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Computer-Aided Planning (CAP)
1721 Eastern Ave, Sacramento CA 95864
916-489-9273

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PLANNING ASSISTANCE
REDWOODS COMMUNITY COLLEGE DISTRICT

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PLANNING ASSISTANCE
REDWOODS COMMUNITY COLLEGE DISTRICT
This is one of three papers from a study designed to provide planning assistance to
College of the Redwoods (CR). Findings, observations and suggestions here draw from and provide input to the other two papers:
District Service Evaluation
Planning Implications and while this paper is based on data and information provided by CR staff and derived from other sources, along with extensive review of the research with CR staff and community, the content is solely the responsibility of the contractor and paper’s author,
Chuck McIntyre.
Strategic planning begins with a look at where CR is now: an evaluation of how well it serves its communities, performing its stated mission and carrying out its vision, philosophy, and values. The evaluation uses as its benchmark CR’s 2004-07 Strategic
Plan – statements of mission, vision, values and the strategic plan drivers of access, curriculum, economic vitality, inclusiveness, diversity, and outreach/marketing.
This “scan” complements that evaluation by reviewing the environment external to the
College of the Redwoods (CR) and covers events, trends and likely futures relevant to
CR planning – mostly, but not entirely, along the North Coast – for the following categories:
Demographics
Economics and Jobs
Culture and Environment
Public Policy
Educational Policies, Practices, and Trends
Community Commentary
Few can predict the future confidently, what with the wild cards or unforeseen events that seem to take place with increasing frequency. To handle this problem, as CR attempts to plan its future, it should be useful to work with several plausible scenarios, subjecting them to scrutiny and building iterations until one or more may be used to develop long-

ScanRCCD 4 CMcIntyre, 01/05 term solutions. The scenarios for such planning can be derived and written in large part from information contained in this scan.
Estimated population trends along the North Coast (NC) provide CR with a picture of its potential student markets or niches. The future enrollment of those students depends on
CR policies and practices.
The North Coast (NC) will experience an increased rate of population growth this decade, but may still be less than ½ that of California (Charts A and B).
After a modest 0.4% annual population increase between 1995 and 2002, the North
Coast (counties of Del Norte, Humboldt, and Mendocino) may double its prior growth rate to nearly 1% (up to 2,000 persons) per year, through 2010.
This North Coast (NC) growth rate equals that expected for the San Francisco Bay
Area (SFBA), but may be less than half that expected for the rest of California.
Over the past decade, the NC has grown from equal parts of natural increase (births less deaths) and migration – in contrast to other regions of California (Chart A).
Domestic migration has comprised a large part (1/3) of the NC’s growth since 1990, as it has for other areas of northern California (except the SFBA).
Since 1990, foreign migration has made up more than ½ of California’s total growth, while domestic migration has been negative (116,000 left CA yearly).
•
Unlike central and southern California, 4/5 of the NC’s population is Non-Hispanic
White. Like the rest of California, however, most current and future NC growth will be among people of color, with Whites decreasing in number (Charts A and B).
The NC is similar to other regions north of Sacramento, but different from areas south of Sacramento where people of color make up more than ½ of the population.
Compared to California generally, the NC has relatively more: Whites
American Indians (5% vs. 1% in CA) less: Hispanics
Asians
Blacks (1% vs. 7%)
Most NC growth through 2020 is projected for

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American Indians + 6,200
Persons of >1 race + 3,600 (Whites decline by – 6,000)
By contrast, the greatest growth statewide will be among Hispanics and Blacks;
Hispanics will outnumber Non-Hispanic Whites in California by 2011.
While the NC has grown by 2,500 in each of the past two years, this rate is expected to slow to around 1,500 (each year, on average) between now and 2020 (Charts C and
D).
During this decade (2000-2010), Mendocino County is projected to exhibit the largest
NC growth, then slow to equal that of Humboldt between 2010 and 2020:
Projected Population Change per Year
Del Norte
Humboldt
Mendocino
2000-2010 2010-2020
147
596
745
164
638
636
Through 2020, growth in Hispanics will be largest in Mendocino (+12,600); growth in American Indians will be largest in Humboldt (+3,600). The number of Whites will decline in both counties, but be stable in Del Norte.
The proportions of Asians, Pacific Islanders, Blacks and persons of >1 race will change little on the NC.
Half of the NC population lives outside the area’s 12 major incorporated cities and
2/3 of recent growth has taken place outside.
Largest city growth is reported in Eureka and Fortuna in 2002 and in Crescent City,
Fortuna (again), and Arcata in 2003.
California’s population growth in the 1990s was primarily among
K-12 school ages 5-19
Baby boomers ages 35-54
Growth this decade (2000-2010) is mostly among
College ages 15-24 (20% increase)
Baby boomers, now 45-64 (39% increase) least among
Youngest, ages 0-14
Maturing young adults, ages 25-44 (Chart E).

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With the NC’s growth typically made up of migrants (5/10 vs. California’s 3/10), it is reasonable to expect the NC’s growth to be greater (less) among older (younger) age groups. (See Figure 1, Chart E2, and the NC high school graduation projections below.)
Figure 1. Growth Rates by Age Group, North Coast and California,
2000-10 and 2010-20
0.3
0.25
0.2
0.15
0.1
0.05
0
-0.05
0.45
0.4
0.35
<25 25-54 55+ Total <25 25-54 55+ Total
NC
CA
-0.1
It is estimated by DOF that during the decade 2000-10, population change by age group along the North Coast will be:
<25 years of age
- 5,000
+ 800
Trends in NC high school graduates mirrored those of California until 2001 when the former peaked and the latter continued increasing – to peak in 2011 or beyond
(Charts F and G).
If high school graduates in the NC continued to mirror those of California, NC graduates would currently number 3,200, 500 (1/5) higher than estimated for 2004.
By 2012, this disparity grows to 1,600 or 2/3).
Current declines in NC high school graduates through 2010 are largely in Humboldt and Mendocino Counties, while Del Norte graduates are declining somewhat less.

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Mendocino high school graduates turn up in 2011, while Humboldt and Del Norte graduates may continue downward at that time.
Economic cycles are important to CR planning largely because of:
•
Enrollment at CR : as the North Coast economy improves (declines) and individuals in the labor market work (need retraining), CR enrollment typically falls (rises), other things being equal.
•
Curriculum at CR : development of the regional North Coast economy dictates labor market needs, which in turn, suggest useful curriculum change.
•
Funding for CR : as California’s economy improves (declines), state general and local property taxes and CR’s funding rise (fall) with consequent impact on the college’s growth cap and its ability to deliver programs and services.
While key, economic cycles are difficult to forecast and few agents do so for more than one or two years into the future. Consequently, CR long-range planning may best proceed by identifying probable futures and building several plausible socioeconomic scenarios that, in some sense, define what is likely at national, state, and regional levels.
A recent poll of forecasters by the Economist (January 2005) suggests that the modest worldwide recovery from the 2000-02 downturn will slow somewhat in 2005: annual price-adjusted rate of GDP change
U.S.
Euro area
2003 2004 2005
4.8% 4.4% 3.5%
2.0 1.8 1.7
Canada
Japan
Mexico
1.6
4.4
3.9
2.9
3.9
4.4
3.1
1.9
na
While recovery from the 2000-02 downturn has been less robust than other recent recoveries, optimistic analysts argue that the U.S. is in a period of long-term growth – albeit at rates less than those of the late 1990s – to be interrupted only by some event or
“wild card,” like a foreign financial crisis, stock market crash, oil crisis, energy crisis, or other unexpected shock to economic activity – like the September 2001 terrorist attacks on the East Coast. For the long-term economy, the key appears to be how consumers and financial markets react, and are supported by central banks like the U.S. Federal Reserve.
California’s economy is expected (by the State Legislative Analyst) to improve gradually as well, but at rates somewhat lower than experienced in the late 1990s:

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Personal Income Growth: 2002
2003
1.2%
4.0
2004 5.6
2005 5.8
2006 6.0
Perhaps the most dramatic feature of the North Coast’s socioeconomics is the extent of poverty in the region, much of it outside the few urban areas.
Of the three NC counties, Del Norte has the highest poverty rate – one in every five residents – after a dramatic increase during the 1990s (Chart H).
Poverty rates in Humboldt and Mendocino Counties are only slightly less than Del Norte and the entire NC reports a poverty rate 1/3 higher than that of California and 50% higher than the rest of the U.S.
NC households are largest in Del Norte, smallest in Humboldt and smaller than elsewhere in California (Chart I).
In contrast to other regions of California (except the mountains), average household size in the NC (2.54) is smaller (CA=2.99) and has decreased over the past decade.
NC counties are populated more densely than the Mountain regions, but are similar to the
Valley (north of Sacramento).
Mirroring the poverty figures, median household incomes along the NC are ½ those of the SFBA and about 3/5 of California generally, but are expected to grow at comparable rates over this decade (Chart I).
Modest real (price-adjusted) changes in household income in Del Norte and Humboldt
Counties (Mendocino grew more rapidly) held the NC below northern California growth rates between 1995 and 2002, and substantially below California statewide rates.
The pattern of a lower rate of household income growth in the NC is expected to change during this decade, with the NC increasing by one-fifth, similar to other regions of
California.
Sales in the NC are expected to grow at ½ the rate of California, mirroring the difference in population growth. Humboldt will grow the most, Del Norte the least.

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While growing at less than the national rate during the 1990s, the California labor market actually weathered the 2000-02 recession better than the nation – jobs dropping just
-0.1% in the state in contrast to –0.5% nationally (Chart J). (The big drop, of course, occurred in the San Francisco Bay Area.) Meanwhile, the North Coast fared better during the downturn, adding nearly 600 jobs (0.7%) in the two years.
Because its industry differs, the NC job profile contrasts markedly to that of California generally (Chart K), with relatively more jobs in: lumber and wood products manufacturing overall services retail trade, like eating and drinking establishments hotels and lodging local government (nearly twice the state average: 19% vs. 11% of all jobs) relatively fewer jobs in: health state government (largely because of Pelican Bay) overall manufacturing wholesale trade finance, insurance and real estate services other than hotel/lodging and health
Nearly half of all Del Norte County jobs are in government: One of every five are at the state-run correctional facility at Pelican Bay and another one in five are in local government, the City of Crescent City and Del Norte County. By contrast, Humboldt and
Mendocino industries are characterized far more by manufacturing (including lumber and wood products that employ 7% of all workers), trade, and finance, though local government similarly accounts for one in five workers in these counties as well.
On average, NC businesses are smaller – by about one-third (9.1 employees vs. a
California-wide average of 13.4 employees) – and nine out of 10 employ fewer than 20 employees (Chart L). (Surprisingly, however, 88% of all businesses in California employ fewer than 20 employees; only 2% employ 100 or more.)
The North Coast entered the recent (2000-02) downturn with an unemployment rate slightly higher than California and the U.S. as a whole (Chart L). As noted above, the downturn was less severe on the NC and the area has fared better during the current modest recovery, led by Mendocino where the unemployment rate has dropped by 13% in the past two years, a substantial improvement.

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Analysis of employment opportunities/needs in the NC must include those from separations (retirements, deaths, moves and the like) as well as those from the formation of new jobs. For the seven year period, 2001 to 2008 (Chart M): new jobs account for nearly three of ten opportunities separations account for over seven of every ten opportunities
Of these area job opportunities, nearly one of every three rely on skills that may be obtained in programs offered by College of the Redwoods (CR):
Appropriate Openings per year
Training on the North Coast
2001-08
AA/AS/Certificate
505
901
Growth in NC job openings requiring skills and knowledge for which CR trains – AA,
AS, and certificate programs – is estimated at about 3% per year, a rate similar to the job openings that require baccalaureate and higher degrees, but lower than the expected 4% annual rate for those not needing post-secondary education training.
From a different perspective – that of skill and knowledge “clusters” in Figure 2 and
Chart N – the job/career areas for which CR trains that show the largest numeric annual growth are:

300
Figure 2. Annual Job Openings by Skill & Education, North Coast, 2001-08
250
200
150
100
BA/BS+
AA/AS/C
50
0
AG&NR COMPSCI FS&H HLTH M/A/DES S&CS
Source: EDD (2004).
JobsxEducRCCD01-08Sum1
AG&NR
BUS
COMPSCI
EDUC
BA/BS+ AA/AS/C
26 42
186 162
30
183
6
49
FS&H
ENG&R
HLTH
LEGL
18
7
22
2
70
266
146
3
M/A/DES
PUBSEC
S&CS
6
0
28
7
140
17
CMcIntyre, 8/04

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Engineering and Related
Business
Health
Public Security
Food, Service, and Hospitality
Education
Area job growth requiring baccalaureate and higher degrees is largest in:
Business
Education (teachers)
NC industries using these job/career skills are detailed in Chart O.
Notably, these projections presume that CR may choose to train in such skills as the construction, manufacturing, and institutional maintenance trades; a variety of health care para-professions, local police and fire officials, including officers at the state correctional facility in Pelican Bay, many hospitality and tourism skills, and teacher aids.
The projections include some offsetting considerations: (1) they are slightly high, on the one hand, because they include the job projections for the entire County of Mendocino, a portion of which is served by the Mendocino-Lake Community College, but (2) they
(projections) are slightly low in that they do not include the need for upgrading incumbents in the three of four jobs which do not become open – largely offsetting considerations.
The North Coast culture is changing and with modest growth, much of it from immigration of older age cohorts, and continuing change in the industrial base from lumber and fishing to a more diverse mix of firms. As a result, issues about the local environment, transportation and quality of life.
Significant changes in values, lifestyles, family formation, and other factors affecting the quality of life – crime, air and water quality, child care and the like – can be expected as the North Coast grows and as local and regional communities become older and more multi-cultural.
The implications of “virtual” entertainment, wearable or wireless handheld computers, and other such devices are unclear, but students will be entering CR far more conversant
– than ever before – with information technologies and with a greater need to understand not only the mechanics (and electronics), but also the moral and ethical ramifications of technological change.

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A number of other North Coast conditions and trends are relevant for CR planning:
North Coast will continue to search for a balance between economic development and preservation of the area’s natural environment.
Vehicle emissions account for two-thirds of all air pollutants and they could adversely impact air quality in certain concentrated areas of the North Coast – like the
Humboldt Bay – as traffic increases.
Certain areas of the North Coast are hard to traverse and transportation has become problematic for residents. Some corridors – Highway 101 between Trinidad and
Fortuna, for instance – present time challenges and many east-west roads are in poor condition. Typical estimates for urban areas of California suggest that peak travel times could nearly double over the next 25 even if use of mass transit were to double in overall ridership. Circuitous rural and/or mountainous roads like those accessing the Mendocino Coast also present significant travel time problems.
Statewide public policies have weakened California’s infrastructure, with a “backlog” estimated by the Center for the Continuing Study of the California Economy (2002) to be over $100 billion in schools, transportation, water, and public facilities. Transportation, housing and fiscal management are major on-going problems, although a number of federal and local policy issues also are of concern to CR as well:
The North Coast General Plans are undergoing revision in both Mendocino and
Humboldt counties and will outline growth policies for the unincorporated areas.
Disposition of the many zoning and development requests and proposals that follow from these plans will determine much of the North Coast’s future growth and development.
Delays in liberalization of federal immigration policy and changing enforcement of policies may impact North Coast population and subsequent CR enrollment.
While broad-based, State General Fund revenues have been more volatile than the
State’s economy, resulting in the development of a substantial deficit over the past five years. Solutions include reducing the capital gains component of revenues and building reserves and/or funding one-time expenditures during revenue upswings.
The state’s share and overall funding of Proposition 98 funding depends, of course, on deals between the Governor/Legislature and K-12. The community college share of
P98 (CR’s primary operating budget revenue source) is uncertain as a result.
The Governor’s 2005-06 budget proposes $9.1 billion in savings to cover a projected deficit of $8.6 billion. If approved by the Legislature, the LAO estimates that about

ScanRCCD 13 CMcIntyre, 01/05 one-half of these savings would continue, leaving an expected annual General Fund deficit of $5+ billion in 2006-07 and beyond. (If not approved by the Legislature, the
Governor may take the proposals to public election in November 2005.)
Nearly $3 billion of the Governor’s savings results from withholding P98 and STRS payouts. Despite this, California Community Colleges are proposed to receive a 7.5% increase from P98 in 2005-06 to fund:
Cost of living increase (COLA) $196 million (3.93%)
Economic development with K-12 $ 20 million
Budget restoration, based on accountability $ 31 million
Moreover, the budget proposes no increase in CACC student fees (now $26 per unit), but 8% increases (accepted) for UC and CSU undergraduates, along with funds for
2.5% enrollment growth (if it occurs).
Whatever the scenario for P98, State operating budget support for CR is not likely to approach late 1990s levels – for some time – because of the recent revenue downturn and modest economic recovery noted above and because of the long term obligations of the State government for
Energy contracts
Repayment of loans from pension funds
Repayment for bonds used to cover operating deficits
State policies for funding CR will likely continue without significant change, and, if so, the College may need to share and secure operating resources from other sources :
Local partnerships
Foundation activity
Contract and work-site training
Continuing and community education
Development of revenue-raising assets
Federal grants and contracts
Recent passage of a local capital outlay bond measure provides CR with a significant opportunity to fund not only deferred maintenance and other needed facility improvements, but also undertake expansion of its delivery capability.
Passage of a statewide Higher Education capital outlay bond measure in Fall 2002, provides the opportunity for CR to also obtain funding for several capital outlay projects from the State, though this involves a lengthy and laborious proposal and approval process.

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As concerns about (1) student competencies, (2) proper use of learning technologies, (3) expanding competition, and (4) institutional accountability grow, community colleges confront new challenges and opportunities .
Much recent research and discussion about community college education focuses on: shifting from teaching to learning paradigms longer-term education (interspersed with work) as opposed to shorter-term job training imparting knowledge and meaning, rather than just data and information cooperative or collaborative, rather than competitive, approaches.
Many community colleges are adopting a “learning college” paradigm, which typically embodies, among other things:
Collaboration (within, say, CR and with North Coast communities)
Adequate support for staff development and for applications of technology
Appropriate facilities and equipment: technology infrastructure, active learning rooms, and other support
Attention to assessment: identification and measurement of learning outcomes: needed skills and knowledge
Formation of groups – “comunities” – of learners, both in- and out-of-class
A number of specific external events, trends and studies also are important for CR:
The California Legislature completed work on a new Master Plan for Education in
2002, and legislation has been introduced to implement some of it. Despite a number of reforms in recent years, K-12 expenditures per pupil rank 37 th
in the nation. While most significant reforms in the new Plan are for K-12, other features would alter the balance of state and local management of community colleges. Just how and when – or, indeed, if – such measures will impact CR isn’t yet clear.
More recently, the Governor’s Comprehensive Performance Review (CPR) suggested, among other things, that the California community colleges be reorganized from their position under a relatively independent State Board with little governing authority to becoming part of a larger Department of Education.
Thus far, this proposal has been rejected, but its impact on CR is uncertain in any case.
The number and prior preparation of CR students is problematic. As noted elsewhere, NC demographics will result in the number of high school graduates declining through at least the end of this decade.

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Disposition of the controversy surrounding concurrent enrollment of K-12 students at community colleges has implications for the way CR connects to its area high schools. In addition, while delayed until 2008, the new high school exit exam is expected to push some students on to CR without having completed high school and, thereby, add to CR basic skill responsibilities.
UC and CSU policies on fees, admissions and remediation will impact the number and kind of future CR enrollments. Recent budget proposals and apparent agreements (the “compact”) suggest that UC and CSU admissions may become more restrictive and fees relatively higher, with the result that relatively more young students – who complete high school – will attend CR.
The activities of other providers (competitors or partners) are of moderate importance to CR, since few exist on the North Coast. Among these providers are (1) other public community colleges and four-year institutions, (2) proprietary institutions, non-profits and agencies (University of Phoenix, Jones International, the U.S.
Military, community-based organizations, and the like), and (3) business and industry (McDonalds, GM, Cisco, Oracle, Harcourt, and others).
As part of the effort in this project to “Refine study of conditions external to the
(Redwoods Community College) District,” or “external scan,” as it is commonly called, meetings were held with groups of community leaders and planners in
Arcata, June 2, 2004
Eureka, June 2, 2004
Crescent City, June 3, 2004
Ft. Bragg, June 4, 2004
These communities span, from north to south, the entire North Coast of California area that is served by the College.
The discussions were informal, but each centered around two basic questions:
How do community leaders and planners see their communities developing demographically, economically and socially?
How does/can College of the Redwoods fit in with/contribute to the positive development of these communities?
Note: The following represents the perceptions of the author (Chuck McIntyre) as derived from the discussions and do not necessarily represent opinions of particular individuals in these communities or at the College of the Redwoods (CR).

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While the three communities are widely dispersed geographically – about five hours driving time along the coast from Crescent City in the north to Ft. Bragg in the south – and differ in dramatic ways – demographically, culturally, economically, and physically – they do share some common trends and perceptions:
After some two decades of declines in lumber and fishing industries, the entire North
Coast faces an uncertain economic future.
All three communities (and others along the North Coast) consider recreation and tourism to be a big part of their present and future economies.
Recently, all three areas have experienced rapidly-rising housing prices, such that the
“affordability index” – the percent of local residents whose incomes qualify them for median-priced homes – in each area has dropped to new lows.
It seems that both insufficient supply and rising demand are driving home prices up in each community. Moreover, infrastructure issues are emerging as these communities consider population growth that is currently, in each case, exceeding projections.
Leaders in all three areas are aware of and concerned about the demographic tendency away from age balance because the elderly are entering and the young are leaving the region.
An aging population along the North Coast is leading to expanded health care needs, particularly of a long-term character increasingly delivered to seniors in their homes or in long-term care facilities.
Partnering among public and private agencies is seen generally as essential because local communities and operations are small and are confronted by scale diseconomies.
Leaders all exhibit an enthusiasm for the future of their communities, even given their obvious and sometimes painful awareness of local problems.
And, all leaders are equally enthusiastic about the ability of and need for College of the
Redwoods to be a prominent player in the development of their respective communities.

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The Area
The area served by CR’s Center in Crescent City seems to extend from the Klamath
River in the South to parts of Trinity County to the east, and southern Oregon to the north, particularly the town of Brookings and Curry County. Community leaders, mostly from the Crescent City area, cite their regional identification more with southern Oregon
– as part of the mythical state of “Jefferson” (once put forth as a separate state) – than as any part of northern California south or east of the Klamath River.
Del Norte County has a population of 21,000, about one-third of which resides in
Crescent City. Prominent in this area are Pelican Bay State Prison and the Elk Valley
Rancheria, whose new casino will add some 500 to 600 local hospitality jobs in 2005-06.
At the south end of the County are clustered the small communities of Klamath, Klamath
Glen and Requa.
From Crescent City, Highway 101 extends north along the Coast through Ft. Dick, Smith
River and Brookings (Oregon), the latter two communities producing 90% of the nation’s
Easter lillies. Despite the lillies, the area is known primarily for its recreational opportunities, scenic vistas, and redwoods. Also from Crescent City, Highway 199 extends northeast into Josephine County, Oregon, home to many vineyards and wineries, and to active theatre in Ashland.
The Area’s Development
Poverty is a major problem – half of Crescent City residents are on Medical and, after years of modest increase, Del Norte reports one of the lowest median household incomes of any County or region in California. This adverse condition is compounded by rapidlyrising housing prices, brought about by strong demand in the face of limited supply of housing, land and infrastructure. Moreover, many new buyers are absentee owners, who contribute little to the area’s vitality. In addition, the area’s ability to provide needed public services – health, housing, and other aids – is constrained by a meager tax base; most of the available property is publicly-owned and, therefore, tax exempt.
Seven of every 10 Del Norte residents are White NonHispanic, compared to 5 of 10 across California. However, during this decade (2000-10), nine of 10 added residents are expected to be people of color, and virtually all added residents during the following decade (2010-20) will be people of color, as the White NonHispanic population stabilizes. Del Norte’s Native American population is increasing and comprises 7% of
County residents – similar to the North Coast areas just to the South in CR’s service area, but quite unlike the rest of California generally (1%).

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Area Leaders’ Comments
A dozen leaders from Crescent City and surrounding communities met with this
Contractor. These leaders represented civic, education, health, and security agencies, business, a local newspaper, a local Native American rancheria, and Pelican Bay State
Prison. Discussion emphasized the area’s problems and its opportunities, and CR’s local role. Despite the area’s problems, local leaders are extraordinarily bullish about future possibilities and CR’s role.
Problems:
Isolation: being west of the “redwood curtain” and north of the Klamath River
Small size: diseconomies of small scale necessitate collaboration on most efforts
Health: increasing numbers of seniors; also subtle, but significant, local drug use
A high poverty level and lack of affordable housing
Scarce land and infrastructure
Meager tax base
Loss of the traditional local economy: timber and fisheries
Resources and Opportunities:
Prime location for “end of destination” tourism and recreation
A significant global bio-region
Potential leader in sustainable forestry and fisheries
College of the Redwoods’ Role
Leaders feel that CR is a valuable local asset and should serve as a prominent leader/partner in most community initiatives and activities.
Among other contributions suggested for CR:
Train individuals in locally-needed skills:
Health care, especially for “long-term” settings
Hospitality/tourism: managers, operatives, cooks, etc.
Small business/agency skills of all kinds
Senior services
Provide post-secondary education for Pelican Bay inmates
(Surprisingly, efforts by CR to provide continuing education to Pelican Bay staff have proved problematic.)
Partner with local high schools to improve typically-low college-going rates
Help with the training of individuals in public safety and security professions

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The Area and Its Development
Humboldt County has relatively fewer people of color than either Del Norte or
Mendocino. But, it will lose NonHispanic Whites during the two decades 2000-2020 and gain mostly people of color, while growing at about 600 total population per year. More than ½ of County population resides in the Humboldt Bay Area, stretching roughly from
McKinleyville south to Fields Landing. And, half is reportedly in incorporated cities,
Eureka the largest at 26,000.
Despite avoiding – to a degree – the 2000-02 downturn, the County reports a median household income below that of Mendocino County, the Mountain region and the
Sacramento Valley, and, amazingly, at just half of San Francisco Bay Area incomes.
County jobs are estimated to grow at about 400 (1%) per year over the rest of this decade, down from 530 per year between 1990 and 2000.
Comments of Area Leaders and Planners
Two meetings were held with more than a dozen leaders and planners from the Humboldt
Bay area, representing education, public and private sectors, civic foundations and other groups. Discussions included a variety of local issues and topics, including CR’s role.
A “big” local issue, like elsewhere on the North Coast, is the rapid increase in Humboldt
Bay area housing prices. A combination of robust demand and inadequate supply are the underlying causes. The quantity and quality (style) of new housing are both concerns, as is the need to work with builders to ensure enough affordable housing.
Other issues on which the leaders feel new thinking is needed include:
Health, given the area’s growth in older age cohorts
Manufacturing, both new and “retooled”
Small business: 80% of businesses in Humboldt County employ nine or fewer
Research and technology: in, say, marine science
Discussions also touch on the needs of a rapidly-growing area Hispanic population.
Settling throughout the area – not just in certain communities like Fortuna – this ethnic group needs particular help in family health planning and personal finance or asset development.
Planners cite the following regional problems as most challenging:
Increasing demand for skilled labor
Transportation difficulties: not only poor east-west roads, but also congestion problems along the main north-south corridor, US 101, at certain times and locations

ScanRCCD 20 CMcIntyre, 01/05
Rising housing costs
High poverty rates
Senior housing, health and education
College of the Redwoods’ Role
Discussion about CR’s role in the community deals largely with the difficulty of delivering education via small scale programs and services, and the need to somehow make such work economically viable by partnering and sharing resources.
Area planners are very positive about several aspects of CR’s operational capabilities:
CR’s flexibility and ability to quickly address evident community educational needs and demand for training in job skills.
CR’s potential as a partner – with local firms and agencies – in the area’s economic development.
The Area
The Mendocino Coast, one of California’s most picturesque, is accessed from the north and south by Highway 1 and from the east by several routes, the largest being Highways
20 and 128 that wind through the redwoods of the Coast Range. Despite its proximity, just two hours north of the Golden Gate bridge, the area is not easy to reach, thereby giving it something of an isolated feel. Access to the Mendocino Coast will likely continue to be an issue for residents and visitors alike.
The greater Ft. Bragg, Noya, Mendocino area – location of CR’s local educational center
– is home to around 16,000 residents, about one in every six of the County’s estimated
90,000 population. More of the County’s population lives east of the Coast Range, and fully two-thirds of its residents are outside incorporated cities. The coast is an arts/tourist area, the interior, east of the Range, more of a ranch/winery area.
The Area’s Development
While population growth during the last two years has not been robust, the Mendocino
County and its Coast are expected to grow more rapidly than the rest of the North Coast – at about 1,100 (1.2%) per year over the balance of this decade. If current and expected trends hold, the County will lose NonHispanic Whites, but gain Hispanics, Native
Americans, Asians and Blacks.
In contrast to Humboldt and Del Norte (where the numbers are declining), Mendocino high school graduates are expected to fluctuate over the rest of this decade. Mendocino
County has a higher median household income than its neighbors to the north. Job growth is estimated at 300 per year between 2002-10, down by one-fourth from the 400

ScanRCCD 21 CMcIntyre, 01/05 created each year between 1990-2000 – similar in percentage change, but less numerically, when compared to Humboldt County to the north.
A 2004 Economic Outlook Conference in Ft. Bragg reviewed area challenges and discussed the need for residents to (1) create a Mendocino Coast identity and (2) engage in public-private partnerships so as to develop effective and sustainable development plans, that build on the area’s natural environment.
Area Leaders’ Comments
A dozen community leaders, representing health, education, business, public and private agencies, and the arts, gathered at CR’s Educational Center in Ft. Bragg on June 4, 2004 for a two-hour discussion of the community’s development and CR’s role in that.
As lumber and fishing have declined and tourism increased, Mendocino County searches for jobs to keep the area, particularly the Mendocino Coast, viable. Key issues include housing, health, small business, tourism, education and the arts.
There has been some local debate about growth-no growth policies. Housing is scarce, but the land and infrastructure are supportive, and water and sewer difficulties are being solved. Interestingly, the community currently faces two unusual opportunities: possible development and use of Georgia-Pacific property (430 acres) and the White property (80 acres north of Ft. Bragg).
The Mendocino Coast’s demographic balance is a concern to local leaders – as the area’s young leave and older, retirees, enter. A related concern is the area’s scarcity of skilled labor, especially in health, tourism/hospitality, and small businesses generally. A major local issue is how to preserve and develop the area’s arts, one of its traditionally positive attributes.
College of the Redwoods’ Role
The continuing demand for skilled health workers, driven by needs of the area’s aging population and high turnover among health practitioners, suggests a prominent role for
CR in this sector. Two-thirds of the area’s health practitioners are licensed, and the majority are recruited statewide; i.e., from outside the area. Most of these positions are within CR’s normal training mission. Local leaders are interested in CR helping the area
“grow its own” health workers, using “career ladders” where, say, local individuals begin their work as Nursing Assistants, with the possibility to train further as Licensed
Vocational Nurses (LVNs), then Registered Nurses (RNs) or via an alternative track of, say, Emergency Medical Technician (EMT), into Paramedic, then into the RN.
Observing that CR is too “eclectic,” one leader suggests that CR needs to focus more on specific “niches.” Despite its older student age profile, the CR Center in Ft. Bragg is not always viewed as adequately meeting the needs of local individuals for continuing

ScanRCCD 22 CMcIntyre, 01/05 education. Nor is CR known as a good (small) business supporter. (An estimated 80% of area business is made up of firms with five or fewer employees.)
Area education, promoted by CR, is thought by several leaders to be the best tool for addressing the problem of area demographic (age) imbalance. More specific “niches” suggested for CR include promotion of the local arts and serving as the local “convener” of educational experiences: forums, symposia, exhibits, conferences, and the like.
The need for local agencies, such as hospital, clinic and resource centers, among others, to partner with CR was discussed. The sharing of resources – between community and college or “town and gown” – is viewed as essential in order to achieve community objectives. Local health officials are especially eager to share resources with the college to support the training efforts noted above.
Also discussed was the need for more connection between CR and local high schools, building “bridge” – type programs, particularly around the senior year. At one time, three of every five high school graduates could graduate and secure local jobs. This, of course, is no longer the case as job skills have steadily increased and the old jobs in lumber, fishing and light manufacturing have all but disappeared.
Finally, while the student population in local K-12 is not increasing, teachers are retiring in large numbers and will need to be replaced. Once again, the need to “grow our own” was expressed, and CR’s role – together with four-year institutions – in that effort emphasized.

ScanRCCD 23
REDWOODS COMMUNITY COLLEGE DISTRICT
CMcIntyre, 01/05

CHART A
DEMOGRAPHICS OF NORTH COAST AND OTHER CALIFORNIA REGIONS, 1990-2010
CHART A
DEMOGRAPHICS OF NORTH COAST AND CALIFORNIA, 1990-2010
POPULATION in 000s
POPULATION GROWTH
Rate Rate #Ch/Year
Del Norte
Humboldt
Mendocino
North Coast
Mountain Region
Sacramento Valley
Sacramento Region
S.F. Bay Area
California
1995
27.9
125.0
83.8
236.7
380.1
592.2
1,631.8
6,344.7
31,711.0
2002
27.9
127.5
87.9
243.3
406.1
628.5
1,912.5
6,956.0
2010
29.9
133.2
96.9
260.0
456.7
712.2
2,277.0
7,544.9
35,301.0
39,710.0
1995-02
0.0%
0.3%
0.7%
0.4%
0.9%
0.9%
2.3%
1.3%
1.5%
2002-10
0.9%
0.5%
1.2%
0.9%
1.5%
1.6%
2.2%
1.0%
1.5%
2002-10
250
712
1,125
2,088
6,325
10,463
45,563
73,613
551,125
Del Norte
Humboldt
Mendocino
North Coast
Mountain Region
Sacramento Valley
Sacramento Region
S.F. Bay Area
California
POPULATION CHANGE BY SOURCE, 1990-2002 (per Year)
Natural For. Migr. Dom. Migr. Total Migr.
Total Migr/Total
100
400
300
0
100
200
200
200
100
200
300
300
300
700
600
67%
43%
50%
800
900
2,500
13,200
50,300
330,600
300
300
1,700
5,800
500
4,200
2,800
16,100
42,900 -15,300
241,900 -116,400
800
4,500
4,500
21,900
27,600
125,500
1,600
5,400
7,000
35,100
77,900
456,100
50%
83%
64%
62%
35%
28%
Del Norte
Humboldt
Mendocino
North Coast
Mountain Region
Sacramento Valley
Sacramento Region
S.F. Bay Area
California
POPULATION BY ETHNIC GROUP, JULY 2002 (%)
Hispanic NHWhite Black Asian+
14%
6%
71%
82%
4%
1%
8%
7%
16%
12%
9%
76%
78%
84%
1%
1%
2%
5%
6%
3%
15%
17%
20%
34%
75%
62%
49%
46%
1%
7%
7%
6%
6%
11%
21%
12%
>1Race
3%
3%
2%
3%
2%
3%
3%
3%
2%
Del Norte
Humboldt
Mendocino
North Coast
Mountain Region
Sacramento Valley
Sacramento Region
S.F. Bay Area
California
POPULATION CHANGE BY ETHNIC GROUP, 2000-02 (per Year)
Hispanic NHWhite Black Asian+ >1Race
100
500
750
1,350
0
-100
-150
-250
0
50
0
50
-100
-450
-150
-700
0
350
0
350
1,700
5,000
21,900
42,200
485,200
3,050
5,200
23,150
-46,600
-13,800
150
250
5,400
-4,400
18,600
-500
-200
10,600
49,000
122,750
50
950
5,550
4,300
9,450
Total
0
350
450
800
4,450
11,200
66,600
44,500
622,200
Source: CCSCE (2003).
CMcIntyre, PopChgxReg90-10

90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
CHART B. POPULATION CHANGE, NORTH COAST AND CALIFORNIA,
BY RACE AND ETHNICITY, 2000-2020
2000 2000
%
NORTH COAST
NH White
Hispanic
Asian
Pacific Islander
Black
American Indian
Multirace
Total
188,709 78%
26,878 11%
3,882 2%
392 0%
2,834 1%
12,093 5%
6,889 3%
241,677 100%
2010
186,482
36,968
4,754
435
3,448
15,700
8,775
2000-10
Chg.
872
43
614
3,607
1,886
%Chg.
-2,227 -1.2%
10,090 37.5%
22.5%
11.0%
21.7%
29.8%
27.4%
256,562 14,885 6.2%
2020
182,822
47,906
6,188
455
4,826
18,310
10,440
2010-20 2020
Chg.
%Chg.
%
-3,660 -2.0% 67%
10,938 29.6% 18%
1,434 30.2%
20 4.6%
1,378 40.0%
2,610 16.6%
1,665 19.0%
2%
0%
2%
7%
4%
270,947 14,385 5.6% 100%
CALIFORNIA
NH White 16,047,989 47% 15,377,948 -670,041 -4.2% 14,757,146 -620,802 -4.0% 34%
Hispanic 11,082,985 33% 15,181,594 4,098,609 37.0% 18,877,590 3,695,996 24.3% 43%
Asian 3,746,292 11% 4,713,693 967,401 25.8% 5,565,651 851,958 18.1% 13%
Pacific Islander 111,200 0.3% 151,365 40,165 36.1% 184,457 33,092 21.9% 0%
Black 2,222,816 7% 2,628,971 406,155 18.3% 2,935,929 306,958 11.7% 7%
American Indian 192,753 1% 398,048 205,295 106.5% 615,393 217,345 54.6% 1%
Multirace 639,163 2% 795,148 155,985 24.4% 915,575 120,427 15.1% 2%
Total 34,043,198 100% 39,246,767 5,203,569 15.3% 43,851,741 4,604,974 11.7% 100%
Race and Ethnic Percentages, North Coast and California, 2000
NC
CA
White Hispanic Asian Pacific
Islander
Black American
Indian
Multirace

CHART C
POPULATION CHANGE, NORTH COAST BY RACE AND ETHNICITY, 2000-2020
2000 2000% 2010 2000-10
Chg. %Chg.
2020 2010-20
Chg. %Chg.
2020%
DEL NORTE
NH White
Hispanic
Asian
Pacific Islander
Black
American Indian
Multirace
Total
19,324 70%
3,913 14%
667
18
1,176
1,660
894
2%
0%
4%
6%
3%
19,459
4,559
761
20
1,180
2,029
1,118
135 0.7%
646 16.5%
94 14.1%
2 11.1%
4 0.3%
369 22.2%
224 25.1%
27,652 100% 29,126 1,474 5.3%
19,520
5,506
860
20
1,180
2,397
1,282
61 0.3% 63%
947 20.8% 18%
99 13.0%
0
0
0.0%
0.0%
368 18.1%
164 14.7%
3%
0%
4%
8%
4%
30,765 1,639 5.6% 100%
HUMBOLDT
NH White 104,234 82% 103,070 -1,164 -1.1% 101,530 -1,540 -1.5% 73%
Hispanic 8,515 7% 11,808 3,293 21.5% 15,348 3,540 30.0% 11%
Asian 2,107 2% 2,361 254 8.3% 3,075 714 30.2% 2%
Pacific Islander
Black
American Indian
Multirace
250
1,089
6,931
4,047
0%
1%
5%
3%
290
1,341
9,033
5,233
40 12.9%
252 10.5%
2,102 19.9%
1,186 18.8%
310
2,407
10,543
6,305
20 6.9%
1,066 79.5%
1,510 16.7%
1,072 20.5%
0%
2%
8%
5%
Total 127,173 100% 133,136 5,963 4.3% 139,518 6,382 4.8% 100%
MENDOCINO
NH White
Hispanic
Asian
Pacific Islander
Black
American Indian
Multirace
Total
65,151 75%
14,450 17%
1,108
124
569
3,502
1%
0%
1%
4%
63,953
20,601
1,632
125
927
-1,198 -1.8%
6,151 42.6%
524 47.3%
1 0.8%
358 62.9%
4,638 1,136 32.4%
61,772
27,052
2,253
125
1,239
5,370
-2,181 -3.4%
6,451 31.3%
621 38.1%
0 0.0%
312 33.7%
732 15.8%
61%
27%
2%
0%
1%
5%
1,948 2% 2,424 476 24.4% 2,853 429 17.7% 3%
86,852 100% 94,300 7,448 8.6% 100,664 6,364 6.7% 100%
NORTH COAST TOTAL
NH White 188,709 78% 186,482 -2,227 -1.2% 182,822 -3,660 -2.0% 67%
Hispanic
Asian
26,878
3,882
11%
2%
36,968
4,754
10,090 37.5%
872 22.5%
47,906
6,188
10,938 29.6%
1,434 30.2%
18%
2%
Pacific Islander
Black
American Indian
392
2,834
12,093
0%
1%
5%
435
3,448
43 11.0%
614 21.7%
455
4,826
20 4.6%
1,378 40.0%
15,700 3,607 29.8% 18,310 2,610 16.6%
0%
2%
7%
Multirace 6,889 3% 8,775 1,886 27.4% 10,440 1,665 19.0% 4%
Total 241,677 100% 256,562 14,885 6.2% 270,947 14,385 5.6% 100%
Source: CA DOF (2004).
CMcIntyre, PopChgNC2000-20xRECo.

CHART D
POPULATION CHANGE, NORTH COAST by CITY AND COUNTY, 2002-04
Jan-02 Jan-03
DEL NORTE
CRESCENT CITY
BALANCE
27,725
7,275
27,825
7,325
20,450 20,500
2002 % Chg Jan-04
Chg.
100
50
50
0.4%
0.7%
0.2%
28,250
7,550
20,700
2003 % Chg
Chg.
425
225
200
1.5%
3.1%
1.0%
HUMBOLDT
ARCATA
BLUE LAKE
EUREKA
FERNDALE
FORTUNA
RIO DELL
TRINIDAD
BALANCE
MENDOCINO
FORT BRAGG
POINT ARENA
UKIAH
WILLITS
BALANCE
TOTAL
127,300 128,800
16,850 17,000
1,160 1,170
26,000 26,200
1,410 1,410
10,700 10,900
3,170
310
6,850
480
242,530
3,190
310
67,700 68,600
87,505 88,400
6,900
480
15,600 15,900
5,075 5,050
59,500 60,100
245,025
1,480
150
10
200
0
200
20
0
900
925
50
0
300
-25
600
2,495
1.2% 130,000
0.9% 17,100
0.9%
0.8%
0.0%
1.9%
0.6%
0.0%
1.3%
1.1% 89,200
0.7%
0.0%
6,900
480
1.9%
-0.5%
1.0%
1.0%
1,170
26,250
1,390
11,100
3,210
320
69,400
15,900
5,025
60,900
247,450
1,200
100
0
50
-20
200
20
10
800
800
0
-25
0
0
800
2,425
0.9%
0.6%
0.0%
0.2%
-1.4%
1.8%
0.6%
3.2%
1.2%
0.9%
0.0%
0.0%
0.0%
-0.5%
1.3%
1.0%
North Coast Populations, 2004
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
CRESCENT
CITY
ARCATA FERNDALE TRINIDAD FORT
BRAGG
WILLITS
Source: CA DOF, 2004.
CMcIntyre,PopChgNC200-04XCoCity

Age
Group
CHART E
CALIFORNIA POPULATION BY AGE GROUP, 2000-2010
2000 2000% 2010 2000-10
Chg.
% Chg.
2010%
0-4
5-14
15-19
20-24
25-34
35-44
45-54
55-64
65+
Total
2,525,800
5,295,500
2,426,900
2,380,800
7%
16%
7%
7%
5,115,800
5,450,000
4,457,200
2,690,900
15%
16%
13%
8%
3,693,400 11%
34,036,300 100%
2,906,200
5,448,700
2,892,000
2,899,700
380,400
153,200
465,100
518,900
5,526,500
5,577,000
410,700
127,000
5,572,500 1,115,300
4,391,600 1,700,700
4,495,800 802,400
39,710,000 5,673,700
15.1%
2.9%
19.2%
21.8%
7%
14%
7%
7%
8.0%
2.3%
25.0%
63.2%
14%
14%
14%
11%
21.7% 11%
16.7% 100%
Growth by Age Group, California, 2000-2010
25-34
20-24
15-19
5-14
0-4
65+
55-64
45-54
35-44
0
Source: CCSCE (2003).
500,000 1,000,000 1,500,000 2,000,000
CMcIntyre, PopChg2000-10xAge

DEL NORTE
<25
25-54
55+
Total
CHART E2
POPULATION CHANGE BY AGE, NORTH COAST AND CALIFORNIA
2000 2000
%
2010 Chg.
%Chg 2020 Chg.
%Chg 2020
%
9,144
12,641
5,867
27,652
33%
46%
21%
100%
9,146
12,335
7,645
29,126
2
-306
1,778
1,474
0%
-2%
30%
5%
8,501
12,652
9,537
30,690
-645
317
-7%
3%
28%
41%
1,892 25% 31%
1,564 5% 100%
HUMBOLDT
<25
25-54
55+
Total
MENDOCINO
<25
25-54
55+
Total
45,438
54,729
27,006
127,173
29,368
36,801 42%
20,683 24%
86,852
36%
43%
21%
100%
34%
100%
44,504
51,903
36,723
133,130
31,125
34,989
28,186
94,300
-934
-2,826
9,717
5,957
1,757
-1,812 -5%
7,503 36%
7,448
-2%
-5%
36%
5%
6%
9%
44,751
51,673
43,094
139,518
32,883
36,851
31,430
101,164
247
-230
6,371
6,388
1,758
1,862
1%
0%
17%
5%
6%
32%
37%
31%
100%
33%
5% 36%
3,244 12% 31%
6,864 7% 100%
NORTH COAST
<25
25-54
55+
Total
83,950 35%
104,171 43%
84,775
99,227
825
-4,944
1%
-5%
53,556 22% 72,554 18,998 35%
241,677 100% 256,556 14,879 6%
86,135
101,176
1,360
1,949
2%
2%
32%
37%
84,061 11,507 16% 31%
271,372 14,816 6% 100%
CALIFORNIA
<25
25-54
12,653,168
15,121,186
37% 13,913,669 1,260,501
44% 16,618,329 1,497,143
10% 14,709,206
10% 17,608,539
795,537
990,210
6% 34%
6% 40%
55+ 6,268,844 18% 8,714,769 2,445,925 39% 11,533,996 2,819,227 32% 26%
Total 34,043,198 100% 39,246,767 5,203,569 15% 43,851,741 4,604,974 12% 100%
Source: CA DOF (2004).
PopProjNCAge2000-20 CMcIntyre, 8/04

CHART F
HIGH SCHOOL GRADUATES, NORTH COAST, 1974-2012
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1974
1975
1976
1977
1978
1979
1980
1981
1982
1983
1984
2004
2005
2006
2007
2008
2009
2010
2011
2012
1997
1998
1999
2000
2001
2002
2003
345
330
311
345
319
308
288
300
270
264
248
306
301
427
331
329
Del Norte Humboldt Mendocino NC Total %Chg.
238 1,456 825 2,519
241
197
199
190
1,389
1,364
1,375
1,336
826
812
849
629
2,456
2,373
2,423
-2.5%
-3.4%
2.1%
2,155 -11.1%
184
197
216
214
173
186
1,279
1,133
1,117
1,072
1,010
941
832
889
867
766
862
804
2,295
2,219
2,200
2,052
2,045
1,931
6.5%
-3.3%
-0.9%
-6.7%
-0.3%
-5.6%
228
221
194
202
227
271
266
164
176
188
201
200
930
1,000
1,059
1,035
886
981
987
967
1,081
1,140
1,195
1,183
882
933
1,003
903
921
837
899
893
915
910
949
951
1,976
2,109
2,250
2,139
2,007
2,046
2,107
2,054
2,198
2,277
2,415
2,400
2.3%
6.7%
6.7%
-4.9%
-6.2%
1.9%
3.0%
-2.5%
7.0%
3.6%
6.1%
-0.6%
1,302
1,384
1,369
1,377
1,418
1,477
1,420
1,391
1,347
1,348
1,336
1,304
1,244
1,173
1,227
1,133
955
1,008
1,041
1,032
1,080
1,055
997
1,001
968
982
1,039
973
928
885
914
951
2,521
2,640
2,716
2,710
2,925
2,863
2,746
2,737
2,645
2,641
2,720
2,596
2,480
2,346
2,441
2,354
5.0%
4.7%
2.9%
-0.2%
7.9%
-2.1%
-4.1%
-0.3%
-3.4%
-0.2%
3.0%
-4.6%
-4.5%
-5.4%
4.0%
-3.6%
Source: CA DOF (2004).
CMcIntyre, HSGrdsRCCDbyCo1974-2012

CHART G. High School Graduates,
North Coast and California, 1974-2012
3,000
2,500
2,000
1,500
1,000
500
0
4,500
4,000
3,500
Source: DOF (2004).
2011
1984
1990
Humboldt
CA/100
NC Total
2001
2004
NC Total
Mendocino
Del Norte
CMcIntyre, HSGrdsRCCDbyCo1974-2012

Chart H
POVERTY RATES
ON NORTH COAST
1990
Del Norte
Humboldt
Mendocino
North Coast
California
USA
North Coast/CA
North Coast/USA
2000
Del Norte
Humboldt
Mendocino
North Coast
Ratio in Poverty
Overall Under 18
0.157
0.176
0.142
0.162
0.249
0.231
0.210
0.226
0.125
0.131
1.29
1.23
0.182
0.183
1.24
1.23
0.195
0.195
0.156
0.186
0.281
0.241
0.245
0.254
California
USA
North Coast/CA
North Coast/USA
Change 1990-2000
Del Norte
Humboldt
Mendocino
North Coast
California
USA
0.137
0.119
1.36
1.56
24%
11%
10%
15%
10%
-9%
0.202
0.171
1.25
1.48
13%
4%
17%
12%
11%
-7%
Source: HSU, Redwood Coast Rural Action , 2004. CMcIntyre, 8/04

CHART I
SOCIOECONOMIC DATA, NORTH COAST AND OTHER
CALIFORNIA REGIONS, 1990-2010
Del Norte
Humboldt
Mendocino
North Coast
Mountain Region
Sacramento Valley
Sacramento Region
S.F. Bay Area
California
Del Norte
Humboldt
Mendocino
North Coast
Mountain Region
Sacramento Valley
Sacramento Region
S.F. Bay Area
California
HOUSEHOLD SIZE
1990
3.49
2.69
2003
3.00
2.44
2.76
2.79
2.58
2.54
2010
2.99
2.44
2.57
2.54
2.48
2.61
2.60
2.61
2.79
2.39
2.63
2.65
2.71
2.93
2.48
2.67
2.71
2.71
2.99
$57,105 $63,774 $74,698
$55,512 $62,022 $74,737
$74,950 $83,950 $102,671
$100,060 $123,772 $147,983
$83,003 $97,640 $118,449
12%
12%
12%
24%
18%
COUNTY SIZE, 2002
# Co's Co.Ave.Pop.
27,900
3
17%
21%
22%
20%
21%
127,500
87,900
81,100
14 29,007
7 89,786
4 478,125
9 772,889
58 608,638
1995
AVERAGE HOUSEHOLD INCOME (in $2002)
2002 2010 %ch95-02 %ch02-10
$52,763 $53,547 $65,967
$54,989 $59,181 $72,026
1%
8%
23%
22%
$58,021 $67,676 $80,129
$55,353 $61,468 $73,766
17%
11%
18%
20%
Del Norte
Humboldt
Mendocino
North Coast
Mountain Region
Sacramento Valley
Sacramento Region
S.F. Bay Area
California
1995
$171
TAXABLE SALES (in $2002 millions)
2002 2010 %ch95-02 %ch02-10
$183 $205 7% 12%
$1,243 $1,337
$838 $1,023
$2,253 $2,543
$1,615
$1,168
$2,988
8%
22%
13%
21%
14%
18%
$3,238 $3,856
$5,666 $6,871
$4,966
$8,648
$19,871 $26,885 $39,514
$91,350 $100,447 $142,890
$363,442 $437,907 $604,687
19%
21%
35%
10%
20%
29%
26%
47%
42%
38%
Sources: CCSCE (2003), CA DOF (2004).
CMcIntyre, PopHHChg1900-2010xReg

Region
Mendocino
Humboldt
Del Norte
North Coast
Mendocino
Humboldt
Del Norte
CHART J
CALIFORNIA REGIONAL COMPARISON OF NONFARM JOBS, 1990, 2000, 2002, 2010
1990
Job Number
2000 2002 2010
Job Change (per year)
90-00 00-02 02-10
Job Change (%/yr)
90-00 00-02 02-10
26,300
44,000
8,470
78,770
30,300
49,300
8,960
88,560
31,500
49,500
8,750
89,750
33,916
52,700
9,568
96,183
400
530
49
979
600
100
-105
595
302
400
102
804
1.5%
1.2%
0.6%
1.2%
2.0%
0.2%
-1.2%
0.7%
1.0%
0.8%
1.2%
0.9%
San Francisco Bay Area 3,209,900 3,825,000 3,618,200 4,276,200
Sacramento
San Joaquin Valley
661,500
1,093,600
841,500
1,302,700
875,800
1,326,300
1,088,100
1,643,700
Los Angeles Basin
San Diego
6,889,500 7,389,300 7,438,900 8,609,700
1,081,800 1,317,500 1,351,400 1,641,800
Rest of CA
CALIFORNIA
UNITED STATES
61,510 -103,400
18,000
20,910
49,980
23,570
17,150
11,800
82,250
26,538
39,675
24,800 146,350
16,950 36,300
1,082,530 1,435,840 1,455,650 1,734,517 35,331 9,905 34,858
14,097,600 16,200,400 16,156,000 19,090,200 210,280 -22,200 366,775
122,035,400 143,786,600 142,372,000 160,422,000 2,175,120 -707,300 2,256,250
1.9%
2.7%
1.9%
0.7%
2.2%
3.3%
1.5%
1.8%
-2.7%
2.0%
0.9%
0.3%
1.3%
0.7%
-0.1%
-0.5%
2.3%
3.0%
3.0%
2.0%
2.7%
2.4%
2.3%
1.6%
2008
33,230
51,900
9,399
01-08/yr
343
400
84
2010
33,916
52,700
9,568
Source: CCSCE (2003), CA EDD (2004). CMcIntyre, JobsRCCDCAReg90-10

CHART K
BUSINESS COMPOSITION
NORTH COAST AND CALIFORNIA
Goods Producing
Constr/Mining
Manufacturing
Lumber/Wood
Service Producing
Transportation
Comm/Utilities
Trade
Wholesale
Retail
Eat/Drink
Finance/Ins./RE
Services
Hotels/Lodging
Health
Government
Federal
State
Local
Total NonFarm
Del Norte
2001 %
Annual Employment
Humboldt Mendocino
2001 % 2001 %
North Coast
2001 %
California
2000
(00s)
%
580 8%
210 3%
370 5%
130 2%
0%
6900 92%
180 2%
50 1%
1530 20%
100 1%
1420 19%
530 7%
130 2%
1560 21%
260 3%
690 9%
3450 46%
150 2%
1580 21%
1720 23%
7000
1800
5300
3400
42100
14%
4%
11%
7%
0%
86%
1900 4%
800 2%
12200 25%
1500 3%
10700 22%
3900 8%
2000 4%
12700 26%
900 2%
4400
13300
900
3300
9100
9%
27%
2%
7%
19%
6460
1630
4820
2030
24370
650 2%
480 2%
7950
820 3%
7130 23%
2410 8%
1000 3%
7610 25%
1330 4%
2200
6690
300
560
5830
21%
5%
16%
7%
0%
79%
26%
7%
22%
1%
2%
19%
14040 16%
3640 4%
10490 12%
5560 6%
2420 3%
19250 22%
6840 8%
3130 4%
21870 25%
2490 3%
7290 8%
23440 27%
1350 2%
5440 6%
16650 19%
26981 19%
7504 5%
19478 13%
620 0%
0 0% 0%
73370 84% 117900 81%
2730 3%
1330 2%
21680 25%
4699
27370
32956
3%
19%
23%
8182
24774
9268
8199
46129
1972
9269
23181
2729
4434
16018
6%
17%
6%
6%
32%
1%
6%
16%
2%
3%
11%
7480 100% 49100 100% 30830 100% 87410 100% 144881 100%
Source: CA EDD (2004). Business CMcIntyre, 8/04

Del Norte
Humboldt
Mendocino
North Coast
California
NC/CA
CHART L
NORTH COAST AND CALIFORNIA BUSINESS AND INDUSTRY
BUSINESS SIZES
Business Employed Ave.Bus. <20 n Size n %
20-100 n %
100+ n
833
5,467
4,148
10,448
0.009
7,850
50,867
36,344
95,061
1,117,316 14,967,297
0.006
9.4
9.3
8.8
9.1
740
4,916
3,736
9,392
90%
90%
90%
90%
78
485
369
932
10%
9%
9%
9%
13.4
983,607 88% 110,828 10%
0.679
0.010
0.008
%
1 0%
66 1%
39 1%
106 1%
22,881 2%
0.005
Del Norte
Humboldt
Mendocino
North Coast
California
U.S.A.
NC/CA
NC/USA
7.3%
UNEMPLOYMENT RATES
2001
Annual Average
2002 2003
8.9% 9.1%
6.5%
7.2%
7.0%
8.5%
6.5%
7.1%
6.9%
5.4%
4.6%
1.36
1.59
6.7%
5.8%
1.04
1.21
6.7%
6.2%
1.03
1.11
(July)
2004
8.4%
6.3%
6.3%
6.5%
6.5%
5.5%
1.00
1.18
Change
2002-04
-8%
-3%
-13%
-7%
-3%
-5%
Source: CA EDD (2004). Business CMcIntyre, 8/04

County
Chart M
RCCD SERVICE AREA JOBS by TYPE AND EDUCATION, 2001-08 SUMMARY
Training
Annual Average
Employment
Job
Chg.
2001 2008 # %
Sep'ns
Total
Open Jobs Jobs % per
% Year
RCCD Area Total 90,608 98,558 5,942
BA/BS+ 16,270 17,594 1,324
AA/AS/Cert.
29,260 31,258 1,998
<AA/AS/Cert.
45,078 49,706 2,620
Humboldt Total 49,400 54,238 2,830
BA/BS+ 9,650 10,450 800
AA/AS/Cert.
14,510 15,330 820
<AA/AS/Cert.
25,240 28,458 1,210
Del Norte Total
BA/BS+
10,668
2,010
AA/AS/Crt 4,220
<AA/AS/Crt 4,438
11,430
2,104
4,688
4,638
7% 16,853 22,795 25% 3,256 3.6%
8% 2,213 3,537 22%
7% 4,310 6,308 22%
505 3.1%
901 3.1%
6% 10,330 12,950 29% 1,850 4.1%
6% 9,212 12,042 24% 1,720 3.5%
8% 1,314 2,114 22% 302 3.1%
6% 2,158 2,978 21%
5% 5,740 6,950 28%
425 2.9%
993 3.9%
762
94
7%
5%
468 11%
200 5%
1,916
304
672
940
2,678
398
1,140
1,140
25%
20%
27%
26%
383 3.6%
57 2.8%
163 3.9%
163 3.7%
Mendocino Total
BA/BS+
AA/AS/Crt
<AA/AS/Crt
30,540 32,890 2350
4,610 5,040
10,530 11,240
430
710
15,400 16,610 1210
8% 5,725 8,075 26% 1,154 3.8%
9% 595 1,025 22%
7% 1,480 2,190 21%
8% 3,650 4,860 32%
146 3.2%
313 3.0%
694 4.5%
Source: EDD (2004).
JobsxEducRCCD01-08Sum CMcIntyre, 8/04

Chart N
Skills/Knowledge Cluster
Agriculture and Natural Res.
Business
Computer Science
Education
Food, Service and Hospitality
Engineering and Related
Health
Legal
Media/Art/Design
Public Security
Social and Community Service
Total
NORTH COAST JOB OPENINGS, PER YEAR, 2001-08
BA/BS+
508
AA/AS/ <AA/AS
% Certificate % Cert.
26 3.7%
186 3.1%
30 3.1%
183 3.2%
18 4.6%
7 1.5%
22 2.7%
2 1.1%
6 2.1%
0 0.0%
28 3.2%
3.1%
42
49
7
908
3.2%
162 2.2%
6 4.1%
4.1%
70 4.1%
266 2.5%
146 4.2%
3 2.7%
1.9%
140 4.1%
17 5.2%
3.1%
25
695
0
31
550
505
36
0
0
59
2
Total
% %
1.9% 93 2.8%
4.2% 1043 3.5%
0.0% 36 3.2%
3.2% 263 3.4%
6.2%
3.3%
3.8%
0.0%
0.0%
5.3%
6.3%
638 5.8%
778 2.9%
204 3.9%
5 1.7%
13 2.0%
199 4.4%
47 3.8%
1903 4.1% 3319 3.6%
Source: EDD (2004).
JobsxEducRCCD01-08Sum1 CMcIntyre, 8/04

Chart O
CHART O
RCCD AREA JOBS by TYPE AND EDUCATION, 2001-08 SUMMARY2
Released December 2003
Annual Average
Employment Job Chg.
Occupation Training 2001 (2) 2008 # % Sep'ns
Total Jobs Jobs per
Jobs % Year
AG & NAT. RES.
LifePhySci BA/BS+
LifePhySci
SciOccups
BA/BS+
BA/BS+
FarmFishFor AA/AS/Crt
FrmFshFor
LifePhySci
AA/AS/Crt
AA/AS/Crt
LifePhySci
SciOccups
AA/AS/Crt
AA/AS/Crt
FarmFishFor <AA/AS/Crt
FrmFshFor <AA/AS/Crt
FarmFishFor <AA/AS/Cert.
FarmFishFor <AA/AS/Cert.
3,364
136
170
380
686
162
350
108
470
240
1,330
108
470
250
520
1,348
3,478
148
180
400
728
168
350
112
510
250
1,390
110
510
240
500
1,360
114
12
10
20
3%
9%
6%
5%
42
6
6%
4%
0
4
40
10
0%
4%
9%
60
2
40
4%
5%
2%
9%
-10 -4%
-20 -4%
12 1%
538 652 19%
34
20
46 34%
30 18%
84 104 27%
138 180 26%
28
70
28
34 21%
70 20%
32 30%
50
60
90 19%
70 29%
236 296 22%
14 16 15%
50
50
50
90
40
30
19%
16%
6%
164 176 13%
%
93 2.8%
7 4.8%
4 2.5%
15 3.9%
26 3.7%
5 3.0%
10 2.9%
5 4.2%
13 2.7%
10 4.2%
42 3.2%
2 2.1%
13 2.7%
6 2.3%
4 0.8%
25 1.9%
BUSINESS
Mgmt
Mgrs
Mgrs.
Mgrs
BA/BS+
BA/BS+
BA/BS+
Sales
Sales
BA/BS+
BA/BS+
Sales BA/BS+
Sales
Bus&FinOps BA/BS+
BusFinOper BA/BS+
BusFinOpr
BusFinOpr
BA/BS+
Total BA/BS+
Mgmt
Mgrs
Mgrs.
AA/AS/Crt
AA/AS/Crt
AA/AS/Crt
Mgrs.
Sales
Sales
Sales
AA/AS/Crt
AA/AS/Crt
AA/AS/Cert.
Sales
Bus&FinOps AA/AS/Crt
BusFinOper AA/AS/Crt
BusFinOper
OffAdmSupt AA/AS/Cert.
OffAdmSupt AA/AS/Crt
OffAdmSupt AA/AS/Crt
Source: CA EDD (2004).
106
290
330
726
176
530
640
1,346
50
34
84
2790
558
1770
30,062 31,790 1,728
442
1110
1970
3,522
14
130
20
164
1420
284
460
1160
2090
3,710
18
50
120
188
16
160
30
206
2 14%
30 23%
10
42
50%
26%
1570 150 11%
288 4 1%
740 80 12%
6% 5,570 7,298 24% 1,043 3.5%
4% 60 78 18% 11 2.5%
5%
6%
5%
145 195 18%
275 395 20%
480 668 19%
28 2.5%
56 2.9%
95 2.7%
2
20
0
22
4 29%
50 38%
10
64
50%
39%
220 370 26%
44 48 17%
1 4.1%
7 5.5%
1 7.1%
9 5.6%
53 3.7%
7 2.4%
660
2,364
6,050
2,598
6,514
234
464
10%
8%
70 150 23%
334 568 24%
21 3.2%
81 3.4%
836 1,300 21% 186 3.1%
110
310
350
770
194
590
700
1,484
60
36
96
2810
572
1810
10
10
30
50
24
10
2
12
14
42
13%
30 10%
50 15%
94 13%
24%
60 120 23%
80 140 22%
164 302 22%
20 40%
4 12%
24 29%
340 360 13%
70 84 15%
230 270 15%
1
4
20
20
44
4%
7%
6%
6%
18 10%
60 11%
60 9%
138 10%
10 20%
2 6%
12 14%
20 1%
14
40
3%
2%
2 1.9%
4 1.5%
7 2.2%
13 1.8%
6 3.4%
17 3.2%
20 3.1%
43 3.2%
3 5.7%
1 1.7%
3 4.1%
51 1.8%
12 2.2%
39 2.2%
CMcIntyre, 8/04

OffAdmSupt
Total AA/AS/Crt
5,118
7,274
5,192
7,542
Chart O
74
268
1%
4%
640 714 14% 102 2.0%
866 1,134 16% 162 2.2%
OffAdmSupt <AA/AS/Cert.
OffAdmSupt <AA/AS/Crt
5380
1,348
5410
1,354
30
6
1%
0%
910 940 17% 134 2.5%
228 234 17% 33 2.5%
OffAdmSupt <AA/AS/Crt
OffAdmSupt
Sales
Sales
<AA/AS/Crt
3170
9,898
2710
3320
10,084
150
186
5% 560 710 22% 101 3.2%
2% 1,698 1,884 19% 269 2.7%
3080 370 14% 870 1240 46% 177 6.5%
Sales
<AA/AS/Cert.
4130
6,840
4570
7,650
Total <AA/AS/Cert.
16,738 17,734
440
810
996
11%
12%
6%
1300 1,740
2,170 2,980
3,868 4,864
42%
44%
29%
249 6.0%
426 6.2%
695 4.2%
COMPUTER SCIENCE
CompMath BA/BS+
CompMath
CompMath
CompMath
CompMath
CompMath
BA/BS+
BA/BS+
AA/AS/Crt
AA/AS/Crt
AA/AS/Crt
1,128
64
790
120
974
14
110
30
154
1,336
68
920
150
1,138
18
140
40
198
208 18%
4 6%
130 16%
30 25%
164 17%
4 29%
30 27%
10 33%
44 29%
44 252 22%
4 8 13%
40 170 22%
0 30 25%
44 208 21%
0 4 29%
0
0
0
30
10
44
27%
33%
29%
36 3.2%
1 1.8%
24 3.1%
4 3.6%
30 3.1%
1 4.1%
4 3.9%
1 4.8%
6 4.1%
EDUCATION
TeachrLibr BA/BS+
EducTrgLib BA/BS+
EducTrLib
Teachers+
TeachrLibr
BA/BS+
AA/AS/Crt
EducTrgLib AA/AS/Crt
EducTrLib
Taids
TeachrLibr
AA/AS/Crt
<AA/AS/Crt
7,836
3390
760
1510
5,660
280
326
590
1,196
980
8,442
3590
786
606
200
26
8% 1,240 1,846 24% 264 3.4%
6% 540 740 22% 106 3.1%
3%
1670 160 11%
118 144 19%
240 400 26%
21 2.7%
57 3.8%
6,046
330
346
680
1,356
1040
386
50
20
90
60
7%
18%
6%
15%
160 13%
6%
898 1,284
40
52
90
182
160
90
72
180
342
220
23%
32%
22%
31%
29%
22%
183 3.2%
13 4.6%
10 3.2%
26 4.4%
49 4.1%
31 3.2%
FOOD, SERVICE AND HOSPI 11,000 11,846
PrsSrvHsp BA/BS+
PerSrvHosp BA/BS+
PersServHsp BA/BS+
PrsSrvHsp AA/AS/Crt
PerSrvHosp AA/AS/Crt
FoodPrep
FoodPrpSrv
FoodPrpSrv
PersServHsp
PrsSrvHsp
PerSrvHosp
FoodPrep
FoodPrpSrv
PersServHsp
FoodPrpSrv
AA/AS/Crt
AA/AS/Crt
AA/AS/Crt
AA/AS/Cert.
<AA/AS/Crt
<AA/AS/Crt
<AA/AS/Crt
<AA/AS/Crt
<AA/AS/Cert.
<AA/AS/Cert.
52
140
190
382
26
180
470
162
720
150
1,708
52
490
2690
908
740
4030
8,910
58
180
210
448
34
200
490
170
730
210
1,834
60
590
846 8% 3,620 4,466 41% 638 5.8%
6 12% 8 14 27% 2 3.8%
40 29% 20 60 43% 9 6.1%
20 11%
66
8
20
20
8
10
60
126
8
100
17%
31%
11%
4%
5%
1%
40%
7%
15%
20%
30 50 26%
58 124 32%
4 12 46%
50 70 39%
100 120 26%
32
140 150
40 100
40 25%
21%
67%
366 492 29%
6 14 27%
100 200 41%
7 0.038
18 4.6%
2 6.6%
10 5.6%
17 3.6%
6 3.5%
21 0.03
14 0.095
70 4.1%
2 3.8%
29 5.8%
2910
964
220
56
8%
6%
1060 1280
330 386
48%
43%
183 6.8%
55 6.1%
870 130 18%
4170 140 3%
9,564 654 7%
140 270
1560 1700
3,196 3,850
36%
42%
43%
#####
39 0.052
243 0.06
550 6.2%
ENGINEERING AND RELATE 26,562 27,828 1,266 5% 4,172 5,438 20% 778 2.9%
Source: CA EDD (2004).
2 CMcIntyre, 8/04

ArchEngr
ArchEngnr
Arch/Engin
BA/BS+
BA/BS+
BA/BS+
TransMovng AA/AS/Crt
TransMovng AA/AS/Crt
Production AA/AS/Crt
Production AA/AS/Crt
InstMntRpr AA/AS/Crt
InstlMtnRpr AA/AS/Crt
ConstrExtr
ConstrExtr
AA/AS/Crt
AA/AS/Crt
BldGrnMnt
BldgGrMnt
ArchEngr
ArchEngnr
Arch/Engin
AA/AS/Crt
AA/AS/Crt
AA/AS/Crt
AA/AS/Crt
AA/AS/Crt
TransMoving AA/AS/Cert.
Production AA/AS/Cert.
InstlMtnRpr AA/AS/Cert.
ConstrtExtrt AA/AS/Cert.
BldgGrnds AA/AS/Cert.
TransMovng <AA/AS/Crt
TransMovng <AA/AS/Crt
Production <AA/AS/Crt
Production <AA/AS/Crt
InstMntRpr <AA/AS/Crt
InstlMtnRpr <AA/AS/Crt
ConstrExtr
ConstrExtr
<AA/AS/Crt
<AA/AS/Crt
BldGrnMnt
BldgGrMnt
<AA/AS/Crt
<AA/AS/Crt
TransMoving <AA/AS/Cert.
Production <AA/AS/Cert.
InstlMtnRpr <AA/AS/Cert.
ConstrtExtrt <AA/AS/Cert.
BldgGrnds <AA/AS/Cert.
HEALTH
HealthOcc
HealthOcc
HealthPrac
BA/BS+
BA/BS+
BA/BS+
HealthPrac BA/BS+
HealthPrac AA/AS/Crt
HealthPrac AA/AS/Crt
HealthPrac AA/AS/Crt
HealthSuppt AA/AS/Crt
HealthSuppt AA/AS/Crt
HealthSuppt AA/AS/Crt
HealthPrac AA/AS/Crt
HealthSuppt <AA/AS/Crt
HealthSuppt <AA/AS/Crt
Source: CA EDD (2004).
5,262
320
38
450
808
740
90
1560
94
440
570
3,494
160
80
Chart O
130
42
220
392
276
670
216
970
110
44
230
384
300
670
234
1000
-20 -15%
2
10
5%
5%
-8 -2%
24
0
18
30
9%
0%
8%
3%
20
8
20
48
40
0
10 24%
30 14%
40
64
0%
10%
23%
80
40
80
58
12%
27%
130 160 16%
1 0.0%
1 3.4%
4 1.9%
7 1.5%
9 3.3%
11 1.7%
8 3.8%
23 2.4%
1250
454
262
1300
80
24
110
66
160
1270
474
286
1210
90
24
130
20
20
24
2%
4%
9%
-90 -7%
10
0
20
13%
0%
18%
62
170
1020
810
1940 70
1290 110
110 0
-4 -6%
10 6%
50
0
5%
0%
4%
9%
0%
190 210 17%
62
32
180
82
56
90
18%
21%
7%
30 2.4%
12 2.6%
8 3.1%
13 1.0%
3 3.6%
1 2.4%
970
810
1870
1180
110
10
4
40
20 25%
4 17%
60 55%
10
30
6 9%
40 25%
120 170 18%
140 140 17%
260 330 18%
160 270 23%
20 20 18%
9 7.8%
1 1.3%
6 3.6%
24 0.025
20 0.025
47 2.5%
39 3.3%
3 2.6%
10,778
680
1640
338
80
1730
38
11,090
698
1700
354
90
1960
38
312
18
60
16
3% 1,548 1,860 17% 266 2.5%
3% 128 146 21% 21 3.1%
4%
5%
10 13%
320 380 23%
62 78 23%
54 3.3%
11 3.3%
3 3.6%
230
0
13%
0%
10 20 25%
280 510 29%
14 14 37%
73 4.2%
2 5.3%
192
680
1730
444
2810
208
720
16
40
8%
6%
1960 230 13%
476 32 7%
2750 -60 -2%
22
80 120 18%
280
70
38 20%
510
102
29%
23%
5 2.8%
17 2.5%
73 4.2%
15 3.3%
67 0.024
1910
190
780
2150
1940
190
900
15,392 16,354
30
0
962
2%
0%
120 15%
2370 220 10%
6%
530 470 17%
290
50
110
330
320
50
230
550
2,576 3,538
17%
26%
29%
26%
23%
46 0.024
7 3.8%
33 4.2%
79 3.7%
505 3.3%
5,890
360
44
480
884
870
102
1650
110
510
680
3,922
184
110
628 12%
40 13%
6 16%
30 7%
76 9%
130 18%
12 13%
90 6%
16 17%
70 16%
110 19%
428 12%
24 15%
30 38%
802 1,430 27%
35
6
35
75 23%
12
65
32%
14%
204 3.9%
11 3.3%
2 4.5%
9 2.1%
22 2.7% 76 152 19%
120 250 34%
18
260
18
30
350
34
33%
22%
36%
36 4.8%
4 4.8%
50 3.2%
5 5.2%
100
80
170
190
39%
33%
24 5.5%
27 4.8%
596 1,024 29% 146 4.2%
20 44 28% 6 3.9%
20 50 63% 7 8.9%
3 CMcIntyre, 8/04

HealthSuppt <AA/AS/Cert.
HealthSuppt <AA/AS/Cert.
LEGAL
Legal BA/BS+
LegalOccup BA/BS+
LegalOccup BA/BS+
Legal AA/AS/Crt
LegalOccup AA/AS/Crt
LegalOccup AA/AS/Crt
LegalOccup <AA/AS/Crt
MEDIA/ART/DESIGN
ArtSprtDsgnr BA/BS+
ArtSprtDsgnr BA/BS+
MediaDsgnr BA/BS+
ArtSprtDsgnr AA/AS/Crt
ArtSprtDsgnr AA/AS/Crt
MediaDsgnr AA/AS/Crt
MediaDsgnr <AA/AS/Crt
PUBLIC SECURITY
ProtectServ AA/AS/Crt
ProtectSrv AA/AS/Crt
PubServ AA/AS/Crt
ProtectSrv <AA/AS/Crt
PubServ <AA/AS/Crt
ProtectServ <AA/AS/Cert.
SOCIAL & COMM.SERV.
Com&SocSr
ComSocSrv
ComSocWkr
Com&SocSr
ComSocSrv
ComSocWkr
BA/BS+
BA/BS+
BA/BS+
AA/AS/Crt
AA/AS/Crt
<AA/AS/Crt
1,230
460
270
138
868
200
130
330
32
4,486
1550
1,034
800
3,384
122
330
650
1,102
720
960
308
70
22
90
182
20
8
90
118
8
660
160
90
18
268
260
100
24
384
8
790
1,084
Chart O
70 10%
124 13%
486 11%
70 5%
266 26%
40 5%
376 11%
10 8%
40 12%
60 9%
110 10%
200 16%
70 15%
30 11%
10 7%
110 13%
50 25%
30 23%
80 24%
10 31%
34 11%
0 0%
2 9%
10 11%
12 7%
0 0%
2 25%
20 22%
22 19%
0 0%
46 7%
10 0.0625
0 0%
2 11%
12 4%
10 0.0385
20 20%
2 8%
32 8%
2 25%
1,430
530
300
148
978
250
160
410
42
4,972
1620
1,300
840
3,760
132
370
710
1,212
342
70
24
100
194
20
10
110
140
8
706
170
90
20
280
270
120
26
416
10
90 160 22%
130 254 26%
2
0
2
0 10
2
0
0
0 20
0
0
36 12%
0 0%
4 18%
11%
14 8%
0 0%
2 25%
22%
22 19%
0 0%
47
10 20
15
2
27
18 28
0
2
20
0
93 14%
0.125
15 17%
4 22%
39 15%
0.108
20 20%
4 17%
52 14%
2 25%
908 1,394 31% 199 4.4%
290 360 23%
196 462 45%
51 3.3%
66 6.4%
120 160 20% 23 2.9%
606 982 29% 140 4.1%
42 52 43%
90 130 39%
170 230 35%
302 412 37%
7 6.1%
19 5.6%
33 5.1%
59 5.3%
130 330 27%
40 110 24%
30
16
60 22%
26 19%
86 196 23%
20
20
70 35%
50 38%
40 120 36%
4 14 44%
47 3.8%
16 3.4%
9 3.2%
4 2.7%
28 3.2%
10 5.0%
7 5.5%
17 5.2%
2 6.3%
23 3.2%
36 3.8%
5 1.7%
0 0.0%
1 2.6%
1 0.016
2 1.1%
0 0.0%
0 3.6%
3 0.032
3 2.7%
0 0.0%
13 2.0%
3 0.018
2 2.4%
1 3.2%
6 2.1%
4 0.015
3 2.9%
1 2.4%
7 1.9%
0 3.6%
Source: CA EDD (2004).
4 CMcIntyre, 8/04