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Clover School District HR report: about 1,500 employees, 11 vacancies and 108 workers' comp claims; board discusses retention and pay
Summary
Chief human-resources officer Miss Sauls told the board the district employs just over 1,500 people, reported roughly 11 certified vacancies (six in special education), and said there were 108 workers' compensation claims this year; the board pressed for retention strategies, career ladders and compensation models.
Chief Human Resources and Strategic Planning Officer Miss Sauls presented the district's annual HR statistics, telling the board the district has "just over 1,500 employees," including about 768 classified staff and 40 building administrators.
Sauls said the district welcomed 74 certified teacher hires this year (including roughly 21 induction educators) and that the district currently has about 11 vacancies, six of which are special-education positions. "We still have about 11 vacancies for next school year," Sauls said, and she noted the district is prioritizing targeted recruitment for special education roles.
Sauls highlighted retention: the district has exhibited a retention rate above 90% over the past four years and reported that roughly 68% of departing educators had 10 or more years of experience. She said strategic priorities include growing a 'grow-your-own' pipeline with university partnerships and building career ladders so teachers can advance without leaving the classroom.
On workplace safety and claims, Sauls said the district has 108 workers' compensation claims this year. "One of the things that we do is we encourage... people are reporting when incidents happen," she said, adding that the reporting lets the district follow up and improve safety.
Board members asked follow-up questions about whether career-ladder roles would include compensation increases; a board member asked, "Does that include more compensation?" District staff replied they are "going to look at some compensation models and some sources to help with that." Members also requested more precise data on utilities, insurance costs and overtime potential savings as the board works to identify budget reductions.
Next steps: HR will return more detailed numbers on retention by cohort and provide options for career-ladder implementation and compensation models for board consideration.
