BUILDING MOMENTUM
2019 COMMUNITY IMPACT REPORT SA2020 Board of Directors sa2020.org/Board
Alyson Ramos Miller Chad Miller Auto Care
Audree Hernandez, Board Treasurer The Consulting Engineers Group, Inc.
David Snowden Argo Group US
Erica Hurtak San Antonio Economic Development Foundation SA2020 Team Jaime Castillo sa2020.org/Team SAWS Ariane Etemadi Jordana Barton Director of Operations Federal Reserve Bank of Dallas Audrey Herrera Lourdes Castro Ramírez Community Impact Assistant University Health System Foundation Carina Hiscock Melissa Burnett Community Impact Analyst USAA Jessica Gutierrez Michele Autenrieth Brown Administrative Coordinator KIPP Texas Kiran Kaur Bains Michelle Garcia Shaw, Board Secretary Director of Community Impact Curney, Farmer, House, Osuna & Jackson, P.C. Mary Kate Hull Ryan Kuhl, Board Chair Brand Specialist First American Commercial Property Group Molly Cox Sonia M. Rodriguez, Immediate Past Chair President & CEO Cowen | Rodriguez | Peacock [email protected] Ty Sheehan, Board Vice-Chair [email protected] Hornberger Fuller & Garza Incorporated
Confluence Park | Vanessa Velazquez Photography Friends and Neighbors,
The momentum for San Antonio’s Community Vision has never been stronger. Nearly ten years ago, close to 6,000 San Antonians created a shared vision for the community. This vision, defined by eleven Community Results, outlined multiple goals to be reached by the year 2020. In order to guide this decade-long strategic vision into action, SA2020, an independent, nonprofit organization, was created in 2012. Today, San Antonio is the only large city in the country that has a shared community vision written by the people who call the city home, a separate nonprofit holding the community accountable to that vision (that’s SA2020!), and more than 160 multi-sector organizations aligning their work to move the needle on Community Results. We share this a lot because we are exceptionally proud of San Antonio. So…what happens in the year 2020? (We know you’ve been thinking it.) We continue working together. We think about San Antonio’s future, dreaming of what can be; we track and map the community’s progress, prioritizing goals; and we continue to work collaboratively and intentionally toward the shared Community Vision. SA2020, the nonprofit, drives progress toward San Antonio’s Community Vision by: 1. Reporting on San Antonio’s progress by tracking and analyzing 62 community indicators prioritized by you. We work with our data partner, CI:Now, to disaggregate nearly three-quarters of these indicators by race, gender, age, and place in order to tell a more complete story of San Antonio’s progress and identify opportunities for targeted interventions. 2. Engaging and activating the community to lead change through storytelling, data visualization, resource sharing, and public events. 3. Aligning multi-sector organizations toward the shared vision. In the last year, SA2020 partnerships have grown across nonprofits, foundations, education institutions, corporations, and government by 20% to more than 160 organizations. A system map of our Partners can be found at bit.ly/sa2020ecosystem. And the work is not done. This year, Team SA2020 will lead the most ambitious community engagement process the community has ever seen in order to reaffirm and strengthen San Antonio’s Community Vision. And we need your help to make that happen. Together, we can shape the community’s future and increase participation among San Antonians all across the city. What do you want to see changed or improved in the next ten years? What do you want to see maintained or preserved? What are you willing to do to make these things happen? How can you create the greatest impact toward San Antonio’s Community Vision? In this report, we provide the information you need to see where San Antonio needs to double down efforts and how we all might learn from the progress already made. Every year, our nonprofit produces a Community Impact Report so individuals and organizations can celebrate San Antonio’s successes (even incremental progress), understand the complex challenges that persist, and shift policies, resources, and services toward where the community needs them the most. SA2020 will always drive progress toward the Community Vision. The work doesn’t stop; neither will San Antonio’s progress. Let’s do this. Together.
- Team
03 • SA2020 2019 Impact Report Hemisfair | SA2020 Photo CONTENT
Letter from Team SA2020 | 03
SA2020 Partners | 07
Overview | 10
Call to Action | 11
Indicator Snapshot | 12
How to Read this Report | 14
Arts & Culture | 15
Civic Engagement | 23
Community Safety | 31
Downtown Development | 41
Economic Competitiveness | 47
Education | 57
Environmental Sustainability | 67
Family Well-Being | 75
Health & Fitness | 85
Neighborhoods | 95
Transportation | 103
Measures & Methodologies | 109
Special Thanks Data Partner | CI:Now | cinow.info Report Designed by Melissa Burnett, SA2020 Board Member Vanessa Velazquez Photography | vanessavelazquez.com
05 • SA2020 2019 Impact Report Courtesy Photo | Brighton Center SA2020 PARTNERS
SA2020 Partners are integral to San Antonio's progress. They work every day to make the city better, change people’s lives, and move San Antonio closer to reaching the Community Vision. SA2020, the nonprofit, supports the work of our multi-sector Partners through capacity building, collaboration, data sharing, and storytelling. We know that we’ll go further if we work together towards common goals.
CORPORATE PARTNERS are committed to supporting the nonprofit sector by aligning their philanthropic giving and volunteer hours with the greatest needs of SA2020 Nonprofit Partners, thereby moving the needle on Community Results.
FOUNDATION/FUNDER PARTNERS are committed to informing their philanthropic giving with the needs of the community, and demonstrating how their civic engagement efforts more broadly move the needle on Community Results.
GOVERNMENT AND PUBLIC INSTITUTION PARTNERS are committed to informing their policies, resource allocation, and services with the needs of the community, and demonstrating how these efforts move the needle on Community Results.
EDUCATION PARTNERS are committed to informing their programs and services with the needs of the community, and demonstrating how these efforts move the needle on Community Results.
MEMBER AND TRADE ORGANIZATION PARTNERS build the capacity of other organizations and demonstrate how they collaboratively move the needle on Community Results.
NONPROFIT PARTNERS lead targeted interventions, delivering programs and services based on the needs of the community, and demonstrate how their efforts move the needle on Community Results.
PARTNERS MOVE THE NEEDLE ON...
13% 18% 15% 27% 30% 46% 61% 69% 64% 85% 100%
Become a Partner at SA2020.org/become-an-SA2020-partner.
07 • SA2020 2019 Impact Report CORPORATE PARTNERS Boysville, Inc. Argo Group Brighton Center Bank of America Briscoe Western Art Museum Hixon Properties, Inc. Build San Antonio Green The Cherrity Bar Catholic Charities, Archdiocese of San Antonio, Inc. Whataburger Centro San Antonio Child Advocates San Antonio FOUNDATION/FUNDER PARTNERS Children’s Association for Maximum Potential San Antonio Area Foundation (CAMP) United Way of San Antonio and Bexar County Children’s Bereavement Center of South Texas University Health System Foundation ChildSafe Chosen GOVERNMENT AND PUBLIC INSTITUTION PARTNERS Christian Assistance Ministry Alamo Area Council of Governments City Year San Antonio City of San Antonio Clarity Child Guidance Center Pre-K 4 SA Communities in Schools of San Antonio San Antonio Housing Authority CONNECT + ABILITY at Warm Springs VIA Metropolitan Transit disABILITYsa EDUCATION PARTNERS Dress for Success San Antonio & Career Gear San Antonio Alamo Colleges District Education Service Center, Region 20 MEMBER AND TRADE ORGANIZATION PARTNERS Environmental Defense Fund San Antonio Hispanic Chamber of Commerce Eva’s Heroes South San Antonio Chamber of Commerce Family Service Family Violence Prevention Services, Inc. NONPROFIT PARTNERS Friends of Spare Parts ACE Mentor Program of Greater San Antonio, Inc. Gardopia Gardens, Inc. Alpha Home Gemini Ink Alzheimer’s Association Girl Scouts of Southwest Texas American Cancer Society Girls Inc. of San Antonio American Heart Association Girls on the Run of Bexar County Anuja SA, Inc. Good Samaritan Community Services Any Baby Can Goodwill Industries of San Antonio Artpace San Antonio Green Spaces Alliance of South Texas ARTS San Antonio Guadalupe Cultural Arts Center Autism Community Network Guardian House AVANCE San Antonio Guide Dogs of Texas, Inc. Bexar County Community Health Collaborative (The Haven for Hope of Bexar County Health Collaborative) Healthy Futures of Texas Bexar County Family Justice Center Healy-Murphy Center, Inc. Big Brothers Big Sisters of South Texas Hemisfair Blessed Sacrament Academy House of Neighborly Service Blue Star Contemporary Intercultural Development Research Association Boys & Girls Clubs of San Antonio KLRN Public Television 08 • SA2020 2019 Impact Report Las Casas Foundation San Antonio Zoo Leadership SAISD SAY Sí Lifetime Recovery Snack Pak 4 Kids San Antonio LiftFund Social and Health Research Center Literacy San Antonio, Inc. South Alamo Regional Alliance for the Homeless Lupus Foundation of America - Lone Star Chapter Special Reach Inc. Madonna Center, Inc. St. Paul’s Episcopal Montessori School Maestro Entrepreneur Center St. Peter-St. Joseph Children’s Home Martinez Street Women’s Center Summer of Service MCH Family Outreach Teach for America San Antonio McNay Art Museum TEAMability Meals on Wheels San Antonio The Arc of San Antonio MOVE Texas The Center - Pride Center San Antonio Musical Bridges Around the World The Children’s Shelter NARAL Pro-Choice Texas Foundation The Classic Theatre of San Antonio Parent/Child Incorporated of San Antonio & The DoSeum Bexar County The Down Syndrome Association of South Texas Planned Parenthood South Texas The Immunization Partnership Project MEND The Magik Theatre Project Quest The National Hispanic Institute at San Antonio Project Transformation Rio Texas The Pink Berets Rays of Relief The Prosthetic Foundation Restore Education The Public Theater Ride Connect Texas The Rape Crisis Center RISE Rehab The San Antonio Lighthouse for the Blind and SA Hope Center Vision Impaired SA Youth The San Antonio Museum of Art SAMMinistries theArtsFund SAMSAT Thrive Youth Center San Antonio Bike Share THRU Project San Antonio Botanical Garden Society, Inc. Trinity University College Advising Corps San Antonio Council on Alcohol and Drug Abuse UP Partnership San Antonio Economic Development Foundation Visitation House Ministries San Antonio Education Partnership Voices for Children of San Antonio San Antonio Food Bank Witte Museum San Antonio for Growth on the Eastside (SAGE) Women’s Global Connection San Antonio Metropolitan Ballet Woodlawn Theatre San Antonio Pets Alive! YMCA of Greater San Antonio San Antonio Public Library Foundation Yoga Day Nonprofit San Antonio River Foundation Youth Code Jam San Antonio Sports Youth Orchestras of San Antonio San Antonio Threads YWCA San Antonio San Antonio Youth Literacy
09 • SA2020 2019 Impact Report OVERVIEW We know that the progress San Antonio has made over the last near-decade is a result of collaborative, targeted interventions and millions of dollars in public and private investment to address teen pregnancy, early childhood education, healthcare enrollment, downtown development, multimodal transit, affordable housing, college attainment, workforce development, and digital inclusion. This is the power of a shared Community Vision—not just in what it says, but for what it pushes us to accomplish together. A shared vision leads to big, bold eorts.
WOMEN’S EQUITY RESOLUTION
DECADE OF DOWNTOWN
While targeted investments and efforts have driven real change, we also know that great challenges persist. As an independent organization, SA2020 continues to separate San Antonio’s progress by the eleven Community Results you prioritized in 2010; however, these challenges cannot be considered in isolation.
When we see that access to transportation and affordable housing continue to lag, we come to understand why it might be that college enrollment and professional certificates also remain mostly stagnant. Without accessible transportation options and safe, affordable housing, how might San Antonio’s workforce—of today and the future—consider higher education? If neighborhoods remain segregated by income and without access to green spaces, we can expect disparities in school funding to persist and nearby options for heart-healthy exercise to remain limited. Education and health outcomes, as a result, will continue to move in the wrong direction.
In reading through the report, you’ll note that some areas, like Arts & Culture, Downtown Development, and Environmental Sustainability are seeing noteworthy successes. In these areas, many of the indicators are significantly affected by large scale strategies led by single, large organizations. With the support of individuals and local government, CPS Energy successfully guided San Antonians to use less energy and eliminated the need to build a new coal plant.
In other areas, however, we know the challenges are systemic, upheld by multiple organizations and sectors. San Antonio’s most persistent and complex community challenges affect the daily lives of residents: early childhood outcomes, college readiness and workforce development, family violence, cost of living and quality of life, and mobility. In order to reach the Community Vision, together we have to disrupt, dismantle, and recreate policies, processes, budgets, and programs to meet community need.
The data in these pages represent all of us: children, students, co-workers, neighbors, and grandparents to name a few. To see each other as merely numbers is to lose sight of San Antonio’s Community Vision—“we are all responsible for our collective well-being”—as written under the Community Result for Family Well-Being. In fact, San Antonio’s story is of a community that agreed upon where it wanted to go and continues to work diligently to arrive at that destination together.
This report was finalized in December 2019 and is intended to provid an annual snapshot of where the community stands on reaching San Antonio’s Collective goals by the year 2020. The report is presented with the most recent information available, using the most recent data available from approximately 33 local, state, and national sources. For updated stories and information, visit SA2020.org.
10 • SA2020 2019 Impact Report CALL TO ACTION While we understand that no one organization can achieve Community Results, we also believe that everyone is capable of affecting change. The progress already made shows that San Antonio—both individuals and organizations—are capable of addressing the root causes of the community’s greatest challenges. Throughout the report, we ask that you consider your spheres of influence and control: how might you make the greatest impact toward San Antonio’s Community Vision?
Individual Community Members • Connect to SA2020 Nonprofit Partners and volunteer your time or support them financially. SA2020.org/partners • Support SA2020's work in driving progress toward your Community Vision by joining our Community Circle. bit.ly/sa2020circles • Share this report and San Antonio’s progress toward its Community Vision with your own circles. • Participate in strengthening and reaffirming San Antonio’s Community Vision by attending SA2020 events and co-creating strategies for moving the needle. SA2020.org • Hold elected officials and policymakers accountable to allocating resources and creating policies based on community need. This means voting in all elections—national, state, and local. • Ask yourself, “How does this work I’m doing—in my neighborhood association, volunteer time, philanthropic giving, employment, school, work—help move the needle on San Antonio’s Community Vision?”
People Who Work in Multi-Sector Organizations • Become an SA2020 Partner and align your micro efforts to San Antonio’s macro results. SA2020.org/get-involved • Make data-informed decisions by exhaustively documenting your organizational outcomes. Measure your performance to make sure programs and efforts are meeting community need. Need help? SA2020 facilitates this work. Email [email protected]. • Share this report and San Antonio’s progress toward its Community Vision within your own circles. • Share SA2020 resources and ask staff and clients to fill out surveys and questionnaires to help reaffirm and strengthen the Community Vision.SA2020.org • Ask yourself, “How does this work I’m doing help move the needle on San Antonio’s Community Vision?”
Journalists and Members of the Media • Commit to responsible, race-conscious data analysis and storytelling. • Use this report as a means to tell more complete stories related to San Antonio and elevate awareness of the significance of its Community Vision. • Engage SA2020 Partners as content experts. SA2020.org/partners • Tell the story of incremental progress. • Ask yourself, “Does this story highlight institutional barriers? Does it raise the awareness that impact is interrelated across Community Results and change requires whole systems working together?”
Elected Officials and Policymakers • Use this report to help understand the big picture of San Antonio’s progress and elevate awareness of the significance of a shared Community Vision. • Share this report and San Antonio’s progress toward its Community Vision with constituents. SA2020.org/progress • Allocate budget resources based on community need, utilizing data disaggregated by race, geography, gender, and age. • Promote partnerships with multi-sector organizations to strengthen collaborative, targeted efforts. • Engage SA2020 Partners as content experts and work with nonprofit leadership in your City Council District to co-create policies that meet community need. SA2020.org/partners • Complement this report with SA2020 City Council Profiles to see where targeted policies could meet community need. SA2020.org/reports • Ask yourself, “How does this policy or budget allocation help move the needle on San Antonio’s Community Vision?”
11 • SA2020 2019 Impact Report 2019 Indicator Snapshot
Met & Exceeded On Track 14 (23%) 3 (5%)
Increase Economic Impact of the Increase Attendance for Arts and Culture Creative Sector
Increase Attendance at Community Safety Trainings Increase Downtown Housing Units Reduce Emergency Response Times
Increase Downtown Employment Reduce Teen Birth Rate Improve Downtown Economic Impact
Increase Employment in Target Industries Reduce Unemployment Increase Entrepreneurship Baseline 2 (3%) Increase High School Graduation Rate
Increase Renewable Energy Reduce Food Insecurity Reduce Water Use Reduce Energy Use Increase Development with Low Environmental Impact Increase Complete Streets
Increase Inner-Loop Housing Construction
12 • SA2020 2019 Impact Report 2019 Indicator Snapshot
Progress Flat/Getting Worse 27 (44%) 16 (26%)
Increase Funding for Arts and Culture Increase Volunteerism Increase Employment in Creative Industries Increase Philanthropic Giving Improve Satisfaction with Arts and Culture
Reduce Recidivism Increase Voter Turnout Decrease Domestic Violence Increase Diversity of Elected Officials Improve Satisfaction with Community Safety
Increase Greater Downtown Reduce Index Crime Rate Area Population
Reduce Downtown Crime Rates Increase Professional Certificates
Increase Per Capita Income Expand STEM Economy Increase College Enrollment Improve Kindergarten Readiness Improve 3rd Grade Reading Level Improve College Readiness Increase Employment in Green Industries Increase Adults with College Degrees
Improve Air Quality Index Reduce Residential Waste Reduce Underemployment Increase Recycling Rate Reduce Poverty Rate
Reduce Homelessness Reduce Obesity Decrease Child Abuse and Neglect Reduce Diabetes Rate Reduce Income Segregation
Improve Maternal and Child Health Increase Walkability Increase Access to Health Care Reduce Health and Behavioral Risks Decrease Vehicle Miles Traveled Improve Access to Parks and Green Spaces Decrease Commute Time Improve Digital Access Decrease Housing Cost Burden
Increase Alternative Transit Use Eliminate Traffic Fatalities and Serious Injuries
13 • SA2020 2019 Impact Report HOW TO READ THIS REPORT
As you read this report, we invite you to be curious. Ask yourself: “Why do we care about this goal?” “Is there a better way to get to the heart of this result?” “How would we know we’re making progress toward the results we want to see?” “How would we recognize results in measurable terms?” “Why is this indicator moving?” “Why is this one lagging?” “What current policies and programs could be shifted to better account for the different histories and needs of the community?” “How might I make a greater impact?”
COMMUNITY RESULTS San Antonio’s Community Vision is made up of eleven Community Results—conditions of well-being for the entire San Antonio population—and each Result makes up a section of this report. By referencing the vision at the start of each section, we ask that you be results-driven first and data-informed second. The data is only as important as the results we seek to achieve.
SECTION OVERVIEW Each section of the report begins with a summary paragraph that celebrates progress, highlights challenges, and connects each Community Result to San Antonio’s Community Vision. The overviews show how progress requires multi-sector collaboration, and that everything the community seeks to achieve is interrelated.
INDICATOR SNAPSHOT Indicators are the measures that help quantify Community Results. The On Track indicator snapshot will give you an at-a-glance, graphic representation of the progress San Antonio is making toward each Community Result. To read Met/Exceeded this report as simply “up" or “down" movement on Community Indicators, however, misses the full story. This is where the indicator narratives come in.
INDICATOR NARRATIVE CALLOUTS
Indicator Name Follow the dotted lines and arrows for Goal: Increase something good to something better more information about a particular topic,
Baseline Update including statewide or national statistics Goal Quantified (First Year Indicator Was Tracked) (Most Recent Year) and definitions. 2,020 2,010 2,019 Oh, hi! You followed the arrows and At SA2020, we analyze the data behind each indicator, and now you’re here! complement that analysis with local and national research, and Source: SA2020 deep knowledge of the work underway across more than 160 multi-sector Partner organizations. Here we share this unique bird’s eye view of San Antonio, including which organizations LEARN MORE are moving the needle; where community need still exists; and how multi-sector organizations might develop smarter policies, Impress your friends with all your knowledge of how San Antonio is and better allocate resources and target services. With this LEARN MORE doing toward its shared Community information, you’re able to see how you might better advocate Vision. This report is also available for and lead change. online at SA2020.org progress. Still curious? We’ve listed resources throughout each section for continued learning. GRAPHS & CHARTS We know that policies and programs have historically and disproportionately Asian 89.2% set up barriers for communities of color and low income communities. We
White 87.2% also know that demographics continue to determine life outcomes. In order to better understand progress, we disaggregate the data, where possible, by
Two or More Races 83.9% race, gender, age, and City Council District.
All Students 73.2% Demographic categories change throughout the report in order to remain consistent with the data sources referenced. For example, “White” may be Hispanic 70.1% listed as “Non-Hispanic White,” “Anglo,” or “Non-Minority.” All of the data reference “sex,” rather than “gender” and use the categories “male” and African American 65.9% “female.” SA2020 advocates for collecting inclusive demographic data, and 0.0% 20.0%4 0.0% 60.0%8 0.0% 100.0% our practices can be found at SA2020.org/reports.
14 • SA2020 2019 Impact Report ARTS & CULTURE
Courtesy Photo | Hemisfair San Antonio leads the world as a creative community.
San Antonio reflects a diverse range of artistic expression that builds on our rich cultural heritage. The arts are integral to our way of life for community members of all ages and backgrounds. Public and private support spurs a renaissance of artistic creativity where a vibrant cultural economy flourishes. Contemporary art reflects the dynamic nature of San Antonio’s artistic, literary and cultural communities and movements. ARTS & CULTURE A thriving arts and culture scene is important to our economic health—in the people it employs, in the companies and talent it attracts, in the tourism it invites—but it also transforms the very ways in which we interact with one another and our city. Arts institutions and cultural opportunities help us feel more a part of the community, and a focus on creativity helps to spur critical and innovative thinking. San Antonio is making progress across Arts & Culture indicators, as the creative economy has grown and investment, attendance, and satisfaction in local arts and cultural offerings have risen. By continuing to invest in and recognize the contributions of the creative community, we have the potential to drive change across Community Results.
INDICATOR SNAPSHOT Increase Funding for Arts and Culture 30% Increase Attendance for Arts and Culture of SA2020 Partners impact Increase Economic Impact of Creative Sector Arts & Culture
Increase Employment in Creative Industries A full list of SA2020 Partners is on page 8. Improve Satisfaction with Arts and Culture
Increase Funding for Arts and Culture Goal: Double the amount of public funding invested in our arts and culture programs
Goal Quantified Baseline (2010) Update (2018) $12,800,000 $6,400,000 $7,948,261 Source: City of San Antonio, Department of Arts & Culture
The original intent of this indicator was to increase funding Twenty-eight percent across public and private investors for arts and culture of SA2020 Nonprofit programs. To double funding by the year 2020, arts and Partners move the needle culture programs would need to have been funded at on Arts and Culture. These $11,520,000 in 2018. This indicator, however, only measures public dollars in funding and does not account for private 40 organizations have a investments as there is not a reliable database of private arts combined annual revenue contributions for San Antonio. The investment of public dollars of $199,041,513. from the City of San Antonio includes the funding of local arts Source: 2019 SA2020 Nonprofit agencies, as well as the City’s Department of Arts and Culture Partner Impact Report managed or sponsored events and exhibits, such as: Centro de Artes and Plaza de Armas Galleries, Poet Laureate Program, Distinction in the Arts Awards, and Luminaria. We have seen annual increases in funding to arts and culture programs from the City of San Antonio since 2010, though not at the rate necessary to achieve the 2020 goals.
SA2020 Partners, like the San Antonio Area Foundation and Bank of America, have made a commitment to funding arts and culture programs. And while we are able to compile and assess their investments, we also know that many other private investments are missed.
17 • SA2020 2019 Impact Report The Department of Arts and Culture operates within the City of San Antonio’s Fiscal Year which runs from October 1st through September 30th. The department is funded annually by 15% of the net Hotel Occupancy Tax; therefore, public funding to arts agencies is supported through this tax. Additionally, 1% of the City’s eligible capital improvement funds is dedicated to the acquisition, commissioning, installation, and conservation of public art. The Public Art San Antonio program manages all of the City’s public arts projects and programs and is wholly supported by this fund.
The mission of the City of San Antonio’s Department of Arts and Culture is to “enrich quality of life by leading and investing in San Antonio’s arts and culture.” LEARN MORE The Cul-TÚ-Art Cultural Plan is the City of San Antonio’s guide for investment in the arts and can be found at getcreativesanantonio.com/CulTUArt.
Increase Attendance for Arts and Culture Goal: Double the number of individuals attending arts and culture events in San Antonio
Goal Quantified Baseline (2010) Update (2018) 3,600,000 1,800,000 5,506,793 Source: City of San Antonio, Department of Arts & Culture
The original intent of this indicator was to capture attendees at all arts and culture events in San Antonio. Similar to the previous measurement for increasing funding for arts and culture, this indicator only measures attendance at City-sponsored arts and culture events as there is not a reliable database of broader arts attendance. Attendance at City- sponsored arts and culture events exceeded San Antonio’s stated 2020 goal in 2017 and maintained its trajectory in 2018, exceeding the original goal by nearly two million attendees or 53%. This number may be attributed, in part, to San Antonio’s year-long Tricentennial Celebration in 2018.
Courtesy Photo | Anuja SA, Inc.
18 • SA2020 2019 Impact Report In August 2019, Wavehill Social and Economic Research released The Value of Arts and Culture in Place-shaping. The report found that attending arts and culture LEARN MORE events helped people feel a part of their community. The report also indicates that arts and culture offerings inform people’s decisions to move or stay and help businesses recruit talent. The report can be downloaded at artscouncil.org.uk/ publication/value-arts-and-culture-place-shaping.
Increase Economic Impact of Creative Sector Goal: Increase to $5 billion
Goal Quantified Baseline (2010) Update (2018) $5,000,000,000 $3,943,081,536 $4,828,551,272 Source: San Antonio Creative Industry Report The economic impact of the creative sector in 2018 was on track to meet San Antonio’s 2020 goal. The growth between 2016 and 2018 was 21.4%. Economic Impact of the Creative Industry in San Antonio 2018 Numbers calculated by Steve Nivin, Ph.D., Chief Economist, SABÉR Research Institution for the 2018 San Antonio Creative Industry Report
Employment Income Output Direct Impacts 21,086 $999,219,033 $4,041,486,387 Indirect Impacts 2,762 $158,335,780 $400,407,450 Induced Impacts 2,836 $128,383,968 $386,657,435 Total Impacts 26,684 $1,285,938,782 $4,828,551,272
Direct Impact includes primary expenditures of the sector. Indirect Impact includes secondary organizational expenditures on things like operations and supplies. This is business-to-business activity. Induced Impact includes staff expenditures on the local economy. This is household-to- business activity.
Increase Employment in Creative Industries Goal: Double the number of individuals employed in creative industries
Goal Quantified Baseline (2010) Update (2018) 42,400 21,200 21,984
Source: San Antonio Creative Industry Report Creative occupations are categorized by 45 6-digit NAICS codes that, in 2018, amounted to 21,984 jobs with the top employment being Public Relations Specialists at 2,598 jobs and the fewest jobs under Choreographer with 12 jobs counted.
19 • SA2020 2019 Impact Report Fiesta Mural #2 | Artists: Shek Vega & Nik Soupe | Vanessa Velazquez Photography
Employment by Creative Occupation in San Antonio 2018 Numbers calculated by Steve Nivin, Ph.D., Chief Economist, SABÉR Research Institution for the 2018 San Antonio Creative Industry Report
Description 2018 Jobs Description 2018 Jobs Public Relations Specialists 2,598 Reporters and Correspondents 226 Merchandise Displayers and Entertainers and Performers, Sports and 1,528 221 Window Trimmers Related Workers, All Other Graphic Designers 1,439 Musical Instrument Repairers and Tuners 204 Musicians and Singers 1,312 Broadcast Technicians 204 Marketing Managers 1,305 Film and Video Editors 203 Bakers 1,263 Craft Artists 188 Architects, Except Landscape and Naval 1,006 Advertising and Promotions Managers 161 Photographers 918 Dancers 148 Librarians 785 Multimedia Artists and Animators 127 Editors 764 Agents and Business Managers of Artists, 94 Library Technicians 696 Performers, and Athletes Camera Operators, Television, Video, and Producers and Directors 683 90 Motion Picture Interior Designers 663 Fashion Designers 84 Chefs and Head Cooks 644 Sound Engineering Technicians 80 Audio and Video Equipment Technicians 612 Landscape Architects 69 Writers and Authors 600 Artists and Related Workers, All Other 66 Music Directors and Composers 474 Set and Exhibit Designers 55 Art Directors 384 Curators 54 Commercial and Industrial Designers 381 Archivists 44 Technical Writers 348 Museum Technicians and Conservators 35 Fine Artists, Including Painters, Sculptors, 331 and Illustrators Broadcast News Analysts 34 Radio and Television Announcers 321 Choreographers 12 Actors 287 Total 21,984 Floral Designers 244
20 • SA2020 2019 Impact Report Improve Satisfaction with Arts and Culture Goal: Increase the percentage of residents that feel “San Antonio Arts and Cultural life provide everything their family wants” to 80%
Goal Quantified Baseline (2012) Update (2019) 80.0% 55.0% 63.0%
Source: City of San Antonio, Department of Arts & Culture
The percentage of residents that feel that San Antonio arts and The survey was culture provide everything their family wants is currently tracked completed by 2,919 through a survey produced and disseminated by the City of people—1,035 residents, San Antonio’s Department of Arts and Culture. This indicator 420 visitors, and shows progress, but not at the rate needed to meet San Antonio’s 1,464 arts patrons— 2020 goal. This indicator is not a measure of satisfaction of those between August 20 and who attended an event, but rather an overarching view of whether September 20, 2019. respondents are satisfied with San Antonio’s arts and culture offerings for their families. In 2019, 63% of total respondents either strongly agreed or agreed that “San Antonio arts and cultural Arts patrons were life provide everything my family wants,” whereas 69% of total contacted directly by respondents either strongly agreed or agreed that “San Antonio’s arts agencies and asked arts and cultural offerings provide everything I want.” The survey to complete a survey. additionally offers a look at the perceptions of both visitors Forty-five agencies and with regard to San Antonio’s arts and culture arts patrons participated in 2019, an offerings: visitors have a higher perception than residents, and 80% increase in agency residents have a higher perception than arts patrons, those who engagement from the regularly attend and support arts institutions. 2017 survey.
Majestic Theatre | SA2020 Photo
21 • SA2020 2019 Impact Report Percentage of Survey Participants Who "Strongly Agree" or "Agree" with the Following Statements 2019 Source: Cul-Tú-Art Survey 2019
57% San Antonio arts & culture oerings 71% provide everything my family wants. 70%
64%
San Antonio arts & culture oerings 77% provide everything I want. 73%
39% San Antonio arts & culture oerings compare well with other 72% international cities. 60%
35%
San Antonio provides a much richer 65% artistic and cultural oering than other major U.S. cities. 54%
52% San Antonio provides a much richer artistic and cultural oering than 67% most Texas cities. 63%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Arts Patrons Visitors Residents
The 2019 Cul-TÚ-Art Survey was commissioned by the City of San Antonio’s Department of Arts and Culture to better understand what opportunities exist to stimulate growth and development while continuing to engage and connect with LEARN MORE residents and visitors. The purpose of this study is to gather data that will help guide and strengthen the City’s investment in arts and culture. The results of the full survey can be found online at getcreativesanantonio.com/CulTUArt.
22 • SA2020 2019 Impact Report CIVIC ENGAGEMENT
City Council Chambers Municipal Plaza Building | Vanessa Velazquez Photography San Antonio’s residents are deeply engaged as elected leaders, business leaders, volunteers, and voters in the process of making government more responsive and accountable to San Antonians.
Vibrant grassroots movements, civic organizations, business leaders, city staff, and selfless community members actively and effectively collaborate in all areas of city operations and governance. Elected officials and city staff take ownership of issues and are accountable for results. City, county and state branches of government coordinate their work to eliminate waste brought about by duplication of effort. The city cultivates inspired and effective leaders in selfless service to the community and is recognized for delivering transparency in government. CIVIC ENGAGEMENT Civic Engagement is the foundation of both San Antonio’s original community visioning process and the progress made since then. To reach the goals the community set, San Antonians must take responsibility for them, holding multi-sector organizations accountable and taking action by voting, leading, volunteering, and giving. This requires understanding that we as individuals make up the systems we seek to change. While government and other multi-sector organizations have helped remove some barriers to engagement—leading to recent progress in voter turnout, for example— there’s more work to be done to ensure that San Antonio is best equipped to continue working toward our collective vision. 2020 especially offers opportunity for San Antonians to get involved civically, from voting in the November election to helping to reaffirm and strengthen San Antonio’s Community Vision for the next decade.
INDICATOR SNAPSHOT % Increase Voter Turnout in Municipal Elections 100 of SA2020 Increase Diversity of Elected Officials Partners impact Civic Engagement Increase Volunteerism A full list of SA2020 Partners Increase Philanthropic Giving is on page 8.
Increase Voter Turnout in Municipal Elections Goal: Increase voter turnout in each municipal election by 2% points
Goal Quantified Baseline (2011) Update (2019) 14.7% 6.7% 13.0% Source: Bexar County Elections Department
Since 2011, San Antonio has more than doubled municipal voter turnout. Because this indicator measures voter turnout for municipal elections, it is only measured in odd-numbered years. In May 2019, when San Antonians cast their ballots for Mayor and Council, we made progress toward our 2020 goal, but didn’t meet it.
The municipal runoff in June 2019 saw an increase in turnout to 15.4% for four contested seats, which was a higher turnout than the 2017 runoff (13.2%) that had 7 contested seats. Then, in November 2019, as part of the “off-season” vote for Texas Constitutional Amendments, voter turnout for Bexar County was 9.6%, up from 3.7% for the same election type and timeframe in 2017. The 2017 early vote count was 20,659 compared to 42,721 early votes in 2019—a 107% increase. In November 2019, Bexar County moved to a super precinct model, allowing voters to cast their ballots at any open precinct on election day. The total election day vote cast in 2019 was 56,621, which was more than three times those cast on election day in 2017 (17,989). Forty percent of voters went to precincts outside their home precinct, according to Bexar County Elections. Removing barriers to voting across all elections is critical to sustaining voter habits over time.
Young voters who vote three times in a row, particularly in the first elections for which they're eligible to vote, are more likely to become lifelong voters. Source: Voter Turnout and the Dynamics of Electoral Competition in Established Democracies since 1956, Cambridge University Press, Mark N. Franklin, 2004
25 • SA2020 2019 Impact Report Voter Turnout in San Antonio by Sex 3.5% 2019 Source: Bexar County Elections Department
46.0%
50.5%
Male Female Unknown
Voter Turnout in San Antonio by Age 2019 4.7% Source: Bexar County Elections Department 20.7%
18 - 29
46.7% 30 - 49 50 - 64 65+
27.9%
The policies and services of multiple institutions impact voters. In order to vote, people interact with the government to register, rely on news media and the internet to learn about the ballot, negotiate time off with employers, and use streets and sidewalks to get to and from polling sites. This report later elaborates on San Antonio’s challenges with mobility and transportation, as well as digital access and inclusion (see Neighborhoods and Transportation).
• Bexar County Elections Department posts all historical election reports on their website at bexar.org/2186/Historical-Election-Results. • ilovesanantonio.org/meencantasanantonio.org is a one-stop resource for all things associated with elections. SA2020 updates this website for all municipal elections. LEARN MORE • The League of Women Voters provides personalized ballot information and voter guides at vote411.org. • MOVE Texas helps young voters register and learn about the candidates and issues. You can learn more about this statewide movement at movetexas.org.
Election Day is Tuesday, November 3, 2020, with President, Senate, Congress, and Texas Legislature elections on the ballot. Primary Election Day is March 3, 2020.
26 • SA2020 2019 Impact Report Increase Diversity of Elected Officials Goal: The membership and composition of city boards and elected officials will more closely reflect the diversity of our city’s population
Goal Quantified Baseline (2012) Update (2019) 26.6% (Non-Minority) 42.4% 32.9%
Source: City of San Antonio, Office of the City Clerk Increasing the diversity of elected officials ensures that elected and appointed officials reflect the population of San Antonio by race, gender, age, and other demographics. Research cites representation as an important reality for increasing civic engagement and improving the likelihood that policy decisions meet the needs of constituents. Both of these are important given that disaggregated data across community results—educational attainment, per capita income, and health—show that race affects the life outcomes of San Antonians.
Increasing the racial diversity of elected officials has consistently been tracked by the percentage of City board members who are white or “non-minority,” as identified by the City of San Antonio’s Office of the City Clerk. This number continues to move in the right direction, increasing the number of people of color on the City’s Boards and Commissions, but not at the rate necessary to meet San Antonio’s 2020 goal. When disaggregating board and commission members by race and gender, in this case defined as “male” and “female” by the Office of the City Clerk, we see room for increasing representation. In gender, for example, City Boards and Commissions are over-represented by people identifying as male.
There are 87 City boards and commissions. As of November 2019, there were 715 people serving as members/commissioners with 54 vacancies—7% of the 769 total seats. There is some missing data, as well as repeat members and double-counted elected officials. The Office of the City Clerk will be switching systems in order to better track the data as part of the recommendations from the City's Process Review in 2019.
Courtesy Photo | SA2020
27 • SA2020 2019 Impact Report CoSA Board/Commission Representation Compared to City of San Antonio Population by Sex 2019 Source: City of San Antonio, Office of the City Clerk & American Community Survey, 1-Year Estimate DP05 (2018) (Report from City of San Antonio pulled November 8, 2019)
When it comes to race/ethnicity, in this case defined as “Non-Minority White,” “Black,” and “Hispanic” by the Office of the City Clerk, we compared Boards and Commissions to the City of San Antonio’s population. The City’s Boards and Commissions are over-represented by members identifying as white only and underrepresented by members identifying as Hispanic. The members identifying as Black include the 31-member Dr. Martin Luther King, Jr. Commission that has a majority of seats reserved for District 2 residents.
CoSA Board/Commission Representation Compared to City of San Antonio Population by Race/Ethnicity 2019 Source: City of San Antonio, Office of the City Clerk & American Community Survey, 1-Year Estimate DP05 (2018) (Report from City of San Antonio pulled November 8, 2019)
NOTE: Additional identifiers for race/ethnicity for CoSA include: American Indian/ Alaska Native, Other, Asian or Pacific Islander, and Unknown. Raw data of those serving show missing information on race/ethnicity for 12.4% of members. CoSA reports 1.5% as “Unknown.”
28 • SA2020 2019 Impact Report This indicator does not, however, tell the full story of representation. While the City tracks race/ethnicity and gender of appointed and elected officials, it is not mandatory for a person to provide this information, nor is there any additional demographic data collected, such as age. In 2019, a review of Boards and Commissions was conducted by the City of San Antonio's Office of Innovation. Findings showed that appointments were consistent with applications, meaning that people, by race and gender, are being appointed at the same rate at which they are applying. This, then, shows potential barriers within the service requirements and across the recruitment, application, and onboarding processes.
• The City of San Antonio’s Office of the City Clerk oversees Boards and Commissions. To view current Rosters and Agendas, as well as apply to serve, visit sanantonio.gov/Clerk/Legislative/BoardsCommissions. LEARN MORE • The 2019 Boards & Commissions Application Process Review—Final Report from the City of San Antonio’s Office of Innovation offers areas of opportunity to improve and streamline the application process. The full report can be downloaded at https://3snpdc2ba9m5uwuk62n8cs84-wpengine.netdna-ssl. com/wp-content/uploads/2019/08/Boards-and-Commissions-Application- Process-Report-Final.pdf.
Increase Volunteerism Goal: Increase volunteer rate by 4% points
Goal Quantified Baseline (2010) Update (2018) 28.4% 27.8% 25.7%
Source: Corporation for National and Community Service
Volunteers are defined as those who performedunpaid activities The Independent —for or through an organization—at any point during the 12-month Sector estimates period that preceded the survey. This does not include, for example, a parent volunteering in their child’s classroom. This year, we shifted the average hourly from a volunteer rate, measured by a three-year moving average, to rate in 2018 for a a singular reporting year. This gives us real-time data and allows for volunteer in Texas a discussion on changes over time. at $25.10 per hour. SA2020 Nonprofit Partners had 178,241 volunteers who served upwards of 1.86 million hours. Source: 2019 SA2020 Nonprofit Partner Impact Report
The SA2020 Nonprofit Partner Impact Report celebrates nonprofit impact and promotes shared responsibility toward San Antonio’s Community LEARN MORE Vision. This report should be used to understand the collective efforts of the nonprofit sector. Released on January 22, 2020, this report can be found at SA2020.org/reports.
San Antonio ranks 30th out of 51 large cities in volunteerism in the United States. Source: Corporation for National and Community Service
Texas ranks 40th out of 51 states in volunteerism, including the District of Columbia. Source: Corporation for National and Community Service
29 • SA2020 2019 Impact Report Increase Philanthropic Giving Goal: Increase percentage of all individual tax returns with contributions to 20%
Goal Quantified Baseline (2011) Update (2017) 20.0% 17.6% 17.1% Source: Internal Revenue Service On a steady decline since we first began tracking this indicator in 2010, philanthropic giving started to turn the corner in 2015 and has gradually increased since then; however, the data for philanthropic giving lags by two years. This data is tracked through tax returns and individuals who elected to itemize their contributions. Individuals who give small amounts throughout the year have generally not been included in this number, as they are likely not itemizing their donations on their tax returns. For example, the 24-hour online giving campaign, The Big Give SA, has seen 217,039 donors give over $25 million dollars to local nonprofits since 2014. Additionally, tax implications under new legislation have increased the standard deduction for charitable donations. Up from $6,350 for individuals and $12,700 for married couples, new total itemized deductions must exceed $12,000 for individuals and $24,000 for married couples. This new legislation will affect those who have used the standard deduction to benefit from donating to organizations, potentially leading to fewer households engaging in philanthropic giving.
In a report from June 2019, Giving USA showed a decline in overall giving in America to $427.7 billion in 2018. This is after four years of sustained growth that reached as high as $435.1 billion in 2017. A key takeaway every year is that individuals make up the vast majority of donations, and in 2018, it was no different. That being said, overall giving by individuals decreased in 2018, while foundation giving reached its highest-ever dollar amount in 2018. This increase happened even with an estimated decrease of 6.9% in giving to foundations.
The Big Give 2020 is planned for March 26, 2020. Find out more at thebiggivesa.org.
Giving USA 2019: The Annual Report on Philanthropy for LEARN MORE the Year 2018 can be found online at givingusa.org.
30 • SA2020 2019 Impact Report Courtesy Photo | YMCA San Antonio is the safest big city in America.
Public safety officials, city staff and community members collaborate through strong, engaged community neighborhood networks to reduce crime and promote a thriving and law-abiding San Antonio. The city’s proactive prevention programs, responsive enforcement efforts, and high state of disaster readiness result in low levels of crime and a high sense of personal safety. COMMUNITY SAFETY Community Safety remains a complex piece of San Antonio’s Community Vision. While program and internal process changes—like community trainings and emergency response times—have yielded success fairly quickly, reducing recidivism and domestic violence require greater intervention and systemic changes. These indicators also have the power to affect other outcomes for both individuals and their families, making them especially important for us to understand and address collectively. At the same time, San Antonio’s overall crime rate has fallen again, revealing overarching progress in the safety of the community.
INDICATOR SNAPSHOT Reduce Recidivism 46% Reduce Emergency Response Times of SA2020 Partners impact Reduce Index Crime Rate Community Safety Decrease Domestic Violence
A full list of SA2020 Partners Improve Satisfaction with Community Safety is on page 8.
Increase Attendance at Community Safety Trainings
Reduce Recidivism Goal: Reduce recidivism rate by 50%
Goal Quantified Baseline (2010) Update (2016) 15.9% 31.7% 34.0%
Source: Bexar County Office of Criminal Justice Policy, Planning, and Programs Recidivism refers to a person's relapse into criminal behavior, measured by re-arrest, reconviction, or return to, often after the person receives sanctions or undergoes intervention for a previous crime (National Institute of Justice). Recidivism rates are often used to measure the success of policies and programs working to reduce crime and/or support people in re- entering society after serving prison or jail sentences.
The U.S. has the largest incarcerated population in the world, with approximately 2.2 million people in prison or jails. Source: sentencingproject.org/the-facts/#map
Reducing recidivism requires allowing people to re-enter the community and access resources necessary to lead successful lives. A conviction history or criminal record can produce barriers to a successful re-entry, excluding those with criminal histories from securing housing, going to school, voting, and getting an occupational license. According to the U.S. Commission on Civil Rights, these barriers persist long after people have served their sentences and/or
33 • SA2020 2019 Impact Report fulfilled their probation or parole. The impact of these barriers reaches beyond people with criminal records into entire families and the San Antonio community.
1 in 4 jobs in the U.S. requires an occupational license, including high- demand jobs in healthcare and biosciences. Source: Fair Chance Licensing Reform: Opening Pathways for People with Records to Join Licensed Professions, National Employment Law Project (2018)
This year, the Bexar County Office of Criminal Justice Policy, Planning, and Programs revisited all local numbers, helping us update the baseline for 2010 and taking us all the way to present day. This measure is a three-year rate, showing recidivism up to three years after the initial arrest and/or conviction. National statistics show that men of color, particularly Black men, are disproportionately arrested and incarcerated, and San Antonio shows similarities. Categories in each of the following graphs are defined by the source of the information.
When disaggregated by sex, we see that men are arrested at a rate of 559.1 per 100,000 population, more than two times the arrests for women.
Arrest Rate by Sex Per 100,000 Population 2016 Source: United States Department of Justice. Federal Bureau of Investigation. Uniform Crime Reporting Program Data. Ann Arbor, MI: Inter-university Consortium for Political and Social research [distributor]
2016 arrest data disaggregated by race/ethnicity shows that arrests for Black residents is at 787.5 per 100,000.
Arrest Rate by Race/Ethnicity Per 100,000 Population 2016 Source: United States Department of Justice. Federal Bureau of Investigation. Uniform Crime Reporting Program Data. Ann Arbor, MI: Inter-university Consortium for Political and Social research [distributor]
34 • SA2020 2019 Impact Report Finally, arrests by age show that residents over the age of 18 are being arrested at 498.5 rate per 100,000.
Arrest Rate by Age Per 100,000 Population 2016 Source: United States Department of Justice. Federal Bureau of Investigation. Uniform Crime Reporting Program Data. Ann Arbor, MI: Inter-university Consortium for Political and Social research [distributor]
When accounting for the challenges in re-entry after arrest, data show that men, Black residents, and those 18 and older are being arrested at greater rates, thereby creating populations of the community who are navigating a complicated system of barriers. In a city that has also prioritized reducing recidivism, the community must also pay attention to prevention and intervention methods, as well. Dollars for mental health and substance abuse treatment, for example, could be expanded.
Collateral Consequences: The Crossroads of Punishment, Redemption, LEARN MORE and the Effects on Communities from June 2019 can be found online at usccr.gov/pubs/2019/06-13-Collateral-Consequences.pdf.
Reduce Emergency Response Times Goal: Decrease police response time for emergency calls to 8 minutes
Goal Quantified Baseline (2010) Update (2018) 8 minutes 8.2 minutes 6.8 minutes
Source: San Antonio Police Department (SAPD)
One of the very first SA2020 targets ever met was reducing the emergency response times of SAPD, which was originally met in 2012. Different than other indicators in this report which track the progress of whole populations, this measure specifically speaks to SAPD’s performance. Because this was identified as a priority in San Antonio’s original visioning process, SA2020 has continued to track and report it, and SAPD has continued to evaluate and shift performance to exceed the desired goal. By evaluating practices and becoming more efficient in their own processes, the SAPD emergency response rate was 6.8 minutes in 2018.
35 • SA2020 2019 Impact Report Reduce Index Crime Rate Goal: Decrease index crime rates by 38%
Goal Quantified Baseline (2010) Update (2018) 4,381.6 7,268.8 4,991.1
Source: San Antonio Police Department (SAPD)
Crime rates here include: Criminal homicide, Forcible/Legacy rape, Robbery, Aggravated assault, Burglary, Larceny, Motor vehicle theft, and Arson. We are making progress on this indicator, though not at the rate necessary to reach San Antonio’s 2020 goal. This rate—4,991.1—represents the number of crimes per 100,000 population. San Antonio has experienced volatility in this indicator, with a steady decline initially, followed by a significant uptick in 2016. However, today’s rate is 31.3% lower than in 2010. More specifically, the 2018 rate is 11.5% lower than the rate from 2017. The following graph shows each crime by rate per 100,000 with larceny at the top with 3019.9 per 100,000 and murder at the bottom with 7 per 100,000.
San Antonio Crime Rate Per 100,000 Population 2018 Source: San Antonio Police Department Uniform Crime Reports
The Rape Crisis Center provides 24-hour crisis intervention, free and LEARN MORE confidential counseling, and a community-wide prevention education program. The 24-hour support line number is 210.349.7273.
36 • SA2020 2019 Impact Report Decrease Domestic Violence Goal: 50% decrease in family assaults
Goal Quantified Baseline (2010) Update (2018) 5,324 10,648 12,320
Source: San Antonio Police Department (SAPD) The number of family assaults continues to rise, making San Antonio one of the top cities for family violence not only in Texas, but in the nation. In 2018, the annual number of family violence assaults rose to 12,320. Family violence is made up of aggravated assault, where a weapon was used and/or the victim was seriously injured, as well as non-aggravated assault, which does not involve weapons and may require no medical attention. The Centers for Disease Control and Prevention (CDC) identifies intimate partner violence as a serious and preventable public health problem. We know that family violence is not an isolated indicator and must be understood alongside employment, as well as income and cost of living. According to the National Resource Center on Domestic Violence, intimate partner violence can happen to anyone; however, it disproportionally affects people of color, women, lesbian, gay, bisexual, transgender, and queer people, and people with disabilities.
The San Antonio Police Department provided deidentified geocoded family violence case data that was assigned to exact city council districts based on the address of the case. There were 109 cases with incomplete addresses. The total number of family violence cases for 2018 was 13,026. This is not a count of victims, but total cases with an SAPD case number assigned. The following graph shows the number of cases relative to the population.
Rate of Family Violence Cases by Total Population by San Antonio City Council District per 10,000 2018 Source: San Antonio Police Department and US Census Bureau American Community Survey 2018 5-Yr Estimate, Table B01003
Note: The rate was calculated using the exact count of family violence cases per council district divided by the total population by census tract approximated to city council boundaries from ACS Table B01003.
37 • SA2020 2019 Impact Report The following graph shows the total cases by City Council District. The San Antonio Police Department provided deidentified geocoded family violence case data that were assigned to exact city council districts based on the address of the case.
Total Family Violence Cases by San Antonio City Council District 2018 Source: San Antonio Police Department
In October 2019, the City of San Antonio presented a five-year comprehensive domestic violence plan. Six goals were identified:
1. Disrupt the developmental pathways toward partner violence 2. Teach safe and healthy relationship skills 3. Increase cross-sector partnerships and transparency 4. Coordinate and streamline access to services and trauma-informed response systems 5. Support survivors to increase safety and lessen harm 6. Reduce access to weapons and increase availability of rehabilitative programs
The City of San Antonio is coordinating closely with Bexar County and community partners through the Collaborative Commission on Domestic Violence (CCDV), also formed in 2019, to implement recommendations from the Domestic Violence Comprehensive Plan.
• Family Violence Prevention Services, a local agency, offers residential and non-residential clients shelter, transitional housing, counseling, and legal services. Their 24-hour emergency shelter services and hotline can be reached at 210.733.8810. • The City of San Antonio commissioned The Status of Women in San Antonio Report to examine the status of women in San Antonio today. A variety of data sources were used to analyze the standing of women in San Antonio on dimensions such as health and well-being, LEARN MORE education, crime and violence, and economics. Released in May 2019, the report trends data from 2012-2017 and compares women in San Antonio to those of Austin, Dallas, and Houston. The full report is available online at sanantonio.gov/Portals/0/Files/health/News/Reports/ StatusOfWomen/StatusOfWomen-Full.pdf. • The City of San Antonio Comprehensive Domestic Violence Plan: Love Is…lays out a five- year strategy for reducing family violence in San Antonio. The full report can be found at sanantonio.gov/Portals/0/Files/NewsReleases/LoveIs_COMP%20PLAN_FINAL[2]. pdf?ver=2019-10-30-133905-743.
38 • SA2020 2019 Impact Report Improve Satisfaction with Community Safety Goal: 10% increase of residents who rate their overall feeling of safety as “excellent”
Goal Quantified Baseline (2010) Update (2018) 67.1% 61.0% 57.0%
Source: City of San Antonio, Department of Government and Public Affairs
Resident satisfaction with community safety is tracked by the City of San Antonio on a biennial basis. The purpose of the survey is to objectively assess resident satisfaction with the delivery of City services and to gather input about priorities for the City. The City released their report in December 2018. The percentage of residents who rate their overall feeling of safety as “excellent” or “good” was at 57%—the lowest since SA2020 began tracking and reporting this data in 2010.
Sixty-seven percent of the 1,116 respondents were white, followed by “Other” (17%), Black or African American (11%), American Indian or Alaskan Native (2%), and Asian (2%). Resident satisfaction with community safety is not disaggregated by any demographics. We are, therefore, not able to see if there are differences in resident satisfaction with community safety by race, geography, gender, or age. When data is disaggregated in this way, it allows us to better understand who exactly in the community does not feel safe and ask why.
In order to increase satisfaction ratings for police safety services, the City's report recommends focusing improvements in crime prevention, neighborhood protection, and emergency response times. In October 2019, Pew Research showed that public perceptions about crime in the United States don’t necessarily align with crime statistics. Locally, while our crime rate is down by over 30% and our goal for emergency response time has been exceeded, public perception of safety—"feeling safe”—has declined. Research further shows that while police can affect crime, disorder, fear, and even satisfaction for limited periods of time, police alone cannot maintain these improvements (Duffee et al, Community Building Measures: How Police and Neighborhood Groups Can Measure Their Collaboration, 2006).
The survey was administered in English and Spanish to a random sample of 1,116 residents by mail, internet, and phone.
Check out 5 Facts About Crime in the U.S. at pewresearch.org/fact-tank/2019/10/17/ facts-about-crime-in-the-u-s/
The City of San Antonio 2018 San Antonio Community Report LEARN MORE can be found online at sanantonio.gov/gpa/CommunitySurvey.
39 • SA2020 2019 Impact Report Increase Attendance at Community Safety Trainings Goal: Increase the number of community members receiving community policing and community safety training by 10%
Goal Quantified Baseline (2010) Update (2018) 1,144 1,040 1,309 Source: San Antonio Police Department (SAPD)
This indicator was originally identified to measure progress, in part, in community policing. According to the Office of Community Oriented Policing Services of the U.S. Department of Justice, community policing refers to the process by which residents are involved in the planning, designing, and implementing of strategies to ensure the safety of the community. Community Trainings include the annual number of people trained in community policing and outreach programs—Citizen Police Academy, Public Safety Teams, Volunteers in Policing, Family Assistance Crisis Teams, and Citizens on Patrol. In 2018, we sustained our upward trend and, once again, exceeded the 2020 goal for increasing attendance at community safety trainings with 1,309 attendees. Resident participation in trainings is but one tactic in a multi-pronged approach to community policing. Other tactics include: deployment of neighborhood officers (known as SAAFE officers in San Antonio), community meetings, and decentralizing police facilities. These types of strategies have been shown to build community among neighborhoods and police and support the community’s capacity to ensure safety.
For trainings and more information, visit sanantonio.gov/ LEARN MORE SAPD/Citizen-Participation-Programs.
Yanaguana Garden | Vanessa Velazquez Photography
40 • SA2020 2019 Impact Report DOWNTOWN DEVELOPMENT
Hipolito F. Garcia Federal Building and United States Courthouse | Vanessa Velazquez Photography Downtown is the heart of San Antonio and is everyone’s neighborhood.
It is a showcase for visitors, a center of vibrant activity for community members to live, work and play, and an economically inviting locale for businesses to flourish. Downtown’s historic buildings and character are preserved, its parks and green spaces are inviting, and the river continues to be treasured as its defining asset. DOWNTOWN DEVELOPMENT Downtown Development doesn’t just mean more buildings or office space; the vision engenders economic, social, and cultural development to the entire community’s benefit. San Antonio has strengthened the urban core by investing in education, arts, historic preservation, green spaces, economic development, and more. At the end of San Antonio’s ‘Decade of Downtown,’ we have seen much progress in this Community Result, particularly with relation to downtown housing units and employment, as well as economic impact. We also know that with a desired result to have San Antonio’s downtown be a place where the community could “live, work, and play,” work remains to increase the number of residents in the center city, which requires a conversation around affordability, mobility, and accessibility.
INDICATOR SNAPSHOT % Increase Downtown Housing Units 18 of SA2020 Increase Greater Downtown Area Population Partners impact Downtown Increase Downtown Employment Development
Improve Downtown Economic Impact A full list of SA2020 Partners is on page 8. Reduce Downtown Crime Rates
Increase Downtown Housing Units Goal: Increase new housing units by 7,500
Goal Quantified Baseline (2011) Update (2019) 10,804 new units 3,304 10,450 Source: City of San Antonio, Center City Development & Operations Department (CCDO) San Antonio continues to be on target to meet the 2020 goal of increasing multi-family downtown housing. As part of achieving this target, the City of San Antonio’s Center City Development and Operations Department generated a plan to help increase public investment, create a housing finance strategy, coordinate management, and regulate development. As part of this plan, the City established the Center City Housing Policy (CCHIP) in June 2012, as a predictable incentive system to encourage new housing in the center city. In December 2017, CCHIP was placed on hold by City Council to be revised. Then, in December 2018, Council approved an updated CHHIP, which was redesigned as a tiered system that focuses on density and housing affordability in areas that can accommodate growth.
This revised policy could more intentionally connect housing and the Greater Downtown Area population. As San Antonio increases the number of multi-family units, so too should it increase the number of people living downtown. Of the 7,146 new units created since the baseline was calculated in 2011, 3,422 are complete, 2,100 are under construction, and the remainder are in the planning stages. The vast majority of these new units are rental housing with only 307 units—just over 4% of the total—developed for sale.
Find additional information and qualification guidelines on the Center City Housing LEARN MORE Incentive Policy at sanantonio.gov/CCDO/IncentivesandPrograms/CCHIP.
43 • SA2020 2019 Impact Report Increase Greater Downtown Area Population Goal: Increase number of greater downtown residents by 15%
Goal Quantified Baseline (2013) Update (2018) 27,093 residents 23,559 (±1,507) 22,055 (±1,278) Source: US Census Bureau American Community Survey 5-Yr Estimate, Table B01003 As San Antonio’s center city sees continued growth in employment and housing units, we should expect an increase in residents living downtown. Yet, for the fourth year, the estimated number of residents in the Greater Downtown Area has remained relatively flat. Additionally, as we see downtown employment increase, we also see workers who live outside of downtown. This, then, should lead to a more direct conversation about the affordability of downtown because the result San Antonians wanted by the year 2020 was a downtown where our community could “live, work, and play.”
Increase Downtown Employment Goal: Increase downtown employment by 25%
Goal Quantified Baseline (2012) Update (2018) 65,621 employees 52,497 employees 74,448 employees Source: City of San Antonio, Center City Development & Operations Department (CCDO)
More and more companies are expanding their downtown footprint, relocating some or all of their employees into San Antonio's center city. Since we’ve seen such significant growth in employment downtown, we also wanted to understand who these employees are. The City of San Antonio's Center City Development & Operations Department employment data was not disaggregated for 2018, so in an effort to understand who is working downtown, CI:Now used U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics to look at downtown employee demographics for 2017. In 2017, female employees outnumbered male employees in downtown, while the majority of employees—55.4%—were between the ages of 30 and 54.
Downtown Employment Downtown Employment by Sex by Age 2017 2017
22.1% 22.5%
Under 30
46.5% Female Age 30 to 54 53.5% Male Age 55+
55.4%
Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics, 2017
44 • SA2020 2019 Impact Report Because race/ethnicity comes from U.S. Census Bureau, the numbers double-count Hispanic employees as both “White (includes Hispanic)” and “Hispanic,” so these numbers are skewed and not used here. In looking at where downtown employees live, we see that people largely commute into San Antonio's center city for work. The following table shows in which ISD boundaries downtown employees live.
Downtown Employee’s Residence by School Districts 2017 Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics, 2017
San Antonio ISD 21.2%
Northside ISD 20.7%
North East ISD 16.0%
Judson ISD 4.2%
Harlandale ISD 3.1%
East Central ISD 2.7%
Edgewood ISD 2.6%
Comal ISD 2.0%
Southwest ISD 1.8%
Schertz-Cibolo-Universal City ISD 1.7%
All Other ISDs 23.9%
The top ten zip codes where downtown employees live are as follows:
1. 78223 (Southeast) 3.5%
2. 78207 (Near Westside) 3.2%
3. 78210 (Near Eastside) 3.2%
4. 78228 (Near Westside) 2.8%
5. 78201 (Near Westside) 2.6%
6. 78251 (Far Northwest) 2.5%
7. 78209 (Near Northside) 2.4%
8. 78212 (Near Northside) 2.4%
9. 78245 (Southwest) 2.3%
10. 78240 (Near Westside) 2.1%
Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics, 2017
Downtown employment, broken up by industry, shows that 54.5% of all employees work in Accommodation and Food Services, Education, and Health Care and Social Assistance.
45 • SA2020 2019 Impact Report Downtown Employment by Industry 2017 Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics, 2017
Accommodation and Food Services 20.4% Educational Services 19.8% Health Care and Social Assistance 14.3% Professional, Scientific, and Technical Services 7.2%
Administration & Support, Waste Management, and Remediation 4.6%
Management of Companies and Enterprises 4.2% Finance and Insurance 4.1% Information 3.3% Other Services (excluding Public Administration) 3.2% Transportation and Warehousing 1.6% Real Estate and Rental and Leasing 1.6% Arts, Entertainment, and Recreation 1.6% Public Administration 0.4%
These data paint a picture of a downtown where people go to work, but don’t necessarily live. It also shows that downtown impacts our daily lives whether you live there or not.
Improve Downtown Economic Impact Goal: Increase downtown economic impact by 5% annually
Goal Quantified Baseline (2012) Update (2018) $14,410,542,605 $9,753,622,463 $19,528,824,523 Source: City of San Antonio, Center City Development & Operations Department (CCDO) The City of San Antonio’s Center City Development & Operations Office contracts a report for employment and economic impact for the Greater Downtown Area. This report, completed in early 2019 shows that the industries with the largest contributions to the economic impact of downtown are Finance & Insurance at $4.8 billion, followed by Wholesale Trade at $4.45 billion, then Retail Trade at $2.09 billion, and Healthcare & Social Assistance at $1.66 billion.
Reduce Downtown Crime Rates Goal: Decrease crime rate by 50%
Goal Quantified Baseline (2011) Update (2018) 1,420 2,840 1,865
Source: San Antonio Police Department (SAPD)
The downtown crime rate seems to mirror the crime rate of San Antonio, declining as the city rate declines. In the case of downtown, however, it is not declining at the rate needed to meet San Antonio’s 2020 goal. The crime rate downtown has declined 34% since we first began tracking and reporting the downtown crime rate in 2011. The definition of “Downtown Crime Rate” is similar to the FBI’s Universal Crime Rate (UCR), but not exact. UCR includes: Criminal homicide, Forcible/Legacy rape, Robbery, Aggravated assault, Burglary, Larceny, Motor vehicle theft, and Arson.
46 • SA2020 2019 Impact Report ECONOMIC COMPETITIVENESS
Broadway Street | Vanessa Velazquez Photography San Antonio is recognized as a leader in business that prospers through innovation in 21st century industries.
San Antonio has a highly qualified and educated workforce and provides economic opportunity for all of its residents. The city fosters entrepreneurship as the engine of economic prosperity. It capitalizes on its unique historical and cultural heritage, as well as local institutions like its military bases, universities, medical centers and international airport system to become a leader in the global economy. ECONOMIC COMPETITIVENESS Economic opportunity influences so many of San Antonio’s Community Results, from improving community safety to building stronger families. San Antonio has seen recent progress in economic development, including in entrepreneurship and employment in target industries. As the city continues to grow and welcome new residents and businesses, we must ensure that we are supporting and cultivating homegrown talent, too. This requires a community-wide focus on education, professional certificates, and opportunities like internships or apprenticeships.
INDICATOR SNAPSHOT Increase Per Capita Income 61% Increase Employment in Target Industries of SA2020 Partners impact Increase Entrepreneurship Economic Competitiveness Increase Professional Certificates
A full list of SA2020 Partners Expand STEM Economy is on page 8.
Reduce Unemployment
Increase Per Capita Income Goal: Increase the average income per person by 20%
Goal Quantified Baseline (2010) Update (2018) $25,710 $21,425 (±$466) $24,684 (±$421) Source: US Census Bureau American Community Survey 1-Yr Estimate, Table B19301
In 2018, San Antonio’s per capita income, the average income earned per person, was $24,684 (±$421), appearing to trend in the right direction. When disaggregated by race, however, per capita income varies widely in San Antonio. For example, for Non-Hispanic White residents per capita income is $39,027 (±$1,377), while for Hispanic residents it is $19,021 (±$462).
Per Capita Income by Race/Ethnicity in San Antonio 2018 Source: American Community Survey 1-Year Estimates. Table B19301 B-I
Note: Margins of error for American Indian/ Alaska Native and Native Hawaiian/Pacific Islander are high because of the small sample size.
49 • SA2020 2019 Impact Report Per capita income estimates the earning power of each individual, but this means that individuals who are making significantly more in a community can skew the number and mask disparities. Per capita income, then, should be looked at alongside college attainment, employment and underemployment, as well as income segregation. Another indicator that can help show the economic development of a community is median household income. Because this measure accounts for all people in a household over the age of 15 that are employed, median household income can help compare neighborhoods’ quality of life and reveal a cross-section of market disparities, such as household income in relation to median home prices. In San Antonio, according to the 2019 American Community Survey (ACS), median household income in 2018 was $49,024, slightly lower than 2017 when it was $51,157.
For this report, we’ve also disaggregated San Antonio’s median earnings by race/ethnicity. These are 1-year 2018 estimates for median earnings among full-time, year-round workers. Data represent earnings before taxes and other deductions and include any overtime pay, commissions, or tips usually received. Median earnings show that Non-Hispanic White workers make $37,313 (±$2,338), while Hispanic workers make $26,268 (±$649).
San Antonio Median Earnings Among Full-Time, Year-Round Workers by Race/Ethnicity 2018 Source: American Community Survey 1-Year Estimates. Table B20017
While race/ethnicity shows disparities in media earnings, disaggregating the data further by sex shows the work still needed to achieve equitable wage distribution. Males workers make over $4,500 more than female workers. San Antonio Median Earnings Among Full-Time, Year-Round Workers by Sex 2018 Source: American Community Survey 1-Year Estimates. Table B20017
50 • SA2020 2019 Impact Report San Antonio Median Earnings Among Full-Time, Year-Round Workers by Race/Ethnicity & Sex 2018 Source: American Community Survey 1-Year Estimates. Table B20017
Per capita income should also be compared against the community’s living wage calculation. Living wage takes into account the estimated cost of living in a particular community. MIT’s Living Wage Calculator shows that in Bexar County, for example, a single adult with no children should be making at least $11.18/hour, or an annual gross salary of $23,254. In early 2019, United Way of Texas released a study of financial hardship using a framework that can help measure and understand the growing number of households that do not earn enough income to afford basic necessities, like housing, childcare, food, transportation, and health care. This population, with income above the Federal Poverty Level (FPL), but still not high enough for basic necessities is referred to as ALICE (Asset Limited, Income Constrained, Employed). Though the data from United Way’s report is from 2016, it shows that the poverty rate in Bexar County was approximately 16.8% while the ALICE population was 40.1%.
• To learn more about Bexar County’s living wage LEARN MORE calculation, visit livingwage.mit.edu/counties/48029. • To learn more about ALICE, visit uwtexas.org/alice-texas.
Increase Employment in Target Industries Goal: Increase employment by 10%
Goal Quantified Baseline (2011) Update (2018) 132,776 employees 120,705 151,476
Source: Bureau of Labor and Statistics A target industry, or sector, is a business activity pursued by an economic development organization, generally because they are the segments of the economy where competitive advantages exist, including growth. The average number of people employed in target industries has been on a steady incline since 2010, even meeting the 2020 target in 2014. For this indicator, SA2020 measures Advanced Manufacturing (specifically aerospace and transportation), Healthcare and Biosciences, and Information Technology/Information Systems (IT/IS).
With 123,152 employees in 2018, Healthcare & Biosciences led the target industries, followed by IT/IS with 16,803 employees, and Advanced Manufacturing with 11,521 employees. The following graph shows the current percentage of jobs in each of these industries.
51 • SA2020 2019 Impact Report Healthcare & Biosciences Industry by Job 2018 Source: Bureau of Labor and Statistics
Information Technology/Information Systems Industry by Job 2018 Source: Bureau of Labor and Statistics
Advanced Manufacturing Industry by Jobs 2018 Source: Bureau of Labor and Statistics
The San Antonio Economic Development Foundation (SAEDF) currently pursues the following sectors: Aerospace/Aviation, Financial Services, Information Technology/Cybersecurity, Life Sciences/Healthcare, Advanced Manufacturing, New Energy, and Military/Defense. As it is currently undergoing a regional economic development assessment, the SAEDF could revise target industries for the coming years. While we has met the 2020 goal, the broader implication for this indicator includes developing homegrown talent, in addition to recruiting talent. This is why this indicator must be understood alongside San Antonio's goals of increasing college attainment, increasing professional certificates, increasing per capita income, and, in the longer term, reducing poverty. 52 • SA2020 2019 Impact Report CAST Tech | Vanessa Velazquez Photography Increase Entrepreneurship Goal: Increase jobs in new firms by 15%
Goal Quantified Baseline (2010) Update (2017) 21,505 employees 18,700 employees 23,114 employees
Source: US Census Bureau. Longitudinal-Employer Household Dynamics Program (LEHD), Origin-Destination Employment Statistics (LODES) Data Entrepreneurship was originally captured as business stars, but the Kauffman Index, which tracks this, is not updated frequently enough for an annual report. This year, SA2020 adjusted the measure to capture the number of employees in firms that are less than two years old. This helps us compare employment in new businesses to employment in target industries, as well as green and creative industries. For example, in 2017, green industries accounted for 6,624 jobs compared to 23,114 employees in startup firms. Employment in startups has continued to account for approximately 4% of all private jobs in San Antonio since 2012. As private jobs have increased, so, too, have jobs in these startups. In 2018, the average number of jobs created by Texas startups in their first year was 5.74. Source: Kauffman Index
Private Jobs and Jobs in Firms Less Than 2-Years-Old in San Antonio 2012-2017 Source: US Census Bureau, On- TheMap Application, https:// onthemap.ces.census.gov
Research shows us that while the total number of U.S. businesses declined from 2007-2012, Latino-owned business grew by nearly 46% (Stanford Graduate School of Business, Latino Entrepreneurship Initiative, 2018. State of Latino Entrepreneurship). The rate of new Latino entrepreneurs outnumbers other races by nearly two-to-one (Kauffman Index). In a city that is 64% Latino, it is important to understand how entrepreneurship can drive economic competitiveness.
• The Kauffman Foundation has a focus on entrepreneurship, providing resources and research to help start and grow businesses. More information LEARN MORE can be found at kauffman.org/what-we-do/entrepreneurship. • Each year, San Antonio celebrates San Antonio Entrepreneurship Week, produced by Launch SA. Visit saew.org.
54 • SA2020 2019 Impact Report Increase Professional Certificates Goal: Increase professional certificates attained by 10%
Goal Quantified Baseline (2010) Update (2018) 8,569 certificates 7,790 certificates 6,929 certificates
Source: Integrated Postsecondary Education Data System (IPEDS)
Knowing that 65% of jobs will require a certificate or degree beyond a high school diploma by the year 2020, this indicator has prioritized helping homegrown talent gain the skills they need to get jobs in San Antonio’s growing industries. We still do not see certificate attainment growth at the rate we need to reach the 2020 goal. Of the 6,929 certificates attained in 2018, 44.7% were in Health Professions and Related Clinical Services. As this is the target industry with the most jobs—123,152 employees as noted earlier in this section— this data shows a targeted approach to connecting homegrown talent to industries with employment opportunities.
At the same time, this indicator requires us to better understand the access afforded by different institutions—public, private, nonprofit, and for-profit—the range of debt incurred by students and workers in pursuit of a better quality of life, and the economic sustainability of that debt given the average annual wages for jobs that require a certificate.
Medical/Clinical Assistants, for example, made up 801 of the certificates attained in Health Professions and Related Clinical Services, all from private education institutions where the annual tuition ranges from $820 at The Healthcare Institute to $25,000 at The College of Health Care Professions San Antonio (College Tuition Compare, 2019). Licensed Practical and Licensed Vocational Nurses made up 662 of the certificates attained in Health Professions and Related Clinical Services. Eighty-seven percent of these certificates were granted by Galen College of Nursing, National American University, and St. Philip’s College where annual tuition was $29,330, $10,944, and $2,820 (in-state) in 2019 respectively. According to the Q2 2019 SA Works Jobs Report, the average annual wage is $31,100 for Medical/Clinical Assistance and $45,700 for Licensed Practical and Licensed Vocational Nurses.
Better understanding student loan debt and annual wages for jobs that require a certificate is important for ensuring San Antonio’s workforce is highly qualified and has access to economic opportunity. According to the Federal Reserve Bank of Dallas Report on Consumer Credit Trends for Bexar County, student loan delinquency increased from 5.8% in 2003 to 13.1% in 2018, the largest increase among urban counties in Texas.
Overall, in 2018, St. Philip’s College, San Antonio College, and Southern Careers Institute- San Antonio produced the most professional certificates at 13.6%, 13.3%, and 10.7% respectively. The majority of professional certificates were attained by female students at 58%. Certificate Attainment by Sex 2018 Source: Integrated Postsecondary Education Data System (IPEDS)
Approximately 46% of students’ race/ethnicity was not captured and cannot be analyzed with any certainty.
55 • SA2020 2019 Impact Report • SA Works, a program of the San Antonio Economic Development Foundation, produces their jobs report to provide a snapshot of hiring activities, education and skill requirements, and wages associated with job postings in the San Antonio Metropolitan Statistical Area (MSA). LEARN MORE Read their Q2 2019 Report at sanantonioedf.com/media/sa-works-q2-2019-jobs-report. • The Federal Reserve Bank of Dallas published a statewide report on consumer credit in 2019. That report can be accessed online at dallasfed.org/cd/cct/19ccttx.aspx.
Expand STEM Economy Goal: Double the percentage of total employment in STEM occupations
Goal Quantified Baseline (2010) Update (2018) 16.4% 8.2% 11.0%
Source: Bureau of Labor and Statistics STEM includes Science, Information Technology, Engineering, and Mathematics careers. While the San Antonio Metropolitan Statistical Area (MSA) STEM economy has steadily expanded, we are not increasing at the rate we need to in order to reach the 2020 goal. In 2018, 49% of all STEM jobs were for healthcare practitioners and technical occupations. Registered nurses had the highest total employees of all STEM occupations at 18,160 or 16.3% of jobs. The computer and mathematical operations positions accounted for 25% of the total STEM economy, while architecture and engineering accounted for 13%.
Reduce Unemployment Goal: Decrease the annual average citywide unemployment rate by 50%
Goal Quantified Baseline (2010) Update (2018) 3.5% 7.0% 3.3% Source: Bureau of Labor and Statistics Although San Antonio’s unemployment rate has continued to decline year-over-year, even lower than Texas’ own unemployment rate of 3.8%, meeting the 2020 goal in 2017 and continuing to decline this year, this indicator captures only those individuals who are actively seeking work. People with criminal conviction histories, those caring for children without support, people living with mental health, substance abusers, older people experiencing age discrimination, and those who were unable to secure a job after layoffs are among those whose unemployment experience are likely not reflected in the unemployment rate.
56 • SA2020 2019 Impact Report EDUCATION
Courtesy Photo | YMCA San Antonio has orchestrated one of the greatest turnarounds in education in the United States.
San Antonio provides access to quality education for all students no matter where they live in our city. The city is propelled forward by an approach where students learn, teachers thrive, parents engage, and community members contribute to meet the challenges and opportunities of the 21st century in a way that rivals any city in America. This San Antonio approach to education develops community members who are thinkers, problem-solvers, and lifelong learners, prepared to tackle our society’s greatest challenges and proud to call San Antonio their home. EDUCATION During the original community visioning process in 2010, San Antonians across the city identified Education as the top priority for our future. Every year since, the community has reaffirmed this understanding—a quality education builds a strong foundation to improve all other life outcomes. And while the community quickly surpassed the goal for increasing high school graduation, San Antonio is falling short in other areas. From kindergarten readiness to college attainment, work remains to ensure that all students are set up for success and a great future. Bold initiatives, like Pre-K 4 SA and Alamo Promise, seek to disrupt the status quo and ensure that students, no matter where they live, receive a quality education.
INDICATOR SNAPSHOT Improve Kindergarten Readiness % Improve 3rd-Grade Reading 85 of SA2020 Partners impact Increase High School Graduation Education
Improve College Readiness A full list of SA2020 Partners is on page 8. Increase College Enrollment
Increase Adults with College Degrees
Improve Kindergarten Readiness Goal: Increase percentage of students developmentally “very ready” to 30%
Goal Quantified Baseline (2013) Update (2018) 30.0% 22.4% 23.6% Source: Transforming Early Childhood Community Systems; Early Development Instrument (EDI), 2013-2017. *245 census tracts used for trend analysis.
This indicator measures the percentage of students who are assessed as “Very Ready” (in the top 25th percentile of a national sample) on four of the five developmental domains of the Early Development Instrument (EDI). The domains are: Physical Health and Well-Being, Social Competence, Emotional Maturity, Language and Cognitive Development, and Communication Skills and General Knowledge. Not all local school districts participate in the EDI initiative, so the data does not represent all San Antonio kindergarteners. Additional school districts have joined the EDI initiative since it was first launched, making an apples-to-apples comparison over time difficult. To trend the data reliably, SA2020’s data partner Community Information Now (CI:Now) limits the analysis to the 245 census tracts in which students have been assessed in every year, representing about two-thirds of all census tracts in the county. These tracts show progress over time, but not at the rate needed to meet the 2020 goal.
59 • SA2020 2019 Impact Report Study after study proves high-quality early childhood education is critical to the success of students in the long term. In 2019, the Urban Education Institute of UTSA conducted an Impact Study of Pre-K 4 SA and found that the program helped increase scores in third- grade reading and math, increased student attendance from kinder to third grade, reduced the share of students assigned to special education, and eliminated the need to repeat a grade between kinder and second grade.
At age four, children begin developing memory, imagination, and understanding. Source: Pre-K 4 SA
• The Urban Education Institute of UTSA’s full study of Pre-K 4 SA can be found online at prek4sa.com/wp-content/uploads/2019/08/UTSA_PK4SA_web_v2.pdf. LEARN MORE • The fastest rate of brain development for a child occurs during the first three years of life. More information about development within this age range can be found at readykidsa.com.
Improve 3rd-Grade Reading Goal: Increase percentage of students at “Approaches Grade Level” or “Above” 3rd Grade Reading to 85%
Goal Quantified Baseline (2012) Update (2018) 85.0% 72.9% 73.2%
Source: Texas Education Agency The STAAR standardized test data is difficult to trend because the performance standard, or definition of “passing,” has changed several times since 2011-12, with the most recent change taking effect in the 2016-17 school year. The tests themselves were originally developed in an effort to standardize learning norms and assess how well academics prepared students. This indicator alone, however, doesn’t account for circumstances outside a classroom that can also affect students’ learning—food insecurity, health outcomes, housing affordability, to name a few—as well as continued learning in the home. Tips for reading together at home to promote literacy: 1. Talk about signs in your neighborhood. 2. Let your child sort the mail. 3. Play “Find a letter” using signs you see on the way to school. 4. Write a list when you go shopping. Let your child find and check off items as you go. 5. Learn a new word together and have fun using it. Source: Words in the House/Palabras en la Casa Initiative, 2019 Alexander Briseño Leadership Development Program
By disaggregating data by sex and race/ethnicity, we are able to see where programs and services can be more targeted. The following graphs shows that female students outpace male students on the STAAR test, while Asian and white students are outpacing Hispanic and African American students. Percentage of Students in San Antonio Approaching Grade Level STAAR Reading Performance by Sex 2018 Source: Texas Education Agency
60 • SA2020 2019 Impact Report Percentage of Students in San Antonio Approaching Grade Level STAAR Reading Performance by Race/Ethnicity 2018 Source: Texas Education Agency
Increase High School Graduation Goal: Increase four-year longitudinal graduation rate without exclusions to 85%
Goal Quantified Baseline (2010) Update (2018) 85.0% 78.5% 88.9%
Source: Texas Education Agency The high school graduation rate for Bexar County schools surpassed the 2020 target in 2012 and has remained above 85% since then. Of the 24,374 students in Bexar County eligible to graduate, 88.9% graduated. Hispanic, White, and African American students made up 89% of the graduating class with 65%, 17%, and 8% respectively. The following graphs show disaggregated graduation rates by race/ethnicity and sex.
Four-Year Longitudinal Graduation Rate in Bexar County by Race/Ethnicity 2017/2018 School Year Source: Texas Education Agency
61 • SA2020 2019 Impact Report Of the female students who were eligible for graduation, 91.7% graduated, while 86.2% of eligible male students graduated. Female students, then, made up the graduating class by a slightly higher percentage than male students, at 50.8% to 49.2%.
Four-Year Longitudinal Graduation Rate in Bexar County by Sex 2017/2018 School Year Source: Texas Education Agency
The Intercultural Development Research Association (IDRA) releases an annual attrition study, measuring the rate at which students stay enrolled through graduation. Their most recent study was released in November 2018, so the following graph shows attrition rates from 2009-10 school year through the 2017-18 school year. While attrition rate has shrunk over time—including a 16-percentage point drop for Black students, a 14-percentage point drop for Hispanic students, and a 13-percentage point drop for white students—there are still significant disparities in attrition rates for both students of color and white students. During the 2017-18 school year, Bexar County schools lost approximately 1 in 4 students of color and about 1 in 11 white students.
Bexar County Public School Attrition Rates by Race/Ethnicity 2010-2018 Source: Intercultural Development Research Association (IDRA)
To learn more about Texas public school attrition rates, read IDRA’s Attrition Study LEARN MORE at idra.org/research_articles/attrition-dropout-rates-texas/.
62 • SA2020 2019 Impact Report Improve College Readiness Goal: Increase percentage of graduates testing “college-ready” in English and math to 85%
Goal Quantified Baseline (2015) Update (2018) 85.0% 29.0% 40.7%
Source: Texas Education Agency Like third-grade reading, college readiness can’t be reliably trended because of changes in the way it’s measured, however, it’s clear that we are not making progress at the rate we need to achieve the 2020 goal. At the same time, Bexar County has seen a 29% improvement in college readiness since 2015. This indicator has implications for college access, completion, and affordability, as students not meeting readiness tests are required to take remedial courses. In 2015-16 and 2016-17, Texas Education Agency added algebra II mastery and a college prep course to the required criteria for a student to be considered “college-ready.”
Increase College Enrollment Goal: Increase percentage of high school graduates enrolled in higher education by the following fall to 80%
Goal Quantified Baseline (2010) Update (2018) 80.0% 51.0% 47.5%
Source: Texas Higher Education Coordinating Board Student enrollment in colleges has been relatively flat since we began first tracking this indicator in 2010. And while tracking student enrollment is important, it must be coupled with attainment, as getting students into college is not the same as ensuring their success through college.
The Urban Education Institute at UTSA looked at Bexar County college enrollment trends from 2000 to 2015. The following line graph shows that enrollment in two-year institutions has returned to its original percentage of 23%, a decline from a high point of 29%, while enrollment in 4-year institutions has steadily increased from 16% in 2000 to 23% in 2015. This shows both promise, with more students enrolling in 4-year institutions than before, as well as opportunities for targeted intervention. Programs like Alamo Promise and The University of Texas at San Antonio’s Bold Promise offer opportunities to increase enrollment in Bexar County. Postsecondary Enrollment Trends, Bexar County 9th-Grade Cohorts 2000-2015 Source: Urban Education Institute at UTSA
63 • SA2020 2019 Impact Report The following graph shows enrollment by race/ethnicity. Those that add up to more than 100% are due to rounding. This gives programs like Alamo Promise and Bold Promise opportunities to reach specific student populations and ultimately decrease the numbers for “no postsecondary enrollment.”
Postsecondary Enrollment by Race/Ethnicity, Bexar County 9th-Grade Cohorts 2015 Source: Urban Education Institute at UTSA
College Signing Day | Vanessa Velazquez Photography
64 • SA2020 2019 Impact Report Increase Adults with College Degrees Goal: Increase the population of adults age 25+ with an associate’s degree or above to 50%
Goal Quantified Baseline (2010) Update (2018) 50.0% 30.7% (±1.0%) 33.7% (±1.0%) Source: US Census Bureau American Community Survey 1-Yr Estimate, Table B15003 The percent of adults 25 and older with an associate's degree or higher has slowly increased over time, but not at a rate great enough to meet the 2020 target of 50% of the adult population. College attainment is directly linked to workforce development, underemployment, and per capita income, particularly when looking at target industries, identified in this report as Information Technology (IT), Advanced Manufacturing, and Healthcare Biosciences (see Economic Competitiveness).
For example, the Q2 2019 SA Works Jobs Report shows that IT jobs in the San Antonio Metropolitan Statistical Area (MSA) increased 17.5% between 2014 and 2019 and are projected to increase by an additional 10% between 2019 and 2024, outpacing the national growth rate of 7.6%. Moreover, the top tech job postings between August 2018 and January 2019 all required a bachelor’s degree. Annual wages for these jobs ranged between $49,700 and $146,000. Similarly, healthcare jobs in the San Antonio MSA grew 14.9% between 2014 and 2019 and are projected to grow by an additional 12.9% from 2019-2024, higher than the national growth rate of 9%. Of the top ten job postings, two required a doctoral or professional degree, three required a BA, four required a professional certificate, and only one required a high school diploma or equivalent. Annual wages for these jobs ranged from $24,700, for those with a high school diploma or equivalent, to $225,000 for those with a doctoral or professional degree. In Manufacturing, jobs in the San Antonio MSA grew by 8.9% from 2014-2019 and are expected to increase by an additional 6% between 2019 and 2024, outpacing the national growth of 1.2%. The top 10 jobs posted showed requirements that ranged from bachelor’s degree (1 job), certificate (2 jobs), and high school diploma or equivalent (7 jobs). Annual wages ranged from $20,100 to $95,600. This illustrates that workforce development requires certificates or degrees beyond high school. In addition to recruiting talent, San Antonio needs to focus on training and developing homegrown talent.
To accomplish this, San Antonio needs to better understand educational attainment to determine how to shift resources to meet community need. The following chart shows the educational attainment breakdown in San Antonio.
Educational Attainment, San Antonio 2018 Source: American Community Survey 1-Year Estimates. Table B15002
65 • SA2020 2019 Impact Report When disaggregated by race/ethnicity, we further see which of San Antonio’s populations have associate’s degrees or higher. Approximately 61% (±7.0%) of Asians in San Antonio have an associate’s degree or higher, while at the other end of the spectrum, 24% (±1.2%) of Hispanics have a degree beyond high school.
Associate’s Degrees and Higher by Race/Ethnicity, San Antonio 2018 Source: American Community Survey 1-Year Estimates. Table B15002 B-I
SA Works, a program of the San Antonio Economic Development Foundation, produces a jobs report to provide a snapshot of hiring activities, education and skill requirements, and LEARN MORE wages associated with job postings in the San Antonio MSA. Read their Q2 2019 Report at sanantonioedf.com/media/sa-works-q2-2019-jobs-report.
66 • SA2020 2019 Impact Report ENVIRONMENTAL SUSTAINABILITY
Pearsall Park | Vanessa Velazquez Photography San Antonio is recognized as a respectful steward of its natural resources and a model for responsible resource management.
San Antonio promotes responsible growth and the use of sustainable environmental practices. Its strategy is based on an integrated approach that establishes a green economy and focuses on three key areas: WATER Water resources are plentiful and effectively managed through a combination of conservation, supply development and other practices to support growth and sustainability for the next 50 years. The Edwards Aquifer continues to be protected and enhanced as the foundation of our present and future water supply. Continued longer- term studies and analysis are conducted to identify more regional water supplies to support growth through the end of the 21st century.
ENERGY The community relies on a well-balanced and affordable energy program combining the best advances in new technology with traditional energy sources to promote economic growth and environmental stewardship.
LAND Development practices are focused on Smart Growth, Low Impact Development, and Green Building. ENVIRONMENTAL SUSTAINABILITY In a rapidly growing community, it’s essential to prioritize and protect natural resources. San Antonio has seen success in increasing renewable energy and development with low environmental impact, as well as reducing water and energy use. This is particularly significant as these indicators are contingent upon public sector organizations, like SAWS, CPS Energy, and San Antonio River Authority, increasing performance, which they have. We still have progress to make when it comes to air quality, waste production, recycling rates, and green industries. With the understanding that climate change affects everyone in the community, the City of San Antonio’s Climate Action and Adaption Plan(CAAP) adopted in 2019, identifies four populations whose lives are most impacted: communities of color, low-income communities, seniors, and people with disabilities. At the same time, this group of San Antonians embodies the realities of a sustainable and climate-ready community, including: reliance on walking and public transit, the need for local food production, generating minimal waste, minimal water and energy use of smaller homes, and strong social cohesion. The CAPP further offers strategies to address environmental challenges and ensure that San Antonio is a healthy, livable place for current residents and future generations. Find out more at SAClimateReady.org.
INDICATOR SNAPSHOT
Increase Renewable Energy Improve Air Quality Index 15% Reduce Water Use of SA2020 Partners impact Reduce Energy Use Environmental Sustainability Reduce Residential Waste
A full list of SA2020 Partners Increase Recycling Rates is on page 8.
Increase Development with Low Environmental Impact
Increase Employment in Green Industries
Increase Renewable Energy Goal: Increase megawatt renewable energy to 20% of total capacity under contract
Goal Quantified Baseline (2010) Update (2018) 1,500 916 1,728 Source: CPS Energy In 2012, we exceeded the 2020 goal for increasing renewable energy and have continued the upward trajectory since. This focus on moving away from energy derived from finite resources, such as coal or oil, helps the community develop resilient energy resources, like wind or solar, that can consistently be replenished. In 2018, CPS Energy developed the Flexible Path (Flex Path) as a guide to develop alternative and new energy sources. The plan includes the closing of two coal power plants—a goal achieved in 2018.
LEARN MORE More on CPS Energy’s Flex Path can be found at cpsenergy.com/flexpath.
69 • SA2020 2019 Impact Report Improve Air Quality Index Goal: Decrease to 68 parts per billion
Goal Quantified Baseline (2010) Update (2018) 68 75 72 Source: Texas Commission on Environmental Quality (TCEQ) The Annual Air Quality Index is a summary measure of overall air quality for the year. In order to be in compliance with the Environmental Protection Agency’s ground-level ozone standard, a location should have a 3-year average of fewer than 76 parts per billion (ppb). After several years of measurements above this level, peaking in 2013 at 83 ppb, San Antonio is currently making progress toward the 2020 goal. Air quality is more than just a measure of a community’s sustainable practices; it also has implications on our health. Short and long- term exposure to air pollutants have been linked to an array of health problems, including asthma and respiratory infections.
This standard is based on the presence of harmful ozone (O3) molecules outside the ozone layer in the stratosphere. Source: Environmental Protection Agency
Reduce Water Use Goal: Decrease gallons per capita per day by 4% Goal Quantified Baseline (2010) Update (2018) 126 131 115 Source: San Antonio Water System (SAWS) In 2014, San Antonio met its goal to reduce water use and has since continued this trend. Due to conservation efforts, even with a growing population, San Antonio continues to use the same amount of water it did 20 years ago. Residential meters make up 92% of SAWS accounts and consume 57% of the water, while commercial meters make up 5% of SAWS accounts and consume 23% of water.
• SAWS hails conservation as the “cheapest source of water.” For additional information on commercial and residential conservation tips and programs, visit saws.org/conservation/. LEARN MORE • SAWS 2019 5-Year Water Conservation Plan, a companion to their 2017 Water Management Plan, can be found at apps.saws.org/conservation/plan/ docs/2019SAWSConservationPlan.pdf.
Reduce Energy Use Goal: Reduce weather normalized average kilowatt per hour per residential customer per year to 12,897
Goal Quantified Baseline (2010) Update (2018) 12,897 13,704 12,872 Source: CPS Energy Not only does reducing energy use at home save you money, it also reduces the pollution emitted from non-renewable sources of energy. In 2018, San Antonio exceeded its 2020 goal for a reduction in energy use. CPS Energy created Save for Tomorrow Energy Plan (STEP) to help meet this goal. Aimed at reducing the growth in demand for
70 • SA2020 2019 Impact Report electricity, STEP focused on key objectives: encouraging residents to purchase energy-efficient appliances, increasing the use of energy efficient lighting and programmable thermostats, improving residential insulation use and HVAC systems, and increasing commercial lighting retrofits, HVAC systems, and other energy-saving commercial programs. This eliminated the need for a new power plant.
Learn more about CPS Energy’s Save for Tomorrow Energy Plan (STEP) at LEARN MORE sanantonio.gov/sustainability/Environment/SaveForTomorow.
Reduce Residential Waste Goal: Decrease number of tons of waste to landfill by 50% Goal Quantified Baseline (2010) Update (2019) 222,298 444,596 379,929 Source: City of San Antonio, Solid Waste Management Department (SWMD) San Antonio continues to make progress in reducing residential waste, but not at the rate necessary to meet the 2020 goal. Year after year we see incremental change in diverting the waste going to the landfill through recycling, mulching, and composting for a reduction in residential waste of nearly 15% since 2010.
Residential Waste by Type Diverted from Landfill by Type 2019 2019 Source: City of San Antonio, Solid Source: City of San Antonio, Solid Waste Management Department Waste Management Department (SWMD) (SWMD)
The City of San Antonio’s Solid Waste Management Department website— LEARN MORE sanantonio.gov/swmd—provides updated information on garbage collection, as well as residential bulky and brush item pickup and recycling.
71 • SA2020 2019 Impact Report Increase Recycling Rates Goal: Increase percentage of waste recycled to 60% Goal Quantified Baseline (2010) Update (2019) 60.0% 19.2% 35.5% Source: City of San Antonio, Solid Waste Management Department (SWMD)
Coupled with reducing residential waste is a need to divert waste from the landfill and extend the lifecycle of materials. This can happen when recycling rates improve. The percentage of waste recycled includes: household organic compost like food scraps and yard waste, brush to mulch, large bulky items that can be recycled like tires and steel, and regular recycled items (blue carts). San Antonio continues to make progress on increasing the use of green organics and blue recycling bins by residents—a 45% increase since 2010— but not at the rate needed to meet the goal by 2020. Knowing what to recycle is an important component to increasing recycling rates. This way, recycling doesn’t get contaminated by materials that should be thrown away or composted.
Paper (Like: newspaper, flattened cardboard, magazines, office paper) Plastics (Like: bottles, bowls, cups, jars) Glass (Like: bottles, jars) Metals (Like: aluminum drink cans and baking tins, steel or tin food cans) Source: sanantonio.gov/swmd/Recycling/Materials#167351789-accepted
Increase Development with Low Environmental Impact Goal: Increase projects that meet the UDC standards of LID incentives by 20% Goal Quantified Baseline (2015) Update (2018) 10 0 15 Source: San Antonio River Authority
Between 2010 and 2015, the San Antonio River Authority (SARA) worked to develop a method for calculating and tracking Low Impact Development (LID). LID supports improved storm-water management and reduced localized flooding. When properly incorporated, LID can even reduce the cost of traditional development. Examples of LID strategies are rain gardens and permeable pavement. In 2018, San Antonio exceeded the 2020 goal and increased projects that meet the UDC standards by 33% above the target, with even more plans in the pipeline.
San Antonio River Authority (SARA) helps show how LID is not only a LEARN MORE preferred method of development, but can also improve water quality at sara-tx.org/be-river-proud/flood-risk/low-impact-development-lid.
72 • SA2020 2019 Impact Report San Antonio Botanical Garden | SA2020 Photo
73 • SA2020 2019 Impact Report Increase Employment in Green Industries Goal: Double the number employed in Green Industries Goal Quantified Baseline (2010) Update (2018) 16,112 8,056 6,723 Source: Bureau of Labor Statistics
The number employed in green industries has never been as high as it was in our baseline year of 2010. And while we gained 99 jobs in 2018, we continue to be off target. Green industries include businesses that produce goods or provide services that benefit the environment or conserve natural resources.
Number Employed in Green Industries in Bexar County 2018 Source: Bureau of Labor Statistics
Engineering services 5,090
Power and communication system construction 697
Testing laboratories 667
Other electronic parts merchant wholesalers 269
Semiconductors and related device manufacturing -
74 • SA2020 2019 Impact Report FAMILY WELL-BEING
Yanaguana Garden | Vanessa Velazquez Photography San Antonio is renowned as the best city to raise a family.
Its neighborhoods are places where residents thrive in an ethnically, culturally and socioeconomically integrated environment. The entire community—individuals, businesses, local government, nonprofits, and faith-based organizations—takes responsibility for our collective well-being by providing information, access, high quality services and a meaningful sense of stability to residents of all ages and backgrounds. This continuum of caring enhances our residents’ quality of life and prepares families for the challenges of the 21st century. FAMILY WELL-BEING Family Well-Being encompasses some of San Antonio’s most complex and multi-generational goals, including reducing poverty, reducing income segregation, and decreasing child abuse. Approximately one in five San Antonians lives in poverty and it disproportionately affects people of color. Still, the progress in other areas and commitment to targeted interventions and investments gives us reason to believe that together we can influence progress in Family Well-Being, too. Multi-sector efforts in education, affordable housing, family violence, and more live up to San Antonio’s vision for its future in which “the entire community… takes responsibility for our collective well-being.”
INDICATOR SNAPSHOT Reduce Underemployment 69% Reduce Poverty of SA2020 Partners impact Reduce Homelessness Family Well-Being
Decrease Child Abuse and Neglect A full list of SA2020 Partners is on page 8. Reduce Income Segregation
Reduce Underemployment Goal: Decrease percentage of individuals 16+ who have worked full-time and year-round who are below poverty to 2%
Goal Quantified Baseline (2010) Update (2018) 2.0% 3.5% (±0.5%) 4.8% (±0.6%) US Census Bureau American Community Survey 1-Yr Estimate, Table S1701 Underemployment essentially tells the story of people working full-time, year-round, and still living in poverty. Over the last eight years, this number has only increased, highlighting persistent challenges surrounding per capita income, income segregation, poverty, and college attainment. For example, per capita income, the average income earned per person in a given area (an indicator which can be found in Economic Competitiveness), is $19,021 for Hispanics in San Antonio. Meanwhile, MIT’s Living Wage Calculator estimates that a single adult with no children in Bexar County should be earning $23,254 to meet minimum standards of living. The living wage calculator was created in response to individuals working in low-wage jobs and making insufficient income to meet minimum standards of living, given local costs.
LEARN MORE • To learn more about Bexar County’s living wage calculation, visit livingwage.mit.edu/counties/48029.
77 • SA2020 2019 Impact Report Further, in early 2019, United Way of Texas released a study of financial hardship using a framework that can help measure and understand the growing number of households that do not earn enough income to afford basic necessities, like housing, childcare, food, transportation, and health care. This population, with income above the Federal Poverty Level (FPL) but still not high enough for basic necessities, is referred to as ALICE (Asset Limited, Income Constrained, Employed). Though the data from this report is from 2016, it shows that the poverty rate in Bexar County was approximately 16.8% while the ALICE population was 40.1%.
LEARN MORE • To learn more about ALICE, visit uwtexas.org/alice-texas.
Reduce Poverty Rate Goal: Reduce percentage of individuals below poverty in the last 12 months by 50%
Goal Quantified Baseline (2010) Update (2018) 9.6% 19.1% (±1.0%) 20.0% (±1.0%)
Source: US Census Bureau American Community Survey 1-Yr Estimate, Table S1701 The community’s poverty rate is an opportunity to understand the interrelatedness of San Antonio’s prioritized indicators and desired results. If we see better outcomes across the board in areas like college attainment, underemployment, health care access, and housing affordability, then we can expect to ultimately see reductions in the community’s poverty rate. As underemployment shows us, poverty and jobs are not directly correlated, as a person can work full-time and still live in poverty. Approximately one in five San Antonians lives in poverty. When we disaggregate the data by race/ethnicity, we see that the poverty rate for non-Hispanic white residents is closer to 13% (±1.6%), while the rate for Hispanic residents is at 22.6% (±1.5%).
The national poverty rate is 11.8%. Source: US Census Bureau, 2018, Report Number P60-266
Poverty Rate by Race/Ethnicity, San Antonio 2019 Source: American Community Survey 1-Year Estimates. Table B17001 B-I
78 • SA2020 2019 Impact Report According to the Annie E. Casey Foundation’s 2019 KIDS COUNT Data Book, Texas is consistently ranked in the bottom ten states for child well-being. When looking at populations in San Antonio, children under the age of 18 consistently rank highest when it comes to levels of poverty. More specifically, just over one in three of San Antonio's youngest children—under the age of five—are living in poverty.
Poverty Rate by Age, San Antonio 2019 Source: American Community Survey 1-Year Estimates. Table B17001
The Annie E. Casey Foundation's 2019 KIDS COUNT Data Book LEARN MORE offers state and national trends in child well-being and can be found online at aecf.org/resources/2019-kids-count-data-book/.
Reduce Homelessness Goal: Decrease the number of sheltered and unsheltered homeless persons by 50%
Goal Quantified Baseline (2010) Update (2019) 1,647 3,291 2,872
Source: South Alamo Regional Alliance for the Homeless (SARAH) Once a year, hundreds of volunteers count the number of children, families, and adults experiencing homelessness throughout San Antonio and Bexar County, including those sleeping in emergency shelters and transitional housing. This Point-In-Time (PIT) Count reveals the number of homeless persons at a single point in time, providing a snapshot for local providers to understand who is homeless and how they might shift and strengthen services.
In 2019, Bexar County saw a reduction in the homeless population, but not at the rate needed to meet the 2020 goal. The veteran homeless population declined by 6% between 2018 and 2019, and unaccompanied youth saw a decline of 40% in that same period, from 162 to 98. Homeless families, on the other hand, increased by 18% from 232 in 2018 to 274 in 2019. Adult survivors of domestic violence experiencing homelessness more than doubled from 204 in 2018 to 480 in 2019, consistent with family violence numbers (see Community Safety). Approximately 33% of these adults were living in an emergency shelter during the PIT.
The 2020 Point-In-Time Count is January 23, 2020.
79 • SA2020 2019 Impact Report Persons Experiencing Homelessness in Point-In-Time (PIT) Count in Bexar County 2019 Source: South Alamo Regional Alliance for the Homeless (SARAH)
The PIT also tracks the age of people included in the count.
Persons Experiencing Homelessness in Point-In-Time Count (PIT) by Age in Bexar County 2019 Source: South Alamo Regional Alliance for the Homeless (SARAH)
LEARN MORE To see additional local data about the Point-In-Time Count, visit sarahomeless.org/local-data/.
Decrease Child Abuse and Neglect Goal: Decrease the number of confirmed child abuse or neglect victims by 25%
Goal Quantified Baseline (2010) Update (2018) 10.2 13.6 11.4
Source: Texas Department of Family and Protective Services (DFPS)
In recent years, Bexar County exceeded the 2020 goal for decreasing the number of confirmed child abuse cases. These findings, however, were highly dependent on substantiating reports of child abuse and neglect. Additional findings proved that the number of reports hadn’t declined—only the number of confirmations. This highlights the system’s inability to handle incoming reports. This year’s data show us that the rate of confirmed victims is increasing. The confirmed number of victims remains fewer than intakes, reports assigned, and completed investigations.
80 • SA2020 2019 Impact Report The following table lists the types of abuse, both confirmed, as well as total alleged and confirmed in fiscal year 2018 for Bexar County.
Confirmed Alleged and Confirmed
Abandonment 21 60
Emotional Abuse 47 820
Labor Trafficking — 5
Medical Neglect 141 1,514
Neglectful Supervision 4,707 16,703
Physical Abuse 678 6,192
Physical Neglect 294 2,479
Refusal to Accept Parental Responsibility 54 157
Sex Trafficking 1 31
Sexual Abuse 496 4,181
Total 6,439 32,142
Children under the age of 10 are more likely to be confirmed victims, making up 74% of confirmed cases, while children under the age of 5 make up 49% of all confirmed cases.
Percent of Confirmed Victims by Age in Bexar County 2019 Source: Texas Department of Family and Protective Services, 2018.
81 • SA2020 2019 Impact Report Historic Pearl | SA2020 Photo
82 • SA2020 2019 Impact Report Rate of Confirmed Child Abuse Victims by Age Per 1,000 Children in Bexar County 2018 Source: Texas Department of Family and Protective Services, 2018. US Census Bureau; 2018 American Community Survey 1-Year Estimates, Table B01001
Understanding who the victims of child abuse and neglect are is important as it helps organizations shift resources and programs to better serve them. It is also important to understand who is perpetrating these crimes. In 2018, there were 19,624 allegations of child abuse and neglect in Bexar County and 4,463 confirmations. Of those confirmations, parents were the most common perpetrators (3,552), accounting for 80% of all confirmed perpetrators of child abuse and neglect investigations, according to the Texas Department of Family and Protective Services.
Confirmed Perpetrators in Bexar County in Relation to Victim 2018 Source: Texas Department of Family and Protective Services, 2018.
Additionally, females make up the majority of confirmed perpetrators at 56%.
Confirmed Perpetrators in Bexar County by Sex 2018 Source: Texas Department of Family and Protective Services, 2018.
83 • SA2020 2019 Impact Report State law requires anyone who believes a child is being abused or neglected to report it to Child Protective Services. Caseworkers with Texas Child Protective Investigations interview people who know the family, as well as the family themselves to help determine if abuse or neglect has taken place.
• If you suspect child abuse or neglect, you can report it by calling the Texas Abuse Hotline at 1-800-252-5400. LEARN MORE • To learn more about when and how to report child abuse, visit dfps.state.tx.us/Child_Protection/Child_Safety/report_abuse.asp.
Reduce Income Segregation Goal: Decrease the percentage of income segregated areas by 20%
Goal Quantified Baseline (2010) Update (2018) 46.0 58.0 51.7
Source: US Census Bureau American Community Survey 5-Yr Estimate, Table B19001 and B19013 The goal for reducing income segregation in Bexar County was set at the national Residential Income Segregation Index score of 46. Since first reporting this in 2017, Bexar County’s income segregation—after years of going up—has slowly declined, showing progress.
Income segregation shows the extent to which families and individuals with different incomes live in different neighborhoods. As the number grows, we see continued residential sorting: high-income families living next to high-income families and low-income families living next to low-income families. This, of course, can amplify economic advantages and opportunities for high-income families, while intensifying the economic disadvantages of low-income families. The creation of homogenous neighborhoods delineated by economic inequality is on the rise across the United States.
Neighborhood composition shapes our lived experiences, including social connections, economic and educational opportunities, and ultimately drives life outcomes. This indicator is linked to college attainment, per capita income, housing affordability, life expectancy, and voter turnout, to name a few.
84 • SA2020 2019 Impact Report HEALTH & FITNESS
San Antonio Bike Share at Mission Reach | Vanessa Velazquez Photography San Antonio residents are among the healthiest in the country.
San Antonio promotes well-being by providing healthy and affordable food choices, convenient access to green spaces and recreational facilities, and a robust network of physical and mental healthcare designed to eliminate existing health disparities in the community. HEALTH & FITNESS While several goals in Health & Fitness remain a challenge—including reducing obesity and diabetes, conditions that affect longevity of life—local policies and collaborations have helped foster a culture of improving health in the community. In 2019, San Antonio received a gold medal from CityHealth, an initiative of the de Beaumont Foundation and Kaiser Permanente (cityhealth.org). The initiative assesses local policies proven to make a lasting impact on people’s day-to-day quality of life, including high-quality pre-K, complete streets, and affordable housing. Because we know race and geography determine people’s health outcomes, we must also pay close attention to neighborhoods, environment, transportation, and education when developing policies or programs that address health. For more information, the 2019 Bexar County & Atascosa County Community Health Needs Assessment Report (healthcollaborative.net/reports) provides a comprehensive look at health in our region.
INDICATOR SNAPSHOT
Reduce Obesity Improve Maternal and Child Health 64% Reduce Diabetes Rate of SA2020 Partners impact Reduce Teen Birth Rate Health & Fitness
Increase Access to Health Care A full list of SA2020 Partners is on page 8. Reduce Health and Behavioral Risks
Reduce Food Insecurity
Reduce Obesity Goal: Decrease the adult obesity rate by 10%
Goal Quantified Baseline (2011) Update (2018) 29.8% 33.1% (±28.9-37.7%) 37.3% (±30.2-45.1%) Source: Texas Department of State Health Services, Texas Behavioral Risk Factor Surveillance System (BRFSS) Progress towards meeting the 2020 goal to reduce obesity in San Antonio has varied year to year. Each estimate from survey data comes with a margin of error, or confidence interval, and it’s somewhere inside that range that the numbers are reliable. This year shows a community that is off track and getting worse; however, the survey sample size that informs this indicator is small. For 2018, while the estimate is 37.3%, nearly 5-percentage points higher than 2017, we can only be confident that the true percentage is somewhere between 30.2% and 45.1%, which could put us—at best—on track to meet the 2020 goal. In short, to truly understand how San Antonio is progressing—or not—on reducing obesity, the survey’s sample size must be larger.
87 • SA2020 2019 Impact Report According to the most recent Behavioral Risk Factor Surveillance System (BRFSS), Texas, hovering close to 40% adult obesity rate, is in the top ten most obese states with Mississippi and West Virginia at the top of the list, while Colorado is at the bottom of the list at approximately 23%. The obesity rate for youth ages 10-17 in Texas sits at around 15.5%. Source: State of Childhood Obesity
Explore interactive data and find insights about policies and LEARN MORE programs to help prevent obesity at stateofchildhoodobesity.org.
Improve Maternal and Child Health Goal: Decrease pre-term births by 20%
Goal Quantified Baseline (2010) Update (2016) 11.5% 14.4% 12.8%
Source: Texas Department of State Health Services
Pre-term (or premature) births come with risk factors, as a developing baby goes through important growth during pregnancy. When a baby is born too early—before 37 weeks of pregnancy—there is a risk of death and serious disability. This indicator, therefore, is directly affected by access to health care for pregnant women.
Data for this indicator lags by several years, so the most recent update is from 2016. While San Antonio has seen an overall improvement in maternal and infant health since we first began tracking this indicator in 2010, when accounting for rate of births by race/ethnicity, we see stark disparities.
The following graph shows the rate of pre-term births per 1,000 live births, which highlights the stark difference in white mothers having pre-term births and mothers of color. The disaggregated data offers policymakers, funders, and multi-sector organizations an opportunity to shift resources toward targeted, race-conscious interventions.
In 2018, 1 in 10 babies was born too early in the United States. Source: Centers for Disease Control and Prevention
Rate of Pre-Term Births by Race/Ethnicity Per 1,000 Live Births in San Antonio 2016 Source: Texas Department of State Health Services
88 • SA2020 2019 Impact Report Reduce Diabetes Rate Goal: Decrease percentage of adults with diabetes by 10%
Goal Quantified Baseline (2011) Update (2018) 11.8% 13.1% (±10.5-16.2%) 15.5% (±11.1-21.3%)
Source: Texas Department of State Health Services, Texas Behavioral Risk Factor Surveillance System (BRFSS)
Diabetes remains one of the top health-related causes of death in the United States. For the past two years, it has appeared that San Antonio met and even exceeded the 2020 goal for reducing the diabetes rate. However, this indicator relies on the same small-sample survey data that is used to determine the obesity rate and, therefore, presents the same challenge in trending over time. Because the confidence intervals overlap in every year since 2010, we can’t say for certain that any progress has truly been achieved. As always, more valid and reliable data remains crucial. Additionally, given the role of preventive care in identifying early warning signs, reducing diabetes requires access to health care.
People with diabetes are at a higher risk for heart disease, stroke, blindness, kidney failure, extremity amputations, and other chronic illness. Source: University Health System Diabetes Statistics
A 1% decrease in the San Antonio metro region’s diabetic population— approximately 1,700 fewer people with diabetes —could result in an annual savings of $16.1 million in medical and associated costs. Source: SA2020 Health Dividend
Courtesy Photo | RISE Rehab
89 • SA2020 2019 Impact Report Reduce Teen Birth Rate Goal: Reduce teen birth rate by 50%
Goal Quantified Baseline (2010) Update (2016) 25.5 51.5 32.6
Source: Texas Department of State Health Services Teen pregnancy has far-reaching implications, affecting high school graduation, as well as early childhood outcomes for the children of teenage mothers. Births to teens ages 15-19 accounted for 8% of all births in 2016 in San Antonio. Additionally, not all teen births are first births. In 2016, 22% of all births to 15- to 19- year-olds were to females who already had one or more births. The good news is that the teen birth rate is falling nationally and locally. The 2016 teen birth rate in San Antonio—births per 1,000 females ages 15-19 in a given year—was down 11% from 2015. After reaching the 2020 target of reducing the teen birth rate by 15% in 2012, the San Antonio Teen Pregnancy Prevention Collaborative (SATPPC) created a bolder goal for 2020—a reduction of 25%—and San Antonio hit that target by 2014. Then, SATPPC set their sights on reducing the teen birth rate by 50% by 2020. As of 2016, the most recent data show that San Antonio has reduced teen pregnancy by nearly 37% since 2010.
While we are seeing a reduction in the teen birth rate across race/ethnicities, when the total teen birth rate is disaggregated by race/ethnicity we see a wide gap persists between white teens and teen girls of color, particularly Hispanic teens. In 2016, the birth rate of Hispanic adolescent females ages 15-17 (20.7 births per 1,000 adolescent females) was three times higher than white teen girls (7.2) and higher than Black teen girls (12.5). While San Antonio has seen progress in teen birth rate over the years, the disaggregated data shows the need for interventions to better meet the needs of teenage girls of color.
Further, tracking teen pregnancy data in the aggregate for age 15-19 also hides the racial/ethnic disparities among younger teens versus older teens. In 2016, 70% of all teen births occurred to 18- to 19-year-olds. Older teen birth rates are also higher among Hispanic (76.3 births per 1,000 adolescent females) and Black teens (61.7) than white teens (25.2).
The teen birth rate for teens aged 15-19 years has dropped to 18.8 nationally. Source: Centers for Disease Control and Prevention
Teen Birth Rate in San Antonio by Race/Ethnicity and Age Group 2016 Source: Texas Department of State Health Services, Center for Health Statistics
90 • SA2020 2019 Impact Report Increase Access to Health Care Goal: Increase percentage of population under 65 with health insurance coverage by 10%
Goal Quantified Baseline (2010) Update (2018) 82.9% 75.4% (±.8%) 80.9% (±.8%)
Source: US Census Bureau American Community Survey 1-Yr Estimate, Table B27001 San Antonio continues to make progress toward its goal of increasing access to health care. This, of course, has far reaching implications for preventive care, including: reducing obesity and diabetes rates, improving mental health, improving maternal and infant health, and reducing health and behavioral risks. But access isn’t merely about having health insurance, it also includes improving access to medical facilities through transit options, reducing costs of prescription drugs and out-of-pocket expenses related to health care, as well as the cost of insurance overarchingly.
Further, when disaggregated by race/ethnicity, health insurance coverage rates of Black and Hispanic populations are the lowest at 79.6% and 84.8%, respectively. Lower rates of health insurance coverage puts communities at greater risk for illnesses that could be prevented or caught in early stages.
Percent of Civilian, Noninstitutionalized Population Under 65 with Health Insurance Coverage by Race/Ethnicity in San Antonio 2018 Source: American Community Survey 1-Year Estimates. C27001 B-I
The following graph gives a snapshot of health insurance coverage by age, showing a significant gap in residents between the ages of 19 and 44 years and the rest of the population. This shows how federal and state policy can affect our local populations. A lack of employer-sponsored plans and high cost of insurance creates barriers to obtaining health insurance for San Antonio's working populations.
91 • SA2020 2019 Impact Report Percent of Civilian, Noninstitutionalized Population Under 65 with Health Insurance Coverage by Age in San Antonio 2018 Source: American Community Survey 1-Year Estimates. B27001
Reduce Health and Behavioral Risks Goal: Decrease 3-year moving average of total years of potential life lost before age 75 by 10%
Goal Quantified Baseline (2011) Update (2019) 6,628 7,365 6,931 Source: University of Wisconsin Population Health Institute. County Health Rankings & Roadmaps
The most recent data available for reducing health and behavioral risks shows progress. This is measured by the number of years of potential life lost (YPLL) due to premature death, defined as death prior to age 75. Life expectancy is the number of years a person could expect to live if current rates remain constant. Current life expectancy in both Bexar County and Texas is 79 years (2019 Bexar County & Atascosa County Community Health Needs Assessment Report).
When disaggregated by race/ethnicity, the data show a greater degree of premature deaths for Black residents.
3-Year Moving Average of Total Years of Potential Life Lost Before Age 75 by Race/Ethnicity 2017-2019 Source: University of Wisconsin Population Health Institute. County Health Rankings & Roadmaps
92 • SA2020 2019 Impact Report Reduce Food Insecurity Goal: Reduce the percentage of population that is food insecure by 10%
Goal Quantified Baseline (2017) Update (2017) 10.3% 11.4% 11.4% Source: Feeding America
This year, we added food insecurity as a measure of success in health, as limited access to sources of healthy and affordable food has been linked to diabetes, high blood pressure, and heart disease (Feeding America). When children are hungry, they have difficulty learning, directly affecting educational outcomes for San Antonio’s students. This, then, compels us to understand the implications of cuts to federal programs such as the Supplemental Nutrition Assistance Program (SNAP). In April 2020, SNAP benefits could be scaled back significantly, leading to an estimated 2.1 million fewer households eligible for food aid (Wheaton, 2019. Estimate Effect of Recent Proposed Changes to SNAP Regulations).
To understand how food insecurity can affect San Antonio households, we are providing data from the 2017 and 2018 American Community Survey 1-Year estimates. While total households in San Antonio grew by approximately 1.7% between 2017 and 2018, households that received SNAP grew by about 14.9%. And while San Antonio saw an estimated 3% decrease in the number of households with children between 2017 and 2018, we saw an approximate 19.3% growth in SNAP recipients in households with children. Overall, San Antonio saw an uptick in the number of households that received SNAP—a growth from 13.7% (±0.9%) in 2017 to 15.5% (±0.9%) in 2018—as well as an uptick in the number of households with children that received SNAP—a growth from 23.8% (±1.9%) in 2017 to 29.3% in 2018 (±2.0%).
Total Households & Households that Received SNAP in San Antonio 2017-2018 Source: American Community Survey 1-Year Estimates, Table B22002, 2017 & 2018
Total Households with Children & Households with Children that Received SNAP in San Antonio 2017 & 2018 Source: American Community Survey 1-Year Estimates, Table B22002, 2017 & 2018
93 • SA2020 2019 Impact Report Further, when looking at the overall trend in Bexar County for children age 0-17, we see that the percentage of children who are food insecure, while improving year over year, is higher than the general population.
Comparison: Percent of Children and Total Population who are Food Insecure, Bexar County 2012-2017 Source: Feeding America, 2019
To understand the impact hunger has on health, LEARN MORE education, and the economy, visit feedingamerica.org.
94 • SA2020 2019 Impact Report NEIGHBORHOODS
Historic Pearl | Vanessa Velazquez Photography San Antonio is known for it cohesive neighborhoods with compelling and unique personalities.
Modern linked mass transit, improved infrastructure and a concerted effort to preserve and maintain our historic buildings, parks and open spaces complement smart growth patterns. The result is a livable and vibrant community that is strongly connected to its past and maintains its small-town feel. NEIGHBORHOODS Every neighborhood in San Antonio should offer opportunities for its residents, from good jobs nearby to social cohesion among neighbors. While we have seen progress—even exceeding the 2020 goal for infill development—we have more to do to improve walkability, parks access, digital access, and housing affordability. As we work together to make these goals a reality, San Antonio must ensure that our collective work does not come to the detriment of the history and vibrancy of neighborhoods or the San Antonians who call them home.
INDICATOR SNAPSHOT Increase Inner-Loop Housing Construction 27% Increase Walkability of SA2020 Partners impact Improve Access to Parks and Green Spaces Neighborhoods
Improve Digital Access A full list of SA2020 Partners is on page 8.
Decrease Housing Cost Burden
Increase Inner-Loop Housing Construction Goal: Increase the number of new housing starts and renovation permits issued within Loop 410 by 25%
Goal Quantified Baseline (2010) Update (2018) 994 permits 795 permits 1,603 permits
Source: City of San Antonio, Development Services Department The sprawl in the community prompted this indicator with a desired increase for density in the urban core. San Antonio exceeded this goal in 2016, and the number of new housing starts and renovation permits issued within Loop 410 continues to outpace the original goal.
As San Antonio navigates growth, income segregation, walkability, affordability, and multi- modal transit, neighborhood density has been positively linked to innovation, connectivity between neighbors, and walkability. Overall, however, new housing starts are not keeping pace with existing home sales. When cities like San Antonio undergo significant growth and do not tie an affordability commitment to development and construction, redevelopment and investment can also lead to displacement and instability (Source: Mayor’s Housing Policy Task Force Report, 2018). As San Antonio continues to tackle housing affordability and growth, this indicator provides a measure of what type of housing is created and the location while we continue to monitor inner-loop housing for displacement. A January 2018 study from the National Association for Latino Community Asset Builders (NALCAB) for the City of San Antonio showed that between 2011 and 2016, San Antonio experienced broad-based appreciation in housing values, with the highest rates of single-family price appreciation occurring inside Loop 410.
For strategies and policies available to the Texas Community in addressing LEARN MORE displacement, visit The Uprooted Project provided by The University of Texas at utexas.edu/gentrificationproject/tools-for-texas-communities/.
97 • SA2020 2019 Impact Report Increase Walkability Goal: Increase citywide Walkscore® by 20%
Goal Quantified Baseline (2010) Update (2018) 53 44 38
Source: Walkscore.com This indicator, through Walkscore®, measures walkability on a scale from 0-100 based on walking routes to destinations like grocery stores, schools, and parks. San Antonio’s city- wide walkability has maintained at 38 since 2016, which means we are “car-dependent” on the Walkscore® scale. According to Walkscore®, San Antonio is the 35th most walkable large city in the United States. We know there are areas of the city that were not made to be walkable, which speaks to San Antonio’s neighborhood density and complete streets goals. For a community that prioritized micro-mobility and public transit, this score also leads to a conversation about accessibility. As San Antonio continues to grow beyond Loop 1604, neighborhoods in the urban core can serve as examples on how to cultivate and preserve walkability. San Antonio’s most walkable neighborhoods are all inside Loop 410 near and around downtown, while San Antonio’s least walkable neighborhoods are all outside Loop 410, some even beyond Loop 1604.
Top 5 Walkable Neighborhoods (based on Walkscore®)
1 Downtown = 82
2 Five Points = 80 (I-35 and I-10)
3 Tobin Hill = 77 (I-35 and Highway 281)
4 King William = 76 (Southtown near downtown)
5 Arsenal = 73 (near downtown and King William)
Top 5 Least Walkable Neighborhoods (based on Walkscore®)
1 Huntleigh = 1 (far eastside outside Loop 410)
2 Oxbow = 6 (far northwest side)
3 Lakeside = 7 (far eastside outside Loop 410)
4 Sonoma Ranch = 8 (northwest side outside Loop 1604)
5 Dominion = 9 (far northwest side outside Loop 1604) Vista = 9 (far northeast side just inside Loop 1604) Northampton = 9 (far northeast side inside Loop 1604 near Converse)
To see more about San Antonio’s WalkScore® LEARN MORE visit walkscore.com/TX/San_Antonio.
98 • SA2020 2019 Impact Report Improve Access to Parks and Green Spaces Goal: Increase percentage of population with measurable park access to 50%
Goal Quantified Baseline (2011) Update (2019) 50.0% 32.0% 42.0%
Source: The Trust for Public Land’s ParkScore® Index Park access, here, is defined as the ability to reach a publicly-owned park within a 10-minute walk from home. For this measure, “park” includes: publicly-owned local, state, and national parks, trails, and open space; school parks with a joint-use agreement with the local government; and privately-owned parks that are managed for full public use. Not included in this measure are parks in gated communities, private golf courses, and private cemeteries.
San Antonio’s access to parks rating is considered low at 15 out of 100, while acreage, which includes the median park size and percentage of area dedicated to parks, is higher at a rating of 75 out of 100. This means that the amount of green space far surpasses its accessibility to residents and offers an opportunity to make more green spaces accessible to residents. Park spending per residents is rated 45 out of 100, and amenities in parks, like basketball hoops and dog parks, is 30 out of 100.
The national average of residents that live within a 10-minute walk of a park is 54%. Source: The Trust for Public Land
More on San Antonio’s park LEARN MORE access can be found at tpl.org/ city/san-antonio-texas.
Vanessa Velazquez Photography
99 • SA2020 2019 Impact Report Improve Digital Access Goal: Increase percentage of homes with computer and internet access to 95%
Goal Quantified Baseline (2013) Update (2019) 95.0% 68.4% (±1.1%) 80.8% (±0.9%)
Source: US Census Bureau American Community Survey 1-Yr Estimate, Table B28003 This indicator measures the percentage of homes with computer and internet (broadband only). While we are seeing progress, San Antonio is not improving access at the rate necessary to reach the 2020 goal. Since digital access is also linked to health care access, workforce development, and education, disaggregating the data helps us better understand where the need persists. While 90.5% (±1.8%) of children under the age of 18 have access to internet and a computer, only 73.3% (±1.8%) of adults 65+ do.
The 2020 Census marks the first time you'll have the option to respond online. Census opens on April 1, 2020. Source: 2020census.gov
Households With Computer & Broadband Internet by Age in San Antonio 2018 Source: American Community Survey 1-Year Estimates. Table B28005
Households With Computer & Broadband Internet by Race/Ethnicity in San Antonio 2018 Source: American Community Survey 1-Year Estimates.Table B28009 B-I
100 • SA2020 2019 Impact Report Decrease Housing Cost Burden Goal: Decrease total occupied housing units with costs more than 30% of income by 15%
Goal Quantified Baseline (2010) Update (2018) 29.5% 34.7% (±1.3%) 33.5% (±1.3%)
Source: US Census Bureau American Community Survey 1-Yr Estimate, Table DP04 Affordable housing is defined as “housing that does not cost more than30% of a household’s income.” It appears that the housing cost burden in San Antonio shows progress, but this estimate comes with a margin of error that could keep it in line with the 2010 baseline percentage, which could mean no movement at all. Moreover, when we disaggregate housing burden by age of the resident, we see disparities in cost for owners and renters. Of all seniors 65+ who rent, 54% are cost burdened, while approximately 21% of seniors who own their homes are cost burdened. Further, the difference in cost burden for those who own their homes versus those who rent, when disaggregated by age, is nearly two times. For homeowners, costs can include: • Mortgage • Homeowner's insurance • Second mortgage and/or home equity loans • Association fees (if applicable) • Real estate taxes • Utilities
For renters, costs can include: • Rent • Utilities Source: US Census
Occupied Housing Units with Costs >30% of Income by Age in San Antonio 2018 Source: American Community Survey 1-Year Estimates. B25093 & B25072
101 • SA2020 2019 Impact Report Renters continue to face challenges in affordability. In 2018, the majority of renters (over 50%), were likely to be burdened by costs. Nearly 57% of Black renters, 53% of Hispanic renters, and 51% of white renters were burdened by costs.
In Bexar County, approximately 60% (nearly 12,000) of all filings in 2018 resulted in evictions—the equivalent of 33 families losing their homes every day of the year. Source: Kicked Out Series from San Antonio Express-News
Occupied Housing Units with Costs >30% of Income by Race/Ethnicity in San Antonio 2018 Source: American Community Survey 1-Year Estimates. S0102
• The City of San Antonio’s Neighborhood & Housing Services Department shares resources on coordinated housing efforts, local anti-displacement efforts, and assistance resources at sanantonio.gov/NHSD/Coordinated-Housing. LEARN MORE • Kicked Out is a three-part series from San Antonio Express-News that investigates the surge of evictions in Bexar County, which outpace Houston, Dallas, and Fort Worth. You can read the series at expressnews.com/local/investigations/kickedout/#.
102 • SA2020 2019 Impact Report TRANSPORTATION
Highway 281 and Loop 1604 | Vanessa Velazquez Photography San Antonio’s transportation system is recognized as a model of efficiency and environmental sustainability.
San Antonio is served by an environmentally-friendly transportation system where everyone is able to walk, ride, drive or wheel in a safe, convenient, and affordable manner to their desired destinations. Frequent and reliable mass transit services connect communities, and transportation infrastructure meets community needs. TRANSPORATION A transportation system that meets the needs of San Antonians is critical to every aspect of city life, such as getting to school and work safely. It also creates a sense of community by virtue of its ability to bring people together. In this way, infrastructure, like streets, touches every other aspect of the shared vision. While we have seen progress in alternative transit use and the reduction of traffic fatalities, neither are improving at the rate necessary to meet San Antonio’s goals for the year 2020. The City of San Antonio is helping tell a more comprehensive story of Complete Streets, requiring a community conversation about the intent and implementation of the measure, thereby bringing that indicator to a baseline after years of progress. Knowing sixty-six people are born or more to the city every day, San Antonio’s mobility and transit system required continued long-term, cross-sector planning, both to accommodate the growth in our population and meet the needs of residents today. This means, then, potentially rethinking what we measure in getting to our community’s desired result of a transportation system that is “recognized as a model of efficiency” where “everyone is able to walk, ride, drive, or wheel in a safe, convenient, and affordable manner.”
INDICATOR SNAPSHOT Increase Complete Streets 13% Decrease Vehicle Miles Traveled of SA2020 Partners impact Decrease Commute Time Transportation
Increase Alternative Transit Use A full list of SA2020 Partners is on page 8. Eliminate Traffic Fatalities and Serious Injuries
Increase Complete Streets Goal: Pending revision in 2020
Goal Quantified Baseline (2010) Update (2017) N/A N/A N/A Source: City of San Antonio, Transportation and Capital Improvements Department
The original goal, identified by the community in 2010, was to triple the number of complete streets in San Antonio. This year, we worked with the City of San Antonio’s Transportation and Capital Improvements Department to better understand streets in San Antonio. The City’s Complete Streets Policy, adopted in 2011, reads as follows:
Complete Streets are defined as roadways that take into account all users, including people driving cars, using transit, riding bikes, walking, and using wheelchairs. Key components of the policy include the following:
• To be “Complete” not all streets must be the same. The function of the road (e.g. local, collector, and arterial) and the level of vehicular, pedestrian, and bicycle traffic will be considered. • The context of the land use adjacent to the road (e.g. residential, commercial, community facility, or industrial) will be used as a determinant in identifying road type.
105 • SA2020 2019 Impact Report Of the total street network in San Antonio, which is 4,181 miles, 3,232 miles are local streets. “Complete” for these roadways generally means there are sidewalks, although this generalization doesn’t include rural communities who may not need or want sidewalks. Additionally, the City utilizes the practice that dedicated bike facilities aren’t necessarily needed for low-speed, low-volume roadways, like those with speed limits less than 35 mph or see 3,000 vehicles or less per day. With the addition of sidewalks, then, 77% of San Antonio streets are “complete” according to the policy. In this sense, the City of San Antonio has steadily increased complete streets from 2,155 completed miles in 2010 to 2,442 completed miles in 2019, a near 11% increase.
The original intent of tracking this indicator was to capture the increase of streets that accommodated all methods of modality and users, including pedestrians, bicyclists, motorists, and transit riders of all ages and abilities. For that, we must know how many streets can accommodate this definition and understanding. In the 4,181 miles of the street network, 949 miles (23%) have the potential to be a Complete Street in this sense. Of this, 210 miles (22%) are Complete Streets, defined by the City of San Antonio as being an existing street, within a quarter mile of a transit stop, with a sidewalk and a bicycle facility, which accommodates or encourages bicycling (if recommended in the Bicycle Master Plan.) These Complete Streets include most arterial and connector roads.
A Complete Streets Policy can direct design for the entire right of way to enable safe access for all users, across age, ability, and mode of transportation. As the San Antonio community contemplates transit and mobility, we will need to collectively determine if we want to increase Complete Streets for all methods of modality, currently at 210 miles of arterial and connector roads out of 949 miles, or increase complete streets identified and defined under the City of San Antonio Complete Streets Policy, currently at 2,442 miles out of 4,181, or both.
Courtesy Photo | YMCA
106 • SA2020 2019 Impact Report Decrease Vehicle Miles Traveled Goal: Decrease daily vehicle miles traveled per capita by 10%
Goal Quantified Baseline (2010) Update (2017) 18.7 miles 20.8 miles 24.3 miles
Source: US Department of Transportation, Federal Highway Administration
Vehicle Miles Traveled (VMT) has continued to slightly increase since 2010. This is unsurprising as sprawl continues and our community grows. Understanding VMT gives us the opportunity to address neighborhood development that connects where people live to transit opportunities, as well as where they work. In areas like downtown, for example, where we see employment increasing and the number of residents living there flatlining, San Antonio has an opportunity to help connect neighborhood growth with economic growth. Commute times have also been linked to strategies like Complete Streets, which help roadways operate more effectively, as well as increasing alternative transit use, which helps pull more cars off the street.
If every person in San Antonio drove one mile less per day we could see a decrease in annual driving expenses by $453 million in the San Antonio metro region. Source: SA2020 Green Dividend
Decrease Commute Time Goal: Decrease mean travel time to work for workers 16+ who did not work at home and traveled alone by car, truck, or van to 20 minutes
Goal Quantified Baseline (2011) Update (2018) 20 minutes 22 (±0.4) minutes 23.8 (±0.7) minutes
Source: US Census Bureau American Community Survey 1-Yr Estimate, Table S0802 Bexar County is expected to double its population in the next 20 years and has been consistently ranked as one of the fastest growing areas in the country. Population estimates from the US Census Bureau released in 2019 showed San Antonio is second behind Phoenix, Arizona in largest population increases, growing by nearly 21,000 people. This growth could move us to being the sixth most populated city in the nation by 2021. With more growth comes more traffic, so San Antonio’scommute time remaining relatively stagnant could signal progress. Maintaining our commute time will require increasing alternative transit use and the number of Complete Streets, as well as smart development.
Commute Time is measured by the mean travel time to work for workers 16+ who did not work at home and traveled alone by car, truck, or van.
Increase Alternative Transit Use Goal: Increase percentage of workers 16+ who travel by carpool and/or public transportation to 20%
Goal Quantified Baseline (2013) Update (2018) 20.0% 14.2% (±1.1%) 14.6% (±1.0%)
Source: US Census Bureau American Community Survey 1-Yr Estimate, Table S0802
“Workers” includes residents 16+ who are members of the Armed Forces and civilians who were at work last week.
107 • SA2020 2019 Impact Report In a community that is grappling with affordable housing, San Antonio must also monitor transportation, which is the highest expenditure for residents besides housing (Bureau of Labor Statistics, 2017). Currently, 75% of residents in the San Antonio Metropolitan Statistical Area pay 22% or more on transportation costs, according to The Housing and Transportation (H&T®) Affordability Index through The Center for Neighborhood Technology. On average, San Antonians spend over $12,000 on total auto costs annually, including gas and maintenance. Increasing alternative transit use is also linked to environmental sustainability due to fewer emissions, as well as decreased commute times and vehicle miles traveled due to fewer cars on the road.
Construction is currently underway on Bexar County’s first High-Occupancy Vehicle (HOV) lanes on Highway 281, with the first phase of the project expected to be completed in 2020, and the second phase completed by 2021. The first phase includes Loop 1604 to North of Stone Oak Parkway, while the second phase includes North of Stone Oak Parkway to Borgfeld Drive. In an area like Stone Oak, where congestion is heavy, the HOV lanes can be utilized by carpools, as well as VIA bus riders. Transit experts expect this project to provide incentives for more people to choose alternative methods of transit.
• The Texas Department of Transportation offers more information on the 281 project at txdot.gov/inside-txdot/projects/studies/san-antonio/us-281-1604-borgfeld.html. • VIA Metro Transit has been increasing frequency of rides and updating technology to help create more access for riders. In 2020, VIA is asking for the community’s LEARN MORE help in reimaging our transit system. Learn more at viainfo.net/reimagined/. • Discover more about the Housing and Transportation Affordability Index, a part of a broader effort to explore urban sustainability through location efficiency at htaindex.cnt.org. See San Antonio’s H&T® Index at htaindex.cnt.org/map/.
Eliminate Traffic Fatalities and Serious Injuries Goal: Eliminate all traffic accidents causing injury
Goal Quantified Baseline (2012) Update (2018) 0 954 747
Source: Alamo Area Metropolitan Planning Organization
San Antonio’s commitment to Vision Zero, a strategy to eliminate all traffic fatalities and severe injuries, while increasing safety, was affirmed when City Council adopted it in 2015. Baseline information takes us back to 2012 and for the first time since we began tracking this indicator, San Antonio is seeing progress with a 32% reduction in injuries and fatalities between 2017 and 2018. The progress on this indicator is also linked to Complete Streets, providing sidewalks and safe right-of-ways for cyclists. Accidents and fatalities, according to the logic of Vision Zero, can be prevented though smarter engineering, development, and education.
A recent analysis by City Lab published in November 2019 shows that early adopters of Vision Zero, which includes some of the nation’s largest cities like Los Angeles, D.C., Chicago, and New York, as well as Austin and Seattle, are unlikely to meet the Vision Zero goals (Bliss, Montgomery, and Gerring, (2019). What Happens When a City Tries to End Traffic Deaths). They highlighted several factors that prevent Vision Zero from happening, such as digital distractions and the popularity of ride-hailing services. While San Antonio is now seeing some progress on this goal, it will take continued investment in people-centered design to reach San Antonio’s goal of zero traffic fatalities and serious injuries. Learn more about the Vision Zero Network, including what LEARN MORE other communities have committed to eliminating traffic fatalities and serious injuries, at visionzeronetwork.org.
108 • SA2020 2019 Impact Report MEASURES & METHODOLOGIES
Mission Espada | SA2020 Photo Immersed: Local to Global Art Sensations, The McNay | SA2020 Photo Árbol del la Vida: Voces de Tierra | Artist: Margarita Cabrera | SA2020 Photo MEASURES & METHODOLOGIES Community Indicators Methodology Because we release an annual report on the progress toward San Antonio’s Community Vision, the data must be reliable, valid, and consistent. Wherever possible, we want an apples-to-apples comparison over time. This year, we made updates to the primary sources for Health and Behavior Risk to align with Years Potential Life Lost (YPLL), as well as for Recidivism Rate, which now comes from the Bexar County Office of Criminal Justice Policy, Planning and Programs. We no longer use a three-year average for homeless count, using the exact number from the Point-In-Time (PIT) count that South Alamo Regional Alliance for the Homeless (SARAH) reports each year. The City of San Antonio Transportation and Capital Improvements Department is helping tell a more comprehensive story of Complete Streets, requiring a community conversation about the intent of the measure, thereby bringing that indicator to a baseline after years of progress. Volunteerism is no longer trended at a three-year rate and is reported now as a one-year percentage of population 16+ that volunteered. The goal remains unchanged. Entrepreneurship was originally captured as business starts, but the Kauffman Index is not updated frequently enough for an annual report. This year, we tracked the number of jobs for firms less than two years old from the US Census Bureau to help show the growth of employment in startups. Finally, this year, we added Food Insecurity from Feeding America, bringing the total count of indicators to 62.
SA2020 works in partnership with CI:Now, who collects the data from various sources. CI:Now also disaggregates the information where available and provides all of this to SA2020, who analyzes and reports the information. Sources The 62 Community Indicators come from the following local, regional, and national sources: 1. Alamo Area Metropolitan Planning Organization (AAMPO) 17. Internal Revenue Service 2. Bexar County Elections Department 18. San Antonio Police Department (SAPD) 3. Bexar County Office of Criminal Justice Policy, Planning 19. San Antonio River Authority (SARA) and Programs 20. San Antonio Water System (SAWS) 4. Bureau of Labor and Statistics 21. South Alamo Regional Alliance for the Homeless (SARAH) 5. Center for City Park Excellence 22. Texas Commission on Environmental Quality (TCEQ) 6. City of San Antonio, Center City Development & 23. Texas Department of Family and Protective Services (DFPS) Operations Department (CCDO) 24. Texas Department of State Health Services 7. City of San Antonio, Department of Arts and Culture 25. Texas Department of State Health Services, 8. City of San Antonio, Development Services Department (DSD) Texas Behavioral Risk Factor Surveillance System (BRFSS) 9. City of San Antonio, Department of Government and 26. Texas Education Agency (TEA) Public Affairs (GPA) 27. Texas Higher Education Coordinating Board 10. City of San Antonio, Office of the City Clerk 28. The San Antonio Creative Industry Report 11. City of San Antonio, Solid Waste Management Department 29. Transforming Early Childhood Community Systems; (SWMD) Early Development Instrument (EDI) 12. City of San Antonio, Transportation and Capital 30. University of Wisconsin Population Health Institute, Improvements Department (TCI) County Health Rankings & Roadmaps 13. Corporation for National and Community Service 31. US Census Bureau, American Community Survey 14. CPS Energy 32. US Department of Transportation, 15. Feeding America Federal Highway Administration 16. Integrated Postsecondary Education Data System (IPEDS) 33. Walkscore.com
In each section of the report, the sources are listed with the corresponding indicators. Graphs may have different source than the indicators. These sources are listed with the cooresponding graphs.
About CI:Now
CI:Now is a nonprofit serving Bexar (San Antonio) and 11 surrounding counties (Atascosa, Bandera, Comal, Frio, Gillespie, Guadalupe, Karnes, Kendall, Kerr, Medina, and Wilson) in south-central Texas, near the U.S.-Mexico border. CI:Now provides data, tools, analysis, and training, making small-area (e.g., block group or parcel-level) data accessible wherever those data are available, in order to inform decisions to improve Texas Communities. More information at cinow.info.
About SA2020
In late 2010, nearly 6,000 San Antonians created a shared vision for the community with identified goals through the year 2020. In order to guide the decade-long strategic vision into action, SA2020, an independent, nonprofit organization, was formed in 2012. SA2020 drives progress toward San Antonio’s Community Vision by: 1. Reporting on San Antonio’s progress by tracking and analyzing 62 prioritized community indicators, disaggregated by race, gender, and place, in order to tell a more complete story of San Antonio’s progress and identify opportunities for targeted programs, policies, or interventions. 2. Engaging and activating the community at large to lead change through storytelling, data visualization, resource sharing, and public events. 3. Aligning multi-sector organizations toward the shared vision through customized training and support and facilitated collaborations around complex community challenges. In the year 2020, SA2020 will lead a community engagement process to reaffirm and strengthen San Antonio’s Community Vision through the year 2030. For more information, visit SA2020.org.
111 • SA2020 2019 Impact Report SA2020 COMMUNITY INDICATORS MEASURES & SOURCES
Baseline Community Indicator Name Primary Measure Goal Quantified Year
City of San Antonio Department of Increase Funding for Arts and Culture Dollars Invested in $12,800,00 2010 Arts and Culture Arts and Culture Programs Program Attendance for City of Increase Attendance for San Antonio Department of Arts 3,600,000 2010 Arts and Culture and Culture Funded Programs
Arts & Culture Increase Economic Impact Economic Impact of Creative Sector $5,000,000,000 2010 of Creative Sector in Dollars
Increase Employment in Number Employed in the 42,400 2010 Creative Industries Creative Sector
Percent of Residents That Feel That Improve Satisfaction with San Antonio Arts and Cultural Life 80.0% 2012 Arts and Culture Provide Everything Their Family Wants
Baseline Community Indicator Name Primary Measure Goal Quantified Year
Increase Voter Turnout Voter Turnout in Municipal Elections 14.73% 2011
Increase Diversity of Percent of City Board Members 26.6% 2012 Elected Officials Identified as "Non-Minority"
Percent of Population 16+ Increase Volunteerism 28.4% 2010 That Volunteered Civic Engagement Percent of All Individual Income Tax Increase Philanthropic Giving 20.0% 2011 Returns with Contributions
Baseline Community Indicator Name Primary Measure Goal Quantified Year
Reduce Recidivism 3-Year Recidivism Rate 15.9% 2010
Reduce Emergency Annual Average Police Emergency 8.0 2010 Response Times Response Time
Index Crime Rate per Reduce Index Crime Rate 4,381.6 2010 100,000 Population Community Safety Community Annual Number of Family Decrease Domestic Violence 5,324 2010 Violence Assaults
Percent of Citizens Who Rate Their Improve Satisfaction with Overall Feeling of Safety "Excellent" 67.1% 2010 Community Safety or "Good"
Increase Attendance at Annual Number Trained in Community 1,144 2010 Community Safety Trainings Policing and Outreach Programs
112 • SA2020 2019 Impact Report *Margin of Error When we can’t measure all of something, like people in a city, we sample them – measure only some to get an idea (estimate) of what’s true for everyone. Sampling introduces error and uncertainty, and the margin of error – for example, “plus or minus three percentage points” – is a measure of how much uncertainty there is. The smaller the sample in relation to the total population, generally, the larger the margin of error. (Source: Alamo Data Region Alliance)
Baseline Value Most Recent Most Recent Value Current Status Source Geography (Margin of Error)* Data Year (Margin of Error)*
City of San Antonio - $6,400,00 2018 $7,948,261 PROGRESS Department of Arts San Antonio and Culture City of San Antonio - 1,800,000 2018 5,506,793 MET & EXCEEDED Department of Arts San Antonio and Culture
The San Antonio Creative $3,943,081,536 2018 $4,828,551,272 ON TRACK San Antonio MSA Industry Report
The San Antonio Creative 21,200 2018 21,984 PROGRESS San Antonio MSA Industry Report
City of San Antonio - 55.0% 2019 63.0% PROGRESS Department of Arts San Antonio and Culture
Baseline Value Most Recent Most Recent Value Current Status Source Geography (Margin of Error)* Data Year (Margin of Error)*
Bexar County Elections 6.73% 2019 13.03% PROGRESS San Antonio Department
City of San Antonio - 42.4% 2019 32.9% PROGRESS San Antonio Office of the City Clerk
FLAT/GETTING Corporation for National 27.8% 2018 25.7% San Antonio WORSE and Community Service
FLAT/GETTING 17.6% 2017 17.1% Internal Revenue Service Bexar County WORSE
Baseline Value Most Recent Most Recent Value Current Status Source Geography (Margin of Error)* Data Year (Margin of Error)*
Bexar County Office of FLAT/GETTING 31.7% 2016 34.0% Criminal Justice Policy, Bexar County WORSE Planning and Programs
San Antonio Police 8.2 2018 6.8 MET & EXCEEDED San Antonio Department (SAPD)
San Antonio Police 7,268.8 2018 4,991.1 PROGRESS San Antonio Department (SAPD)
FLAT/GETTING San Antonio Police 10,648 2018 12,320 San Antonio WORSE Department (SAPD)
FLAT/GETTING City of San Antonio - 61.0% 2018 57.0% Department of Government and San Antonio WORSE Public Affairs
San Antonio Police 1,040 2018 1,309 MET & EXCEEDED San Antonio Department (SAPD)
113 • SA2020 2019 Impact Report Baseline Community Indicator Name Primary Measure Goal Quantified Year
Number of Multi-Family Housing Increase Downtown Housing Units 10,804 2011 Units Downtown
Increase Greater Downtown Estimated Number of Greater 27,093 2013 Area Population Downtown Residents
Increase Downtown Employment Number Employed Downtown 65,621 2012
Improve Downtown Economic Impact of Downtown $14,410,542,605 2012 Economic Impact Employment in Dollars Downtown Development Downtown
Reduce Downtown Crime Rates Number of Crimes Occurring Downtown 1,420 2011
Baseline Community Indicator Name Primary Measure Goal Quantified Year
Increase Per Capita Income Per Capita Income $25,710 2010
Increase Employment in Annual Average Number Employed in 132,776 2010 Target Industries Target Industries
Increase Entrepreneurship Number of jobs for firms <2 years old 21,505 2011
Annual Number of Professional Increase Professional Certificates 8,569 2010 Certificates Awarded
Percent of Total Employment in Expand STEM Economy 16.4% 2010 Economic Competitiveness Economic STEM Occupations
Annual Average City-Wide Reduce Unemployment 3.5% 2010 Unemployment Rate
Baseline Community Indicator Name Primary Measure Goal Quantified Year
Percent of Students Developmentally Improve Kindergarten Readiness 30.0% 2013 "Very Ready"
Percent of Students at "Approaches Improve 3rd-Grade Reading Grade Level" or "Above" on 3rd-Grade 85.0% 2012
Education Reading STAAR Test
Increase High School Four-Year Longitudinal Graduation Rate 85.0% 2010 Graduation Rate Without Exclusions
Percent of Graduates Testing Improve College Readiness 85.0% 2015 College-Ready in English and Math
Percent of High School Graduates Increase College Enrollment Enrolled in Texas Institutions of Higher 80.0% 2010 Education in the Following Fall
Increase Adults with Percent of Population 25+ with an 50.0% 2010 College Degrees Associate's Degree or Above Baseline Value Most Recent Most Recent Value Current Status Source Geography (Margin of Error)* Data Year (Margin of Error)*
City of San Antonio - San Antonio 3,304 2018 10,450 ON TRACK Center City Development & Operations Office (CCDO) Center City
23,559 22,055 FLAT/GETTING US Census Bureau American Greater 2018 Community Survey 5-Yr (±1,507) (±1,278) WORSE Estimate, Table B01003 Downtown Area
City of San Antonio - San Antonio 52,497 2018 74,448 MET & EXCEEDED Center City Development & Operations Office (CCDO) Center City
City of San Antonio - San Antonio $9,753,622,463 2018 $19,528,824,523 MET & EXCEEDED Center City Development & Operations Office (CCDO) Center City
San Antonio Police San Antonio 2,840 2018 1,865 PROGRESS Department (SAPD) Center City
Baseline Value Most Recent Most Recent Value Current Status Source Geography (Margin of Error)* Data Year (Margin of Error)*
US Census Bureau Ameri- $21,425 $24,684 2018 PROGRESS can Community Survey 1-Yr San Antonio (±$466) (±$421) Estimate, Table B19301
Bureau of Labor and 120,705 2018 151,476 MET & EXCEEDED Bexar County Statistics
US Census Bureau. Longitudinal- Employer Household Dynamics Program 18,700 2017 23,114 MET & EXCEEDED (LEHD), Origin-Destination Employment San Antonio Statistics (LODES) Data Integrated Postsecondary FLAT/GETTING 7,790 2018 6,929 Education Data System Bexar County WORSE (IPEDS)
Bureau of Labor and 8.2% 2018 11.0% PROGRESS San Antonio MSA Statistics
Bureau of Labor and 7.0% 2018 3.3% MET & EXCEEDED San Antonio Statistics
Baseline Value Most Recent Most Recent Value Current Status Source Geography (Margin of Error)* Data Year (Margin of Error)*
Transforming Early Childhood 245 census tracts that have Community Systems; Early Development been assessed each year 22.4% 2018 23.6% PROGRESS Instrument (EDI), 2013-2017. *245 census since the implementation tracts used for trend analysis. of the study in 2013 Bexar County 72.9% 2018 73.2% PROGRESS Texas Education Agency Districts and Charters Bexar County 78.5% 2018 88.9% MET & EXCEEDED Texas Education Agency Districts and Charters Bexar County 29.0% 2018 40.7% PROGRESS Texas Education Agency Districts and Charters Bexar County FLAT/GETTING Texas Higher Education 51.0% 2018 47.5% Districts and WORSE Coordinating Board Charters
30.7% 33.7% US Census Bureau American 2018 PROGRESS Community Survey 1-Yr San Antonio (±1.0%) (±1.0%) Estimate, Table B15003 Baseline Community Indicator Name Primary Measure Goal Quantified Year
Megawatt Renewable Energy Capacity Increase Renewable Energy 1,500 2010 Under Contract
Maintain Compliance with Ground-Level Improve Air Quality Index 68 2010 Ozone Standard
Reduce Water Use Gallons Per Capita Per Day (GPCD) 126 2010
Weather Normalized Average Kilowatt Reduce Energy Use Per Hour Per Residential Customer 12,897 2010 Per Year
Reduce Residential Waste Number of Tons Waste to Landfill 222,298 2010 Environmental Sustainability Environmental
Increase Recycling Rates Percent of Waste Recycled 60.0% 2010
Increase Development with Low Projects that Meet the UDC Standards 10 2015 Environmental Impact Pertaining to LID Incentives
Increase Employment in Number Employed in Green Industries 16,112 2010 Green Industries
Baseline Community Indicator Name Primary Measure Goal Quantified Year
Percent of Individuals Below Poverty in Reduce Underemployment Past 12 Months Who Have Worked Full- 2.0% 2010 Time and Year-Round in Past 12 Months
Percent of Individuals Below Poverty in Reduce Poverty Rate 9.6% 2010 Past 12 Months
Number of Sheltered and Unsheltered Reduce Homelessness 1,646 2010 Homeless Persons Family Well-Being Family
Decrease Child Abuse Number of Confirmed Child Abuse or 10.2 2010 and Neglect Neglect Victims Per 1,000 Children
Residential Income Segregation Index Reduce Income Segregation 46.0 2010 (RISI) Approximation
116 • SA2020 2019 Impact Report Baseline Value Most Recent Most Recent Value Current Status Source Geography (Margin of Error)* Data Year (Margin of Error)*
916 2018 1,728 MET & EXCEEDED CPS Energy Bexar County
Texas Commission on 75 2018 72 PROGRESS Environmental Quality San Antonio (TCEQ)
San Antonio Water System 131 2018 115 MET & EXCEEDED Bexar County (SAWS)
13,704 2018 12,872 MET & EXCEEDED CPS Energy Bexar County
City of San Antonio - 444,596 2019 379,929 PROGRESS Solid Waste Management San Antonio Department (SWMD) City of San Antonio - 19.2% 2019 35.5% PROGRESS Solid Waste Management San Antonio Department (SWMD)
San Antonio River 0 2018 15 MET & EXCEEDED San Antonio Authority (SARA)
FLAT/GETTING Bureau of Labor and 8,056 2018 6,723 Bexar County WORSE Statistics
Baseline Value Most Recent Most Recent Value Current Status Source Geography (Margin of Error)* Data Year (Margin of Error)*
3.5% 4.8% FLAT/GETTING US Census Bureau American 2018 Community Survey 1-Yr San Antonio (±0.5%) (±0.6%) WORSE Estimate, Table S1701
19.1% 20.0% FLAT/GETTING US Census Bureau American 2018 Community Survey 1-Yr San Antonio (±1.0%) (±1.0%) WORSE Estimate, Table S1701
South Alamo Regional 3,291 2019 2,872 PROGRESS Alliance for the Homeless Bexar County (SARAH)
Texas Department of 13.6 2018 11.4 PROGRESS Family and Protective Bexar County Services (DFPS)
US Census Bureau American Community Survey 5-Yr 58.0 2018 51.7 PROGRESS Bexar County Estimate, Table B19001 and B19013
117 • SA2020 2019 Impact Report Baseline Community Indicator Name Primary Measure Goal Quantified Year
Reduce Obesity Adult Obesity Rate 29.8% 2011
Percent of Adults Reporting Reduce Diabetes Rate 11.8% 2011 Diabetes Diagnosis
Improve Maternal and Percent of Births Pre-Term 11.5% 2010 Child Health Health & Fitness Reduce Teen Birth Rate Teen (15-19) Birth Rate per 1,000 25.5 2010
Percent of Civilian Noninstitutionalized Increase Access to Health Care Population Under 65 with Health 82.9% 2010 Insurance Coverage
Reduce Health and 3-Year Moving Average of Total Years of 6,628 2011 Behavioral Risks Potential Life Lost Before Age 75
Reduce Food Insecurity Food Insecurity Rate in Bexar County 10.3% 2017
Baseline Community Indicator Name Primary Measure Goal Quantified Year
Number of New Housing Start and Increase Inner-Loop Renovation Permits Issued Within 994 2010 Housing Construction Loop 410
Increase Walkability City-Wide Walkscore 53 2010
Improve Access to Parks and Percent of Population with Walkable 50.0% 2011 Neighborhoods Green Spaces Park Access
Percent Households with Computer and Increase Digital Access 95.0% 2013 Broadband Internet
Total Occupied Housing Units with Decrease Housing Cost Burden 29.5% 2010 Costs >30% of Income
Baseline Community Indicator Name Primary Measure Goal Quantified Year
Increase Complete Streets
Decrease Vehicle Miles Traveled Daily Vehicle Miles Traveled per Capita 18.7 2010
Mean Travel Time To Work for Workers Decrease Commute Time 16+ Who Did Not Work at Home and 20 2010 Transportation Traveled Alone by Car, Truck, or Van
Workers 16+ Traveled by Carpool and/or Increase Alternative Transit Use 20% 2010 Public Transportation
Traffic Accidents Causing Incapacitating Eliminate Traffic Fatalities and Injuries and Fatalities for Pedestrians 0 2012 Serious Injuries and Cyclists Baseline Value Most Recent Most Recent Value Current Status Source Geography (Margin of Error)* Data Year (Margin of Error)*
33.1% 37.3% FLAT/GETTING Texas Department of State Health 2018 Services, Texas Behavioral Risk Factor Bexar County (±28.9%-37.7%) (±30.2%-45.1%) WORSE Surveillance System (BRFSS)
13.1% 15.5% FLAT/GETTING Texas Department of State Health 2018 Services, Texas Behavioral Risk Factor Bexar County (±10.5%-16.2%) (±11.1%-21.3%) WORSE Surveillance System (BRFSS)
Texas Department of State 14.4% 2016 12.8% PROGRESS San Antonio Health Services
Texas Department of State 51.5 2016 32.6 ON TRACK San Antonio Health Services
75.4% 80.9% US Census Bureau American 2018 PROGRESS Community Survey 1-Yr San Antonio (±0.8%) (±0.8%) Estimate, Table B27001
University of Wisconsin Population 7,365 2019 6,931 PROGRESS Health Institute, County Health Bexar County Rankings & Roadmaps
11.4% 2017 11.4% BASELINE YEAR Feeding America Bexar County
Baseline Value Most Recent Most Recent Value Current Status Source Geography (Margin of Error)* Data Year (Margin of Error)*
City of San Antonio - San Antonio, 795 2018 1,603 MET & EXCEEDED Development Services Inside Loop 410 Department (COSA DSD)
FLAT/GETTING 44 2018 38 Walkscore.com San Antonio WORSE
Center for City Park 32.0% 2019 42.0% PROGRESS San Antonio Excellence
68.4% 80.8% US Census Bureau American 2018 PROGRESS Community Survey 1-Yr San Antonio (±1.1%) (±0.9%) Estimate, Table B28003
34.7% 33.5% US Census Bureau American 2018 PROGRESS Community Survey 1-Yr San Antonio (±1.3%) (±1.3%) Estimate, Table DP04
Baseline Value Most Recent Most Recent Value Current Status Source Geography (Margin of Error)* Data Year (Margin of Error)*
City of San Antonio - Transporation and Capital 2019 BASELINE YEAR San Antonio Improvements Department (TCI) US Department of FLAT/GETTING 20.8 2017 24.3 Transportation, Federal San Antonio WORSE Highway Administration
22.0 23.8 FLAT/GETTING US Census Bureau American 2018 Community Survey 1-Yr San Antonio (±0.4) (±0.7) WORSE Estimate, Table S0802
14.2% 14.6% US Census Bureau American 2018 PROGRESS Community Survey 1-Yr San Antonio (±1.1%) (±1.0%) Estimate, Table S0802 Alamo Area Metropolitan 954 2018 747 PROGRESS Planning Organization San Antonio (AAMPO) Special thanks to the following Partners for their support of the 2019 Impact Report
Become a year-round supporter of SA2020 by emailing [email protected] or visiting SA2020.org/donors. • San Antonio River | SA2020 Photo SA2020.org facebook.com/SA2020
@SA2020
@SA2020