District HR leaders presented a strategic staffing proposal on Nov. 25 that would set a five-year staffing framework to align positions with current enrollment trends and the district's budget. Chief Human Resources Officer Josie Lewis told the board the goal is to create a foundational staffing baseline for every student and then layer discretionary staffing to address building-specific needs such as socioeconomic factors, multilingual learners and special education requirements.

Lewis said the district is working toward identifying about $13,300,000 in staffing changes under a scenario that assumes a 2% annual increase in the statewide student allocation (SSA). The plan would move some staffing decisions earlier in the calendar (an earlier "lock date") so principals and building leaders have staffing plans before winter break and can begin filling positions in January.

Staff described position control ("parking lot" analogy) using PowerSchool to lock headcount, track funding streams and reduce surprise midyear moves. The district plans to use early retirement incentives and natural vacancies to avoid layoffs where possible and to shift employees into available positions. Lewis emphasized the standards are predictive and intended to balance equality (foundational staffing for all schools) with discretionary additions where student needs require extra support.

Board members pressed for details on services for students with IEPs and multilingual learners, asking how the plan would ensure continuity of services when students move between buildings. Staff said IEPs and special education staffing are driven by individual plans and would be layered on top of the foundational staffing model; multilingual and tiered services would likewise be accounted for in discretionary staffing allocations.

Members asked about impacts on transfer windows, internal posting timelines and whether certified staff would be moved midyear. Staff said midyear moves would be unlikely for certified positions but not impossible in exceptional circumstances, and that the 5-year planning horizon is intended to smooth transitions. Questions about communications led staff to describe a strategic communications plan (newsletters, website updates and frequent staff outreach) and to note ongoing discussions with the district's union (DMEA).