Wednesday, November 12, 2025

Guest Opinion | School Board Trustee Dr. Yarma Velázquez: Real Leadership Requires Facing the Deficit

Pasadena Unified is facing a $35 million deficit that will require difficult decisions. This is not just a matter of numbers — it is a test of priorities. Those numbers represent people, programs, and opportunities for students. How we respond will determine whether we can protect the heart of public education in our city while planning responsibly for the future.

As a trustee, I take this crisis seriously. And as difficult as it is to confront, our duty is to do so transparently and collectively — through open discussion and shared problem-solving.

I have introduced several board resolutions designed to begin that conversation. The Optimal School Size resolution proposes aligning schools with enrollment ranges that support equity and academic programs. The Maximizing the Existing Footprint resolution expands the district’s asset-management plan to evaluate all district properties, ensuring that every site — even those currently in use as schools — contributes directly to student learning or community benefit. A third resolution focuses on state-level reforms to address the rising costs of special education. Together, these proposals represent a roadmap for accountability and long-term planning.

The first resolution could eventually lead to school consolidation, a word that understandably raises strong emotions. The academic research on consolidation is not as clear-cut as many believe. Studies show that savings are often modest and that the real gains, when they occur, come from improved academic outcomes and greater access to programs. For me, the question is not simply whether consolidation saves money, but whether it helps students learn and thrive.

Given our district’s current situation, consolidation could help alleviate — though not completely solve — the challenges ahead. It could improve staffing efficiency and stabilize programs at schools that are now too small to sustain full schedules. For elementary schools, aligning size closer to optimal ranges would help reduce the growing number of combination classes, where one teacher manages multiple grade levels due to low enrollment. While this would not eliminate combo classes entirely, it would reduce them. In smaller schools or programs, these combinations are otherwise inevitable. For middle schools, a more balanced configuration would allow us to preserve the range of electives we currently offer.

These are not abstract efficiencies; they are tangible improvements in how we deliver education — and they require extensive community engagement. This process must mark the start of a multi-year effort centered on the student learning experience, developing a plan that includes reimagining high school configurations and aligning facilities projects with our community’s evolving needs, in consultation with our students.

Fiscal responsibility also requires us to examine every property the district owns and expand the scope of our asset-management plan. Every site should serve students directly — through instruction or meaningful community use. This is not about austerity; it is about stewardship — using what we have wisely to ensure that learning remains our core mission. Schools that are occupied could reduce their footprint and generate additional income for the district.

At the same time, we must acknowledge that part of our financial strain comes from state-level structures that do not serve districts equitably. That is why I have proposed the Equitable Education for All Initiative, which would increase transparency, examine how reimbursement obligations are handled, and ensure that special education funding is fair and sustainable.

I know these topics are difficult. Change always is. There is no easy path out of this moment, but there is a responsible one. These resolutions, if approved, will not replace the cuts we are now facing; instead, they will add to a long-term plan for sustainable success. Every decision we make will impact families, teachers, children, and staff.

If we face this challenge honestly — and together — PUSD can emerge smaller but stronger, leaner but more equitable, and above all, steadfastly committed to the students we serve.

The views expressed are my own and do not necessarily reflect those of the Pasadena Unified School District Board of Education  — Dr. Yarma Velázquez, Trustee, Pasadena Unified School District (District 7)