West Contra Costa Unified School District | www.wccusd.net | #wholechildwholecommunity | @wccusd
UPDATE FROM WCCUSD
SUPERINTENDENT
Kenneth Chris Hurst, Sr., Ed.D
May 26, 2022
@wccusd
MEET YOUR SUPERINTENDENT
2 Kenneth C. Hurst, Sr., Ed.D
● 24 years in education
● Former Superintendent of Othello
School District
● Associate Superintendent in
Oceanside
● Administrator in San Diego
Unified and Poway Unified
● Math Teacher and Computer
Programming Teacher in Poway
@wccusd
Safety: Things to Consider
• The safety plan includes immediate actions that will be implemented at all school sites; • Safety includes the physical and psychological or emotional safety of all stakeholders; • The long term planning and training to fully implement the positive behavior interventions and support framework, as well as full implementation of restorative and healing centered practices is essential to safety planning;
• Long-term strategies related to the social, emotional, and behavioral health of our students is key in creating safe schools;
• Youth Voice and community engagement is needed to fully implement any plan; • Data can change the plan at any moment;
• Safety requires a multi-layered approach and is ever changing given the needs; • Accountability is needed at all levels to ensure implementation • Focus on social/emotional health continues to be the leading strategy in preventing violence on campus;
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Trend Data:
Incidents Involving Weapons on Campus
Qualitatively, across all incidents:
● Weapons found on campus were
related to “outside events”
● Students did not feel safe when
coming to/from campus
● Social media influenced decision
making
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Long Term Strategies
5 • Ensure that fully functioning School Safety/Climate Teams are active on every site
• Continue to monitor school climate trends
• Focus on structured and explicit teaching of
Social/Emotional Learning in classrooms
• Behavioral/Mental Health Supports
• Continue the build-out of a centralized support to
support student social/emotional/behavioral health
– To date, we have added 3 Social Workers and 2 Board
Certified Behavior Analysts to support students
• Grant Opportunity (Senator Skinner’s Office)
– Mental Health Supports
– Truancy Coordinator
– Climate & Culture Supports
@wccusd
Immediate Action Steps
● Communication
● Safety Checklists for Ongoing
Monitoring
● CSS Coverage & Visibility
● Single Point of Entry
● Wearing Lanyard and ID onsites
● Identification of vulnerable youth to
provide immediate support
(behavioral and mental health)
● Deployment of Central Office Staff
to school sites
6 Ongoing Monitoring
7 @wccusd
COVID-19 Safety
• 87 percent of students ages 12+ and over 90 percent of staff fully vaccinated • Recent increase in case and positivity rate in county and district:
169 student cases and 30 staff cases and county level of spread labeled by CDC as “medium” • During omicron peak there were 732 student cases and 70 staff cases the week of January 10 • Strongly recommending masks for all schools and employees • Worked with labor partners to find solution all could agree to • Masks and tests important part of our mitigation strategy • Weekly testing at all school sites in addition to testing for exposed groups/classes • Dedicated contact tracing group that monitors and identifies Outbreaks for additional cleaning • Group tracing approach recommend by County Health and CDPH guidelines • Vaccine Mandate aligned to the State’s date of July 2023 8 @wccusd
Budget Update: Governor’s May Revise
• The May Revise includes $300.7 billion budget to “provide relief from rising inflation, ensure public safety, address homelessness, transform public education, and combat climate change.” • The May Revise is the last statutory step in the State Budget process before the Legislature adopts the state’s spending plan by June 15.
• The Newsom Administration has updated revenue projections and proposals based on the latest cash receipts and economic forecasts
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Major Ongoing Investment-January to May
★ In January, the Governor proposed
$8.8 billion in major ongoing
investments in Proposition 98
○ Expanded Learning
Opportunity Program (ELO-P)
was the largest proposed
investment, $3.4 billion
○ LCFF was the second largest
and an added ADA policy to
address long-term declining
enrollment
10 Note: Excludes investments less than $500 million
*LCFF May Revisions costs for Districts, charters, COEs, ADA Adjusted **Transitional Kindergarten (TK)
6.56% COLA
Equivalent
to 2.98%
COLA
@wccusd
What Does May Revise Mean for Us?
• New revenue for the district is important, increases our revenue projection by about $8 million.
• We have a $45 million deficit however.
• Ongoing expenses subject to inflationary pressures.
• District budget in similar position because of declining enrollment.
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12 Instructional Focus Plan
@wccusd
Reading & Math Overall Proficiency Rates
Fall to Fall Longitudinal
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Reading Proficiency Rate Fall 2021
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Math Proficiency Rate Fall 2021
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2020-21 Attendance and Suspensions
16 Enrollment Chronic
Absenteeism
Suspension
Count
American Indian/Alaska Native 69 20.9%
Asian 2,997 8.7%
Black/African American 3,803 34.8% 1
Filipino 1,424 6.7%
Hispanic/Latino 14,474 21.2%
Native Hawaiian/Pacific Islander 148 34.9%
Unknown 2 *
White 3,080 12.9% 2
Multiple 1,386 13.9%
District Total 27,383 19.8% 3
Data Source: California Department of Education, https://dq.cde.ca.gov/dataquest/. Data for 2020-21, accessed 5/24/22.
Data Notes: Table includes non-charter schools only. *Data suppressed to protect student privacy. @wccusd
17 Continuous Improvement Cycle
Ideal State
Current
Reality of
the school
Change
Next Level
of Work
Leadership Voice
Monitoring & Feedback
High Leverage Actions
Theory Action
Gap Analysis
Economic
System
Cultural
Systems
Learning
Systems
@wccusd
Equity Audit is driving Strategic Planning Spring 2022
● Vision (Equity)
● Mission
● Core Values
● Equity Statement
● Anti-Racism Statement
● Graduate Profile
● 2-3 Goals
● Compelling Scorecard
WCCUSD Priorities
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19 Strategic Planning Process
Community Mtg
#1
Set stage for
Strategic
Planning
Community Mtg
#2
Focus on
Mission/Vision
Community Mtg
#3
Narrow down
Mission/Vision;
focus on Grad
Profile
Guiding
Coalition #1
Guiding
Coalition #2
Survey to entire
community for
input on
Mission, Vision,
Grad profile
Guiding
Coalition #3
May
PAC
meetings
Student led
listening
during
school
SCOWs
phone
outreach
Meeting people where they are
Mission,
Vision,
Grad
Profile to
Board for
Approval
April May
June
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Timeline
JUNE 24-AUGUST 31, 2021
Support for Superintendent Transition Efforts
JULY 1-OCTOBER 1, 2021
Equity Analysis/Executive Summary/October BOE Presentation NOVEMBER 1-JANUARY 31, 2022
Strategic Planning: Mission/Vision Refresh and 4DX Goal Setting FEBRUARY 1-JUNE 30, 2022
Support for Superintendent Transition Efforts
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