our other debt, it would likely constitute a default under our credit facilities as well.
An interest coverage ratio represents the ratio of pre-tax earnings before fixed charges (interest expense and the interest portion of rent expense) to fixed charges.
Our interest coverage ratio, calculated as reported in Exhibit No.12.1 of this Annual Report on Form 10-K, was 5.5 and 8.9 in fiscal 2009 and 2008, respectively.
Our credit ratings and outlooks at April 27, 2009, are summarized below.
The rating issued by Moody’s Investors Service, Inc.  (“Moody’s”) is consistent with the rating and outlook reported in our Annual Report on Form 10-K for the fiscal year ended March 1, 2008.
In November 2008, Fitch Ratings Ltd.  (“Fitch”) reaffirmed our BBB+ rating, but assigned a negative outlook because it believed declines in our comparable store sales were significant.
In November 2008, Standard & Poor’s Ratings Services (“Standard & Poor’s”) downgraded our rating to BBB?
and assigned a stable outlook due to the current weak economic environment in the U. S.  This downgrade has not impacted our borrowing costs.
## Table 0 ##
Factors that can affect our credit ratings include changes in our operating performance, the economic environment, conditions in the retail and consumer electronics industries, our financial position, and changes in our business strategy.
We are not aware of any reasonable circumstances under which our credit ratings would be significantly downgraded.
If a downgrade were to occur, it could adversely impact, among other things, our future borrowing costs, access to capital markets, vendor financing terms and future new-store occupancy costs.
In addition, the conversion rights of the holders of our convertible debentures could be accelerated if our credit ratings were to be downgraded.
Auction Rate Securities and Restricted Cash At February 28, 2009, and March 1, 2008, we had $314 million and $417 million, respectively, of auction rate securities (“ARS”) recorded at fair value within equity and other investments in our consolidated balance sheets.
The majority of our ARS portfolio is AAA/Aaarated and collateralized by student loans, which are guaranteed 95% to 100% by the U. S.  government.
See Note 3, Investments, in the Notes to Consolidated Financial Statements, included in Item 8, Financial Statements and Supplementary Data, in this Annual Report on Form 10-K for more information.
Due to the auction failures that began in mid-February 2008, we have been unable to liquidate many of our ARS.
The investment principal associated with our ARS subject to failed auctions will not be accessible until successful auctions occur, a buyer is found outside of the auction process, the issuers establish a different form of financing to replace these securities, or final payments come due according to the contractual maturities of the debt issues, which range from 8 to 40 years.
We intend to hold our ARS until we can recover the full principal amount through one of the means described above, and have the ability to do so based on our other sources of liquidity.
Our liquidity is also affected by restricted cash that is pledged as collateral or restricted to use for vendor payables, general liability insurance, workers’ compensation insurance and customer warranty and insurance programs.
Restricted cash was $487 million and $309 million at February 28, 2009, and March 1, 2008, respectively, and was included in other current assets.
Capital Expenditures A component of our long-term strategy is our capital expenditure program.
This program includes, among other things, investments in new stores, store remodeling, store relocations and expansions, new distribution facilities and information technology enhancements.
During fiscal 2009, we invested $1.3 billion in property and equipment, including opening 285 new stores; adding Best Buy Mobile store-within-a-store experiences inside new and existing Best Buy stores in the U. S.  and Canada; expanding and remodeling existing stores; and upgrading our information technology systems and capabilities.
Capital expenditures are funded through cash provided by operating activities, as well as available cash and cash equivalents and short-term investments.
The following table presents our capital expenditures for each of the past three fiscal years ($ in millions):
## Table 1 ##
(1) Includes store remodels and expansions, as well as various merchandising projects.
Table 38: Accruing Loans Past Due 90 Days Or More (a)
## Table 2 ##
(a) Amounts in table represent recorded investment.
(b) In the first quarter of 2012, we adopted a policy stating that Home equity loans past due 90 days or more would be placed on nonaccrual status.
Prior policy required that these loans be past due 180 days before being placed on nonaccrual status.
On a regular basis our Special Asset Committee closely monitors loans, primarily commercial loans, that are not included in the nonperforming or accruing past due categories and for which we are uncertain about the borrower’s ability to comply with existing repayment terms over the next six months.
These loans totaled $242 million at December 31, 2012 and $438 million at December 31, 2011.
Home Equity Loan Portfolio Our home equity loan portfolio totaled $35.9 billion as of December 31, 2012, or 19% of the total loan portfolio.
Of that total, $23.6 billion, or 66%, was outstanding under primarily variable-rate home equity lines of credit and $12.3 billion, or 34%, consisted of closed-end home equity installment loans.
Approximately 3% of the home equity portfolio was on nonperforming status as of December 31, 2012.
As of December 31, 2012, we are in an originated first lien position for approximately 37% of the total portfolio and, where originated as a second lien, we currently hold or service the first lien position for approximately an additional 2% of the portfolio.
Historically, we have originated and sold first lien residential real estate mortgages which resulted in a low percentage of home equity loans where we hold the first lien mortgage position.
The remaining 61% of the portfolio was secured by second liens where we do not hold the first lien position.
For the majority of the home equity portfolio where we are in, hold or service the first lien position, the credit performance of this portion of the portfolio is superior to the portion of the portfolio where we hold the second lien position but do not hold the first lien.
Subsequent to origination, PNC is not typically notified when a senior lien position that is not held by PNC is satisfied.
Therefore, information about the current lien status of the loans is limited, for loans that were originated in subordinated lien positions where PNC does not also hold the senior lien, to what can be obtained from external sources.
PNC contracted with a third-party service provider to provide updated loan, lien and collateral data that is aggregated from public and private sources.
We track borrower performance monthly, including obtaining updated FICO scores at least quarterly, original LTVs, updated LTVs semi-annually, and other credit metrics at least quarterly, including the historical performance of any mortgage loans regardless of lien position that we may or may not hold.
This information is used for internal reporting and risk management purposes.
For internal reporting and risk management purposes we also segment the population into pools based on product type (e. g. , home equity loans, brokered home equity loans, home equity lines of credit, brokered home equity lines of credit).
As part of our overall risk analytics monitoring, we segment the home equity portfolio based upon the delinquency, modification status, and bankruptcy status of these loans, as well as based upon the delinquency, modification status, and bankruptcy status of any mortgage loan with the same borrower (regardless of whether it is a first lien senior to our second lien).
In establishing our ALLL for non-impaired loans, we utilize a delinquency roll-rate methodology for pools of loans.
In accordance with accounting principles, under this methodology, we establish our allowance based upon incurred losses and not lifetime expected losses.
The roll-rate methodology estimates transition/roll of loan balances from one delinquency state (e. g. , 30-59 days past due) to another delinquency state (e. g. , 60-89 days past due), and ultimately charge-off.
The roll through to charge-off is based on PNC’s actual loss experience for each type of pool.
Since a pool may
CONSOLIDATED INCOME STATEMENT REVIEW Our Consolidated Income Statement is presented in Item 8 of this Report.
Net income for 2012 was $3.0 billion compared with $3.1 billion for 2011.
Revenue growth of 8 percent and a decline in the provision for credit losses were more than offset by a 16 percent increase in noninterest expense in 2012 compared to 2011.
Further detail is included in the Net Interest Income, Noninterest Income, Provision For Credit Losses and Noninterest Expense portions of this Consolidated Income Statement Review.
NET INTEREST INCOME Table 2: Net Interest Income and Net Interest Margin
## Table 3 ##
Changes in net interest income and margin result from the interaction of the volume and composition of interest-earning assets and related yields, interest-bearing liabilities and related rates paid, and noninterest-bearing sources of funding.
See the Statistical Information (Unaudited) – Average Consolidated Balance Sheet And Net Interest Analysis and Analysis Of Year-To-Year Changes In Net Interest Income in Item 8 of this Report and the discussion of purchase accounting accretion of purchased impaired loans in the Consolidated Balance Sheet Review in this Item 7 for additional information.
The increase in net interest income in 2012 compared with 2011 was primarily due to the impact of the RBC Bank (USA) acquisition, organic loan growth and lower funding costs.
Purchase accounting accretion remained stable at $1.1 billion in both periods.
The net interest margin was 3.94% for 2012 and 3.92% for 2011.
The increase in the comparison was primarily due to a decrease in the weighted-average rate accrued on total interestbearing liabilities of 29 basis points, largely offset by a 21 basis point decrease on the yield on total interest-earning assets.
The decrease in the rate on interest-bearing liabilities was primarily due to the runoff of maturing retail certificates of deposit and the redemption of additional trust preferred and hybrid capital securities during 2012, in addition to an increase in FHLB borrowings and commercial paper as lower-cost funding sources.
The decrease in the yield on interest-earning assets was primarily due to lower rates on new loan volume and lower yields on new securities in the current low rate environment.
With respect to the first quarter of 2013, we expect net interest income to decline by two to three percent compared to fourth quarter 2012 net interest income of $2.4 billion, due to a decrease in purchase accounting accretion of up to $50 to $60 million, including lower expected cash recoveries.
For the full year 2013, we expect net interest income to decrease compared with 2012, assuming an expected decline in purchase accounting accretion of approximately $400 million, while core net interest income is expected to increase in the year-over-year comparison.
We believe our net interest margin will come under pressure in 2013, due to the expected decline in purchase accounting accretion and assuming that the current low rate environment continues.
NONINTEREST INCOME Noninterest income totaled $5.9 billion for 2012 and $5.6 billion for 2011.
The overall increase in the comparison was primarily due to an increase in residential mortgage loan sales revenue driven by higher loan origination volume, gains on sales of Visa Class B common shares and higher corporate service fees, largely offset by higher provision for residential mortgage repurchase obligations.
Asset management revenue, including BlackRock, totaled $1.2 billion in 2012 compared with $1.1 billion in 2011.
This increase was primarily due to higher earnings from our BlackRock investment.
Discretionary assets under management increased to $112 billion at December 31, 2012 compared with $107 billion at December 31, 2011 driven by stronger average equity markets, positive net flows and strong sales performance.
For 2012, consumer services fees were $1.1 billion compared with $1.2 billion in 2011.
The decline reflected the regulatory impact of lower interchange fees on debit card transactions partially offset by customer growth.
As further discussed in the Retail Banking portion of the Business Segments Review section of this Item 7, the Dodd-Frank limits on interchange rates were effective October 1, 2011 and had a negative impact on revenue of approximately $314 million in 2012 and $75 million in 2011.
This impact was partially offset by higher volumes of merchant, customer credit card and debit card transactions and the impact of the RBC Bank (USA) acquisition.
Corporate services revenue increased by $.3 billion, or 30 percent, to $1.2 billion in 2012 compared with $.9 billion in 2011 due to higher commercial mortgage servicing revenue and higher merger and acquisition advisory fees in 2012.
The major components of corporate services revenue are treasury management revenue, corporate finance fees, including revenue from capital markets-related products and services, and commercial mortgage servicing revenue, including commercial mortgage banking activities.
See the Product Revenue portion of this Consolidated Income Statement Review for further detail.

Tables referenced above, in order (Table 0 first):
<table><tr><td> </td><td> 2009 </td><td> 2008 </td><td> 2007 </td></tr><tr><td>New stores</td><td>$387</td><td>$267</td><td>$253</td></tr><tr><td>Store-related projects<sup>-1</sup></td><td>333</td><td>222</td><td>251</td></tr><tr><td>Information technology</td><td>494</td><td>259</td><td>121</td></tr><tr><td>Other</td><td>89</td><td>49</td><td>108</td></tr><tr><td>Total capital expenditures</td><td>$1,303</td><td>$797</td><td>$733</td></tr></table>
<table><tr><td> Rating Agency </td><td> Rating </td><td> Outlook </td></tr><tr><td>Fitch</td><td>BBB+</td><td>Negative</td></tr><tr><td>Moody's</td><td>Baa2</td><td>Stable</td></tr><tr><td>Standard & Poor's</td><td>BBB-</td><td>Stable</td></tr></table>
<table><tr><td></td><td colspan="2">Amount</td><td colspan="2">Percentage of TotalOutstandings</td></tr><tr><td>Dollars in millions</td><td>Dec. 312012</td><td>Dec. 312011</td><td>Dec. 31 2012</td><td>Dec. 312011</td></tr><tr><td>Commercial</td><td>$42</td><td>$49</td><td>.05%</td><td>.07%</td></tr><tr><td>Commercial real estate</td><td>15</td><td>6</td><td>.08</td><td>.04</td></tr><tr><td>Equipment lease financing</td><td>2</td><td></td><td>.03</td><td></td></tr><tr><td>Home equity (b)</td><td></td><td>221</td><td></td><td>.67</td></tr><tr><td>Residential real estate</td><td></td><td></td><td></td><td></td></tr><tr><td>Non government insured</td><td>46</td><td>152</td><td>.30</td><td>1.05</td></tr><tr><td>Government insured</td><td>1,855</td><td>2,129</td><td>12.17</td><td>14.71</td></tr><tr><td>Credit card</td><td>36</td><td>48</td><td>.84</td><td>1.21</td></tr><tr><td>Other consumer</td><td></td><td></td><td></td><td></td></tr><tr><td>Non government insured</td><td>18</td><td>23</td><td>.08</td><td>.12</td></tr><tr><td>Government insured</td><td>337</td><td>345</td><td>1.57</td><td>1.80</td></tr><tr><td>Total</td><td>$2,351</td><td>$2,973</td><td>1.26</td><td>1.87</td></tr></table>
<table><tr><td>Year ended December 31Dollars in millions</td><td>2012</td><td>2011</td></tr><tr><td>Net interest income</td><td>$9,640</td><td>$8,700</td></tr><tr><td>Net interest margin</td><td>3.94%</td><td>3.92%</td></tr></table>

Question: what was the percentage change in the net interest income from 2011 to 2012
Answer: 0.10805
Reasoning program: subtract(9640,8700), divide(#0,8700)