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Carpinteria Unified projects $1.6 million shortfall; trustees review nonclassroom cuts and staffing-by-attrition plan
Summary
District leaders told the board Jan. 28 the Carpinteria Unified budget for 2025'26 faces about a $1.6 million gap. The administration proposed reductions concentrated outside the classroom, a legal-fee cut, and staffing reductions through attrition to preserve class sizes and restore reserves.
Carpinteria Unified School District leaders presented a proposed plan to close a projected $1.6 million shortfall in the 2025'26 budget and asked trustees to continue reviewing reductions focused outside the classroom.
Superintendent Diana Rigby and district leaders told the board on Jan. 28 that the district's revenue outlook changed after actual property-tax collections came in lower than an earlier projection (the county and district staff are using a 5% property-tax growth assumption after a recent two-year period of higher growth). At the same time, the district faces higher fixed costs: health-benefit increases, pension contributions (STRS/PERS), and rising special-education costs tied to greater demand and contracted provider rates.
District staff described a multi-pronged approach intended to restore reserves to the board's target and preserve small class sizes. Proposed measures presented at the meeting included:
- Further reductions in outside professional services and contracted programs where possible; shifting some field trips to grant funding and seeking Carpentaria Education Foundation support. - A proposed $20,000 reduction in conference travel. - A recommended $200,000 reduction in legal-fee spending compared with recent years. - Reductions achieved by attrition: not replacing 10 instructional-assistant positions (estimated $460,000 savings) and 4 certificated FTEs through retirements or resignations rather than layoffs. - Eliminating the elementary GATE program as a separate funded FTE (the teacher would remain employed in district but not in a GATE assignment) and reworking some professional-development days (reducing paid added days in favor of using existing early-release and pre-service time).
District leaders emphasized they were aiming to avoid layoffs and to preserve core classroom staffing levels (elementary target 20:1; middle school 22:1; high school 24:1). The board discussed the proposal and asked clarifying questions about the county's property-tax guidance and the potential effect on programs.
Why it matters: The budget plan will influence whether the district can provide pay increases, sustain student services and maintain the board's target fund balance. Special-education costs and lower revenue growth were the two largest drivers discussed.
What the board did: The Jan. 28 session was a review; trustees requested continued development of the proposal and scheduled further presentations. No final budget adoption or personnel action occurred at the meeting.
Ending: District staff said they will post openings to recruit direct hires (speech and language pathologists, occupational therapists, mild/moderate teachers) in an effort to reduce reliance on more-expensive agency contractors and to bring long-term costs down.
