2. 2
Executive Summary
Blocksof Hope isa comprehensiveprogramthatseekstobreakthe cycle of generational
poverty. The primarygoal of Blocksof Hope is to alignmultiple community partnershipsaroundasingle
Adams50 school (TennysonKnollsElementarySchool) inordertobolsterthe school’sexistinginitiatives
aroundschool readiness,parental involvement,studentachievement,studentattendance,andfamily
stability. Currently84%of the studentsare onfree andreducedlunch. In2014, TennysonKnolls’
3rd
grade class scored37% proficientinreading,well below the state average of 73%.
Blocksof Hope recognizesthatstrongcommunitiesprovidethe supportneededtoenable
healthyfamiliesandchildren. The programleveragesstrongcommunitypartnershipsinordertoprovide
multiple earlychildhoodsupportprogramsincluding:academicsupportandtutoring,parentingsupport
withclassesandone-on-oneguidance,familysupportduringtimesof crisiswithalicensedcase
manager,and assistance withbasicnecessitieslike food,clothingandmedical care.
GrowingHome,an anti-povertynonprofitlocatedinWestminster,CO,isthe primaryorganizer
and coordinatoramong20 organizations tobringBlocksof Hope to fruition. Othercommunitypartners
include HeadStart,A PreciousChild,Walgreensandthe AdamsCountyHousingAuthority. Each
communitypartnerbringsastrategicservice toBlocksof Hope.
Currentlythere are 1490 households withchildrenunderthe age of 5 and 1365 householdswith
childrenaged5-9 livingwithinthe TennysonKnollsElementarySchool boundaries. The primarygoal of
Blocksof Hope isto reach 10% of these familieswithsupportive serviceswithinthe firstyear.Research
has shownthatwhen60% of a populationisempoweredtowardstudentsuccess,positivechangesbegin
to take place in the communityatlarge. (Tough,2008) Therefore,everyyearafterthe firstyearthat
numberwill be increaseduntil 60%of familiesare receivingsupport.
4. 4
Definitionof Plan
Background: Blocksof Hope is a comprehensive programthatseekstounifyandmobilizemultiple
communitypartnershipsunderone roof.Once unified,these resourceswill provide childrenwithbetter
qualitylearningopportunitiesandsetthemupfor future academicsuccess.Modeledafterthe highly
successful HarlemChildren’sZone (HCZ),Blocksof Hope takesaspecificgeographicareaandtargetsit
withprogramsto helpstrengthenchildrenandtheirfamilies.The Children’sZone Model requiresa
coordinatedapplicationof five mainprinciples.Whenputintopractice these principleswill create
change (“Cradle throughCollege”,2010). Asmentionedabove,the firstprinciple istoserve anentire
neighborhoodcomprehensively.Next,a“pipeline of support”(See Fig1) isdeveloped,inwhich,
accessible communityprogramsare linkedwithschoolssothatchildrenare provideduninterrupted
support(“Cradle throughCollege”,2010).Third, a sense of communityisestablished,thisensuresthat
childrenare subjectedtoahealthylearningenvironment.Fourth,existingprogramsare constantly
evaluatedinordertoimprove processesandoutcomes.Finally,fifth,acultivationof successis
permeatedthroughoutthe program.Byimplementingthe assuredmethodsof HCZ,Blocksof Hope is
betterpositionedtobringaboutchange inits community.
Market: Applyingthe principlesabove,Blocksof Hope istargetingthe areasurroundingTennysonKnolls
ElementarySchool inWestminster,CO(see AppendixB).LedbyGrowingHome,programs and services
5. 5
will be offeredtochildren9yearsand youngerandtheirfamilies.Byworkingcloselywithschool
administration,goalsandobjectivescanbe alignedtoprovide the bestavenueforgrowth.While HCZ
targetedchildrenthroughhighschool,Blocksof Hope will onlyfocusonearlychildhoodmeasures.This
will ensure betteralignmentof communityresources.
Accordingto 2010 CensusData,The areais relativelypoorwithmosthouseholdsholdingonlya
HighSchool Diploma.Around25% of the citizensidentifythemselvesasLatinoor Hispanicand,insome
areas,nearly22% of residentsare livinginpoverty(formore informationseeAppendix A).
Financial Breakdown: Blocksof Hope will be fundedthroughadiverse sources.Mostof GrowingHome’s
programsare fundedthroughgrantsand private donations.Anappropriateamountof fundingwill be
integratedfromGrowingHome tosupportBlocksof Hope.Inan addition,fundinghasbeensecured
fromthe DenverFoundation forthe conductingof acommunityneedsassessment.GrowingHome has
contractedwiththe ColoradoCenteron Law and Policytodesignandconductthe survey.Other
communitypartnershave pledged“inkind”donationstowardBlocksof Hope.The donationswill help
funddailyprogramswhichare essential tothe innerworkingsof thisprogram.Itshouldbe notedthat,
Blocksof Hope will dependonvolunteersfromthe appropriate communitypartnerorganizationsin
orderto function.These volunteerswillbe responsible forthe dailymaintenanceof Blocksof Hope’s
programs.
Objectives:Blocksof Hope’sprimaryobjectiveistoimprove the academicperformance of children
livinginpoverty.Studentswhodropoutof school are more likelytoremaininpoverty.Accordingtoa
studyby the American Psychological Associationin2012, the medianincome of personsaged18-67 who
had notcompletedhighschool wasroughly$25,000 (“DropoutDilemma”,2012). Thus the primaryform
of evaluationwill be goalsthatdecrease unexcusedabsencesandstudentdropoutratesby5% each
6. 6
year.Aftereachyear these goalswill be evaluatedandchangedif necessaryforthe followingyear.
Objectivelystated,these goalswill readas:
1. By June 2015 unexcusedabsencesatTennysonKnollsElementarySchool willbe decreasedby
5% as comparedto the previousschool year.
2. By June 2015 TennysonKnollsElementarySchool’sdropoutrate will decrease by5%.
Additionally,communityengagementisessential forthe successof Blocksof Hope.Therefore,
Blocksof Hope’ssecondaryobjective istoincrease the level of communityengagement.Inorderfor
academicsuccessand healthylivingtobecome the statusquo,60% of communitymembersmustbe
engagedincommunitybuildingbehaviors.Thishasbeencoined“The TippingPoint”(Tough,2008).
Therefore eachyear,a surveywill be administeredbyGrowingHome assessingcommunitymember’s
engagementinprogramsandservicesofferedbyBlocksof Hope.
Industry Analysis
Industry Background: InAmerica,earlychildhoodeducationwasborninthe 1960’s withthe foundingof
HeadStart. Initiallyfoundedtoreadylow-income childrenforkindergarten,HeadStarthasevolvedto
encompasschildrenfromdiverse backgrounds. Now,numerousprogramsacrossthe countryoperate to
improve earlychildhoodoutcomes.
Key SuccessFactors: Harvard’sCenteronthe DevelopingChildhasidentifiedfourkeysuccessfactorsfor
earlychildhoodprograms. First,theymustbuildsupportiverelationshipsandstimulatingenvironments.
Thismeansthat children“needdependableinteractionwithnurturingadults”. Second,effective
interventionsaddressspecificdevelopmentalchallenges. Third,evaluationhelpsidentifycharacteristics
of a successful program. Essentiallyeffectivenessfactorsshouldbe utilizedinordertoproduce effective
programs. Finally,fourth,earlychildhoodprogramsshouldgeneratebenefitstosocietythatfarexceed
7. 7
program costs.The Federal Reserve inMinnesotaconductedastudythat seemstosupportthis
statement,theyfoundthatforevery $1 spentbythe publiconearlychildhoodprograms the rate of
returnis nearly$7 (Rolnick&Grunewald,2003).
Threat to Success:The greatestthreatto successiscommunityinactionorhostility.Community
membersmustcome togethertoenactchange in theircommunities. If communitymembersfailtoact,
the “tippingpoint”will neverbe reached,andwidespreadchange will neverbe achieved. Itwill be
importantforthe viabilityof Blocksof Hope tokeepcommunitymembersengaged.
Needs andTarget Market
Demographics: Blocksof Hope will focuson20 blocksbetween72nd
to the north, and52nd
to the south,
withSheridanBlvd.asthe westernborderandLowell Blvd.asthe easternborder. These blocks
encompassTennysonKnollsElementarySchool,which will be the site of mostprogramsofferedby
Blocksof Hope.A keystatisticto note isthat nearly20% of the populationin thisareaislivingbelowthe
Federal PovertyLine. See AppendixA fora furtherbreakdownof demographicsinthatarea.
Risk Groups: Povertyratesare substantiallyhigherforchildrenthanadults,andforminoritiesthantheir
white counterparts. Personslivinginpovertyare generallysickerthanthose thatare not (Meyer&
Wallace,2009). Impoverishfamiliesface more daily difficultiessuchastransportationissues,untreated
mental or chronicdiseases,andstarvation. These canbe significantbarrierstoreachingsupport
services.
NeedsAssessment:Underthe directionof GrowingHome,Blocksof Hope will conductadoor-to-door
communityneedsassessment. UtilizingvolunteersfromGrowingHome andotherpartnerorganizations
a surveywill be designedforcommunitymemberstovoice theiropinionsonavarietyof topics. Using
fundingfromthe DenverFoundation,the ColoradoCenterforLaw and Policywill be contractedto
provide dataanalysisand“nextstep”recommendations.
8. 8
Partners
The followingisalistof potential partnerorganizations:
Bright Beginnings
BrightBeginningswasfoundedin1995 by former GovernorRoyRomerand P&G chairmanBrad Butler.
Theirmissionistoprovide abrightbeginningforall ColoradoChildrenbyhelpingfamiliessupporttheir
children’sphysical,emotional,andintellectualdevelopmentduringthe critical firstthree yearsof life. A
partnershipwiththemwillhelpBlocksof Hope providemore wraparoundservicesforyoungchildren.
Adams County Head Start
HeadStart programsprovide comprehensive earlychildhoodeducation,health,andparentinvolvement
servicestolowincome families. SecuringaccesstoHeadStart’sresourceswouldhelpensure thatthe
mostimpoverishmembersof the communityare receivingaccesstoservices.
A PreciousChild
A PreciousChildprovidesbasicsuppliestochildreninordertohelpthemsucceed,thesesupplies
include thingslike,backpacks,shoes,coats,clothing,etc. Theytargetchildrenlivingbelowthe poverty
line andcollaborate withlocal agenciestolocate andserve familiesthatare mostin need.
SeniorHub SWATMentoring
SeniorHubfocusesonprovidingelderlyadultswithservicesthatare available intheircommunity. They
alsoprovide waysforthe elderlytointeractwithmembersof theircommunity.SWATmentoringisway
for the elderlytohelpa2nd
grader learnhow to read. They wouldbe able to provide mentorsforour
students.
Adams County Housing Authority(ACHA)
9. 9
ServesresidentswithinAdamsCountybylinkingthemwithhousingthatisaffordable. Instabilityinthe
home isa negative influenceona child’sdevelopment(Sandstrom&Huerta,2013). AccessingACHA’s
resourceswe can linkunstable familieswithstable home environmentoptions.
Adams County School District 50
Partneringwiththe local schoolsisessential forthe efficacyof Blocksof Hope. Formulatingthis
partnershipwill be atopprioritywhile planningthe developmentof Blocksof Hope.
Asian PacificDevelopmentCenter
It will be necessarytoconnectwithcommunitymembersfromvaryingracial andcultural backgrounds.
Westminsterishome tothe largestHmongpopulationinColorado(Census,2010). The AsianPacific
DevelopmentCentercanhelpuswithtranslationandoutreachtothis oftenmisseddemographic.
Colorado Centerfor Law and Policy(CCLP)
CCLP providesnonprofitorganizationswithresearchandeducationaboutissuespertainingtolower
income Coloradans. Theywill be contractedtoanalyze the datareceivedfromthe communityneeds
assessment.
DenverFoundation
The DenverFoundationisconcernedwithinspiringpeople andorganizationstoutilizeresourcesto
strengthenthe community.The DenverFoundationhasalreadygrantedGrowingHome withagrant to
fundthe developmentof acommunityneedsassessmentsurvey. Withthatfunding,Blocksof Hope can
assesswhatthe current issuesare withinitstargetedregion.Andthendesignprogramstocombatthose
issues.
Early ChildhoodPartnershipof Adams County (ECPAC)
10. 10
ECPACexiststohelpensure everychildresidingwithinAdamsCountyisreadyforschool andcan ready
well bythe 3rd
grade. Theyare essential tolinkingmultiple communitypartnerstogetherwithinthe
community. Theyfundinearlychildhoodeducationprogramsandare interestedinformulatingstrong
community partnershipengagement.
*For a listfurtherdetailingalreadyformedpartnership,whatandinwhichstage of developmenteach
partnerorganizationcancontribute resources,refertoAppendixC
Marketing Strategy
Messaging:The marketingcampaignwill primarilybe targetedtowardparentsandcaretakersof
childrenattendingTennysonKnollsElementarySchool (TKE). The parentswillbe raciallydiverse and
thusit will be necessarytomarkettothemin a culturallysensitivemanner. Parentsandcaretakersare
the primarydecisionmakersfortheirchildren. Bytargetingthem, the greatestnumberof childrenwill
be reached.
The marketingmessageswillbe keptsimple andsuccinct.Theywill provide parentswith
informationof upcomingeventsincludinglocationsandtimes. Forconvenience,mostprogramswillbe
offeredonsite atTKE. Nearlyall programsofferedthroughBlocksof Hope will be free,communicating
thisinformationwill be essentialtoengagingthe target audience.
Medium:Each weekTennysonKnollsElementarysendsapacketof informationhome witheachchild.
Each packet containsa statusreportof theirchild’sprogress,upcomingevents,andresourcesavailable
to the parents.Utilizingthese packetswillbe essentialto marketingBlocksof Hope tothe target
audience. Messageswillbe craftedinbothSpanishandEnglish,withHmongasnecessary.
Blocksof Hope will alsoutilize social media.Includedinthe flyerssenthome will be the social
mediacontactinformation forBlocksof Hope (Facebook,Twitter,etc.). Social mediamediumsare more
11. 11
popularamongyoungerage groups(Pew ResearchPoll,2014),thus messageswillbe targetedtoward
the youth. By informingboththe childandthe parent,maximumawarenesswillbe raised.
Market Penetration: Initially,flyerswill be placedbyvolunteersleadinguptothe start of the school
year. The lasttwo SaturdaysinAugustand the firsttwoFridaysinSeptemberwillbe the setdatesfor
canvassing. BasedonGrowingHome’spastsuccesswithmobilizingvolunteers,approximately20
volunteerswill be availableeachdayandwill distribute2000 flyers. Flyerswill alsobe placedinthe
weeklypacketsensuringthe best,mostaccurate informationisreachingparentsandcaretakers.
Operations andManagement
Projected1st
Year Staff Needs
3 Parents as Teachers Educators (PAT) (3.0 FTE) will provide daily,inhome,classesforqualifying
families. Theywill provide educational servicesandmaterialsforparentsinorderto maximize their
child’sfuture success. PAT’sare the groundlevel workerwithinBlocksof Hope. Theymeetface toface
withparentsona weeklybasisandhave the bestknowledgeof the needsof the familiestheyteach.
Theyuse data driventechniquesto promote successfullearningenvironmentsforchildren.
GrowingHome alreadyhasa teamof 12 PAT’s,itisanticipatedwiththe integrationof Blocksof
Hope that three more PAT’swill be hiredinyear1. Afteryear1, the PATprogram will be evaluated. The
evaluationinpartwill helpdetermine how manymore PAT’swillneedtobe hiredinsubsequentyears.
GrowingHome Early ChildhoodInitiative Coordinator (.25 FTE) alreadycoordinatesGrowingHome’s
earlychildhoodprograms. Itisanticipatedthata quarterof theirtime will be overseeingBlocksof
Hope’sprogramsinthe firstyear.
The FamilySupport Specialist(FSS) (.25 FTE) will be responsible fororganizing,connecting,and
maintainingreferralsforawide varietyof programsandservices. Blocksof Hope seekstoconnect
12. 12
multiple communitypartnerswithvaryingbackgroundsandmissionsinone place. Itwill be necessary
for the FamilySupportSpecialisttoprovide familieswiththe supportservicesthattheyneed. Growing
Home alreadyhas a FSSin theiremploy,itisanticipatedthatthispersonwill spendaquarterof their
time onnewBlocksof Hope servicesandprograms.
GrowingHome Program Director (.1 FTE) GrowingHome CEO (.1 FTE) GrowingHome COO/CFO (.1
FTE) and GrowingHome VolunteerCoordinator(.05 FTE) are administrativestaff memberswithin
GrowingHome. Most of theirtime spentonBlocksof Hope will be highlevel administration. Theywill
connectfunderswithpartners,andhelpkeepthe channelsof communicationopenamongthe myriad
of partners.
On a day to daybasis,GrowingHome administrativestaff willhelpcoordinate Blocksof Hope’s
programs. They will communicatewithpartnerstoensure accurate informationanddatais sharedona
dailybasis. Boththe FSS and the EarlyChildhoodInitiativeCoordinatorwilltrainprospective PAT’sand
meetwithschool officialstodiscussthe statusof Blocksof Hope. Theywill create goalsthatwill be
measuresof the efficacyof Blocksof Hope. On a dailybasisPAT’swill be meetingwithand
strengtheningfamilies. Theywillprimarilybe creatinglessonplansinthe morningandteachinginthe
afternoonsandevenings. Theywill meetonce eachweekasagroup to discussgoalsandways to
achieve saidgoals. Once a monthcommunitypartnerswill meettodiscussprogramsandgive status
updates. Inaddition,partnerswill communicate viaemail,weekly-dailyif possible.
ImplementationandTimeline
Timeline throughLaunch
The firststeptoward implementationwill take place in January2014, GrowingHome will
presentitsfirstproposal of Blocksof Hope to the administrative staff atTennysonKnollsElementary
13. 13
School (TKE). FollowingGrowingHome’spresentation,TKEwill meetwithGrowingHome
administrationinFebruary2014. Logistical conversationswithtake place andTKEwill share data
concerningthe needsof theirschool.
March 2014 will see afinal Blocksof Hope proposal submittedtovariouscommunitypartners.
Once partnershave beenfound,aninitial planningmeeting will commence. Bythe endof March 2014,
all committedpartnerswill signadatasharingagreement,signifyingcollaborationandcommitmentto
Blocksof Hope.
In April 2014, GrowingHome will collaborate withTKEto create a few summerinitiativesaimed
at helpingfamiliesprepare forthe school year. The school will provideareportoutliningtheirproposed
goalsand objectivesare forthe 2014-2015 school year. GrowingHome will implementthisplanintothe
goalsand objectivesforthe 1st
yearof Blocksof Hope. GrowingHome will alsocoordinate upcoming
activitiessothatthe school can implementthemintotheiracademiccalendar.
In late July,earlyAugust2014, GrowingHome will introduce the FamilySupportServices
Specialistandthe EarlyChildhoodInitiativescoordinatortotheirrespective liaisonsatTKE. A schedule
will be setbetweenthe twoparties. Further,GrowingHome willhave aboothat school registration
nightsinAugust2014, readywithinformationaboutBlocksof Hope andservicesrendered.
Finally,September2014 will see the launchof Blocksof Hope. Simultaneously,GrowingHome
will conductthe communityneedsassessment,collectitsdata,andsenditto the ColoradoCenterfor
Law and Policyforanalysis. AlsoduringSeptember2014, the Parentsas Teachersprogram will integrate
withfamiliesof childrenwhoattendTennysonKnollsElementarySchool.
Risks and Exit Plan
14. 14
Risks: The largestriskto thisprojectwouldbe the lossof keystaff membersatGrowingHome. Growing
Home has been the primaryorganizerof Blocksof Hope. A visionof CEO TevaSienicki,Blocksof Hope
wouldbe severelycrippledwithherdeparture fromthe organization. Further,keymembersof Growing
Home’sadministrative staff are the primary coordinatorsamongall communitypartners,withoutthem,
communicationwouldbreakdownandBlocksof Hope’sefficacywouldbe severelydiminished.
It isalso possible thatBlocksof Hope maylose itsfundingstreamsand“inkind”workforce from
otherorganizations. InorderforBlocksof Hope to function,itneedsfundingfromfederalandlocal
grants. If these fundingsourceswere toend,thenthere wouldbe nootherfundstocommitto the
program. Furthermore,Blocksof Hope dependsonin-kindtime andvolunteersfromother
organizations. These donationsare necessarytoprovidingthe completewraparoundservicesoffered
by Blocksof Hope.
Exit Plan: Since Blocksof Hope primarilybringstogethermultiplepartnerships,itforeseeable thatthese
communitypartnerscouldstill exist,evenwiththe dissolutionof Blocksof Hope. Albeit,the primary
goal of offeringcomprehensivewraparoundserviceswouldbe diminished. If lossof staff ledtoGrowing
Home beingunable toofferadministrativesupport,thenthose dutiescouldfalltoone of the other
partners. Since Blocksof Hope doesnot ownany capital,there wouldbe noneedfora transferof
goods. Essentiallythe unifiednature of Blocksof Hope wouldbe gone,butindividual programsand
servicescouldsurvive ontheirownif Blocksof Hope were tofail.
Financials
1st
YearBudget
See AppendixD
All otherbudget informationrefertoattachedExcel file
15. 15
Budget Narrative
Blocksof Hope BudgetNarrative
A. Salary
CEO currentlyoverseesall programsandwill spend10% of theirannual salarycoordinatingpartner
meetingsandorganizingcommunityevents.10% of theirtime isvaluedat$10,000.
CFO/COO currentlycoordinatesall HRrelatedactivitiesandkeepsthe booksforGrowingHome.10%
of theirannual salaryisvaluedat$8,125.
Program Director currentlydirectlyoverseesBlocksof Hope andcoordinatesbetweenall partner
companies.Theywill spend10%of theirtime hiring,supervising,andtrainingstaff.10% of their
annual salaryis valuedat$6,375.
VolunteerCoordinatorcurrentlycoordinatesschedulingandhiringof new andexistingvolunteers.
Thisindividual willspend5%of theirtime coordinatingsufficientnumbersof volunteersforvarious
activitiesrelatedtoBlocksof Hope. 5% of theirannual salaryis valuedat$2,312.50.
Mgr. of Early ChildhoodInitiatives currentlyoverseesall programsrelatedtoearlychildhood
initiatives.Thisindividualwillspend25% of theirtime supervisingandtrainingstaff,coordinating
amongthe childhoodinitiativesprogramsandprovidingdirectservicestoparticipants.25% of their
annual salaryis valuedat$12,968.75
FamilySupport SpecialistOrganizesandsupportsprogramsthat focuson familyservices.25% of
theirannual salaryisvaluedat $11,587.50.
Parent Educators will spend100%of theirtime providingdirectservicestoparticipantsby
conductingParent’sasTeacherscourseswitheligiblefamiliesresidingwithinthe Blocksof Hope
geographictargetlocation.100% of theirannual salaryisvaluedat$46,250.
B. Fringes
16. 16
All Fringe benefitshave alreadybeencalculatedintoannual salaryrangesforappropriate full time
staff.
FICA 6.2% match rate and HealthInsurance atapx.$10,000 per full time employee.
C. Staff Development
Trainings- 1 peryear x $1,000 per training
D. Travel
The PAT staff membersare expectedtotravel aroundthe local communitytovisitsites,attend
meetingsandconferences,meetwithpartnerorganizations,visitfamiliesetc.The reimbursable rate
is$.56/mile.
Parentsas TeachersEducator 500 miles/monthX.56/mile reimbursementrate.$280 per PATper
month
E. EquipmentPurchases
One tabletcomputervaluedat$700 will be purchasedinadditionto10 surveycomputerlicenses.
The table and licenseswill be usedtoconducta communityneedsassessmenttogauge community
engagementandinterestinBlocksof Hope.
F. In-KindDonations
DonatedrentfromAdams50 valuedat$4,600. Volunteertime,school supplies,children’sclothing
froma PreciousBoutique valuedat$22,500. SeniorHubSWAT tutoringlessonsvaluedat
$56,036/year. BrightBeginningswillprovidereadingmaterialsandGrowingHome Staff trainings
valuedat$2,500. FinallyAdamsCountyHeadStartwill donate 1 headstart classroomvaluedat
$645,276.66.
G. Other
MeetingSuppliestoprovide suppliesforadministrative meetings,workshops,etc. $500/quarter
18. 18
Appendix A Demographic Information
Family and
Household
80030 80003 80002 80212
Total # of Family
Households
3,534 9,095 4,490 4,114
Children under 18 1,666 3,980 2,069 1,660
2 Parent
Household
2,303 6,501 3,085 2,883
Average
HouseholdFamily
Size
3.24 3.11 2.974 2.81
Youth Population 80030 80003 80002 80212
Under 5 Years 1,207 2,379 1,215 1,159
5 to 9 Years 1,033 2,356 1,205 864
Ethnicity and
Race
80030 80003 80002 80212
Total Population 35,348 15,329 18,020 18,051
White 24,602 7,600 13,035 12,225
Hispanic or Latino 8,064 6,450 4,158 4,766
African American 476 179 119 286
American Indian
or Alaska Native
197 71 104 120
Asian 1,362 774 282 366
Native Hawaiian
or Pacific Islander
17 12 16 7
Other Race 46 28 1,343 20
Two or More
Races
620 215 276 366
Education and
Employment
80030 80003 80002 80212
High School or
Higher
74.4% 87.1% 88.1% 89.6%
Bachelor’s Degree
or Higher
14.6% 22.2% 25.0% 42.3%
Graduate or
Professional
Degree
3.5% 5.9% 7.3% 16.1%
Unemployed 14.4% 8.9% 7.2% 6.5%
Income
Information
80030 80003 80002 80212
Median
Household
Income
$38,245 $57,286 $47,814 $56,509
Residents below
the Poverty Level
(PL) in 2011
22.1% 11.4% 12.5% 10.0%
