(March 25, 2025)
Department
DATE: March 25, 2025
TO: Mayor Martinez and Members of the City Council
FROM:
Daniel Chavarria, Director of Public Works
Tawfic Halaby, Deputy Director of Public Works
Operations & Maintenance
Hugo Mendoza, Public Works Abatement Division
Superintendent
Subject: February 2025 Abatement Presentation
FINANCIAL IMPACT: None
PREVIOUS COUNCIL
ACTION:
None
STATEMENT OF THE
ISSUE:
The Director of Public Works provides the City Council
with a monthly presentation highlighting the activities of the Public Work’s Abatement Division. This presentation reflects the abatement activities for February 2025.
RECOMMENDED ACTION:
RECEIVE a report on the February 2025 abatement
activities – Public Works Department (Hugo Mendoza
510-231-3030/Tawfic Halaby 510-620-5482 / Daniel
Chavarria 510-620-5478).
AGENDA
REPORT
801
(March 25, 2025)
DISCUSSION:
On a monthly basis, the Director of Public Works provides the City Council with a presentation highlighting the activities of the City’s Abatement Division. The Abatement Division is responsible for many citywide activities, including hosting neighborhood dumpster days, picking up illegal dumping and weed abatement, and supporting homeless encampments abatement.
Dumpster days are scheduled for Richmond residents on a rotating basis, typically once or twice a year, depending on the size of the neighborhood. In preparation for these events, staff from the Abatement Division helps elderly and disabled residents who are unable to transport items to the designated dumpster day location.
When addressing illegal dumping, the Abatement Division staff meticulously tracks specific items such as mattresses, paint, oil, and tires to ensure their proper disposal, as these items are not placed in landfills. Within the public right-of-way, the Abatement Division staff is responsible for removing weeds and abating encampments.
Occasionally, in collaboration with Code Enforcement staff and Richmond Police Department staff, and with the appropriate signed warrant in hand, the Abatement Division staff enter private property to perform abatement functions.
The presentation summarizes Abatement staff activities for the month of February 2025 (Attachment 1).
The following are highlights from the report:
Removed 176.79 tons of illegal dumping
Removed 189 mattresses
Removed 134 gallons of paint/oil
Removed 161 tires
Abated 13 encampments and removed 80.09 tons of debris Removed 220 graffiti tags from 110 locations
SYNERGISTIC POLICIES:
Strategic Goal Area No. 3 Improve the Quality of Life and Community Health/Improve Social Determinants of Health
DOCUMENTS ATTACHED:
Attachment 1 – Presentation
802
PUBLIC
FEBRUARY 2025
ABATEMENT UPDATE
MARCH 25, 2025
803
ILLEGAL DUMPING
176.79 TONS REMOVED
-Castro St - 02/07/2025
804
ILLEGAL DUMPING
HOFFMAN BLVD & S34TH ST. 02/25/25
932 LOCATIONS
805
ILLEGAL DUMPING:
MATTRESSES, PAINT/OIL
AND TIRES
MATTRESS – RICHMOND PARKWAY-FEB 3
TIRES – FREETHY CT. – FEB 26
OIL/PAINT – 300 BLOCK OF WILLARD
189 MATTRESSES
134 GALLONS OF PAINT/OIL
161 TIRES
806
YTDDecNovOctSepAugJulJunMayAprilMarchFebJanTonnage Collected 2731.80278.08231.95215.74247.37311.5343.3182.86197.55189.23209.4181.58143.242022 2752.08231.51261.62317.6207.01238.18213.87242.03185.09224.86210.78169.66249.872023 3136.62281.48272.36305.43271.85392.56216.96208.95286.88194.45229.98185.55290.372024 457.67176.79280.882025
Illegal Dumping (Tons) YTD Comparison
807
ILLEGAL DUMPING TONNAGE COLLECTED PER MONTH - 2025
0 50
100
150
200
250
300
808
ILLEGAL DUMPING TOTAL COST PER MONTH – 2025*
80,000.00
85,000.00
90,000.00
95,000.00
100,000.00
105,000.00
January February March April May June July Au gust September October November December *Includes Labor and Equipment
809
ENCAMPMENT ABATEMENT
-RICHMOND PARKWAY/CASTRO ST . AREA ‐2‐26‐2025
810
ENCAMPMENT
ABATEMENT (13)
-900 BLOCK OF TRIANGLE CT .
02/16/25
80.09 Tons removed
811
RECREATIONAL VEHICLES DISMANTLING
Four Recreational Vehicles Dismantled -February 26, 2025 812
RECREATIONAL VEHICLES DISMANTLING
Oliver’s Tow – Recreational Vehicles Dismantled (4) -February 26, 2025
813
ENCAMPMENTS TONNAGE COLLECTED PER MONTH
0 10
20 30
40 50
60 70
80 90
2022
February
2023
February
2024
February
2025
February
814
GRAFFITI REMOVAL
220 Tags Removed
110 Locations
-Macdonald Underpass – Feb. 14, 2025
815
GRAFFITI REMOVAL
Carlson & Center Ave– February 24, 2025
816
GRAFFITI TAGS REMOVED PER MONTH
0 50
100
150
200
250
300
2022
February
2023
February
2024
February
2025
February
817
202520242023202520242023February Stats
457.67475.92425.47176.79185.55172.32Illegal Dumping (Tons) 440479444251268213• Mattresses
266361397161167214•T i r e s
30191113106Encampments
116.382447.6280.0910.826.54• Tons
24124819411014692Graffiti Locations
484413458220216212• Tags
YTD
818
PRIVATE PROPERTY CLEAN-UP (1)
Code Enforcement Warrant (1) -February 12, 2025
819
MISCELLANEOUS:
820
MISCELLANEOUS:
821
ABATEMENT STAFF HOURS
Illegal Dumping 978
Encampment Removal 166
Graffiti Abatement 244
North Richmond Mitigation 24
Weeds/Brush Abatement 0
Fencing, Private Board Ups & Clean-Ups 24
Seniors Assistance 16
Leave 394
Management 226
Transport/Misc.* 56
Total 2128
February Hours
Illegal Dumping
Encampment Removal
Graffiti Abatement
North Richmond Mitigation
Weeds/brush Abatement
Transport/Misc*
Board Ups/Clean Ups/Fencing
Seniors Assistance
ManagementTransport/Misc. includes staff hours for removal of debris from vehicles, Point Molate trash removal, and hazardous waste facility disposal.
822
on
IRON TRIANGLE
BELDING WOODS
W
Barre
tt Ave
NORTH & EAST RICHMO
HEIGHT
ATCHISO
N VILLAGE
Dim
St RICHMORE VILLAGE-
METRO
SQUARE
Illegal Dumping
Hotspot (18)
February, 2025
Canal
PULLMAN PARK PLAZA
SANTE FE 580
CORONADO EL CERRITO
Lauritzen Canal
S 31st
St
CORTEZ-STEGE LAUREL PARK
80
EASTSHORE
Miller-knox
Regional
Shoreline
PARKVIEW
MARINA BAY
POINT
RICHMOND
PANHAND
LE ANNEX
RICHMO
ND ANNEX
Richmond Inner Harbor
San
Francisco
Bay
SOUTHWE
ST ANNEX
0 1/41/21 Miles
El
Cerrito Plz
ALBANY
823
PART NERSH IPS
824
March 25, 2025
City Council
DATE: March 25, 2025
TO: Mayor Martinez and Members of the City Council
FROM:
Council Member Claudia Jimenez
Council Member Doria Robinson (co-sponsor)
Council Member Sue Wilson (co-sponsor)
Subject:
Presentation from iFPTE local 21 on Unfunded Actuarial
Liabilities
FINANCIAL IMPACT: Potential to save $117 million in interest payments
PREVIOUS COUNCIL
ACTION:
None
STATEMENT OF THE
ISSUE:
The City of Richmond’s current unfunded actuarial liability (or UAL) for the city’s two CalPERS retirement plans is $392 million, according to 2023 actuarial valuation reports.
As of today, the city follows a payment plan of $32.6 million per year for 20 years, which will result in a total payment amount of $652 million including $260 million in interest. If Chevron settlement funds were used to fund an early
amortization of pension liabilities over the next 10 years instead of 20, with annual payments of approximately $53 million, the total cost would be $535.7 million. That is a savings of $117 million compared to the city’s current
payment plan, according to CalPERS.
If Chevron settlement funds are used to pay down pension liabilities, the money from the general fund that currently goes to paying down the unfunded actuarial liability could be redirected to other uses, including ongoing expenses AGENDA
REPORT
825
March 25, 2025
like staffing and expenditures that make Richmond less
dependent on the fossil fuel industry as a revenue source.
RECOMMENDED ACTION:
RECEIVE a presentation from iFPTE local 21 and DIRECT
staff to work with iFPTE Local 21 researcher and the
sponsors of this item to bring a detailed analysis of the following issues and bring it back to Council within 45 days:
- Potential early amortization of unfunded liabilities
for the city’s two CalPERS retirement plans using
Chevron settlement funds
- Potential early amortization of the city’s OPEB
unfunded liability using Chevron settlement funds
- Possible use of bond financ ing for early
amortization
The City Council’s ability to redirect the funds in the city’s operating budget currently used for unfunded liabilities to support a broad range of expenditures, including ongoing expenses like additional staffing and expenditur es that make Richmond less dependent on the fossil fuel industry as a revenue source (Just Transition) - Councilmembers Claudia Jimenez (510 -620-6565), Doria Robinson (510 -
620-6568) and Sue Wilson (510-609-2111).
DISCUSSION:
Over the next 10 years, the City of Richmond will receive $550 million in tax settlement funds from Chevron. Chevron is the single largest taxpayer in the city, accounting for 15% of total city revenues. As a result, Richmond is currently reliant on Chevron’s taxes to fund critical city services for residents, like public safety, parks and libraries, as well as maintenance and improvement of physical spaces like our roads and city buildings.
There is significant uncertainty about the future of the Chevron refinery after the 10 -year tax settlement period, and reliance on a single taxpayer raises the risk of instability for city services and infrastructure. The receipt of tax settlement funds presents an opportunity for the City to explore turning these short term, time -limited funds into long- term, permanent investments in Richmond’s future that would exist beyond the 10 -year settlement period, putting the city on better financial footing for years to come. One of the primary ways to do this is to pay down long -term liabilities, the largest of which are the unfunded actuarial liabilities (UAL) associated with the CalPERS retirement plans for Miscellaneous and Safety employees and the retiree medical plans. 826
March 25, 2025
The City of Richmond’s current unfunded actuarial liability for the two CalP ERS plans is $392 million, according to 2023 actuarial valuation reports. Under the city’s current payment plan, Richmond will pay off these liabilities in installments through 2044 at a total cost of over $652 million, including $260 million in interest.1 The city currently budgets for these pension costs as part of its ongoing payroll budget and will need to budget an average of $32.6 million each year for the next 20 years. The vast majority of these expenditures will be in the general fund.
According to CalPERS, paying off these liabilities in 10 years would cost a total of $535.7 million through 2034 with annual payments of approximately $53 million. This would create a total interest savings of $117 million compared to the current payment plan. While more research is needed, it’s likely that Chevron tax settlement funds are sufficient to fully amortize the full unfunded liability for CalPERS in ten years, creating significant savings after the unfunded liability is paid off in 2034.
If Chevron settlement funds were used to fund an early amortization of pension liabilities over the next 10 years, amounts in the general fund that would have otherwise been used to pay down these unfunded liabilities could be redirected to other expenditures. It would effectively turn Chevron settlement funds into permanent, ongoing budget savings and free up funds for long -term commitments like staffing and infrastructure. With careful implementation this revenue could be used to facilitate a Just Transition and reduce o ur future reliance on Chevron as a revenue source.
Adoption of this report will direct staff to study the following:
- Potential early amortization of unfunded liabilities for the city’s two CalPERS retirement plans using Chevron settlement funds
- Potential early amortization of the city’s OPEB unfunded liability using Chevron settlement funds
- Possible use of bond financing for early amortization - The City Council’s ability to redirect the funds in the city’s operating budget currently used for unfunded liabilities to support a broad range of expenditures, including ongoing expenses like additional staffing and expenditures that make Richmond less dependent on the fossil fuel industry as a revenue source (Just Transition).
DOCUMENTS ATTACHED:
Attachment 1 – Memo Richmond Unfunded Liabilities Early Payment 2025
Attachment 2 – Richmond Unfunded Liabilities Presentation 2025 Council Meeting
1 Full amortization schedules can be found on page 22 of the actuarial valuation reports for both the Safety and Miscellaneous Plans.
827
Informational Memo: Turning Tax Settlement Funds into Long-Term Budget Savings Introduction
The receipt of $550 million in Chevron tax settlement funds presents an opportunity for the City of Richmond to explore methods to turn short term, time-limited funds into long-term, ongoing budget savings. This would decrease the city’s reliance on Chevron past the 10-year settlement period, while also creating greater flexibility to use the funds for long-term commitments like staffing. One of the primary ways to do this is to pay down debt. The concept is similar to winning the lottery and using the proceeds to pay off your mortgage: it turns a large, one-time sum of money into a long-term reduction in fixed costs plus interest savings. One of the largest sources of debt the city has is its long-term obligations to pensions and retiree medical benefits. A portion of this debt is considered unfunded (often called Unfunded Actuarial Liability or UAL), as it cannot be covered by current assets of the pension and retiree medical plans. The cost of these unfunded liabilities grows over time, similar to interest accruing on debt. This is because an upfront payment can be invested and benefit from compound interest earnings, lowering the overall out of pocket cost. Paying in lower amounts over the long-term doesn’t create the same investment opportunity, increasing the amount that must be paid out of pocket.
CalPERS Pension Liabilities
The City of Richmond’s current unfunded liability for both CalPERS plans is $392 million.
Under the city’s current payment plan, the CalPERS unfunded liability will be fully paid by 2044 at a total cost to the city of $652 million, averaging $32.6 million in payments toward the UAL annually over 20 years. In total, the city will pay over $260 million in interest on its current payment plan. These pension costs are currently included in the city’s budget and financial forecasts and are spread across the city’s payroll.
Date UAL Payment Schedule,
Safety Plan
UAL Payment Schedule,
Miscellaneous Plan
Total Current
Annual UAL
Payments
6/30/2025 21,090,447 12,200,719 $33,291,166
6/30/2026 22,647,713 13,309,561 $35,957,274
6/30/2027 23,933,215 14,202,380 $38,135,595
6/30/2028 26,599,302 16,244,759 $42,844,061
6/30/2029 27,291,295 16,721,922 $44,013,217
6/30/2030 27,908,137 17,135,478 $45,043,615
6/30/2031 27,170,140 16,073,427 $43,243,567
6/30/2032 26,872,003 15,491,811 $42,363,814
6/30/2033 25,320,853 13,963,183 $39,284,036
6/30/2034 24,615,139 13,148,772 $37,763,911
6/30/2035 23,523,865 12,272,332 $35,796,197
6/30/2036 21,657,300 10,829,729 $32,487,029
828
6/30/2037 20,718,444 10,138,628 $30,857,072
6/30/2038 19,714,163 9,401,865 $29,116,028
6/30/2039 18,990,572 8,869,727 $27,860,299
6/30/2040 18,604,450 7,786,993 $26,391,443
6/30/2041 16,094,711 5,753,702 $21,848,413
6/30/2042 13,230,665 4,201,143 $17,431,808
6/30/2043 19,722,469 6,583,994 $26,306,463
6/30/2044 2,802,814
$2,802,814
Total $428,507,697 $224,330,125 $650,035,008
Decreasing the City’s Payment Plan to 10 Years
CalPERS provides examples of shorter payment plans on an annual basis, including a 10 year payment plan. This plan would cost a total of $535.7 million, or $53 million annually for 10 years with payments ending completely in 2034. This would create a total interest savings of $117 million compared to the current payment plan. Since annual costs of approximately $33 million are already in the city’s budget for the pension UAL, if Chevron settlement funds were used to do an early amortization over the next 10 years, the $33 million in funds currently budgeted for the pension in the annual operating budget could be redirected elsewhere. In total, this would allow the redirection of $650 million in pension payments currently planned for in the city’s forecasts over the next 20 years. There would also be a remaining $14 million in Chevron settlement funds.
Paying Upfront with a Bond
Another option that could be explored is paying the $392 million in unfunded liabilities completely upfront using a bond. This is similar to restructuring debt or using a lower interest rate credit card to pay off a higher interest rate credit card, as interest would be owed on the bond. If interest cost on the bond is lower than the interest savings from paying off the UAL early, the city could experience a higher net financial benefit. However, this can come with substantial risk and is not always a good option depending on the interest rate environment. For example, fully paying off $392 million in unfunded pension liabilities with a 10-year bond at a 2.7% interest rate would cost approximately $498 million total, compared to $650 million under the city’s current payment plan—a total interest savings of $152 million. However, there is no guarantee that the city could secure an interest rate low enough to create a net financial benefit.
Pension Override Funds Could Also Offset Costs
The city currently uses a portion of pension override tax revenues to cover some CalPERS liabilities and its possible these revenues could be used to offset the use of Chevron funds for early UAL payment. In 2023, the City used $19.4 million in pension override funds 829
towards its CalPERS payments. It’s possible that a combination of pension override and Chevron could be used, reducing the amount of Chevron funds needed. This would require an analysis by an attorney of how much in override revenues could legally be used.
OPEB Liabilities
The City of Richmond’s two OPEB plans are approximately 40% funded with a total unfunded liability of $74 million. The bulk of unfunded OPEB liabilities are attributable to the City OPEB plan managed through PARS, which covers most employees and is only 38% funded. Currently, Richmond is making annual payments of approximately $5.5 million towards unfunded liabilities for the two plans, and annual costs are expected to grow to almost $10 million by 2042, when unfunded liabilities will be entirely paid off. The bulk of the city’s OPEB expenditures are unfunded liability payments and significant interest is accruing annually with the city plan alone incurring between $6.3 to $7.2 million in added interest costs each year since 2020.
While the city’s actuarial reports are not publicly available to calculate exact costs, fully payment of the $74 million in OPEB liabilities would allow the city to eliminate these unfunded liability payments through 2042, creating between $5 to $8 million annually in operating budget savings that could be redirected toward other expenditures like staffing improvements.
Other Considerations
- Since OPEB and pension expenditures are spread across the city’s operating budget, savings from fully paying off these liabilities will also likely come from across city funds and not exclusively from the general fund. Funds could be reallocated toward allowable purposes within their respective funds. - Payment of unfunded liabilities would likely lead to a credit upgrade, creating budget savings in other city programs and opportunities to refinance other debt.
Next Steps
- Alternate payment plans models can be requested from CalPERS at any time. A model plan could be requested using Chevron funds, including a calculation of total interest savings and total budget savings that could be redirected. - Early amortization plans for OPEB could be requested from the plan’s actuary. 830
Creating Longterm
Budget Savings Using
Chevron Settlement
Funds
March 2025
831
According to 2023 CalPERS Reports, Richmond Will Make $652 Million in Payments Towards CalPERS Unfunded Liabilities Through 2044
$33
$36
$38
$43$44$45
$43$42
$39$38
$36
$32
$31
$29$28$26
$22
$17
$26
$3
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50Millions
Current CalPERS UAL Amortization
Schedule, Miscellaneous and Safety
Plans
Current CalPERS UAL Amortization Schedule
•Payments are volatile
and will peak in 2029
at $45 million
•In total, Richmond
will pay $260 million
in interest. Costs
will be budgeted
across city payroll.
•Over 90% of payments
will be in the general
fund.
•Average payment over
20 years is $32.6
832
Paying Down Liabilities Early Would
Create Substantial Savings
•According to CalPERS,
a 10-year amortization
would cost $535M for
both plans, less than
total Chevron
settlement funds of
$550M.
•This would save $117M
in interest costs
•Unfunded liabilities
are currently budgeted
as portion of payroll.
$33
$36$38
$43$44$45$43$42
$39$38$36
$32$31$29$28$26
$22
$17
$26
$3
$50 $50 $50 $50 $50
$60 $60 $60 $60 $60
$0
$10
$20
$30
$40
$50
$60
$70Millions
10 Year UAL Amortization Schedule,
Miscellaneous and Safety Plans & Chevron Tax
Settlement Funds
Current CalPERS UAL Amortization Schedule
Chevron Settlement Funds
Unfunded
Liability
fully
amortized
833
Early Payment Would Leave On Average $32.6
Million in Remaining Settlement Funds or
Budget Savings
$33 $36 $38 $43 $44 $45 $43 $42 $39 $38
$17 $14 $12 $7 $6
$15 $17 $18 $21 $22
$33 $36 $38 $43 $44
$45 $43 $42 $39 $38
$36 $32 $31 $29 $28 $26 $22 $17 $26
$3$0
$20
$40
$60
$80
$100
$120
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044
MILLIONS
Supplemental Pension Payments, Remaining Settlement Funds and Ongoing Budget Savings Remaining Tax Settlement Funds/Budget Savings Available to Allocate Additional Amount Needed for 10-Year UAL Payment Schedule 834
Creating a Fund Using the Average Remaining
Settlement Funds and Longterm Cost Savings
Could Create More Budget Predictability
$33
$36
$38
$43 $44 $45
$43 $42
$39 $38
$36
$32 $31 $29 $28 $26
$22
$17
$26
$3
$33
$50 $50 $50 $50 $50
$60 $60 $60 $60 $60
$0
$10
$20
$30
$40
$50
$60
$70
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 Millions
10 Year UAL Amortization Schedule, Miscellaneous and Safety Plans & Chevron Tax Settlement Funds Current CalPERS UAL Amortization Schedule Average (Amount Budgeted for Just Transition Fund) Chevron Settlement Funds Chevron Tax Settlement Amount
used for Early CalPERS
Amortization
Amount Eliminated from
Payroll Expense
New Fund Created at
$32.6 million annually
835
Areas for Further Research
•A payment schedule that conforms with Chevron
settlement will need to be confirmed with
CalPERS.
•Bond financing could be studied to pay off the
liability earlier. Savings would be dependent
on debt service costs.
•All estimates are based on 2023 CalPERS
reports, new information may be available.
836
March 25, 2025
City Council
DATE: March 25, 2025
TO: Mayor Martinez and Members of the City Council
FROM:
Council Member Soheila Bana
Subject:
Presentation from West Contra Costa Unified School
District
FINANCIAL IMPACT: None
PREVIOUS COUNCIL
ACTION:
None
STATEMENT OF THE
ISSUE:
Interim Superintendent Kim Moses will provide an update on the West Contra Costa Unified School District's
enrollment, attendance, and budget projections.
RECOMMENDED ACTION:
RECEIVE a presentation from West Contra Costa Unified
School District’s Interim Superintendent, Kim Moses,
regarding the West Contra Costa Unified School District's enrollment, attendance, budget projections, and data on current accomplishments of students, teachers, and
schools - Councilmember Soheila Bana (510-672-3490).
AGENDA
REPORT
837
March 25, 2025
DISCUSSION:
A presentation from Interim Superintendent Kim Moses will provide an update on the West Contra Costa Unified School District's enrollment, attendance, budget projections, and data on current accomplishments of our students, teachers, and schools.
DOCUMENTS ATTACHED:
Attachment 1 – WCCUSD PPT
838
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 1 West Contra Costa
Unified School District
Richmond City Council Update
March 25, 2025
839
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 2 WCCUSD Demographics
Who do we serve?
840
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 3
WEST CONTRA COSTA UNIFIED SCHOOL DISTRICT
841
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 4 Richmond Confidential Article
WCCUSD schools are losing students to
charter schools at alarming rate, stressing
district budget
Daniella Jiménez and Summer Maxwell on December 19, 2024 Our region and the state as a whole is
experiencing a decline in school enrollment.
WCCUSD enrollment has decreased 9.5% in
the past five years.
WCCUSD Demographics -
Enrollment
842
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 5 WCCUSD Enrollment Trends
Source: WCCUSD First Interim Report 2024-25843
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 6 WCCUSD Demographics - Enrollment by City
Source: 2025 WCCUSD Powerschool Data
The majority of WCCUSD students and families reside in the city of Richmond.
City Name
Chronic
Absenteeism
% by City
Richmond 44.50%
Hercules 20.10%
Pinole 25.60%
El Cerrito 21.60%
El Sobrante 32.88%
Kensington 13.30%
San Pablo 35.49%
844
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 7 WCCUSD Demographics Summary
● Since 2019-20, WCCUSD student enrollment has declined by 2,671 students, or 9.5%
● School site staffing correlates directly to student enrollment ● Richmond residents make up approximately 43.1% of all WCCUSD students
● The rate of chronic absenteeism for Richmond students is 4707 students or 56.3% of all chronically absent students across the district.
● Since 2019-20, Average Daily Attendance (ADA) has
declined by 3,193 students, resulting in reduced potential revenue of approximately $35,123,000
845
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 8 The WCCUSD Budget
Planning, Deficit Spending & Fiscal Review
846
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 9 Able to meet 3% Reserve
Requirement with the
Fiscal Reductions
WCCUSD Comparative Data - Unrestricted
Revenue, Expenditures, and Ending Balances
Without
Fiscal Reductions
Source: WCCUSD Unaudited Actuals 2017-2024847
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 10 The Deficit Problem
● In 2018 WCCUSD experienced a severe budget deficit
● 4 of the last 6 years the operating budget has experience a structural deficit, where expenses outpaced revenues
● WCCUSD must maintain a 3% reserve to satisfy the
required reserve for statewide economic uncertainty. This balance must remain available in the budget at all times as a requirement of the state of California.
● The WCCUSD Board of Education Policies mandate a 6%
reserve for internal economic uncertainty (Fund 17),
commonly referred to as the rainy day fund.
● WCCUSD is expected to exhaust internal Fund 17 reserves over the next four years, even as we implement fiscal
reductions
848
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 11 2019-20 Fund 17 Use - Board Resolution
The WCCUSD Board
Resolved to keep a 6%
fiscal reserve account
(Fund 17).
Fund 17 has been
maintained to ensure
the district has reserves
to satisfy financial
obligations during
economically difficult
times.
Economic uncertainty is
now a reality with the
current fiscal challenges
across the state.
Source: WCCUSD Unaudited Actuals 2017-2024849
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 12 WCCUSD Budget with Fiscal Reductions - 2024-25
First Interim Revenues with Reserve Contribution
Source: WCCUSD First Interim Report 2024-25
850
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 13 Multi-year Budget Projections First Interim 2024-25:
Unrestricted Operating Budget Fund Balances
Beginning Fund Bal 24,198,665 18,915,445 16,295,504
Fiscal Solvency Reductions 2025-26 7,016,225 7,016,225
Fiscal Solvency Reductions 2026-27 6,000,000
Ending Bal (Pre-Reserve) 18,915,445 16,295,504 15,975,635 3% Required Reserve (Required) 16,642,050 15,995,503 15,675,634 Non-Spendable 300,000 300,000 300,000
Ending Fund Balance 1,973,395 1 1
2024-25 2025-26 2026-27
Total Revenues 258,130,051 262,018,032 262,088,655
Total Expenditures 263,413,271 271,654,198 275,424,749
Net Increase(Decrease) (5,283,220) (9,636,166) (13,336,094) Source: WCCUSD First Interim Report 2024-25851
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 14 +26%
+41%
Source: WCCUSD Unaudited Actuals 2017-2024852
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 15 +25%
-18%
+22%
+44%
+27%
Source: WCCUSD Unaudited Actuals 2017-2024853
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 16 The 2024-25 WCCUSD BUDGET FACTS -
COMBINED GENERAL FUND
Source: WCCUSD Unaudited Actuals 2023-2024
2023-24 EXPENDITURES - UNAUDITED ACTUALS
CERTIFICATED SALARIES $178,582,026.00
CLASSIFIED SALARIES $78,509,822.00
EMPLOYEE BENEFITS $138,839,247.00
BOOKS & SUPPLIES $20,135,950.00
$416,067,045.00
2023-24 REVENUE - UNAUDITED ACTUALS
UNRESTRICTED REVENUE $370,520,903.00
● 2023-24 Base district
expenses exceeded the
totality of Unrestricted
General Fund Budget
● Staffed positions are
required to be staffed or
covered with subs/overtime
for the full year and abide by
all negotiated agreements
● Books & Supplies are direct
classroom expenses
854
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 17 2023-24 Balance Detail - UNAUDITED ACTUALS
Source: WCCUSD Unaudited Actuals 2023-2024
2023-24 BUDGET BALANCES - UNAUDITED ACTUALS
RESTRICTED BALANCE $101,065,557.00
FUND 17 $37,630,017.00
3% RESERVE $16,045,332.00
FUND BALANCE $7,768,441.00
$162,509,347.00
• Restricted Funds can only be used for stated purposes and may not be included in the operating budget for base expenses
• Fund 17 is the district’s internal reserves (District’s Rainy Day Fund) • State 3% Reserves is required to be setaside for future economic uncertainty and if drawn upon must be refilled concurrent with the adoption of a new annual budget 855
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 18 Restricted Balance Detail - 2023-24
Source: WCCUSD Unaudited Actuals 2023-2024856
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 19 WCCUSD Budget Summary
● As we work to address the structural deficit within our unrestricted general fund, we remain focussed on
preserving quality services for students and retaining
quality staff
● Supplemental services are primarily provided through
restricted funding resources
● A new uncertainty now exists with potential changes in Federal Grant Funding Structures ( Approximately
$30M annually)
● Restricted Funds and Reserves will allow us to
continue operating quality programs for the next three
years
857
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 20 WCCUSD Comparative
Data
How do we compare to neighboring districts?
858
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 21 WCCUSD Comparative Data - ADA & Staffing
Source: EdData https://www.ed-data.org/
School staffing is directly related to student enrollment & funded by ADA. WCCUSD ranks 5th out of 9 neighboring districts in ADA revenue collected.
ADA/Certificated Staff Ratio 23-24 ADA Total
Certificated FTE ADA/Teacher
San Francisco Unified School District 45,315.00 4,389.40 10.32373445 Oakland Unified School District 30,252.80 1,666.54 18.15305963 San Ramon Valley Unified School District 27,981.20 1,247.79 22.4246067 Mount Diablo Unified School District 27,097.00 1,425.66 19.00663552 West Contra Costa Unified School District 23,474.00 1,308.90 17.93414317 Antioch Unified School District 13,648.30 711.20 19.19052306 Pleasanton Unified School District 13,012.00 755.07 17.23283934 Dublin Unified School District 12,284.90 652.58 18.82512489 Pittsburg Unified School District 9,746.47 565.20 17.24428521 859
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 22 WCCUSD Comparative Data - Class Size
Source: EdData https://www.ed-data.org/
Student class size determines the number of teaching positions staffed. WCCUSD ranks 4th in ADA/Teacher Ratio, staffed at 1 teacher for every 17.9 students, however class sizes vary across grade levels.
Class Size Comparison Grades: K-
3 Grades: 4-
5 Grades: 6-
8 Grades: 9-
12 San Francisco Unified School District 22 30 30 30
West Contra Costa Unified School District 22 30 30 35
San Ramon Valley Unified School District 24 29 28 27
Antioch Unified School District 26 30 36 36
Dublin Unified School District 28 28 27 27.5
Oakland Unified School District 29 30 31 31
Pittsburg Unified School District 30 32 32 30
Pleasanton Unified School District 30 31 26 27
Mount Diablo Unified School District 31 34 37 37
860
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 23 WCCUSD Comparative Data - Employer Benefits Contribution Source: EdData https://www.ed-data.org/
Benefit Structures vary across districts and typically are considered in the full compensation package.
2023-24 Benefits Comparison Benefits Max:
Single
Benefits Max: Two
Party
Benefits Max:
Family
Pittsburg Unified School District $13,683 $25,940 $33,294 San Ramon Valley Unified School District $11,341 $22,583 $31,917 Antioch Unified School District $12,257 $24,514 $31,868 Mount Diablo Unified School District $8,826 $17,651 $22,947 West Contra Costa Unified School District $8,772 $17,544 $22,807 Oakland Unified School District $11,119 $21,929 $21,186 Dublin Unified School District $9,806 $19,611 $19,611
San Francisco Unified School District $10,416 $14,348 $16,488 Pleasanton Unified School District $12,256 $12,256 $12,256 861
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 24 WCCUSD Comparative Data - Salary Compensation
Source: EdData https://www.ed-data.org/
Salary Structures vary based on steps and columns in the salary schedule.
WCCUSD ranks 9th in starting salary. WCCUSD ranks 7th in average salary.
WCCUSD ranks 6th in highest salary
2023-244 Salary Comparison Salary: Lowest Salary: Average Salary: Highest Dublin Unified School District $78,545 $113,069 $135,426 Pleasanton Unified School District $76,052 $115,616 $135,304 Antioch Unified School District $62,504 $107,184 $129,910 San Francisco Unified School District $66,341 $97,504 $125,795 San Ramon Valley Unified School District $62,631 $104,003 $123,450 West Contra Costa Unified School District $58,573 $91,374 $119,395 Pittsburg Unified School District $64,002 $97,689 $118,776 Mount Diablo Unified School District $60,020 $90,230 $110,663 Oakland Unified School District $62,696 $85,881 $109,878 862
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 25 Looking Ahead
Student-Centered Decisions & Fiscal Health
863
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 26 WCCUSD is committed to making
student-centered decisions that
support effective learning
environments and promotes
improved systems across WCCUSD.
Core
Values
864
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 27 2023-24 Data
Exceeding Standard: 13.21%
Met Standard: 19.32%
Nearly Met Standard: 19.88%
Standard Not Met: 47.59%
2018-19 Data
Exceeding Standard: 13.30%
Met Standard: 21.86%
Nearly Met Standard: 22.22%
Standard Not Met: 42.62%
2014-15 Data
Exceeding Standard: 10%
Met Standard: 22%
Nearly Met Standard: 26%
Standard Not Met: 41%
WCCUSD California Assessment of Student Performance & Progress in ELA Source: https://caaspp-elpac.ets.org/caaspp/Default
865
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 28 2023-24 Data
Exceeding Standard: 10.49%
Met Standard: 12.85%
Nearly Met Standard: 21.03%
Standard Not Met: 55.64%
2018-19 Data
Exceeding Standard: 9.89%
Met Standard: 14.05%
Nearly Met Standard: 24.20%
Standard Not Met: 51.86%
2014-15 Data
Exceeding Standard: 8%
Met Standard: 15%
Nearly Met Standard: 27%
Standard Not Met: 51%
WCCUSD California Assessment of Student Performance & Progress in MATH Source: https://caaspp-elpac.ets.org/caaspp/Default
866
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 29 Student-Centered Decisions
● Focus on Quality Tier 1 Instruction across all grade
levels
● Increase authentic engagement of students, families,
and community organizations across our school
structures
● Attract, support, and retain quality staff to support student success
● Refine supplemental services for students requiring
additional support
● Implement and refine the WCCUSD Strategic Plan for
2024-29: Brave Minds. Bold Leaders. Big Dreams.
867
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 30 Collaborative Structures & Supportive Systems
In what ways can the City of Richmond & the West Contra Costa Unified School District support effective schools together?
○ Community Schools Initiative
○ Systems Change Collaborative
○ Attendance Campaign
○ Community Safety & School Traffic Safety
○ Leveraging Community Partnerships
○ Affordable Workforce Housing Initiatives
○ Supportive Collaborative Structures for families
with socio-economic challenges
868
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 31 Around the Town
Great things are happening here!
869
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 32 870
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 33 871
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 34 872
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 35
DISTRICT
@WestContraCostaSchools
@WCCUSD
GREENWOOD ACADEMY
AWARDED
Sylvester Greenwood Academy is officially a California
Continuation Model School! Greenwood is 1 of 74 schools in the state recognized as an outstanding program that provides comprehensive services to at-risk youth through exemplary instructional strategies, flexible scheduling, guidance, and counseling services. The Greenwood team will be traveling to San Diego in late April to receive their award.
Given that there are over 429 continuation high schools in California, this is an exceptional honor. Congratulations to Principal Phil Johnson and the Greenwood Academy students and staff for this achievement!
OFFICIALLY NAMED A CALIFORNIA CONTINUATION MODEL SCHOOL 873
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 36 Data Resources
874
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 37 WCCUSD Financial Resources
2024-25 Fiscal Year
First Interim Letter, February 24, 2025 Issued by the Contra Costa Costa Office of Education 2024-25 First Interim Report - Submitted to and accepted by CCOE and CDE 2024-25 Adopted Budget - Submitted to and accepted by CCOE and CDE 2023-24 Fiscal Year
2023-24 Financial Audit Conducted by Christy White Associates 2023-24 Unaudited Actuals Report - Submitted to and accepted by CCOE and CDE 2024 Fiscal Health and Risk Analysis - Issued by FCMAT (Fiscal Crisis & Management Assistance Team)
FCMAT WCCUSD Presentation to WCCUSD School Board- May 29, 2024 2022-23 Fiscal Year
2022-23 Financial Audit Conducted by Christy White Associates 2022-23 Unaudited Actuals Report - Submitted to and accepted by CCOE and CDE 875
West Contra Costa Unified School District | www.wccusd.net | #LearningEveryDay 38 Data Resources Related to School Districts
Ed Data - https://www.ed-data.org/
Ed-Data is a partnership of the California Department of Education, EdSource, and the Fiscal Crisis and Management Assistance Team/California School Information Services (FCMAT/CSIS) designed to offer educators, policy makers, the legislature, parents, and the public quick access to timely and comprehensive data about K-12 education in California.
California Assessment of Student Performance & Progress Data (CAASPP) - https://caaspp- elpac.ets.org/caaspp/Default
The CAASPP, established by California Education Code (EC) sections 60640–60648.5, measures students’ knowledge and skills in English language arts/literacy (ELA), mathematics, science, and Spanish reading language arts, as well as students’ progress toward college and career readiness.
Data Quest - https://dq.cde.ca.gov/dataquest/
Data Quest is the California Department of Education’s web-based data reporting system for publicly reporting information about California students, teachers, and schools. DataQuest provides access to a wide variety of reports, including school performance, test results, student enrollment, English learner, graduation and dropout, school staffing, course enrollment, and student misconduct data. 876