A publication of the Association of California School Administrators

A smarter way to manage personnel costs

IBB, smart staffing and collaboration sustain fiscal health in Riverside USD

Dr. Jacqueline Perez, Erin Power, and Kyley Ybarra | January | February 2026

In today’s ever-changing and financially precarious landscape, school districts across the nation are feeling the pressure. As unprecedented funding comes to an end and students’ needs continue to grow, we have to do more with less, all while delivering top-notch learning experiences. What if there was a smarter way to navigate these challenges? What if the key to fiscal stability wasn’t just about cutting costs, but about building lasting relationships and a culture of intentional collaboration?

This isn’t a story of drastic budget reductions and loss of educational experiences for children; it’s a story of strategic foresight and continuous improvement. It began in 2009 with the adoption of interest-based bargaining (IBB), a philosophy of common interests and relationships that laid the groundwork for trust throughout the organization. This foundation was strengthened over time with a relentless focus on fine-tuning position control, making sure every staffing decision was thoughtful. Since 2019, an intentional, committee-based collaboration between the business and personnel divisions has transformed how Riverside Unified School District operates. By bringing these key elements together, and with strong leadership in place, RUSD is building a resilient financial future by prioritizing people, partnership, and proactive planning.

Navigating interest-based labor relations with a fiscal lens Navigating fiscal challenges requires strong relationships, and our district has achieved this through a collaborative approach centered on transparency, communication, and respect. By shifting to an IBB model in 2009, we transformed negotiations from a contest to a partnership, fostering trust by openly sharing information to find mutually beneficial solutions. We maintain this approach through structured communication channels, including regular meetings between district leaders and union representatives, and by empowering leaders at all levels with training on best practices for working with employee associations. In addition to these efforts, our collaboration with the employee associations has been instrumental. Our partnership with these groups has proven especially beneficial when tackling issues that involve a high degree of fiscal impact.

Employee associations and unions are vital partners in the educational ecosystem. Their collaboration is essential for successfully navigating fiscal challenges, as staffing decisions directly impact their members. A district’s approach to labor relations can either be a significant barrier or a powerful enabler of strategic fiscal management. Building strong relationships with employee associations, such as the Riverside City Teachers Association, and incorporating smart staffing in Collective Bargaining Agreements, are paramount. This involves:

Trust and transparency: Openly communicating fiscal realities, staffing rationales, and the long-term benefits of strategic decisions to association leadership.

Proactive engagement: Involving associations early in discussions about potential staffing shifts, possible changes in budget assumptions and funding, and new initiatives, rather than presenting them as faits accomplis.

Negotiating flexibility: Working collaboratively during collective bargaining to incorporate provisions that allow for greater flexibility in staffing models, deployment, and professional development, without compromising employee rights or well-being. This might include agreements on class-size adjustments, multi-grade configurations, or alternative work schedules that support both educational and fiscal goals.

IBB fosters a problem-solving mindset, leading to mutually beneficial solutions that support fiscal health, maintain positive working relationships, and ultimately benefit students. Rather than approaching negotiations as a contest, we share information openly and work toward solutions that reflect the interests of both parties. This approach has helped us build stronger, more trusting relationships, ensuring that all voices are heard and respected throughout the process. This can be even more critical in times of fiscal uncertainty.

The imperative of strategic staffing Fiscal organizational health in education extends beyond simple budget cuts; it demands a deliberate approach to staffing that aligns human capital with strategic priorities. In RUSD, we have coined this as “staffing smartly.” Staffing smartly is not merely about aligning personnel budgets with staffing ratios. It requires optimized deployment of talent to maximize student learning and organizational effectiveness at the same time. Inefficient staffing, either over or under, can lead to wasteful use of resources, compromised program quality, and declining staff morale.

Conversely, strategic staffing ensures that every position is purposeful, every hire is impactful, and every dollar spent on personnel contributes directly to the district’s mission.

A cornerstone of smart staffing is effective position control. This involves a comprehensive system for tracking, managing, and authorizing every budgeted position within the district. Beyond a simple headcount, effective position control ensures that:

Positions align with strategic goals: Every role is justified by district and board educational priorities and operational needs.

Budget allocations are precise: Funds are accurately tied to specific, approved positions, preventing overspending or misallocation.

One-time funds are used appropriately: If positions are funded by temporary funds, tracking, communicating, and planning ahead are imperative.

Implementing robust position control requires clear policies, consistent data entry, and regular audits. It serves as the foundational tool that enables all subsequent strategic staffing decisions, providing the transparency and accountability necessary for fiscal responsibility.

Fostering authentic cross-divisional collaboration Traditional school district structures often create departmental silos, where information and resources are compartmentalized, unintentionally, for efficiency. However, in the face of financial challenges, this fragmentation can severely hinder a school district’s ability to collaborate and generate creative solutions to maintain positive school environments. In fact, when Business Services and Personnel (Human Resources) operate in isolation, it can lead to a true fiscal crisis. At RUSD, we deliberately shifted away from these silos by building an authentic partnership between these two divisions, who are collectively responsible for personnel costs, the district’s largest expenditure.

This partnership is built on four foundational pillars: a shared understanding of fiscal realities, joint planning and decision-making, integrated data platforms, and cross-training. Both departments now have a transparent view of the district’s finances, allowing them to transition from reactive requests to proactive collaboration on staffing plans, budget development, and position control. By utilizing shared data platforms, they gain real-time insights, reducing errors and improving accuracy. This collaboration also fostered mutual respect as staff from each department gained a basic understanding of the other’s processes and challenges. This synergy leads to accurate budgeting, improved projections, and shared accountability for fiscal outcomes.

The centerpiece of this collaboration in action is RUSD’s year-round Staffing Committee. This committee brings together directors from business, personnel, instruction, special education, and facilities planning. Throughout the year, this team works together to review enrollment and programmatic data, recommend effective staffing and resource allocations to the superintendent’s executive cabinet, monitor legal and contractual requirements, and above all, ensure our students receive the support they need.

Each member of the team brings a unique perspective with differing and sometimes challenging context to the group so that they may grapple together with recommending what is best for each and every student, all while maintaining fiscal responsibility. Their proactive, integrated approach is marked by key milestones in the process:

October: Enrollment projections begin.

November: Staffing for the following year. December/January: Meetings with all principals and site partners. February/March: Particular Kind of Service (PKS) notices and approvals. June/July: Review of next year’s data. August: Staffing adjustments due to actual enrollment.

Because of the four pillars noted, and the fact that trust has been established within the committee, there is a true understanding by the executive team that the recommendations that are brought forward by the committee are not only what’s best for kids, but are fiscally responsible at the same time.

Strategic staffing ensures that every position is purposeful, every hire is impactful, and every dollar spent on personnel contributes directly to the district’s mission

Leadership and sustaining fiscal health Successfully navigating fiscal challenges through strategic staffing and collaboration requires strong leadership. District leaders must champion these efforts by clearly articulating the vision, continuously monitoring progress with clear metrics, and fostering a districtwide culture of fiscal responsibility. This involves empowering managers to implement smart staffing practices and utilizing the Local Control Accountability Plan (LCAP) process to ensure staff set and evaluate goals aligned with targeted investments. Key elements include:

Visionary leadership: Clearly articulating the “why” behind strategic staffing and collaborative efforts, connecting them directly to student success and district sustainability.

Continuous monitoring and adaptation: Establishing clear metrics for fiscal health and staffing effectiveness, regularly reviewing progress, and being prepared to adapt strategies as internal and external conditions evolve.

Building a culture of fiscal responsibility: Fostering a districtwide mindset where every employee understands their role in resource stewardship and contributes to efficient operations.

Empowering leaders: Providing leaders with the training, tools, and authority to implement smart staffing practices within their departments, supported by the central system.

Goal-based fund management: The LCAP processes for program and funding monitoring reinforces responsibility to staff to establish SMART goals utilizing targeted investments and evaluation.

Conclusion The Riverside Unified School District’s story isn’t an anomaly; it’s a blueprint for navigating fiscal challenges in education. The journey from siloed and traditional departments and reactive response to integrated collaboration and strategic foresight proves that financial stability isn’t just about cutting costs. It’s about building durable systems and lasting relationships. By embracing interest-based bargaining, implementing robust position control, and fostering cross-divisional collaboration through shared decision-making, we’ve created a resilient financial model.

This integrated approach, backed by consistent and dedicated leaders, demonstrates that districts can manage personnel costs, the largest portion of their budget, without sacrificing student outcomes or staff morale. It’s a holistic system where every decision is linked, from the transparent communication with labor partners to the strategic deployment of talent in classrooms. The RUSD model shows that fiscal health and educational excellence are not mutually exclusive; they are interdependent. Investing in our RUSD culture of shared accountability and continuous improvement ensures that every resource is used purposefully to support our core mission: providing the best possible education for every child. The path to a resilient financial future is built on a foundation of trust, partnership, and a clear, unwavering focus on what truly matters.

Jacqueline Perez, Ed.D., is assistant suprintendent of Equity, Access and Community Engagement, Erin Power is assistant superintendent of Business Services, and Kyley Ybarra is assistant superintendent of Personnel and Leadership Development in Riverside Unified School District.