WANTED
Solutions to the staffing crisis in K-12
It wasn’t that long ago K-12 school districts could attract large pools of highly-qualified teaching candidates without much recruiting or marketing. But today—depending on the school, the district and the state—things have changed drastically. According to recent data from the National Center for Education Statistics (NCES), 50% of public school leaders reported feeling understaffed at their schools.
Heading into the 2024-2025 school year, 74% of public schools in the United States had difficulty filling teaching positions, with 64% reporting a lack of qualified candidates applying for open positions and 62% saying there weren’t enough applicants. As of October 2024, NCES reported that 3% of all public school instructional positions were vacant nationwide.
The nationwide staffing issues persist amid a number of challenges, such as changes in enrollments and budgets. “While low pay and growing student needs contribute, the primary challenges stem from a lack of respect and support,” says David Brand, President of ServantLeaders LLC, a firm that specializes in offering leadership coaching, consulting and speaking services. “Teachers often feel undervalued and unsupported, facing increasing workloads, bureaucratic hurdles and a lack of autonomy in the classroom. The pandemic exacerbated existing challenges, leading to increased stress, burnout and mental health concerns among educators.”
According to recent data from the National Center for Education Statistics, 50% of public school leaders reported feeling understaffed at their schools.
Despite tightening budgets, districts remain committed to investing in innovative solutions to combat staffing shortages and retain qualified educators. Brand, who logged more than 20 years in the education world, including 12 as a school superintendent and CEO, says school districts are utilizing multiple tools to market themselves and recruit talent amid the vacancy crunch.
For example, along with increasing their marketing initiatives, some districts are finding success with prioritizing teacher well-being and creating supportive school climates. Strategies include things like implementing strong mentorship and support programs, along with offering creative, flexible work environments. “Prioritizing teacher well-being through initiatives such as stress management workshops, mindfulness programs and access to mental health resources has been very effective for the districts we work with,” Brand says.
One of the challenges for today’s school districts has been balancing the need to address immediate staffing needs while trying to build long-term stability in the workforce. While short-term solutions like hiring long-term substitutes or utilizing alternative staffing models can address immediate vacancies, they often are not long-term solutions. Brand believes it is important for districts to address their needs, but not to lower their standards in the long run. “By implementing a combination of short-term and long-term strategies, districts can effectively address immediate staffing challenges while simultaneously building a stable and sustainable teaching workforce for the future.”
The power of partnerships
Another strategy being employed by K-12 districts includes tapping into the power of local colleges, universities and community organizations to expand their recruitment reach. These collaborations strengthen teacher preparation by embedding candidates in real classrooms while equipping them with practical skills for long-term success.
Take Reynoldsburg City Schools in Columbus, Ohio. Situated near several of Central Ohio’s largest colleges and universities, the district has established strong partnerships that generate numerous placement requests each semester and a high rate of employment conversions. Reynoldsburg’s key partnerships include Ohio State University, Capital University, and Ohio University, among others.
“We partner with these institutions to give students valuable classroom experience while providing us with the opportunity to recruit high-quality candidates for our districts,” says Andre Rudolph, Assistant Superintendent, Human Capital Management at Reynoldsburg City Schools. “This is advantageous for both parties as it gives us an opportunity to address the national teacher shortage with candidates prior to these students having meaningful interactions with other districts.”
“We partner with these institutions to give students valuable classroom experience while providing us with the opportunity to recruit high-quality candidates for our districts.”
— Andre Rudolph, Assistant Superintendent, Human Capital Management, Reynoldsburg City Schools
Rudolph says Reynoldsburg City Schools places a significant emphasis on relationships by partnering with organizations that provide substantive, relevant professional development opportunities to employees. A recent partner included Profound Gentlemen, a national nonprofit aimed at retaining male educators of color in K-12 education. Profound provided professional development, mentoring and other opportunities for employee development. Reynoldsburg also employs other resources like its local Educational Service Center, Ohio Leadership Advisory Council, etc.
“We’re able to retain staff members because they’re more than employees, but extended family members,” Rudolph says. “Many of our employees have a personal interest in our district as they may be current residents, district alumni, etc.”
Located five miles from downtown San Diego, the National School District is another that is leaning in on the power of partnerships. The district, which serves 4,000 students, holds partnerships with more than 13 universities and colleges—a strategy Leighangela Brady, Ed.D., Superintendent, and Maritza Koeppen, Ph.D., Assistant Superintendent Human Resources, say allows it to bring in student teachers and interns the schools can recruit later.
Take the partnership it has with Southwestern College, which places students in National’s classrooms for 45 practicum hours. “These students are aspiring teachers, but do not have a college degree yet,” Dr. Brady says. “It has been a great partnership to help build the pipeline of teachers. We encourage these students to apply for paraprofessional positions while they are attending school. They can simultaneously get paid and complete their practicum hours at the same time.”
“Strong districts foster positive and collaborative school cultures where teachers feel respected, appreciated, and supported by administrators, colleagues and the community.”
— David Brand, President, ServantLeaders LLC
And, along with local high school mentorship programs that give students a taste of the teaching profession, the National School District uses a platform called Handshake to advertise hard to fill positions. The platform is used by more than 1,500 universities to help college students find jobs. “Their challenge is that there are not enough special education teachers or speech and language pathologist graduates to fill the vacancies across San Diego county,” Dr. Koeppen says. “Colleges could offer more programs at desirable universities (such as San Diego State) which would provide more opportunities for students wanting admission, and build a pipeline to help local school districts.”
As an incentive for teachers in the district, National offers a number of services and programs that reward their efforts. These include things like a business rate for local fitness centers, and recognition of milestone service years of 10, 15, 20, 25, 30, 35, and 40-plus, where teachers are recognized by the Governing Board in front of their peers and families. The district also offers free health insurance coverage for retirees over 55 until age 65 with 15 years of service for certificated staff and 10 years of service for classified staff.
“We try to stay competitive with salary and benefits,” Dr. Brady and Dr. Koeppen say. “Approximately 47% of our Local Control and Accountability Plan is dedicated to attracting and retaining staff. We also have given a 30% salary increase over the past nine years. Our salary schedule is weighted heavier for new teachers and then for veteran teachers. Our contribution to benefits is one of the best in the county.”
Addressing the staffing crisis in K-12 education requires creative, sustainable solutions that prioritize both teacher retention and recruitment. By investing in professional development, competitive compensation and supportive workplace environments, the path forward lies in recognizing that solving the challenge is not just about filling positions, but about creating a foundation for long-term educational success.
SIDEBAR 1
The Educators Exodus
NCES survey shows how schools have been impacted by vacancies
- 31% Increased need to use non-teaching staff outside of their intended duties
- 30% Increased need to use teachers outside of their intended duties
- 21% Increased class sizes
- 17% Sharing of teachers and/or staff with other schools
- 11% Offering fewer student services
- 9% Disruptions in student transportation
- 9% Offering fewer extra-curricular opportunities
- 4% Forced change in learning modes
- 3% Disruptions in administration of medical care or response
- 2% Disruptions in administration of school meals
- Source: National Center for Education Statistics
SIDEBAR 2
Building bridges
Keys to to tackling the teacher shortage
- Increased funding – Boost teacher salaries, improve school infrastructure and provide vital classroom resources
- Student loan forgiveness – Attract new teachers by reducing financial barriers and incentivizing the profession
- Reforming teacher preparation – Align training with classroom realities and the diverse needs of today’s students
- Addressing working conditions – Reduce workloads, empower teacher autonomy and combat negative public perceptions
- Investing in teacher well-being – Support mental health, reduce stress and promote work-life balance for improved retention
- Improving public respect – Launch campaigns to enhance the image of teaching and underscore educators’ critical roles
Source: ServantLeaders LLC
