LEARN

IMPORTANT Facts

ROLE OF SCHOOL BOARD

Healthcare overpayment

POOL & FACILITIES MASTER PLAN

SUPERINTENDENT SEARCH

CURRICULUM & GRADE WEIGHTING

WEBINAR RECORDINGS

IMPORTANT Facts

ROLE OF THE SCHOOL BOARD

  • School districts are governed by a board working as one bodys, not by individuals. Understanding collaboration is critical to being a functional, effective board. The School Board’s role is to make decisions about annual budgets, curriculum, and investments in facilities while consulting with stakeholders and relying on input from teachers and district staff. Board members are responsible for the hiring and performance evaluation of the superintendent. Ultimately, they are accountable for student performance by making the resources available to enable them to reach their highest potential and civic engagement with the community.  

    “The board is responsible for establishing and maintaining an organizational structure that supports the district’s vision and empowers the professional staff. Although the board does not implement policies or programs, board members are responsible for: employing the superintendent and setting policy for hiring of other personnel; overseeing the development of and adopting policies; setting a direction for and adopting curriculum; establishing budget priorities, adopting the budget and overseeing facilities issues; and· providing direction for and accepting collective bargaining agreements.”

    Community engagement and participation of board members is critical, given they are determining the school district’s vision and direction. School board meetings should provide time to clearly communicate district policies, programs, financial standing, and status of the district’s progress towards their ultimate vision for students. “[A]s the only locally elected officials chosen solely to represent the interests of children,” each decision board members make should put students at the forefront of their priorities, which include social-emotional support in addition to academic goals and achievements.

    How the board members accomplish this work, individually and as a governing body, is just as important. Codes of conduct are outlined in the "Maximizing School Board Governance" guides. 

    School districts are governed by boards, not by individuals. Understanding collaboration is critical to being a functional, effective board.

  • Setting Direction for the District

    • School Board: Functions at a governance level 

    • Superintendent: Oversees the day-to-day operations

    Policy

    • School Board: Adopts Policies

    • Superintendent: Recommends, creates procedures that support policy, and implements 

    Judicial Review

    • School Board: 

    • Superintendent: 

    Meetings

    • School Board: Conducts

    • Superintendent: Serves as a resource

    Budget/Finance

    • School Board: Establishes goals and criteria, approves, and monitors

    • Superintendent: Recommends, oversees, monitors, and reports staff efforts 

    Human Resources

    • School Board: Establishes criteria, approves or rejects recommendations

    • Superintendent: Interviews, recommends, hires, directs, evaluates, promotes, trains 

    Collective Bargaining

    Community Relations

    • School Board: Creates a positive image for and within the district 

    • Superintendent: Creates a positive image for the district and directs communications

    Facilities

    • School Board: Plans with long-term vision

    • Superintendent: Takes a long-term plan and puts it into action

    CSBA’s “Maximizing School Board Governance” https://www.ia-sb.org/docs/default-source/toolbox/board-development/eightkeyrolesandresponsibilities.pdf?sfvrsn=d3da05c0_13

    https://www.diligent.com/resources/guides/school-boards

  • School Board Annual Meeting Schedule

  • According to CSBA’s What it takes to Lead, an effective board member does the following:

    • “Keeps learning and achievement for all students as the primary focus

    • Values, supports and advocates for public education

    • Recognizes and respects differences of perspective and style on the board and among staff, students, parents and the community

    • Acts with dignity, and understands the implications of demeanor and behavior

    • Keeps confidential matters confidential

    • Participates in professional development and commits the time and energy necessary to be an informed and effective leader

    • Understands the distinctions between board and staff roles, and refrains from performing management functions that are the responsibility of the superintendent and staff; and understands that authority rests with the board as a whole and not with individuals

    Furthermore, working with the superintendent as a "governance team," the board must have a unity of purpose and must keep the district focused on learning and achievement for all students

    • Communicate a common vision

    • Operate openly, with trust and integrity

    • Govern in a dignified and professional manner, treating everyone with civility and respect, govern within board-adopted bylaws, policies and procedures

    • Take collective responsibility for the board's performance

    • Periodically evaluate its own effectiveness

    • Ensure opportunities for the diverse range of views in the community to inform board deliberations”

LBUSD healthcare overpayment

  • If you have heard claims about missing money or financial misconduct at LBUSD, here is what the public record actually shows.

    The number you keep hearing is incomplete.

    Most public discussion has focused on $1.77 million. That figure reflects only the years when the district paid more toward employee healthcare premiums than contract language required. It does not include the years when employees overpaid and were owed money back. When the district completed a full reconciliation across all affected years, the corrected net figure was $1.04 million over five years.

    That is still a real number and it should have been caught sooner. The district needed stronger controls between HR, payroll, benefits administration, and financial oversight.

  • Healthcare caps are projected before open enrollment, meaning districts must estimate future employee selections and premium increases before exact numbers are known. During this same period, healthcare costs rose dramatically nationwide while LBUSD's caps barely moved. Additional staffing changes, including the launch of the district's preschool program, also affected costs after budgets were set.

    This was an administrative and process failure. It was not theft, fraud, or a conspiracy involving teachers, unions, administrators, or prior board members.

  • This issue was not uncovered by political activists or the current board majority. A longtime district staff member identified the discrepancy internally and brought it forward. Dr. Glass and the board commissioned an independent audit through Bishop and Associates. Findings were presented publicly at board meetings in October and November 2025.

    It is also worth noting that Trustees Morgan and Hills were present and voting members of the board during the December 2024 and March 2025 budget meetings where the healthcare overage figures appeared. They voted on those budgets. Claiming to have discovered or exposed this issue afterward is not consistent with the public record.

    On December 16, 2025, the board voted unanimously 5-0 to absorb the $1.04 million net cost from district reserves. Longer-term structural corrections were referred to the collective bargaining process.

    All board agendas, presentations, and minutes are public record at lbusd.org.

  • The district identified a real failure, reported it publicly, and corrected it through a unanimous board vote. That is accountability working as it should.

    What followed was not.

    Paid advertisements from Sensible Laguna and communications from Trustee Hills have repeatedly used the $1.77 million gross figure while omitting the reconciled net total and the broader context. Some used the word "diverted" and implied intentional misconduct. The independent audit found no fraud and no malfeasance.

    The employees involved did not create this problem. They selected healthcare options made available through district processes. Portraying them as participants in something unethical is unfair and has done real damage to trust in this community.

    Laguna Beach residents deserve honest conversations grounded in evidence. The public record is available and we encourage everyone to read it.

    • The $1.77 million figure is incomplete. It only counts years when the district overpaid, not the years when employees overpaid.

    • After a full multi-year reconciliation, the corrected net amount was $1.04 million over five years.

    • There is no evidence of theft, fraud, or diverted funds. Independent review found process and control failures, not criminal misconduct.

    • Healthcare costs rose dramatically nationwide during this period while LBUSD's caps barely changed.

    • Healthcare caps are estimated before open enrollment, meaning projections are made before exact numbers are known. This is common practice across many organizations.

    • Additional staffing changes after budgets were set, including the launch of the preschool program, also contributed to the variance.

    • This issue was identified internally by a longtime district staff member, not by political activists or the current board majority.

    • Trustees Morgan and Hills were voting board members during the December 2024 and March 2025 budget meetings where these figures appeared. They voted on those budgets.

    • The board voted unanimously 5-0 to resolve the issue. When the full facts were on the table, this was not a partisan question.

    • Selectively using the largest possible number while omitting critical context is not transparency. It is political messaging.

    Laguna Beach residents deserve the full story.

LBUSD POOL & FACILITIES MASTER PLAN


  
  









    
  
    
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    The Laguna Beach Unified School District (LBUSD) currently owns and maintains four schools, district offices, and a warehouse facility encompassing approximately 312,400 square feet of building space. Established in 2015, the district's Ten Year Facilities Master Plan (FMP) undergoes annual updates to guide long-term planning for the maintenance, renovation, and modernization of school and district facilities. This long-range planning document addresses the ongoing need to repair, replace, and upgrade existing facilities, including capital improvements to tackle aging and obsolete infrastructure. In 2021, the board directed staff to conduct a feasibility study on the remaining capital improvement projects, considering new programs mandated by law, such as the expansion of the Transitional Kindergarten (TK) program. The 2023-24 update represents a comprehensive revision of the FMP, identifying key projects aligned with the district's educational objectives and programs. The scope and timeline for these projects were determined based on input gathered from three primary sources: Annual Facility Condition Assessment and Reporting; Facility Planning Committee Recommendations; and Community Feedback. 
    
        
    
      
    

      
        
      

    
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    The existing LBHS pool was built around 1993, relocated from what is now the LBHS quad. The pool has reached its end of life and is currently in need of replastering, repairs and replacements to the equipment in order to pass health code inspections. The estimated cost to meet the minimum repairs to pass inspection is $2-3 million. The current pool is 38 meters and does not meet the minimum requirements for CIF to host home events for water polo matches and swim meets.
    The end of life for the pool has been on the horizon for some time and a new pool was planned for with warrants from the General Fund into the Capital Improvements Fund on a yearly basis. The School Board conducted extensive outreach to the larger community throughout the design process. The following stakeholders were engaged in the process:
    • City of Laguna Beach
    • City of Laguna Beach Recreation Committee
    • LBHS aquatic teams (Waterpolo, Swim, Dive)
    • LBHS Boosters
    • Thurston and LBHS Physical Education departments
    • Additional LBHS athletic teams (Surf, Track, Cross Country)
    • Beeler Aquatics
    • Laguna Beach Water Polo Foundation
    • Current lap and recreational swimmers
    • Village Laguna
    • Sensible Laguna
    • TOW Neighborhood Association
    • Schoolpower Foundation and Endowment
    • The Church of Jesus Christ of Latter-day Saints
    • Residential neighbors on Park Ave, Virginia Way and Manzanita 
    In 2023, the Board of Education held five study sessions and four site-based community sessions. In all, the Board of Education received over 500 pieces of public input through written or verbal public comments in 2023. In response to community feedback regarding noise, size and cost, the Board of Education looked at ten different pool concepts and made the following compromises:
    • Eliminated the plan to build a parking structure with tennis courts constructed on top to be located where the current district lot exists. It was removed based on feedback from those residing in the immediate area about the height of the project and affirmation that current street and lot parking are sufficient
    • Reduced the length of pool from 50M to 45M, eliminating the opportunity for student athletes to train for long-course competition
    • Required solid concrete seating with a solid shade covering and specific positioning to reduce spectator noise to nearest neighbor
    • Added separate community restrooms and indoor showering
    • Approved new policy language in BP1330: Use of School Facilities and Grounds to require board approval for non-high school aquatic events
    In 2024, the Board of Education held additional Community Outreach meetings on August 12 and September 26 to hear public feedback on the 45M reduced size concept for the pool.
    For more details, check out this detailed timeline of School Board action on the pool.
    
        
    
      
    

      
        
      

    
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    The District is currently in the contract award process and on track to begin construction in June 2026. The initial target of March was moved to June in order to minimize impact to students and school traffic. 
    
        
    
      
    

      
        
      

    
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    The California Environmental Quality Act (CEQA) Negative Mitigation Declaration (NMD) was presented to the Board of Education on March 20, 2025. The CEQA NMD is a declaration of all the mitigation measures intended to be implemented to reduce any impacts to the environment, including air quality and noise abatement. The Board approved the NMD unanimously.  There are still two more inflection points for Board approval of the pool project.  In April or May of 2025, the Board must approve the District's ability to seek  construction bids.  Then, the award of the project will likely come to the Board in July or August of 2025 for approval.  Construction would begin over the March of 2026 to minimize impact to students and school traffic. If the project is delayed, an estimated $2 million in repairs are necessary to keep the pool operational including replastering and replacing equipment or parts that are 30 years old.  Once that investment is made, it is unlikely that a total renovation of the pool will happen for another 5-10 years, based on the fiscal guidance of the Assistant Superintendent - Business Services.
    
        
    
      
    

      
        
      

    
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    If the board approves the CEQA NMD and directs staff to request bids in March, the pool is estimated to cost $23 million, including hard and soft costs. Once bids are submitted for review by the Board, the estimates provided by the competing builders will be guaranteed unless the scope of work changes or there is a delay in approving the bids.
    
        
    
      
    

      
        
      

    
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    Nothing. The end of life for the pool has been on the horizon for some time and was planned for with warrants from the General Fund into the Capital Improvements Fund on a yearly basis.  There will be no bond issued to fund the improvements to the pool.
    
        
    
      
    

      
        
      

    
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    A school bond is a community investment in our local public schools. Voters approve bonds so the district can repair, upgrade, and modernize school facilities—things like classrooms, roofs, HVAC systems, science labs, safety features, and technology infrastructure.
    Importantly: Bonds cannot be used for teacher salaries or day-to-day operations. They are only for long-term school facilities.
    
        
    
      
    

      
        
      

    
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    A bond renewal allows the district to continue the same tax rate that residents are already paying—no new tax increase—so we can finish necessary work and protect the quality of our schools.
    Think of it like refinancing your home: you’re not adding a new burden, just extending the funding mechanism so you can finish essential improvements.
    
        
    
      
    

      
        
      

    
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    Even though our district is high-performing, critical facility needs remain:
    • Many buildings are 50–70+ years old and require modernization.
    • Safety upgrades, ADA compliance, and campus security improvements are ongoing needs.
    • HVAC, roofing, and plumbing systems need continued replacement.
    • Tech and instructional spaces must keep up with today’s learning environment.
    • State funding is unreliable—local bonds are the only guaranteed way to maintain healthy, safe schools.
    • A renewed bond unlocks roughly $80M of funding (roughly the same value of the bond that passed 20 years ago based on the present value of money) and millions more in state matching funds that Laguna Beach cannot access without a local bond. These state dollars are first-come, first-served, and without a renewal we leave free money on the table. Every $1 of local bond money can leverage up to $0.40–$0.60 in state funds depending on the project category.
    Without the renewal, projects stall and costs rise. Delaying modernization actually costs taxpayers more.
    What Staying Competitive Really Means
    High-quality facilities directly support:
    • Strong property values
    • School enrollment stability
    • Teacher recruitment and retention
    • Student well-being and safety
    Well-maintained schools are a cornerstone of a healthy, vibrant community.
    
        
    
      
    

      
        
      

    
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    • Deferred maintenance grows into expensive crises.
    • Safety and accessibility updates can’t move forward.
    • Program quality suffers because buildings hold us back.
    • The district may have to reallocate operational funds, meaning cuts elsewhere.
    Passing the bond renewal protects what we’ve already invested in.
    
        
    
      
    

      
        
      

    
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    Initial surveying of the community shows strong support, 70%, of a bond renewal. The School Board will review the updated Facilities Master Plan in June or July to prioritize projects that would be financed by the bond funds. From there, they will discuss and vote whether to move a renewal of the bond forward to the ballot in November 2026.
    
        
    
      
    

      
        
      

    
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Timeline of Board Action on the Pool



  












    

  
  

  



  
    
    


  
  













  

    

    
      
    
    

  

  

    

      
      
      
      
      
      
      
      
      
      
      

  



  
    

  
  






  
  
SUPERINTENDENT SEARCH



  















    
  
    
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    We are seeking a dynamic and experienced Superintendent based in California, who is committed to long-term leadership and fostering a positive and sustainable educational environment for students, parents, and the broader community. This individual should have a proven track record of success in navigating challenges related to capital improvement projects, community engagement, and holistic student development.
    Key Qualifications:
    • Long-Term Commitment: At a point in their career where they are seeking to stay and grow within a community for the long term.
    • Prior Experience with Basic Aid Funding: Familiarity with the intricacies of Basic Aid funding and its application in a California school district.
    • Community Engagement: Experience working with highly engaged parents and the broader community to foster collaboration, transparency, and mutual support.
    • Skilled Communicator: Proven ability to effectively and openly communicate with parents, students, staff, and stakeholders, while prioritizing two-way communication and ensuring inclusivity.
    • Whole Student Focus: A deep commitment to supporting the development of students beyond academic performance, including physical, emotional, and social well-being, through programs such as Nutrition, Social-Emotional Wellness, the Arts, and Athletics.
    • Social Emotional Wellness: Demonstrated support and leadership in well-funded, impactful Social-Emotional Wellness programs at both the primary and secondary levels.
    • Environmental & Sustainability Initiatives: A proven track record in addressing and advancing environmental and sustainability issues within educational settings.
    • (add for ESL & SpEd)
    • Supportive of Staff
      • Regular Feedback and Recognition: Providing regular, constructive feedback, and celebrating accomplishments,recognizing their hard work and offering guidance on how to improve.
      • Providing Learning Opportunities: Providing staff access to training programs, workshops, online courses, and conferences that allow them to enhance their skills, helping them feel valued and giving them the tools to be excellent educators.
      • Creating a Supportive Work Environment: A positive and collaborative work culture encouraging empathy, initiative, sharing of ideas, and striving for excellence.
      • Building a Culture of Continuous Improvement: Cultivates a culture where learning, adapting, and refining skills are celebrated and making it clear that growth is a lifelong endeavor.
    • Innovative Programming: A creative and solution-oriented mindset in providing innovative course offerings, despite a declining student population. Experience in bringing unique, college-level opportunities and promoting awareness of life balance programs, such as Challenge Success.
    • Restorative Justice: Knowledge and support of Restorative Justice practices as a means of fostering positive disciplinary discussions and supporting students' growth.
    • Cross-Industry Knowledge: Experience and knowledge of tools and solutions (software, project management, etc.) beyond the academic sector, and a demonstrated ability to adapt them to educational settings.
    Core Responsibilities:
    • Oversee the daily operations of the district, ensuring smooth and efficient functioning.
    • Foster strong relationships with parents, students, and community members to build a collaborative and supportive environment.
    • Lead initiatives that focus on the whole child, ensuring the provision of academic, social-emotional, and extracurricular support.
    • Manage district funding and resources effectively, including experience with Basic Aid funding to ensure the district's financial stability.
    • Drive sustainability efforts across the district, with a focus on environmental responsibility and community involvement.
    • Promote a culture of innovation, introducing new programs and opportunities that engage students and address the challenges of a changing educational landscape.
    Preferred Skills:
    • Strong leadership abilities with a focus on inclusivity, equity, and community involvement.
    • Ability to develop strategic initiatives that address both academic and non-academic student needs.
    • Skilled in using data-driven approaches and technology to improve educational practices and operations.
    
        
    
      
    

      
        
      

    
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    Leadership Associates is a partnership of active California education leaders who are committed to improving the quality education for all California students. The team of search consultants currently working with LBUSD School Board is Dr. Peggy Lynch, a retired Superintendent, and Dr. Marc Ecker, a retired Superintendent and Former President of the Association of California School Administrators (ACSA). Eighty-six percent of their placements remain in place for 5 years or more. Leadership Associates is based in California with over 1500 subscribers getting notification of open positions. They also provide advisory services in Board Governance, Board/Superintendent Evaluations, and Leadership Transition.
    
        
    
      
    

      
        
      

    
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    LBUSD Superintendent Search
    
        
    
      
    

      
        
      

    
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    Item descriOur new Superintendent, Dr. Jason Glass, was selected by a unanimous vote, 5 - 0, of our School Board from a handful of candidates put forth by Leadership Associates, a professional search firm. Dr. Glass joined LBUSD in the summer of 2025. He is an experienced educational leader with more than 25 years in public education, spanning roles as a classroom teacher, district superintendent, state education official, and university administrator. Prior to joining our school district, he served as Associate Vice President of Teaching and Learning at Western Michigan University and previously led major school systems such as Jeffco Public Schools in Colorado. He has also held statewide leadership roles, including Commissioner of Education in Kentucky and Chief State School Officer in Iowa, where he focused on student-centered learning, equity, and innovation.
    Dr. Glass is a benefit to LBUSD at this time because he brings both deep leadership experience and a collaborative, community-focused approach during a period of transition. After changes in district leadership, he has prioritized rebuilding trust, listening to stakeholders, and unifying the community around shared goals. His early work has included extensive outreach to students, staff, and families, along with a structured “listening and learning” process to guide future planning.
    Additionally, his background in leading large and diverse school systems equips him to strengthen LBUSD’s academic programs while preserving its small-district strengths. He has emphasized balancing innovation—such as technology and future-ready skills—with student well-being, creativity, and community identity. This combination of strategic vision, experience, and focus on culture and trust positions Dr. Glass to provide stability and forward momentum for the district.ption
    
        
    
      
    

      
        
      

    
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CURRICULUM AND GRADE WEIGHTING



  















  
    
    
      
      





  
    Clarification on Curriculum Council, Course Approval, Grade Weighting, and Science Pathways
  
  






    
  
    
    
      
    
  









    
  
    
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    1. Initiation: A course idea may come from teachers, administrators, or state mandates, based on student needs and curriculum gaps.
    2. Department Review: The department evaluates feasibility, staffing, alignment with state standards, and grade level.
    3. Administrative Review: If approved by the department, the proposal is discussed in detail with administrators.
    4. Design & UC Alignment: Teachers design the course, ensuring it aligns with state and UC standards, and prepare it for UC a-g approval.
    5. Curriculum Council Approval: Courses are presented in January/February; if approved, they’re added to the course catalog for the following year.
    6. UC Submission: New courses are submitted for UC approval in February; LBHS has a strong track record of acceptance.
    
        
    
      
    

      
        
      

    
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    • Established in 2015–16 by a task force after extensive research.
    • Aligned with UC System: Only UC-approved honors and AP courses in grades 10–12 are weighted.
    • Rationale:
      • Reflects expectations of UC/CSU and national universities.
      • Ensures fairness and avoids grade inflation.
      • Maintains credibility of LBHS transcripts in college admissions.
    
        
    
      
    

      
        
      

    
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    • Colleges recalculate GPAs using their own systems to ensure fairness.
    • Most focus on core academics (English, Math, Science, Social Studies, Foreign Language).
    • Some use unweighted 4.0 scales, while others apply standardized weighting (+0.5 for honors, +1.0 for AP/IB).
    • Many evaluate grades from 10th and 11th grades, emphasizing rigor over raw GPA.
    • Context matters: Colleges consider what courses are available at each school.
    
        
    
      
    

      
        
      

    
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    • Integrated Science I & II at LBHS meet base science requirements for many top colleges.
    • Competitive STEM programs prefer AP-level coursework in Chemistry, Physics, and Calculus.
    • Admissions offices (e.g., MIT, Carnegie Mellon, Johns Hopkins) value rigor within the school's course offerings.
    
        
    
      
    

      
        
      

    
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    • Curriculum must meet diverse student needs and support academic and personal growth.
    • Instruction should be standards-based, flexible, and inclusive.
    • Grading reflects mastery of content and must be consistent, fair, and transparent.
    
        
    
      
    

      
        
      

    
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WEBINAR RECORDINGS



  












  
















  

    
      
    
    

      

        
      

    

    

  

    
LBUSD Finance 101: How Our Schools Are Funded — A FUEL Laguna Webinar
Acting Superintendent Jeff Dixon walks the Laguna Beach community through LBUSD Finance 101 — how the district is funded as a Basic Aid district, where the money goes, how the budget is developed, and what financing options like bonds and certificates of participation mean for our schools. Board President Dee Perry joins the conversation. Hosted by FUEL board member Iva Pawling.

  




    
  






  



  
    

  
  






  
















  

    
      
    
    

      

        
      

    

    

  

    
Laguna Beach City and Schools: A Conversation with Mayor Alex Rounaghi and FUEL Co-Founder Newth Morris
Laguna Beach Mayor Alex Rounaghi and FUEL Co-Founder Newth Morris joined host Logan Marshall on KX 93.5's Exploring Laguna to discuss the future of Laguna Beach for families. Topics include wildfire preparedness, city infrastructure, the relationship between the city council and the school district, the pool project, joint use agreements, student civic engagement, and what it means to build an aspirational community where families want to stay and raise their kids.

  




    
  






  
















  

    
      
    
    

      

        
      

    

    

  

    
Effective School Board Governance: What It Means and Why It Matters — A FUEL Laguna Webinar
Former LBUSD school board member Kelly Osborne walks the Laguna Beach community through what effective school board governance actually looks like — from the mindset of individual board members to how boards set strategic goals, support superintendents, and serve every student. The webinar also covers the 2001 Measure R bond, the 10-year Facilities Master Plan, and what a potential bond extension could mean for LBUSD. Hosted by FUEL board member Shaheen Sheik-Sadhal.