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Warren County staff present FY2627 personnel requests, propose multi‑year pay plan to boost competitiveness
Summary
Staff told the board they used a 0‑based rubric tied to the strategic plan to prioritize more than 75 personnel requests — including classroom teachers, special‑education staff, deans and maintenance generalists — and proposed a 2–3 year strategy to improve pay competitiveness by roughly 10% over time.
Presenter (S3) opened the first FY2627 budget work session and told the board the superintendent‑level budget materials are organized in a three‑ring binder to support multiple upcoming work sessions and a public hearing. "This is our first work session on the 2627 budget," the presenter said, framing the meeting as an opportunity to preview staffing, capital and compensation conversations.
Staff described a 0‑based budgeting exercise asking principals and cost‑center managers to take selected lines to zero and justify every dollar moving back up. "We asked all of our ... managers to look at their budgets and make proposals based upon their needs, not their wants," the presenter said, and senior staff then applied a rubric tied to the division strategic plan to rank requests.
Kendall, introduced by staff to lead Section 1, said schools submitted more than 75 personnel requests. The list of highest‑priority student‑facing hires included a fifth‑grade teacher at E. Wilson Morrison, a third‑grade teacher at A.S. Rhodes, a seventh‑grade English teacher, and three special‑education teachers to support growing SPED populations at three elementary schools. Kendall also requested two instructional assistants for Blue Ridge Technical Center and A.S. Fords Elementary and proposed a board‑certified behavioral analyst to support general‑education behavioral needs.
On administrative and operational staffing, staff proposed nine positions including a building principal for nontraditional services, two dean positions (Blue Ridge Technical Center and Leslie Fox Keiser), a split history curriculum coordinator, an HR generalist/recruiter, a systems technician for cybersecurity, technical integration coaches, and an additional general maintenance position so specialized technicians can focus on complex repairs.
Transportation and workforce development needs were flagged: two additional bus drivers, an 8‑hour trainer to support a CDL "grow your own" pathway, and an additional part‑time work‑based learning coordinator to serve both high schools. Staff said they are recommending some bus drivers be moved from 4.5‑hour to 5‑hour positions to reflect actual route times.
Staff emphasized links between staffing and long‑range policy choices. Presenter (S3) noted class size is an average (the division shows a 13:1 ADM) and encouraged the board to consider whether it wants to set target class sizes for early grades (K–3) as a long‑term budget driver. The presentation also included an organizational chart and school‑by‑school flowcharts to make position and vacancy data visible to board members.
The work session did not include formal votes; staff will return with detailed cost figures, rubric scoring and calendar dates for future work sessions and the public hearing.
