position has advised the City of his resignation effective August 31, 2012. Given the opportunity to review the duties of this position, as well as the City's legal requirements under Workers Compensation, staff will evaluate the need to fill the position or to seek outside contract assistance in an effort to reduce operational costs. Over all, the recommendations above provide savings of approximately $412,683 annually. The table below provides details of the savings. Table 25 —Proposed Human Resources Staffing Reductions 7Hum7anResource ources Director Eliminate $198,397 ve Assistant Eliminate $78,887 Analyst Eliminate $100,432 Workers' Compensation Adjuster Defer $96,174 Human Resources Technician Add $(61,207) Total Savings $412,683 4. Finance The Finance Department responsibilities have been expanded to include the oversight of the Human Resources and Information Technology Departments. Essentially, the oversight of the Departments will be consolidated under the Director of Finance, eliminating the need for two Department Heads. Additional cost saving measures includes the elimination of three Finance Department positions: (1) Purchasing Manager, (2) Deputy Finance Director and (3) a Financial Analyst. Designed to improve cost containment and fiscal accountability citywide, two positions have been added to the Finance Department,Budget Officer and Fiscal Officer. With the elimination of the three aforementioned positions and the additional responsibilities of Human Resources Department oversight, the Budget Officer and Fiscal Officer will provide the City with capacity and structure to improve fiscal management and sustain basic finance-based services during this very challenging time. Precisely, the Budget Officer will primarily focus on the implementation of new budget policies and practices, annual operating budget, capital improvement budgets and provide support on grant programs. The Fiscal Officer will provide the needed oversight for debt management,revenue development and procurement of goods and services. 5. City Manager The City Manager's Office is responsible for implementing the policies of the Mayor and Common Council as directed by the Mayor and implementing the Mayor's policy directives and insuring those directives are acted upon by all supervisors and employees in the Manager-directed departments. The City Manager is also responsible for administering the Manager-directed departments of the City; attending all meetings of the Mayor and Common Council and council committee meetings and participating in discussions without vote; ensuring all laws, ordinances, orders, resolutions, contracts, and franchises are enforced and executed; preparing and submitting the annual budget and keeping the Mayor and Common Council apprised of the City's financial condition; and conferring with elected officials to obtain and consider advice and counsel. A total of eleven executive, management, mid-management and clerical positions, five call taker positions and one part-time position including the City Manager, Assistant City Manager, Manager of Communications, Assistant to the City Manager, two Management Analysts, Neighborhood Services Coordinator/Assistant to the City Manager, Community Relations Supervisor/Assistant to the City Manager, Project Manager/Assistant to the City Manager (CDBG), Executive Assistant to the City Manager, Administrative Assistant to the City Manager, five call takers (including one senior call taker), and one part-time Administrative Analyst that provide administrative support to the entire department are assigned to the City Manager's Office. While reductions will impact the ability to continue efforts to improve organizational efficiency and effectiveness; improve communication, both internally and externally; improve customer service; and promote private and public investment in the community, drastic cuts are needed for the long-term financial health, viability, and sustainability of the City. Proposed Restructuring in the 2012-13 Budget A critical analysis of the City Manager's Office resulted in the identification of non- critical program areas and related staffing, which are recommended for elimination. Specifically, the Beautification Partnership, Citizens' Academy, and public information and community education programs would be eliminated. Through this restructuring, three positions and funding for one position in the City Manager's Office would be eliminated including the Neighborhood Services Coordinator/Assistant to the City Manager, Manager of Communications, and one Management Analyst. The Assistant City Manager position would remain in the budget, however, funding would not be allocated at this time. It is further proposed that the Project Manager(CDBG)position be reassigned to the Parks, Recreation &Community Services Department to position the Department to pursue other funding opportunities and partnerships and reduce the reliance on the City's General Fund. Despite the reduction in personnel assigned to the City Manager's Office, through the restructuring,the City Manager's Office would assume responsibility for redevelopment and economic development duties, which were previously handled by the City's Economic Development Agency. Remaining personnel would also assume responsibility for administrative responsibilities related to neighborhood services and environmental programs and projects that were previously handled by the Mayor's Office. Continuing to improve communication and building trust with residents and business leaders in the City would continue to be a high priority. Despite the staff reduction in the City Manager's Office, funding is included for the Call Center as an internal service charge. Until the implementation of the Call Center in 2010, the community did not have a single point of contact into the City to obtain information, to report issues or concerns, or to request service. Callers were expected to know which department handled the specific issue. Departments had varying policies and procedures on answering the telephone, and in many cases, calls are not answered by a human being, which resulted in callers not receiving timely service or simply giving up. This system provided little to no accountability to the public to ensure complaints were resolved. In fact, because of the lack of follow through prior to the implementation of the Call Center, Call Center staff members are in the process of reviewing service requests from the last three years to ensure service was provided or accurate information is provided to the reporting party as to the status of the complaint. This formalized system for handling customer complaints holds Department Directors and staff accountable and makes expectations related to customer service clear. 6. Library Article XII of the City Charter establishes the free public library system, which is governed by a Board of Trustees appointed by the Mayor subject to the approval of the Common Council. The Board of Trustees is responsible for making rules related to the administration of the library; prescribe the duties of the officers; determine the number of subordinate employees; fix salaries; purchase books,journals, publications, and other personal property; and do all that is necessary to carry into effect the provisions of the Charter related to the library. The Charter also provides that, at the request of the Board of Trustees, the Council may levy a tax for the maintenance of the library and for the purchase of books,journals, and periodicals. The City does not currently levy a library tax. Based on the City's financial condition and after consulting with the Board President and Library Director, the Administration recommends the annual funding allocated to the Library be reduced from $2.2 million to $1.6 million. While the Board of Trustees will determine the manner in which the funds provided by the City would be allocated and the specific impact on programs and services, it is anticipated the reduction in funding will result in the closure of the three branch libraries. As a result of the closures, extended hours and some additional services may be made available at the Feldhym Library. 7. Office of the Mayor In March 2006, the budget for the Mayor's Office was $1,049,400 with ten full-time positions. Given the fiscal crisis facing the City, the Mayor eliminated four positions and reduced maintenance and operations costs. Some additional contract services will be used to reduce the impact of the cuts at a cost of$90,000,resulting in a net savings in FY 2012-13 of$331,901. The cuts will mean the Mayor's Office will have only two paid positions other than the Mayor including one clerical position and one analyst position, which is a drastic reduction from the ten full-time positions that existed in 2006. F. Summary of Proposed Staffing Reductions As addressed above, the Preliminary FY 2012-13 General Fund budget reflects $121.9 million in revenues and $166.2 million in department proposed expenditures. The Preliminary FY 2012-13 General Fund budget represents a baseline budget, which is a continuation of the status quo with projected increases in pension costs and other post-employment benefits, one time equipment purchases, services and supplies needed to maintain the current level of service, as well as the restoration of the employee concessions, many of which have expired, and does not include Cost of Living Adjustments(COLA) or other compensation increases. As proposed, the budget reflects a structural deficit of$45.8 million. Through the development of the Pre-Pendency Plan, all non-essential programs and services were evaluated. The Administration, working with the City departments, has attempted to propose reductions in workforce or programs that have the lowest possible impact on basic government services while beginning to take the steps needed to achieve financial solvency. More than one hundred positions are recommended for elimination resulting in a savings of $15.7 million. An additional savings of $6.7 million in operational savings have been identified. While the cuts are significant, the cuts do not close the $45.8 million gap for this fiscal year. Further, the cuts do not address the $18 million cash deficit in the last fiscal year nor do the cuts position the City to build reserves or begin to fund the more than $300 million in unfunded liabilities. Additional budget balancing and revenue enhancement strategies are needed. If the Council approves the $22.4 in measures proposed in the Pre-Pendency Plan, the deficit for this fiscal year is projected at $16.4 million. To further close the gap, the Administration recommends discussions with the City's various bargaining groups continue in the interim and though the Bankruptcy. Several of the City's bargaining groups have agreed to continue the 10% concessions resulting in a cost savings of$1.5 million. The Administration recommends seeking, or imposing if necessary, similar concessions from the bargaining groups that have not voluntarily agreed to concessions as an interim measure, which would result in a cost savings of$6.1 million. Further labor negotiations would occur through the Bankruptcy process. It is also recommended elected offices, with the exception of the Mayor's Office and the City Clerk's Office that are included in the reductions noted above, reduce the proposed budgets by 30%. This would result in a savings of$1.7 million. Given the need for increased internal controls to protect City receipts, a reduction in the City Treasurer's Office is not recommended at this time. Overall, approval of the additional measures would result in a savings of $9.4 million and a Fiscal Year 2012-13 General Fund deficit of$7.1 million. Exhibit B summarizes the impact of the various budget balancing measures. Implementation If the Pre-Pendency Plan is approved by the Mayor and Common Council, the reduction in force process pursuant to Civil Service Rule 511 would be immediately initiated. Layoff notices giving at least 30 calendar days notice of separation would be issued to the affected employees. Employees laid-off, transferred to an equivalent classification, or demoted to a lower classification have the right pursuant to the Civil Service Rules to be reinstated to his or her former classification upon the first vacancy in his or her department for two years. Bumping and reinstatement rights are available only within the department. An employee who is laid off may demote into any classification if he or she meets the requirements outlined in the current job description, whether or not he or she has ever held a position in the classification. An employee may laterally bump into a classification of equal compensation if he or she has more total seniority in class than the employee currently occupying the lateral position, provided he or she meets the requirements outlined in the current job description. An employee may demote into a lower classification even if he or she has less seniority than the employee occupying the lower position. However, an employee demoting into the lowest classification in the department must have more total City seniority as a regular employee to displace an employee occupying a position in the lowest class. While the intent is to process the lay-offs as quickly as possible due to the City's dire cash flow issues, the lay-offs proposed as a result of contracting out services such as LMD maintenance, tree trimming,park maintenance and custodial service would occur as soon as a contract for the service is in place to ensure there is no disruption in service to the community. Future Actions While the Administration has attempted to close this year's projected $45.8 million structural deficit, the proposed cuts are not deep enough to achieve a balanced budget for FY 2012-13, and additional measures are required. The following are additional budget reduction and efficiency measures: • Contract with one or more private companies for plan check, engineering, collections, and information technology services. The cost savings of contracting these services is currently being evaluated and recommendations will be presented to the Mayor and Common Council. • Initiate a Request for Proposal process for the outsourcing the City's Refuse Program. It is proposed that a consultant be engaged to assist in valuing the City's operation, identifying expectations, developing a comprehensive request for proposal, evaluating the responses, negotiating a franchise agreement, and implementing the Council's direction. It is anticipated this process could be completed in early 2013. Alternatively, an agreement for the sale of the City's waste stream to a private company for recycling rather than disposing of the trash at the County landfill could result in a source of revenue. This process could be completed within two months. • Explore the opportunities to contract with a private company or another public agency for the operation of the City's public library system. • Evaluate the closure of the three community centers —Lytle Creek(Ward 3)Ruben Campos (Ward 1), and Hernandez(Ward 1). The annual cost per center is approximately $132,850. Each of the centers is heavily supported by volunteers. The Hernandez Center recently reopened following the completion of a major construction project, and Ruben Campos is scheduled for improvements funded by State and local grants in early 2013. The closure of the Hernandez Center would result in the closure of the only in-door gymnasium located in a City park as well as the aquatics program. With the proposed closure of the Ruben Campos Center, State grant funds awarded for the construction of Pavilion, will be at risk. The proposed closure of Lytle Creek would eliminate a center that provides significant support to the surrounding community. • Evaluate the termination of the agreement with the Boys and Girls Club,which would result in a cost savings of$85,000 per year, for the programming of the Delmann Heights Center. Unlike the community centers that are solely operated by recreation staff, Delmann Heights is open Monday through Friday. At its peak attendance, Delmann Heights averaged approximately 1,400 participants per month. More recently, the Center averages approximately 200 participants per month. The termination of the agreement and the resulting closure of the City portion of the center may create safety and blight issues that may also impact the County Head start program directly adjacent to the center. Further partnership opportunities may exist that would allow for the continuation of operations at the site,with revenue potential ranging from $35,000 to$70,000 annually. If that were to occur, it is recommended that the Boys and Girls Club consolidate their operations at the 9th Street location as they remain a viable community partner. • Evaluate the closure of the Verdemont Center (Ward 5). Like other centers, this center provides significant support to the surrounding neighborhood. • Evaluate the closure of the Senior Centers—5th Street Senior Center(Ward 1)and the Perris Hill Senior Center(Ward 2)- which provide congregate meals,the Retired Senior Volunteer Program, Senior Companion Programs, and others. About $588,378 in grant revenue is received by the City for these programs. There is also a General Fund obligation of $251,400. Closure of the senior centers would result in the eliminate one Recreation Coordinator position, one Recreation Program Supervisor, one Program Manager and several part-time employees resulting an annual cost savings of $251,400. The closure would have a significant impact to the seniors and may result in a loss of future grant funding and a degradation of senior services,programs and activities. • Evaluate the closure of Pioneer Cemetery as the cemetery is reaching capacity and the Cemetery fund faces declining revenues and an increasing General fund subsidy. Two positions are funded by the Cemetery fund and any closure would result in the elimination of the funding, resulting in a funding shift or elimination of the positions. Perpetual care is still required of this facility, which will be linked to park maintenance. Total savings to the Cemetery Fund as a result of the elimination of the two positions is $116,000 per year. According to the Historical Society, the Pioneer Cemetery has never been maintained at a higher level; however, without the ability to expand the current site, opportunities to sell the site to a private operator are limited and confined to"caretaking/servicing of pre-needs". It is also recommended the Mayor and Common Council review and consider the various revenue enhancement strategies, which have been presented previously, and identify strategies 70 -- for further consideration. While the implementation of new measures would not have an immediate impact on the City's financial condition, new sources of revenue are needed for the City's long-term fiscal health. 71 APPENDIX A — SUMMARY OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE(General Fund) CITY OF SAN BERNARDINO,CALIFORNIA Summary of Revenues,Expenditures,and Changes in Fund Balance General Fund 2010-11 Unaudited % Actuals ® $Inc/,(Dec) Inc/(Dec) Revenues: Property Taxes 26,373,217 26,096,688 26,867,362 26,867,362 - 0.00% OtherTaxes 58,462,657 60,737,290 62,908,081 62,908,081 - O.DD% Licenses&Permits 7,910,202 9,172,900 9,441,900 9,441,900 - 0.00% Fines and Penalties 2,283,426 1,811,800 2,104,300 2,104,300 - 0.00% Use of Money&Property 3,156,270 733,000 733,000 733,000 - 0.00% Intergovernmental 13,481,247 10,583,888 7,297,722 8,797,722 1,500,000 20.55% Charges for Services 7,319,098 6,854,823 6,898,400 6,898,400 - O.DD% Miscellaneous 4,627,935 4,101,750 4,173,400 4,173,400 0.00% Total Revenues 123,614,051 120,092,139 120,424,165 121,924,165 1,500,000 1.25% Expenditures: Mayor 644,437 819,900 931,715 599,815 (331,901) -35.62% Common Council 459,440 681,700 705,650 705,650 0 0.00% City Clerk 1,507,051 2,497,815 1,720,468 1,135,333 (585,135) -34.01% City Treasurer 202,524 210,400 226,066 224,866 (1,200) -0.53% City Attorney 4,095,525 4,441,850 4,959,606 4,959,606 0 0.00% General Government 2,265,929 4,9134,500 21,355,965 16,620,585 (4,735,380) -22.17% City Manager 1,179,586 1,282,000 1,485,318 1,112,593 (372,725) -25.09% Civil Service 286,522 356,400 411,275 406,275 (5,000) -1.22% Human Resources 508,371 614,300 778,433 521,524 (256,909) -33.00% Finance 1,902,878 11895,185 1,801,097 1,682,756 (118,341) -6.57% Community Development 6,275,707 5,474,300 7,951,225 5,951,626 (1,999,599) -25.15% Fire 33,506,873 36,339,485 39,123,792 33,253,038 (5,870,754) -15.01% Police 63,573,080 65,106,500 67,630,580 62,166,248 (5,464,332) -8.08% Parks,Rec.&Com.Svc. 5,067,528 4,894,000 5,425,725 4,649,973 (775,752) -14.30% Debt Service 4,102,847 - 1,758,500 1,758,500 1,758,500 - 0.00% Public Works 8,005,331 8,489,900 9,971,142 8,118,371 (1,852,771) -18.58% Total Expenditures 133,583,628 139,766,735 166,236,557 143,866,758 (22,369,799) -13.46% Excess of Revenues Over (Under)Expenditures (9,969,577) (19,674,596) (45,812,392) (21,942,593) 23,869,799 Operating Transfers In: Gas Tax Fund 3,620,000 3,620,000 3,620,000 - Traffic Safety 1,200,000 1,400,000 1,400,000 1/2 Cent Sales/Road Tax 1,200,000 1,200,000 1,200,000 Cultural Development Fund 357,000 357,000 357,000 - Storm Drain Fund 132,700 - - Refuse Fund 3,721,800 - - GeneralLiability Fund 2,000,000 - - Sewer Line Maint.&Constr.Fund 1,735,900 700,000 700,000 - CFD 1033-Fire Station Fund 585,600 585,600 585,600 - Air Quality Fund-AB2766 70,000 70,000 70,000 - TotalOpTransln 13,023,914 14,961,100 7,932,60D 7,932,600 - Operating Trarmfem(Out): Animal Control Fund (383,300) (816,000) (745,900) 70,100 Library Fund (2,131,800) (2,221,958) (1,600,000) 621,958 LMD's (200,000) - - - RefuseFund-Street Sweeping (65,000) (65,000) (65,000) Total Op Trans Out (4,646,233) (2,780,100) (3,102,958) (2,410,900) 692,058 Total Net Operating Transfers InAOut) 8,377,681 12,181,000 4,829,642 5,521,700 692,058 Excess of Revenues Over (Under)Expenditures and Operating Transfers In/Out (1,591,896) (7,493,596) (40,982,750) (16,420,893) 24,561,857 8/23/2012 1 OF 1 i CITY OF SAN BERNARDINO,CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND- 001 FY2012-13 PRELIMINARY FY2012-13 2011 Actual 2012 Projected OPERATING PROPOSED PRE- %1.1 Account Number Description Amount Ending Budge BUDGET PENDENCY PLAN {Inc/(Dec) (Dec) Department: MAYOR Salaries 5011 Salaries pemVfWlbme 353,241 424,500 514,400 225,861 (288,540) 36.1% 5013 AWOnwdle allowance 1,650 6,900 6,900 6,900 5014 Salaries tang/parttime 29,750 - . 5015 Overtime 665 - - Total:Salaries 385.306 431.400 521,300 231761 (288,540) -66.9% Benefits 5026 PERS retirement 76,2" 102,300 123,834 51,398 (72,436) -585% 5027 Health and l'de insurance 58,760 73,300 76,300 31,800 (",500) -58.3% 5028 Unemployment insurance 910 1,400 1,500 600 (900) -60.0% 5029 Moaare 5,717 6,400 7,500 3,400 (4,100) -54.7% Total:Benefits 14L63Z 183,400 209.134 87.196 (121,936) 36.5% Total:Sa ones k benefits 526.938 614,900 73CAN 319,959 (410,4761 -66.8% Maintenance and OpMNerp 5031 MOU cDrcessim - - - 5111 National and supplies 11,018 15,000 15,000 13,000 (2,000) -13.3% 5122 Dues and sutraripdom 1,507 2,000 2,000 2,000 5131 Mileage 73 50o 500 500 5132 Meetings and conferences 17,827 25,000 25,D00 18,000 (7,000) 28.0% 5133 Education and training 728 3,000 3,000 2,000 (11000) -33.3% 5172 Equipment maintenance - 1,000 1,000 1,000 S174 Printing charges 2,820 4,000 4,000 4,000 5175 Postage 6,164 5,000 5,000 5,000 5176 CDp/machine charges 6,682 11,500 11,500 10,500 (1,000) -8.79h 5196 Clod and prontoGonat 1,468 1D,000 10,000 9,575 (425) 4.3% 5193 Cant match (50) 4,500 4,500 4,500 Total:Maintenance and Operations 49,237 81,500 81,500 70,075 (11,425) -14.0% Contract Services 5502 Prefe5s1DhW/0ntrattu3l services 33,345 13,700 - 90,000 90,000 #DIV/01 5505 Other professional services 117 - - - Total:ConbacmalServices 33,462 13,700 - 90,000 90,000 #DIV/01 Internal Service Charges 5601 Garage charges 2,000 1,300 200 200 5602 Worlms compensation 6,500 4,600 7,225 7,225 5603 liability 4,900 4,D00 4,000 4,000 5604 IT charges m-house 16,900 65,800 73,062 73,062 5605 Telephone support 4,700 11,400 13,194 13,191 5606 Electric - 22,000 22,000 22,000 5612 Fleetchargm fuel BOB 800 100 100 Total:Internal Service Charges 35,800 109,900 119,781 119,781 - 0.0% Capital Outlay 5703 Communications equipment - - - Total:Capital Outlay - - - - #DIV/01 Credit/billables 5910 Credit-federal and date program fund) - - - Total:Credit/billables - - - - - #DN/01 Total:Non-Personnel Expenses 117,499 205,100 201,281 279,8% 786575 39.0% Department Total:N.Y., 644/137 819,900 931,715 599,815 (331,901) -35.6% 8/23/2012 CITY OF SAN BERNARDINO,CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND -001 FY2012-13 PRELIMINARY FY2012-13 2011 Actual 2012 PrejectaE OPERATING PROPOSED PRE- %Inc/ Account Number Description Amount Ending Budget BUDGET PENDENCY PLAN $Inc/(Dec) (Dec) Department: COMMON COUNCIL Salaries 5011 Salaries PerrNfullbme 193,202 223,100 292,300 292,300 5013 Automobile allonance 44,000 48,300 48,300 48,300 5014 Salaries temp/partome 17,666 26,200 26,200 26,200 Total:Salaries 254,670 297,600 3661 366,80 - 0.0% Benefits 5026 PERS retiremer 40,680 56,500 74,113 74,113 (0) 0.0% 5027 Health and Ilfe insurance 97,693 123,200 119,900 119,900 5028 Unemploymert insurance 622 600 900 900 5029 Medicare 3,723 3,900 4,800 4,800 Total:Bemfits 142,918 184,200 199,713 1911 13 (0) 0.0% Total:Sala.6 barefrta 39).]87 481.800 566.513 586.513 (0) 0.0% Maintenance and Operatiar 5031 MOU concession - - - - 5111 Material and wpplia 6,621 15,372 7,600 7,600 5112 Small tools and equipment - - - - 5122 Dues and subscriptions 202 200 200 200 5142 Meetings and conferences-Ward 1 952 4,890 3,700 3,700 5143 Meetings and conferences-Ward 2 2,245 16,439 3,700 3,700 5149 Meetings and conferences-Ward 3 275 20,107 3,700 3,700 5145 Meetings and conferences-Ward 4 328 10,657 3,700 3,700 5146 Meetings and winferemzs-Ward 5 4,071 6,442 3,700 3,700 5147 Meetings and corNenences-Ward 6 2,136 16,806 3,700 3,700 5148 Meetings and co derences-Ward 7 60 8,487 3,700 3,700 5172 EOalllment maintenance 71 400 400 400 5174 Printing Gorges 25D 1,000 1,000 1,000 5175 Postage 7,022 800 800 B00 5176 Copy machine charges 8,715 6,200 6,200 6,200 5186 Otc and pronrobonal 599 1,100 1,100 1,100 Total:Maintaunce and Operations 33,546 108,900 43,200 43,200 0.o% Interval Service Charges 5601 Garage charges 100 200 200 200 5602 Workers compensation 1,300 3,70 3,825 3,825 5603 Liability 7,00 7,80 7,800 7,801) 5604 IT charges in-house 7,700 51,00 56,694 56,694 5605 Telephone support 8,400 9,500 9,418 9,418 5606 Electric - 17,600 17,00 17,600 5612 Fleet charges-fuel 500 400 40 40 Total:Inleenal Service Charges 25.800 91,000 95.937 95.937 0.0% Capital Dutia$ - - 5709 Miscellaneous equipment 2,306 - - - Total:Capital Outlay 4306 - - - - #Dl9/01 Total:Non-Persnnel en 61,652 199,900 139,137 139,137 0.p% o Expses Deparbnent Total:Common Council 459.440 681700 705,650 705.650 (0) _ 8/23/2012 CITY OF SAN BERNARDINO,CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND - 001 FY2012-13 PRELIMINARY ff2012-13 2011 Actual 2012 Projected OPERATING PROPOSED PRE- %Inc/ Account Number Description Amount Ending Budget BUDGET PENDENCY PLAN flnc/(Dec) (OW) Department: CITY CLERK Salaries 5011 Salanes wartfullEme 806,908 823,000 959,500 522,400 (437,100) 45.6% 5013 Automoble allowance 6,600 6,800 6,900 6,900 5014 Salaries temp/parltirne 33,371 36,900 36,900 36,900 Total:Salaries 846,879 866,700 1,003,300 566,200 (437,100) -43.6% Barerits 5026 PERS rebrement 169,990 202,400 225,833 121,598 (104,235) -46.2% 5027 Hearth and life irmuance 186,068 179,200 174,400 87,200 (87,200) -50.0% 5028 UeemplO/ment MSuwco 2,165 2,300 2,900 1,600 (11300) -44.8% 5029 Mediate 10,559 12,000 14,100 7,800 (6,300) 44.7% Toted:Bwmfib 368,782 395,900 417,233 218,198 (199,035) 47.7% Total:Salaries 6 bwwrds 1,215,661 1,262,600 1p20,533 784,398 (635,135) -44.8% Maintenance and Operations 5030 PERS crack - - - 5031 MOU concession - - - - 5111 Material and supplies 5,858 9,200 8,200 8,200 5112 Small tools and equipment 380 2,400 1,500 1,500 5121 Adverbsirg 4,259 4,900 4,400 4,400 5122 Dues and subscriptions 1,128 1,815 1,500 1,500 5132 Meetings and conferences 1,760 2,600 3,500 3,500 5133 Eduction and training - 620 1,000 1,000 5171 Rental - - - 5172 Equipment maintenance - - - - 5174 Printing charges 10,926 15,930 15,750 15,750 5175 Postage 41,438 46,450 46,550 36,550 (10,000) -21.5% 5175 Cap'machine charges 6,081 8,800 8,800 8,800 5181 Other operating a nses 4,117 5,100 5,000 5,000 5183 Management allowance - 200 200 200 Total:Maintenance and Operations 75,948 98,015 96,400 86,400 (10,000) -10.2% Contract Service - 5502 Profeeional/contractual services 63,786 935,9DD 3,600 100,600 97,000 2694A% 5505 ONer professonal services 46,476 62,000 62,000 26,000 (36,000) -58.1% Total:CaecacWal Services 110,262 997,900 65,600 126,600 61,000 6.1% Intend Service Charges - 5601 Garage charges 400 200 300 300 5602 Workers compensation 7,900 6,100 9,300 9,300 5W3 Wbilky 3,100 3,000 3,100 3,100 5604 7changes n-house 90,200 100,100 96,220 96,220 5605 Telephone support 2,700 6,600 6,715 6,715 5606 Electric - 22,100 22,100 22,100 5612 Fleet changes-fuel 500 500 200 200 Total:Internal Service Charges 109.800 138.600 137,935 137,935 0.09A Capital Outlay 902 Computer equipment 380 700 Total:Capital Outlay 380 700 100.0% Total:Nan-Personnel Expenses 291,390 1,235,215 299,935 350,935 51,000 4.1% Department TOtal:Ciry Cle* 1,507,051 2,497,815 1,720,468 1,135,333 (585,135) -23.4% 8/23/2012 CITY OF SAN BERNARDINO,CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND -001 FY2012-13 PRELIMINARY M012-23 2011 Actual 2012 Pmpe ed OPERATING PROPOSED PRE- °/°Inc/ Account Number Description Amount Ending Budget BUDGET PENDENCY PLAN S Inc/(Dec) (Dec) Department: CITY TREASURER SMartes 5011 Salaries perm/fulidme 112,506 110,100 124,100 124,666 566 0.5% 5013 Automobile allowance 6,600 6,900 6,900 6,900 Total:Salaries 119,106 117,000 131,000 131,566 566 0.5% Benefits 5026 PERS rebremmit 24,030 27,900 30,900 30,900 5027 Hea"and life insum. 39,200 33,600 32,700 32,700 5028 Unemployment insurance 266 4D0 400 400 5029 Meduare 959 1,700 1,900 1,900 Thal:Senerib 64,455 63,600 65.900 65.900 - 0.0% Total:Salaries&bents 183,561 180,600 196,900 197,466 566 0.3% Mabowe once and Opewtions 5031 MOU concession - - - 5111 Material and SWPlies 995 1,100 1,100 1,100 5112 Small took and equipment - 300 300 300 5122 Was and subsrimons 756 1,300 1,3D0 1,000 (300) -23.1% 5132 Meetings and mnferenar 1,273 2,700 2,700 2,700 5171 Rentals - - - - 5172 Equipment malnbemmm 4,155 4,500 5,066 4,000 (1,066) -21.0% 5174 Phltlng charges 39 300 300 300 5175 Postage 35 200 200 200 5176 Copy machine charges 1,092 900 900 9D0 Total:Maintenance and Operations 8,345 11,30D 11,866 10,500 (1,366) -12-1% Contract SwwM - 5502 Pmfewonal/wrmacual sere 3,119 4,400 4,400 4,000 (400) 9.1% Total:Contrarttual Services 3,119 4,400 4,400 4,000 (400) -9.1% Inbemal Service Changes - 5602 Workers compensation 1,400 2,100 900 900 5603 liability 1,000 1,000 1,000 1,000 5604 rr&arges in-house 5,000 - - 5605 Telephone support 100 - - - 5606 Electric - 11,000 11,000 11,000 Total:Internal Service Charges 7,500 14,100 12,900 17.900 - 0.0% Total:Non-Personnel Expenses 18,963 29,800 29,166 27000 (1,766) -5.9°b Departrnent Total:City Treasurer 204524 210,400 226,066 224,866 (1,200) -0.6% 8/23/2012 CITY OF SAN BERNARDINO,CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND - 001 N2012-13 PRELIMINARY N2012-13 2011 Actual 2012 ProjectaE OPERATING PROPOSED PRE- %o Inc/ Account Number Description Amount Ending Budget BUDGET PENDENCY PLAN {Inc/(Dec) (Dec) Department: CITY ATTORNEY soup 5011 Salanes perMfdetane 1,884,727 1,776,200 1,933,400 1,933,400 5013 Automobile allavne c 6,600 6,900 6,900 6,900 5014 Salaries temp/parterre 173,558 173,000 265,160 265,160 5015 OveNme 6,554 7,100 7,100 7,100 Total:Salaries 2,071,439 1,963,200 2,21;560 2,212,560 - 0.0% Banalities 5026 PERS,anannent 339,343 44],500 456,430 456,430 5027 Head,and life insurance 215,288 229,400 207,100 207,10D 5028 Ur¢mpoymen[insurance 5,728 5,100 6,100 6,100 5029 Mckore 30,225 26,000 28,200 28,200 Total:Benefits 590,583 708,000 697,830 697,830 0.0% Total:Salaries 1,benefits 2,662,022 2,671,200 2,910,390 2,910,390 0.0% Hill calm raw Operators 5031 MW concession - - - - 5111 Material and supplies 17,321 12,907 16,000 16,000 5112 Small Pools am equipment 6,768 3,007 4,40D 4,400 5121 Advertising 2,485 5,800 4,300 4,300 5122 Dues am subscnptiora 11,576 6,863 14,DOD 14,000 5123 Library boola 70,769 66,976 75,000 75,00D 5131 Mileage - 1,000 300 300 5132 Meetings and conferences 1,469 3,600 3,000 3,000 5133 Education am braining 1,185 7,272 10,50) 10,500 5152 Gas charges - - - - 5171 Remain 8,490 8,318 6,300 6,300 5172 Equipment maintenance 4,106 3,457 9,000 9,000 5174 Printing charges (351) 4,666 6,000 6,000 5175 Postage 8,566 6,882 7,100 7,100 5175 Copy machine charges 8,060 7,134 11,100 II,IOD 5177 litigation expenses 262,890 475,329 421,376 421,376 5183 Manageme,d allowance 474 593 600 600 Total:Maintenance and Operations 403,808 613,804 586,976 588,976 0.0% Contract Services 5502 Professional/contractual semcm 5,539 18,927 25,727 25,727 5503 litigation-outsideabomeys 982,137 1,048,165 1,345,376 1,345,376 5505 Omer professional services 420 454 454 454 Teasel:CpntracWal Services 988,095 1,067,546 1,371,557 1,371,557 0.0% Internal Service Charges - - 5601 Garage charges 2,200 5,100 5,253 5,253 5602 Workers compensation 12,400 11,500 11,845 11,845 5603 liatlity 9,900 9,800 10,0% 10,094 5604 Tr charges in-house 7,00 23,700 24,411 24,411 5605 Telephone support 4,700 8,400 8,652 8,652 5606 Electric - 22,100 22,763 22,763 5612 Flag Wrges-fuel 5,000 5,500 5,665 5,665 TOW:Interval Service Orargas 41,600 86,100 88,667 N,66T 0.0% Capital Outlay 5702 Computer equipmam - 2,500 - - 5704 Miscehaneous equipment - 700 - Total:Capital Outlay - 3,200 - - - 0.0% Debt Service - - 5803 lease payments - - - Total:DebtService Total:Non-Personnel Expenses 1,433,503 1,770,650 2,049,216 2,049,216 0.0% Departrnent Total:City Attorney 4,095,525 4,441,111 4,959,606 4,959,606 - 0.0% 8/23/2012 CITY OF SAN BERNARDINO,CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND- 001 FY2012-13 PRELIMINARY FY2012-13 2011 Actual 2012 Projected OPERATING PROPOSED PRE- %Inc/ Account Number Description Amount Ending Budget BUDGET PENDENCY PUN $Inc/(Dec) (Dec) Department: GENERAL GOVERNMENT& DEBT SERVICE Personnel Salaries 5ea PARS 31,991 160,gD0 500,000 500,000 5015 Overbore 30,819 - Tatal:Salaries 62,809 160,800 500,000 300,000 - 0.0% Otlrer 5024 PERS rebamis heafth 948,906 600,000 6,658,000 625,000 (6,033,000) -911.6% WORK COPM WORKERS COMP UNFUNDED PORTION 249 - 3,269,239 3,169,239 GEN UABILI2Y GEN LIABILITY CLAIMS 2,735 - 4,920,071 4,920,071 CASHOUTS CASHOUIS-HISTORICAL AVERAGE 576 - 3,453,175 3,453,175 Omer - - - Total: ONes 452x466 600,000 18,300,485 12,267,485 (6,033,000) .1005.5% Total:Salaries&benefits 515,175 760,800 18,1100,415 12,767,485 (6,033,000) -793.0% Maintarance and Opertons 5030 PERS credit - - - 5031 MOU cdncmi ion - - - - 5032 Reftursed wneakh benefit (24,885) - - - 5131 Malenal and supplies 8,983 5,000 5,000 21500 (2,500) -50.0% 5122 Dues and subscriptions 124,861 125,000 125,000 115,00D (10,000) -8.0% 5133 Eduction and training 3,245 - - - 5174 Printing charges 4,349 7,000 7,000 5,000 (2,000) -28.6% 5175 Postage 1,157 - - - 5184 Lw ilmme rebates 836 1,000 1,0D0 1,000 5185 Fine art Baking 133,500 133,500 133,500 133,500 5186 CMc and promotional 166,462 223,500 223,500 100,000 (123,SDO) -55.3% Total:Maintenance and Operations 4145011 495,000 495,000 357,000 (1386000) -27.9% Contract Services 5502 Professbrla(Imnbactual services 1,129,446 3,448,700 1,2 96,100 1,2 96,100 various Phone switch and network inftastru@un - - 569,380 - (569,380) -100.0% 5505 Omer professional services 202,700 200,000 200,000 2,200,000 2,000,000 1000.0% Tool:Contactual Services 1,332,146 3,648,700 2,060,480 3,496,100 1,435,620 39.3% pest service 5803 Lease paym ms 2,071,832 1,758,500 1,758,500 1,758,500 Total:Debt Service 2,071,932 1,758,500 1,750,500 1,758,500 - 0.0% Tool:Non-Personnel Expenses 1,750,654 4,143,700 2,555,480 3,853,100 1,297,620 31.3% Department TO l;General Government 2,265,929 4,904,500 21,355,965 16,620,585 (4,735,380) -96.6% Depar neat Tool:Debt service 4,102,847 1,758,500 1,758,500 1,758,500 - 0.0% 8/23/2012 CITY OF SAN BERNARDINO,CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND-001 FY2012-13 PRELIMINARY FY2012-13 2011 A4tse1 2012 Projected OPERATING PROPOSED PRE- %Int/ AuAUrd Number Description Ammon Ending Bnnlget BUDGET PENDENCY PLAN s Inc/(Dec) (Dec) Department: CITY MANAGER Puma'" selaris 5011 Salaries purfOulbre 825,992 848,000 1,002,986 735,971 (267,015) -26.6% 5012 Special Glares - (53,600) 11,040 11,040 5013 wdomobee albwenca 17,370 19,600 18,555. 13,455 (5,100) -27.5% 5018 Vacation pay 13,882 - _ _ Total:Salaries 857.245 614.000 L03LUL 760AGG (271115) -33.4% Benefit 5024 PERS retirees hale - . 5026 PERS retirembt 156,977 217,100 200,123 151,113 (49,010) -24.S% 5027 Hearth and We ireurana 81,239 89,600 91,233 58,533 (32,70D) -35.8% 5028 Unenplopwre insurance 2,462 2,600 2,973 2,173 (000) -26.9% 5029 Medicare 11,938 12,800 14,865 10,765 (4,100) -27.6% Total:Berdit 257.616 322,100 309.194 222,506 (86,610) -26.9% Tow:SaWts 6 Meant 1,109,861 1,1361100 1,341.775 983,050 (358,725) -31.6% Mairdenance and OPerwUms 5111 Material and Ripples 4,370 4,500 4,500 3,500 (11000) -22.2% 5121 Advec6sirg - - 5122 Dues and subscripbom 4,377 6,000 6,000 3,000 (3,ODO) -50.0% 5132 Meetings and mrduences 13,393 10,500 10,500 7,500 (3.000) -28.6% 5133 Education W traerg 392 500 500 500 5174 Pr69eg dm9es 5,345 5,000 5,000 4,000 (I,WO) -20.0% 5175 Postage 633 500 500 500 5176 CAW ffaclume charges 3,914 6,000 6,OW 6,000 5181 Dow opwatiM eKPenses 3,741 1,000 1,000 1,000 5182 Bad debts/mmHeMbk ac(Wres - _ 5183 Managerrent aloeanca - 600 600 00 5184 Low exam rebates - _ _ _ 5199 Deepree®OOn expense - - 26,600 (8,000) -73.1% Total:Maintenance end Operations 36,165 34,600 34,600 Contract Services . 5502 ProfesswW Want act al services 2,50 6,000 6,000 (6,000) -100.0% Total:Contractual Smokes IAN 6,000 6,000 - (6,000) -100.0% Ineanal SWAM Cluryr 5601 Garage defies 400 . 502 Workers cdinpuaviow 3,600 4,700 7,625 7,625 503 ilabilily 7,300 7,300 7,300 7,300 5604 Rdarge;inhoae 16,800 65,700 61,254 61,254 505 Telephone support 2,00 5,600 4,764 4,764 56D6 Electric - 22,000 22,000 22,000 5612 Fleet Barges-fuel 100 Total:Irrlenrai Service Charged 31,000 105,300 102,943 10 3r943 - 0.0% 7451 Tramfers out Tots:Tro sfors Out - _ _ _ *DIV/01 Tots:Nor-Personnel Eaper sea 69,725 145,900 143,563 129,543 (14,000) -9.6% Oepertaant Tafal:City Manager 1,179,586 1,282,M 1,485,318 1,112,593 (372,725) 8/23/2012 CITY OF SAN BERNA DIN ,CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND-001 FYM12-13 PRELIMINARY FY2012-13 2011 ACUN 2012 Prof ecaed OPERATING PROPOSED PRE- %Inc/ Account Number Deaoiption Arrrout Da6rrp Budget BUDGET PENDENCY RAN {Inc/(Dec) (Dnc) Department: HUMAN RESOURCES Personal Souris 5011 Salaries pertrylulNme 303,119 30B,20D 433,250 268,940 (164,310) -37.9% 5012 Special estate - - - 5013 Autprndk allamrce 3,960 41200 4,140 - (4,140) -100.6% 5014 Salaries beaWpat8rre 32,757 20,000 20,000 20,000 5015 0morre 24 - - - 5016 Fora aaguN nbor - - 5018 Vacation pay Toted:salaries 339,860 33MW 457,390 294910 (166450) -50.7% Berxtfb 5024 PERS rears hear, - - - 5026 PERS retirerrert 64,680 77,800 105,865 64,136 (41,729) -39.4% 5027 Heath and We iraumnce 40,106 47,000 52,270 33,240 (19,030) -36.4% 5028 Unempbaret insuram 1A21 1,000 1,220 660 (560) -45.9% 5029 Methane 3,810 4,600 6,360 3,920 (2,440) -38.4% Tool:BseNla 109,618 IVAN 165,715 101.956 (63,759) -48.9% Tol Salaries h hene6ts 449,478 467,809 624105 394896 (232,209) -50.2% MaiMwnce and OperaOem 5030 PERS credit - - ' 5031 MOU concession - - - 5032 Parnbursed wheath Mnefic - - 5111 Material aril supplies 2,965 3,800 4,300 2,600 (11509) -34.9% 5112 Small tools and equlpnnm - - 5113 Motor fud antl IubrkzM 5114 Raw foods 5120 Media eibeme - - - 5121 Acrertidrg 200 8,000 7,000 3,500 (3,500) -50.0% 5122 Dues are!subscriptions 2,281 2,900 3,700 3,000 (700) -18.9% 5123 Library boom 5129 Scree sveepays LP - - - 5131 Mileege - - ' 5132 Meetngs and conferences 2,400 2,400 1,200 (1,200) -SO.D% 5133 Eduatlm and training 2,489 3,800 3,700 2,000 (1,700) 45.9% 5172 Eq.4prtot lminta arse 128 500 500 500 5173 Ou60le vehicle mairtennce 5174 Priming charges 1,654 6,200 6,000 2,000 (4,000) 36.7% 5175 Postage 1,129 2,000 2,000 1,000 (11000) -50.0% 5176 Cop)mactone charges 1,773 2,500 2,500 2,000 (500) -20.0% 5183 Managerleat allowance 103 660 00D (600) -100.0% 5199 Depedabon eglense - - Toted:Wilda rice and Operations 12,722 32,700 3%700 10,000 (14,700) 45.0% Canlrect S.,,iw - . 5505 Odes pmfessbrRl sen+ces 19,970 10,000 10,000 - (10,000) -100.0% 5506 Iardscape contracts - - - 5507 FadBtles sevices - - Toted:Contractual Sreiea 19,970 10,001) 18,0W (10,000) -100.0% Dtrnal Serena Charge - 5601 Garage Cages - - - 5602 Workers compensation 3,000 5,200 2,595 2,585 5603 Liability, 9,000 7,100 7,100 7,100 5504 11 NUges lrMorae 9,000 64,800 71,865 71,865 5605 Telephone support 5,209 9,709 9,078 9,078 5606 Electric - 22M 22.000 22.000 Toted:Internal Service Charge 26,200 104090 112,629 112,628 0.0% Thal:Mae-Praor- Enperw SIAM 151,500 155,328 1AG25 (44,709) -16.3% DepaMUast Toted:Norman RSOrees 504371 614,300 77DAM 521,524 (256,909) 41.8% 8/23/2012 CITY OF SAN BERNARDINO,CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND - 001 "2012-13 PRELIMINARY FY2012-13 2011 Actual 2012 Projected OPERATING PROPOSED PRE- %Inc/ Aramunt Number Description Amount Ending Budget BUDGET PENDENCY PLAN $Inc/(Dec) (Dec) Department: FINANCE Personnel Salaries 5011 Salaries paMfulltime 950,192 1,039,900 1,097,151 1,019,189 (77,962) -7.1% 5012 Special salaries 11800 1,800 1,740 1,680 (60) -3.4% 5013 A rnobiN allmvanie 10,698 12,100 11,643 6,543 (5,100) 43.8% 5014 Salariestemp/wrtime 29,820 50,DD0 - 5015 Overtime 1,471 500 - 5016 Force acmuit labor - . 5018 Vacation pay 3,766 - - Total:Satarses 91 1,104,300 1,110,536 1,027,412 (83,122) -7.5% Benefit, 5024 PERS retirees health " 5026 PERS retirement 203,414 257,000 252,668 229,702 (22,966) -9.1% 5027 Health and life illwrence 126,990 145,300 139,129 127,639 (11,490) -8.3% 5028 Unemplomment imurance 2,997 3,200 3,372 3,397 25 0.7% 5029 Medicare 11,357 15,200 16,349 15,561 (788) 4.8% Total:Benefits 344,758 420,700 411,518 376,299 (35,219) -8.4% Total:Salaries&benefits 1,342,504 1,525,000 1,522,052 1,403,711 (118,341) -7.8% Maintenance and Operations 5111 Material and supplies 9,326 9,600 9,600 9,600 5112 Small tools NM equipment 2115 2,000 2,000 2,000 5121 AGVerbsiog 2,897 2,600 2,600 2,600 5122 Dues and subsOlptiom 2,329 2,300 2,300 2,300 5132 Meetings and cmfevences 1,808 5,800 5,800 5,800 5133 Education and training - 200 200 200 5171 Rabe - . 5172 Egulprrlent maintenance 472 600 600 600 5173 Oudltle vehtfe neintenance - - 5174 P IN Nages 2,580 9,400 9,400 9,400 5175 PoAw 6,006 8,185 8,200 8,200 5176 Copy machine charges 4,521 4,500 4,500 4,500 5181 Other operating a nses - - - 5182 Bad debts/unmllectible accourds 5199 Depreciation expense - - ' Total:Maintenance and Operations 30,225 45,185 45,20D 45,200 0.0% Contract Services 5502 Professional/mntnaclual series - 1,000 1,000 1,000 5503 litigation-oueide attomems - - - 5504 Construction - - - - 5505 Other professional services 3,349 13,100 1,000 1,000 5506 landscape contracts - ' 5507 Facilities series Total:Contractual S Ias 3,349 14,100 2,000 2,000 - 0.0% InEOnal Service Charges 5601 Garage diarges - 5602 Worliers compansabon 12,000 8,700 12,700 12,700 5603 liability 9,000 9,000 9,000 9,000 5604 > changes in-house 5D4,600 269,900 181,660 181,660 5605 Telephone wppod 1,200 5,600 6,485 6,985 5606 Electric - 22,000 22,000 22,000 5611 Fleet charger-lease Payments - - - - 5612 Fleet charges'fuel - - - Total:InEanal Service Changes 526,800 310,200 231,845 231,845 - 0.0% C,Pltal Outlay 5702 Compbr equipment - 700 - 5720 land - - Total:Capital Outlay - 700 - - - 0.0% 7451 Transteo out Total Transfers Oa - - - Total:Non-Personnel E Peruae, 560,374 370,185 279,045 279,045 - 0.0.& Depab,ent Total:Finance 1,902,878 1,895,]85 1,801,097 1,61 (118,341) -6.2% 8/23/2012 CITY OF SAN BERNARDINO, CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND -001 FY2012-13 PRELIMINARY FY2012-13 2011 Actual 2012 Projected OPERATING PROPOSED PRE- %Inc/ Account Number Description Amount Ending Budget BUDGET PENDENCY PUN $Inc/(Dec) (Dec) Department: CIVIL SERVICE Personnel Salaries 5011 Salaries perm/fulibme 198,773 199,100 233,870 231870 5012 Special salaries - - 5013 Automobile allowance 6,600 6,900 6,900 6,900 5014 Salaries temp/pantime - - ' 5015 Overtime - - 5016 Force accost labor - - - 5018 Vacation pay Total:Salaries 205,373 206,000 240,770 240,770 - 0.0% Benefits 5024 PERS retirees healM - - 5026 PERS retirement 42,431 50,200 55,900 55,900 5027 Heath and Ite insurance 20,288 28,500 27,700 27,700 5028 Unemploynnr insumnce 616 600 600 600 5029 Medicare 2,118 3,100 3,400 3,400 TPbI:Benefits 65.453 82A00 67,6010 87.600 - 0.0% Total:Salaries&benefits 270,826 788,400 328,370 328,370 - 0.0% Maintenance and Operations " 5030 PERS credit 5031 MOU concession 5032 Reimbursed mnhealth benefit - - - - 5111 Material and supplies 302 2,600 1,250 1,250 5112 Small took and equipment 1,670 400 200 200 5122 Dues and subscriptions - 1,850 1,850 SL32 MeaBmgs and conferences - 150 - 5172 Equipmoa maintenance 174 200 200 200 5173 DNVde vehicle maintenance - - - 5174 Printing charges 22 100 100 100 5175 Postage 466 640 400 400 5176 Copy machine charges 2,063 2,110 2,200 2,200 5177 Ubgabon expenses - - - - 5199 Depreciation oipense Total:Maintenance and Operations 4,696 6,200 6,200 6,200 0.0% Contract Services 5502 P,ofes5ianapcor0ramal services - - Total:Contractual Services - - - ADIV/0l Internal Service Charges ' 5601 Garage changes - - - 5602 Workers compensation 2,000 1,100 1,875 1,875 503 Uability 2,000 2,000 2,000 2,000 5604 IT Ch.rgesin-house 6,800 55,200 60,786 55,786 (5,00) -83% 5605 Telephone 5uppon 200 1,50 1,544 1,544 5606 Electric - 11,00 11,00 11,00 Total:Internal Service Charges 11,000 70,800 76,705 71,705 (51000) -7.1% Total:Han-Personnel Expenses 15,696 77,000 821905 77,905 (51000) 6.5% Depart,nart Total:Civil Service 286,573 365,400 411,275 406,275 (5,000) -1.4% 8/23/2012 CITY OF SAN BERNARDINO, CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND - 001 FY2012-13 PRELIMINARY FY2012-13 2011 Actual 2012 Projected OPERATING PROPOSED PRE- %Inc/ Account Number Description Amount Ending Budget BUDGET PENDENCY PLAN $Inc/(Dec) (Dec) Department: COMMUNITY DEVELOPMENT Personnel Salaries 5011 Salaries perm/fuRnme 3,564,995 2,681,100 4,202,100 2,993,900 (1,208,200) -78.8% 5012 Special salaries 8,750 $,400 9,600 7,200 (2,400) -25.0% 5013 A .Gale allowance 24,788 101600 6,825 6,825 - 0.D% 5014 Salaries temp/partEme 70,816 73,000 66,000 - (66,000) -1002% 5015 Overtime 12,301 5,000 18,000 - (18,000) -100.0% 5016 Force account labor - - - - - aDIV 101 5018 VKa0W pay 10,108 - - - YDIV/0! Total:Salaries 3,691,757 2,775,100 4,303,525 3,007,925 (1,294,600) -46.7% 111164I1s .fDW/01 5024 PERS retirees health - - - - S DIV/01 5026 PERS retirement 712,361 672,9D0 1,048,237 750,601 (297,636) -28.4% 5027 Health and gfeinsurance 402,174 338,600 441,800 316,500 (125,300) -26.4% 5028 Unemployment insurance 11,091 8,400 13,000 9,500 (3,500) -26.9% 5029 Mediate 47.085 39.100 60,825 43,325 (17,5001 -28.8% Total:Benefits 1,172,710 1,059,000 1,563,862 1,119,926 (443,936) Total:Salaries&benefits 4,864,468 3,834,100 5,866,387 4,127,851 (4738,536) -45.3% Mairdaance and Operations 5111 Mafenal and supplies 56,703 50,000 84,000 47,30D (36,700) -43.7% 5112 SmaO toils and equipment 237 16,600 16,600 3,300 (13,300) -80.1% 5121 Advertising 15,210 14,000 27,600 13,501) (14,100) -51.1% 5122 Dues and subscriptions 4,816 7,500 18,200 500 (17,700) -973% 5131 Mileage - 500 3,500 - (3,5DD) -100.0% 5132 Meetings and conferences 313 5,000 25,500 - (251500) -100.0% 5133 Education and training 5,999 15,000 42,400 500 (41,900) -98.8% 5165 SLRdeduc bie - - - 5171 Rentals 82 - 2,100 2DO (1,9DO) -905% 5172 Equipment mainhenance 1,195 1,500 8,000 1,900 (6,100) -76.3% 5173 Outside venide maintenance - - - 5174 Prineng charges 11,812 16,000 53,500 16,500 (37,000) -8.2% 5175 Postage 52,509 60,000 75,400 55,700 (19,700) -26.1% 5176 Copy machine charges 9,263 6,000 20,600 15,600 (5,000) -24.3% 5181 Other opsrabng expenses 30 7,50D 21,8DO 8,500 (13,300) -61.0% 5183 Manxgernentallowance 136 600 600 600 Tool:Mairsomance and Operations 158.304 200.200 399.800 166.100 (235.700) -117.7% Contract Service's 5502 ProlessionaVcontractal services 303,065 343,400 343,400 340,000 (3,400) -1.0% 5503 litigation-outside altomeys 5504 Constriction - - - 5505 Other professional servkes 211,395 259,400 259,063 237,100 (21,963) -8.5% 5506 landscape contracts 109,775 29,200 53,000 53,000 5507 Facilities services - - - Totabcoeeac4a15bvices 624,235 632,000 655,463 630,101) (25,363) 3.0% Intemal Service Charges 5601 Garage charges 49,200 55,200 43,700 43,700 5602 Workers conpensabon 116,800 23,800 96,600 96,600 5603 wulily, 170,200 280,000 280,000 200,000 5604 Tf charges in-house 187,900 244,200 378,486 378,486 5605 Telepnone support 66,000 118,700 151,189 151,189 5606 Electric - 33,000 33,000 33,000 5612 Flee charges-fuel 38,600 41,100 4600 %,600 Total:Ir ten at Service Charges 626,700 796,000 1,029,575 4029,575 60% Capital On"" 5702 Complier equipment - 8,000 - - 5703 Communications equipnerit - - - 5704 Miscellaneous equipment - 4,000 Total:Capital Outlay - 14000 - - *DIV/01 Total:Non-Personnel Expenses 1,411,239 1,640,200 7,084,838 1,623,775 (761,063) -12.5% Deparmienk Community Development 6,275,707 5,474,300 7,951,225 5,951,626 (119991999) -25.1% 8/23/2012 ITY OF SAN BERNARDINO,CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND-001 FY2012-13 - PRELIMINARY FY201243 2011 AQsal 2012 Projected OPERATING PROPOSED PRE- %Inc/ Acmwrt Numaer Dearipbon Amount Ending"Wt BUDGET PENDENCY PLAN S Inc/(Dec) (Dec) Department: FIRE DEPARTMENT 1,999,699 Passe nel SaLr 5011 Saerie5 pernwfulltime 17,359,660 16,100,000 18,411,241 16,243,505 (2,167,736) -11.8% 5012 Spedal Wants, 307,511 303,600 293,075 97,979 (195,096) -65.6% 5013 AWpmpble albvrane 3,850 - 6,900 6,900 5014 Swanes tawwrW. 20,065 15,000 117,400 117,400 5015 Overtime 6,631,957 6,300,000 6,184,090 5,584,090 (600,800) -9.7% 5018 VamOon pay 361,359 390,000 - Total:Salaries 24,60,402 25,105,600 25,017,706 22,049,874 (2,962,832) -11.6% Benents 5024 PERS rmrees hash - - - . 5026 PERS rellremet 4,036,510 4,744,400 5,550,200 4,837,159 (713,041) -12.8% 5027 ita8h and IBe insurance 1,802,54 1,725,000 2,014,053 1,741,217 (272,636) -13.5% 5028 Uremplopwrt murance 73,441 75,000 57,415 50,537 (6,878) -12.0% 5029 Medicare 271,246 275,000 273,749 239,358 (34,391) -12.6% Total:Bumfib 6485,739 6019,400 7,595,417 6AM271 (1,027,146) -19.1% Total:Saladu S,Mantles 30,00,141 31,975,000 32,905,123 25,918,145 (3,90,978) -125% lead ease and Operalbm 5032 RelmDUrsed mnlaath bereft (19,355) - - 5111 Materal and suppies 291,061 415,900 450,700 415,900 (34,800) -7.7% 5112 Sm u tools and equlpmeid 80,407 97,500 85,300 85,300 5113 Motor fuel and lubricants 10,971 19,100 19,100 19,100 5121 Adlwnsbg 21,782 20,000 20,000 20,000 5122 Dues and suDSaipbms 3,387 4,900 4,700 4,700 5129 Streetsneepers iP 1,197 - - - 5131 Mileage - 5DO Soo 500 5132 MeeOngs and conferences 697 2,5DD 4,200 2,500 (1,700) 40.5% 5133 EduMbn and braining 27,094 33,700 45,200 34,000 (11,200) -24.8% 5171 Rentals 7,627 12,000 12,000 12,000 5172 Equlprent main6enarce 29,917 75,000 100,500 100,500 5173 OuNde vehicle nuintenence 23,673 80,00D 110,000 80,000 (30,000) -27.3% 5174 Printing durges 7,289 12,D00 16,500 12,000 (4,500) -27.3% 5175 Postage 14,664 11000 14,700 14,700 5176 (480 marhim charges 10,925 11,500 15,100 15,100 5179 Dump/waste @a 1,871 2000 2,200 2,200 5181 Other operating expemes 20,060 15,000 20,OD0 20,000 5183 ManeJDnen albwance 9 Soo 600 600 5193 Granmhl 14,861 9,800 - Total:MaYrbwnca and Operations 5456136 523,000 921,300 899,100 (82,200) -10.0% Contract Semite - 55D5 War pofessbnal services 161,231 195,000 240,300 240,300 5507 Ferd6aer SlMCes 7,666 13,500 77,500 77,500 Total:Cord ac4M1 Services 169,097 205,500 317,800 317,800 0.0% Internal Screens Cher84b 5601 Garage Wryes - - - - 5602 Workers mmpetsaeon 598,930 808,100 834,050 834,050 5603 liability, 156,500 230,000 230,000 230,000 5604 IT Ciarges en-horse 564.500 654,200 570,753 570,753 5605 Tekplome wPWrt 68,600 97,90D 91,566 91,566 5606 Electric 141,900 149,000 149,000 149,000 5612 Flees charges-fuel 149,400 106,200 167,40D 167,400 Total:IererrW Service Changer 1,720,430 2,045,480 2,042,769 2^24 70 - 0.0% capital Outlay 5703 Cpnmunicemm equipnent - - 60,000 - (6D,000) -100.0% 5704 M'scelarmus egdpndn - 21,500 5706 AOeremm and mroations 2,500 - - - 5715 Assets acqubed-Three Fee Engines 1 96,570 96,255 116501000 - (I,6SO,DDO) -100.0% Tool:CapRal Oudair 199069 119.785 1.710.080 - (1.710.8001 -1427.6% Debt Swake 5803 Debt PaymcnD-Pension Bonds 1,214,800 1,223,600 1,135,224 (88,576) -7.2% TeW:Debt Service - 1,214,800 2,223,580 1,135,224 (856576) -7.3% Total:Nan-Peron, Eapenw 2,636,732 4,411,05 4215AN 4,334,587 (1,®0,776) 126% Dap obnent Toal:Yim 33,506,03 36,339AM 39,123,792 33,2536038 (5,00,754) -182% 8/23/2012 CITY OF SAN BERNARDINO,CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND -001 FY2012-13 PRELIMINARY FY2012-13 2011 Actual 2012 Projected OPERATING PROPOSED PRE- %Inc/ Account Number Description Amount Ending Budget BUDGET PENDENCY PLAN $Inc/(Dec) (Dec) Department: POLICE DEPARTMENT Personnel Salaries 5011 Salaries perm/fulltime 38,754,880 36,824,200 38,079,345 34,790,363 (3,788,982) -10.0% 5012 Spesial salaries 757,915 723,600 723,600 666,000 (9,600) -8.0% 5013 Aubynodle allmance 4,675 6,900 6,900 6,900 5014 Salanestemp/paorne 922,498 988,000 938,000 763,000 (175,000) -18.7% 5015 Overtime 2,537,262 2,136,600 2,136,600 2,136,600 5018 Vacation pay 82,156 - - - Total:Salaries 43,059,365 40,679,300 41,884,445 37,862,863 (4,021,582) -9.9% Berets 5024 PERS retirees hub - - - - 5026 PERS retirement 9,249,979 10,371,IDD 11,342,800 10,334,950 (1,007,850) -8.9% 5027 Health,and life insurance 2,930,464 2,735,800 2,620,700 2,07,150 (343,550) -13.1% 5028 Unemployment insurance 129,390 113,300 118,700 107,200 (11,500) -9.7% 5029 Medicare 529,209 5 96,500 536,900 482,050 (54,850) -10.2% Total:Benefits 12,639,043 23,616,700 14,619,100 13,201,350 (1,417,750) -10.3% Total:Salaries 6 benefits 5SAIM428 54AWAW 5665036515 51,064,213 (5,439,332) -10.0% Mainlwnce and Operations 5032 Ramtimed mnho"benefit - - - - 5111 Mabslal and supplies 366,010 460,000 429,000 49,000 5112 Small toots and equipment 66,655 45,000 132AM 132,600 5113 Max,fuel and luoirants 306 300 300 30D 5121 Advertising 50 1,900 1,900 1,900 5122 Dues and!suburipbons 17,369 48,500 41,700 41,700 5132 Meetings and conferences 10,051 15,000 23,700 23,700 5133 Education ant training 14,041 31,500 S3,SOO 53,500 5134 Training-past reimburseaote 88,847 150,000 205,00 205,000 5155 Cellular sernce 1,487 1,500 1,500 1,500 5171 Rentals 2,292 20,000 46,400 46,400 5172 Equipment maintenance 31,862 I00,000 154,500 154,500 5173 Outside vehicle maintenance 45,503 53,500 53,500 53,500 5174 Printing charges 24,831 20,000 32AOC 32,800 5175 Postage 23,808 26,000 40,500 40,50D 5175 Copy machine charges 40,371 47,000 52,200 52,200 5181 Other operating expenses 6,453 15,000 12,500 12,500 5183 Managenientallowarce 190 600 600 600 5167 Police reserves 13,133 17,000 20,400 20,400 Total:Maintenance and Operations 753,260 1,052,800 1,307,600 1,302,600 0.0% Contract Services - - 5502 Professional/contractual services 59,594 45,000 60,00D 60,000 5505 Other professional services 458,584 600,000 619,400 619,400 Total:Contractual Services 518,178 64SAN 679AM 679ADD 0.0% Internal Service Charges Wit Garage charges 492,300 893,300 763,800 763,800 5602 Workers mirMnsabon 1,635,200 1,574,001) 1J 95,475 1,796,475 5603 Liability 806,900 1,042,700 1,042,700 1,042,700 5604 IT charges in-house 1,489,200 1,416,800 1,442,424 1,442,424 5605 Teleplrone support 168,900 352,600 234,136 234,135 5606 EleNic 291,600 - - - 5607 Gas 36,000 - - - 5608 Water,sewer,getOr rural 6,000 - - - 5610 Communications - - - - 5611 Fleet charges-lease payments 844,679 881,200 881,200 881,200 5612 Fleet Charges-fuel 597,700 485,000 755,600 755,600 Total:Internal Service Charges 6,368,479 6,645,600 6,916,335 6,916,335 - 0.0% Capital Outlay 5702 Computer equipment 27,752 5,700 - - 5703 Communicabom equipment - - - - 5704 Mlscelleneous equipment 6,983 39,000 - - 5705 Department mmpuler equipment - - - - 5706 Afteratons and remvabons - 50,000 25,000 - (25,000) -100.0% Total:Capital Outlay 34,735 94,700 25,000 - (25,000) -26.4% Debt Service 5803 Pension Bond payment - 2,172,400 2,203,700 2,203,700 Total:Debt Service - 2,172,400 2,207,700 ;203,700 0.0% Total:Non-Personnel Expenses 7,674,652 10,610,500 11,127,035 11,102,035 (25,000) -0.2% DeparIs at Total:Police 63,573,080 65,106,500 67,630,500 62,166,248 (5,464,332) -8.4% 8/23/2012 CITY OF SAN BERNARDINO,CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND- 001 FY2012-13 PRELIMINARY "2012-13 2011 Actual 2,912 Pmlected OPERATING PROPOSED PRE- %Inc/ Account Number Description Amount Ending Budge[ BUDGET PENDENCY PLAN S Inc/(Dec) (Dec) Department: PARKS&COMMUNITY SERVICES Personnel Salaries 5011 Salaries perm/ful0ime 1,783,641 1,392,520 1,824,130 922,400 (901,730) 494% 5012 Special salaries 1,025 - - - 5013 Automobile allowance 12,840 13,600 13,530 8,430 (5,100) -37.7% 5014 Salaries temp/wrthme 417,701 440,000 278,300 278,3D0 5015 Overtime 46,565 43,D00 38,900 38,900 5018 Vacation pay 11,218 - - - Tobl:Salaries 2,274,990 1,889,120 2,154,860 1,248,030 (906,830) d8.0% Benefnb 5024 PENS retiree health - - - - 5026 PERS retirement 35(1 345,000 452,818 230,776 (222,042) -49.0% 5027 Health and life insurance 253,338 212,300 209,770 93,300 (116,470) -55.5% 5028 Unemployment insurance 6,839 5,300 5,020 2,790 (2,230) -M.4% 5029 Medicare 27,970 26,500 26,420 13,240 (13,180) 49.9% Total:Benefits 638,417 Sai 100 694,028 340,106 (353,922) -60.1% Tatal:Salaries 6 benefits 2,913,406 2,478,220 2,848,888 1,586,136 (1,260,752) -50.9% Maintenance and Opentiwu - - 5111 Material and supplies 256,681 293,700 316,000 306,000 (10,000) -3.2% 5112 Small tools and equipment 23,944 5,700 6,965 8,965 5114 Raw foods - - - - 5121 Advertoing 7,800 7,500 17,500 12,500 (5,0D0) -28.6% 5122 Dues and wbschloboas 2,185 4,000 4,600 4,600 5131 Mileage 1,669 3,500 4,900 4,900 5132 Meetings and conferences 325 3,000 5,600 5,600 5133 Education and training - 80 4,400 4,400 5161 Insurance premiums 11,475 7,500 14,235 14,235 5171 Rentals 9,461 7,500 13,400 13,400 5172 Equipment maintenance 81 300 300 300 5173 Outside vehicle mamumance - - - - 5174 Printing charges 3,426 4,000 9,800 9,800 5175 Postage 4,129 4,500 5,300 5,300 5176 Cop/machine charges 8,368 7,500 7,500 7,500 5181 Other operating eapenses 42,553 38,000 - - 5193 Grant match 369 85,400 85,400 Tool:Maintenance and Operations 372,165 386,760 497,900 482,900 (15,000) -3.9% tetrad Sono w 5502 PrWessional/contractual services 376,994 371,840 371,800 871,800 5011 134.5% 5505 Other pmfessbnal services 93,550 100,100 124,800 124,800 55DG landscape contracts 50,542 73,000 54,900 54,900 5507 Facilities services 18,534 26,000 37,200 37,200 Toti Contractual Services 539,619 570,900 586,700 1,088,700 500,000 87.6% Internal Service Charges - - 5601 Garage charges 82,200 134,400 175,500 175,500 5602 Workers compensation 88,200 168,900 209,665 209,665 56D3 liability 70,000 87,500 87,500 87,500 5604 IT charges in-house 631000 116,700 99,972 99,972 5605 Telephone support 65,900 113,600 71,700 71,700 5640 Electric 613,600 752,700 752,700 752,700 5607 Gas 41,000 - - 5608 Water,sewer,geoUhvmal 119,000 - - - 5612 Fleet charges-fuel 60,500 84,300 93,200 93,200 Total Internal Service Changes 1,20$400 1,458,100 1,490,237 1,490,237 0.0% Capitol Outlay - - 5704 Miscellaneous equipment 23,637 - - 57D6 Alterations and nm atQms 15,000 - Tobl:Capital Outlay 38,637 - - #DIV/0! Total:Non-Personnel hpense 2,154,122 2,415,780 3,576,837 3,061,837 mein 0 20.1% Department Total:Parks Recreation 6 Community 5,067,528 4,894,000 5,425,725 4,649,973 (775,752) 715.9% 8/23/2012 CITY OF SAN BERNARDINO,CALIFORNIA FY2012-13 PROPOSED PRE-PENDENCY PLAN BUDGET GENERAL FUND - 001 FY2012-13 PRELIMINARY H2012-13 2011 Actual 2012 Projected OPERATING PROPOSED PRE- ^/o Inc/ Ac nt Number Description Amount Ending Budget BUDGET PENDENCY PLAN f Inc/(Dec) (Dec) Department: PUBLIC WORKS Personnel Salaries 5011 Salaries perm/Iulhm a 1,903,789 2,000,000 3,227,650 2,267,355 (960,295) -29.8% 5012 Sp lsalaries - - - 5013 AutomoDle allowance 2,100 3,000 4,275 2,550 (1,725) -40A% 5014 Salaries temp/mttime 392,223 481,600 475,600 315,730 (159,870) -33.6% 5015 Overtime 107,563 115,000 60,900 60,900 5018 Vacation pay 27,251 - Total:Salaries 2,432,926 2,599,600 3,768,475 3ili 35 (1,121,690) -43.2% Benefit 5024 PERS retirees health - - - - 5026 PERS retiremem 421,659 495,000 780,843 553,672 (227,171) -29.1% 5027 Health and In,insurance 295,914 300,000 374,465 265,435 (109,030) -29.1% 5028 Unempla/ment insurance 7,307 8,300 9,935 6,950 (2,985) -30.0% 5029 Medicare 27,843 41,100 46,655 32,810 (13,845) -29.7% Tall:Benefit 757,723 844,401) 1,211,898 858,867 (353,031) 41.8% Total:Salaries 8 benefits 3AM15,649 3,444,000 4,980,373 3,505,402 (1,474,921) 428% Maintwcaad operations 5111 Material and supplies 763,89) 780,300 1,012,000 826,800 (185,200) -183% 5112 Small tools and equipment 4,486 10,000 14,500 7,500 (7,000) 48.3% 5121 Mvertising 1,554 1,ODO 1,000 1,000 5122 Dues and si h options 4,293 5,500 5,900 3,900 (21000) -33.9% 5132 Meetings and conferences 1,465 2,500 4,000 - (4,000) -100.0% 5133 Education antl training 2,798 2,000 8,800 2,000 (6,8(10) -77.3% 5171 Rentals 33,338 42,000 31,600 31,600 5172 Equipment maintenance 8,511 19,900 8,000 6,200 (1,800) -22.5% 5173 Outside vehicle main(eiwnre - - - - 5174 Printing charges 772 1,000 1,400 650 (750) -53.6% 5175 postage 340 1,500 1,50D 1,500 5176 Copy machine charges 6,760 20,500 9,100 5,600 (3,5DO) -385% 5181 Other operating expenses - 10,000 40,500 - (40,500) -100.0% 5183 Management allomme - 300 300 - (300) -100.0% Tool:Maintenance and Operations 878,197 896,500 1,138,600 886,750 (751,850) -7A1% Contract Services - - 5502 Professional/contractual services 390,549 514,100 512,200 421,200 (91,000) -17.8% 5505 Other professional sernces 266,498 390,700 354,400 354,400 5507 FadlOies services 367,337 320,000 281,400 261,400 (20,400) -7.1% Total:COntrachol Services 1,024,364 1,224,800 1,148,001) 1,037,000 (111,900) -9.1% Internal Service Charges - - 5601 Garage charges 198,050 174,400 180,000 180,000 5602 Workers compensation 216,900 135,000 137,730 137,730 5603 liability 270,70D 141,000 141,001) 141,000 5604 ITchargesm-1,ouse 134,800 306,200 148,522 148,522 5605 Telephone support 43,5DD 181,500 74,867 74,867 5606 Electric 1,934,600 1,899,200 1,899,200 1,899,200 5607 Gas 9,800 - - - 5608 Wahl,sewer,9eothermal 39,200 - - 5612 Fleet charges-fuel 104,900 87,300 107,900 107,900 Total:Internal Service Charges 2,952,400 2,924,600 2,689,219 2,689,219 0.0% Copied Outlay - 5703 Communications equipment - - - 5704 Miscellaneous equipment 13,034 15,000 - (15,000) -100.0% Total:Capital Outlay 13,034 - 15,000 - (15,000) 300.0% Credit/billables 5949 Billable to Water delartment 1,668 - -Total:Crdit/billables 1,668 - - - aDIV/0! Total:Non-Personnel Expenses 4,819,682 5,045,900 4,990,819 4,617,9ff (377,850) -7.5% De,artrnedt Total:Public Words 8,005,331 8.489.900 9.971.142 8,116371 (1,852.7711 -21.8% 8/23/2012 APPENDIX B-FISCAL YEAR 2012-2013 PRE-PENDENCY PLAN FY2012-13 Preliminary Operating Budget: Revenues $ 120,424,165 Expenditures 166,236,557 Net revenues/(deficit) (45,812,392) Revenue Budget Measures: Revenue-SAFER Grant Award for FY2012-13 1,500,000 1,500,000 (w) Cost Reduction Measures: Proposed Workforce and Service Reductions 15,659,404 Maintenance and Operations-line item reductions 767,675 Contractual Service Reductions 152,763 Miscellaneous 93,576 Cost Reduction Offsets: Outsourcing services (651,000) Financial and restructuring costs (2,000,000) Funding Deferrals: Deferral of Retiree Health Contribution(ARC) 6,033,000 Equipment Replacement Deferrals: Phone switch and network infrastructure 564,380 Fire Truck Replacement(3 Engines) 1,710,000 Equipment(Police and Public Works) 40,000 Cost Reduction/(offset)Measures 22,369,798 (x) Net FY 2012-13 Structural Excess/(Deficit)before transfers (21,942,594) Net Transfers In/Out 5,521,700 Net FY 2012-13 Structural Excess/(Deficit) (16,420,894) (y) Additional Measures: 30%of Common Council 211,695 0%of City Treasurer's Office(c) - 30%of City Attorney's office 1,487,882 1,699,577 Concessions(b): Voluntary 10%Concessions(All Depts except Safety) 1,497,900 10%Concessions by Fire and Fire Management(a) 2,176,999 10%Concessions by Police(a) 3,990,579 Potential-Adjusted Net FY 2012-13 Structural Excess/(Deficit) ($7,055,839) Notes: (a)-Interim Measure;to be addressed more fully in mediation/bargaining (b)-the 10%calculation is after Proposed Workforce and Service Reductions (c)-Internal control procedures,no further reductions to the City Treasurer's are advised 8/23/2012