Dixon Unified moves to strengthen classroom instruction while approving staff restructures and budget reductions

The Dixon Unified School District Board of Trustees on Tuesday approved multiple personnel and budget actions aimed at shoring up classroom instruction and district finances, including memoranda of understanding with certificated and classified labor groups, a 2025–26 school calendar and resolutions to reduce specified certificated and classified services.

District staff framed the measures as a two‑part response: (1) pivot instructional support toward stronger universal classroom instruction ("Tier 1") and (2) produce the $2–$2.5 million in budget reductions the district’s county office has required to protect reserves after recent negotiated salary increases.

Dr. Dan Scudero, assistant superintendent of personnel, said the district’s student‑support data show far fewer students than expected benefiting from strong core instruction. “To support our goal of strengthening tier 1 instruction, we created a TOSA position, actually 2 TOSA positions,” Scudero said, referring to teachers on special assignment who will serve as instructional coaches. He described the district’s assessment that, in reading, only about 30 percent of students were in Tier 1 and that the district must move staff and resources to classroom‑level supports to improve outcomes.

The board approved three memoranda of understanding: a teacher MOU to create two Tier‑1 instructional coach (TOSA) positions; a paraprofessional MOU to implement a Tier‑1 intervention para role that reduced the number of layoffs for classified staff; and an MOU with the School Employees International Union to create community school liaison positions tied to grant funding. Trustees voted to adopt the 2025–26 school calendar and approved two resolutions authorizing reduction or discontinuation of particular kinds of certificated services (24.4 FTE) and classified services (including some positions tied to graduating students and program reductions). The certificated reduction was approved by roll call and the classified reduction was approved separately by roll call; the transcript records "Aye" responses from Trustee John Gabbie, Trustee Jules Feeney and Trustee Regina Espinosa during roll calls.

Chief business officer Joanne Ahola and other staff briefed the board on a recent letter from the Solano County Office of Education (SCO) that flagged risks to the district’s fiscal health. The county projected the district’s ending fund balance would be drawn down by approximately $1,100,000 in 2024–25 before factoring in AB 1200 salary disclosures; after those disclosures the county note flagged a $3,000,002.1 reduction in 2024–25 and a $1,700,000 reduction in 2026–27 absent additional reductions or revenue. District staff said they intend to present a spending‑reduction plan of roughly $2–$2.5 million at the second interim to address the county’s concerns.

Scudero described operational steps taken to limit personnel impacts: the district prioritized savings from currently vacant positions, reclassified some roles and negotiated MOUs with labor partners to reduce the number of employees who would undergo formal layoff procedures. He also noted 12 RTI (response to intervention) positions existed on paper, but 11 had been vacant because those instructional staff had been deployed into classroom openings during prior shortages; reinstating or reorienting supports is part of the district’s Tier‑1 strategy.

Public commenters included a paraprofessional who said a mid‑year reassignment had been disruptive to students with IEPs; the superintendent and Dr. Scudero responded that notification and reassignment timing were driven by legal and contract timelines, including the March 15 deadline in state education code that governs layoff notices.

The board approved the items by voice vote or roll call where required. Trustees repeatedly emphasized that staff decisions were negotiated with labor partners (Dixon Teachers Association, SEIU and others) and that the district attempted to minimize job losses by moving employees into existing vacant or repurposed positions when possible. Staff said the district will also continue pursuing grants (including a Community Schools grant and CTE funding) and additional operational savings to restore longer‑term fiscal balance.

What happens next: the district will present a formal spending‑reduction plan at the second interim. Where job reductions are enacted, staff said they will follow contract bumping/seniority procedures and will coordinate placement attempts and notices per negotiated agreements and the law.