Board reviews handbook changes and celebrates 96.4% staff retention

Mukwonago School District administrators presented proposed changes to professional and support‑staff handbooks and highlighted a 96.4% staff retention rate for 2025–26.

The presentation, led by Rachel (human resources), outlined two major handbook changes: a new approach to unpaid nonmedical leaves and the addition of three sick days for 10‑month part‑time support staff. The unpaid‑leave item would allow employees to request either a standard leave—where the district would recover substitute costs and full benefit premiums—or a one‑time “leave waiver” that would forgo district recoupment but would be available only once during an employee’s career. Rachel said the district received 1,299 unpaid‑leave requests last year and that support‑staff vacancies are difficult to fill, contributing to a roughly 40% substitute fill rate for those roles when positions are vacant.

The administration emphasized safeguards for the one‑time waiver: requests must be approved by the employee’s direct supervisor and human resources, and the district can deny requests during periods of high substitute shortage or when repeated requests suggest misuse. “We do have fences in place to ensure that something like that does not happen,” the HR presenter said.

Rachel framed the handbook revisions as part of broader retention work. She said the district surpassed 95% retention for the first time in five years and reported a 96.4% retention rate heading into summer. The department attributed retention gains to competitive compensation and benefits changes, including raising the employer 403(b) match. Survey results included 364 responses (about 80% of certified staff and roughly 5% of support staff), and the district noted 81% of employees would recommend the district as a great place to work.

Stay‑interview themes administrators highlighted included stronger internal communication, protecting collaborative time for staff, consistent behavioral expectations, visible leadership in buildings, and meaningful recognition. To address those themes, the district plans to use staff updates as a central information vehicle, limit nonessential interruptions to protected collaboration time, increase visible principal and district leadership presence in schools, and expand professional learning opportunities.

The board asked for clarification on how administrators will increase building presence; Rachel described strategies such as visiting during teacher prep time, monthly one‑on‑ones with principals and ‘‘walk around’’ visits, and periodic ‘‘live in the role’’ days for central staff to better understand school roles.

The presentation concluded with the administration listing actions the district will take next year to maintain and build on retention gains and to finalize handbook language at the August meeting if policies are approved.