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Superintendent proposes org-chart changes and $7M recurring savings; board debates cuts, AI hire and student-services reorganization
Summary
Superintendent Dr. V. B. Hepburn presented a proposed 2025-26 organizational chart that he said would modernize leadership, centralize student services and produce roughly $7 million in recurring general-fund savings; board members pressed staff for job descriptions and assurances schools won't lose essential services.
Superintendent Dr. V. B. Hepburn presented a proposed organizational chart for 2025-26 at the May 9 board workshop that he said would produce about $7 million in recurring general-fund savings through consolidations, reassignments and targeted reductions.
What was proposed: The staff memo provided a district-wide organizational redesign intended to modernize leadership and realign functions for financial discipline and operational efficiency. Specific proposals mentioned in the workshop included: - Consolidating administrative functions to reduce redundancy and generate an estimated $7.0 million recurring savings (described as a mix of reassignments, funding realignments and staffing adjustments); - Creating a chief of student services to centralize ESE, health services and related student-support efforts; staff said the new chief would coordinate mental-health, nursing, interpreter and accommodations work across the district; - Adding an assistant director or senior role focused on artificial intelligence, described by several board members as a priority for district innovation; staff listed an AI-support position in the proposed structure.
Board questions and staff answers: Board members pressed how much of the district's reductions would be achieved through attrition and which positions would be cut versus unfunded. Dr. Hepburn said the district's recent attrition averages about 2,900 employees a year; the proposed plan targets a 40% backfill rate on projected separations so the district does not rehire all vacated roles and can reduce overall headcount over the next school year without layoffs. Hepburn said central-office headcount has declined roughly 19% since the district's peak years but acknowledged school-level staff and principals raised concerns about perceived heavier central-office layers.
AI and student services debate: Several board members supported creating a senior AI role but urged a higher pay band to attract competitive talent. Others urged the district to prioritize student-facing positions and minimize management layers between the board and principals. The superintendent said the chief of student services was intended to reduce siloed operations and improve response to nursing, ESE and mental-health needs.
Budget and timeline: Staff said some savings would be realized in FY26 and that additional savings would come from attrition-driven reductions during the school year. The superintendent said further org-chart iteration will occur over the summer as staff prepares formal job descriptions and supporting documents for board review.
Why it matters: Organizational structure affects where the district places resources and how quickly it can deliver services to schools. Board members and advisory chairs urged transparency on whether changes would reduce school-based services and asked for more detail and position descriptions before a final vote.
Next steps: Staff will circulate job descriptions and updated exhibits to the board; several members asked for more complete documentation and time to review prior to any final vote. The superintendent said staff will continue refining the chart and consider board feedback.
Ending: Board members acknowledged the need for cost discipline but signaled they wanted clear evidence that the proposed structure preserves school-based services and protects students and staff who interact daily with learners.
