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A school board trustee has no authority alone.

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Only the board acting together does.

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The job is to set direction, hire and hold accountable one employee, the superintendent, adopt a budget the district can sustain, and speak for students in the community.

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The California School Boards Association calls this the governance team: the board and superintendent working together, with individual trustees routing requests through the superintendent rather than directing staff.

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Torrance Unified serves about twenty-two thousand students in thirty-two schools.

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Its five trustees are elected by trustee area in November of even years.

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In 2026, three seats were filled by candidates running unopposed, and one, Area D, opened when its trustee joined the City Council.

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Vacancies matter here: the board can fill one by appointment within sixty days, and it has done so twice recently.

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Since January 2026, trustees in districts of Torrance's size may be paid up to two thousand dollars a month, up from four hundred.

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The money comes mostly from the state through the Local Control Funding Formula, which pays a base amount for each student in attendance, plus twenty percent more for each low-income student, English learner, or foster youth.

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Districts where those students are more than fifty-five percent of enrollment get still more.

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About a third of Torrance's students are in those groups, so the district receives no concentration funding.

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Each district explains how it will spend the money in a three-year plan called the LCAP, written with parents, students, and employees.

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Torrance's next one is due in June 2027.

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Then comes oversight.

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The board adopts its budget by July first, and certifies twice more during the year, in December and March, whether the district can pay its bills for this year and the next two.

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Those certifications are positive, qualified, or negative, and anything less than positive brings county scrutiny.

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Torrance has stayed positive, but the cushion is thinning: its third-year reserve was projected at about five percent this spring, and the most recent year ended with a deficit of about seven million dollars in unrestricted funds.

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Read a school budget for two things.

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First, how much unrestricted money is transferred to cover special education.

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Statewide, districts paid more than sixty percent of special education costs from their general funds.

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Second, how fast pension and health costs grow against state funding.

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Teacher pension contributions are about nineteen percent of payroll, classified staff contributions about twenty-six percent, and health premiums keep climbing.

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In Torrance, health benefits are at the center of teacher negotiations, after a contract that expired this year.

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Facilities are the defining issue of the next few years.

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About three quarters of Torrance classrooms lack air conditioning.

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The cost of fixing that rose to about five hundred twenty million dollars, polling showed a bond would fall short of the required fifty-five percent, and no bond went on the 2026 ballot.

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A 2028 bond is likely to be a campaign issue.

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In the classroom, the board will make big choices soon.

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A 2025 law requires evidence-based reading materials and teacher training, with state adoption targeted for 2027.

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Students in kindergarten through second grade are now screened for reading difficulties each year.

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The state's phone-free schools law required a policy by July 2026.

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And math placement must be based on multiple objective measures, reviewed by the board each year.

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For more, see the school board sections of the Local Official's Handbook.