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Carpinteria Unified presents 2024–25 staffing snapshot; HR flags contracted special-ed roles
Summary
Human-resources coordinator Jacqueline Lopez presented staffing data showing 305 employees (140 certificated), demographic breakdowns, and a small number of contracted special-education positions; trustees requested further longevity and hire-date reports.
Human-resources coordinator Jacqueline Lopez presented the district’s 2024–25 staffing report at the Oct. 8 board meeting, laying out head-count, demographic and experience data and noting areas of recruitment difficulty, particularly in special education.
Lopez said CUSD employs 305 people, 140 of whom are certificated staff. She reported certificated ethnicity as roughly 59% White, 38% Hispanic and 3% other; classified staff were listed as about 66% Hispanic and 30% White. Average class-size figures and age ranges were provided, and Lopez said certificated staff have a broad experience range: 0–5 years (28%), 5–10 (20%), 10–15 (14%), 15–20 (8%), 20–25 (10%) and 25+ (17%).
On special education staffing, Lopez identified a mix of contracted roles: 10 behavior technicians, one board-certified behavior analyst, one speech-language pathology assistant, and certificated contracted hires including one mild-to-moderate teacher, one nurse, one occupational therapist and three speech-language pathologists. She said the district had recruited the majority of teachers directly and had only one certificated teacher hired via contract.
Trustees asked follow-up questions about whether experience years referred to district tenure or career experience; Lopez said classified figures were district tenure while certificated years reflected career experience, and she agreed to pull reports showing hire dates to better analyze retention. Board members welcomed the data as a starting point for deeper analysis into retention, compensation and recruitment strategies.
Lopez’s presentation was followed by public comment from employee leadership that urged the board to attach meaning to the data by examining how staffing patterns affect student outcomes and workplace culture and to produce more granular reports on special-education turnover.
Next steps: trustees requested additional hire-date/tenure breakdowns and further analysis of retention metrics.
