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Sunscreen, Beach Reads… and Summer PD? Why Staff Development Belongs in Your Summer Plans 

Sunscreen, Beach Reads… and Summer PD? Why Staff Development Belongs in Your Summer Plans 

You might not think “summer” and “professional development for teachers” belong in the same sentence, but they do. Summer professional development is your secret weapon for a smoother, more successful school year. 

While students head off for a well-earned break, school and district leaders have something else on the horizon: a golden opportunity to invest in meaningful summer professional development for teachers. From onboarding new hires to rolling out new initiatives or reigniting instructional practices, summer is your chance to build momentum before the back-to-school rush begins. 

Here’s how to design K-12 summer PD that energizes educators, supports district goals, and sets the stage for a successful year ahead. 

1. Plan Summer PD with Purpose 

The best summer teacher training programs don’t just “fill the gap” — they set a strong foundation for the year ahead. Begin by reflecting on key takeaways from the school year: 

  • What instructional gaps emerged? 
  • Where did teachers request more support? 
  • Are there new tools, policies, or goals coming in the fall? 

Let educator feedback, student data, and evaluation insights guide your planning. When PD is rooted in real needs, it becomes relevant, targeted, and impactful — not just another item to check off. 

PRO TIP: Map PD sessions to district goals, strategic plans, or state initiatives to ensure clear alignment and ROI. 

2. Personalize Staff Development Opportunities 

Every educator is on a unique professional journey. Offering differentiated professional learning over the summer increases engagement and impact: 

  • Self-paced online courses for flexibility. 
  • In-person workshops to foster collaboration. 
  • Micro-credentials or skill tracks for role-specific growth. 

By creating multiple pathways, you empower teachers to learn in ways that suit their goals, schedules, and experience levels. 

“[Teachers] like the opportunity to choose what they want to learn about and where they want to grow and the things that they’re interested in.”

Heather Platt, PD Coordinator, Martin County School District

3. Keep It Practical — and Classroom-Ready 

Summer PD should be useful, not theoretical. Focus on helping teachers build skills they can apply in the first month of school. 

Prioritize topics like: 

  • Teacher wellness and resilience: Burnout is real. Embedding sessions on stress management, mindfulness, and emotional self-regulation into summer PD can help educators return refreshed, focused, and ready to support their students. 
  • Technology integration and AI literacy. With new federal guidance encouraging AI use in schools, now’s the time to help teachers explore tools that save time and personalize learning — while staying ethical and student-centered. 
  • Instructional strategies grounded in the Science of Reading, inquiry-based math, or multilingual learner support. Practical, research-based teaching methods can drive measurable student growth and help educators feel more confident in the classroom. 
  • Curriculum implementation support. Whether you’re rolling out a new curriculum or revisiting existing frameworks, summer PD should offer space for unpacking materials, modeling lessons, and co-planning with peers. 
  • Student mental health and trauma-informed practices to support engagement and well-being. 

If it’s practical, relevant, and energizing, it belongs in your summer PD lineup. 

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Have you implemented AI learning in your district?

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4. Tap Into Your Greatest Asset: Your People 

Looking for authentic, relatable, and grounded PD? Turn to the experts already in your district. 

  • Invite teachers to lead or co-lead sessions. 
  • Build mentoring or coaching elements into your PD structure. 
  • Showcase peer success stories and effective practices. 

When educators lead the learning, it feels real. It builds trust, confidence, and a sense of shared purpose, and that pays dividends in morale, retention, and instructional quality. 

BONUS: This approach supports long-term K-12 professional learning communities (PLCs) and grows leadership pipelines. 

5. Connect PD with Onboarding and Orientation 

Think of summer PD as your welcome mat for new hires — a chance to help them feel grounded, supported, and ready to hit the ground running. 

Make PD part of your orientation plan by: 

  • Offering early-access learning modules. 
  • Using the time to introduce key platforms and instructional goals. 
  • Pairing new hires with mentor teachers during PD. 

This helps new staff feel supported, confident, and connected before day one. 

DYK? According to the K-12 Lens 2025, 84% of superintendents who prioritize mentoring report higher teacher retention rates. 

6. Reinforce Learning All Year Long 

Summer PD might be the spark. but the real magic happens when learning carries into the school year. 

Don’t let great ideas fade by fall. Instead, build in opportunities to revisit, reflect, and refine: 

  • Scheduling fall coaching or check-ins to revisit summer learning. 
  • Providing ongoing access to PD recordings and materials. 
  • Embedding key strategies into in-service days and PLCs. 

THE GOAL? Make summer the starting point, not the whole story. When professional growth is continuous — not crammed into one season — it’s far more likely to translate into real change in the classroom. 

Let Summer Work for You 

Summer professional development for K-12 teachers isn’t about adding more to your plate, it’s about setting the table for a stronger, smoother school year. 

With intentional planning, personalized learning paths, and practical takeaways, summer PD can: 

  • Build educator confidence 
  • Strengthen instructional quality 
  • Improve teacher satisfaction and retention 
  • Support new initiatives 

Ready to build a better PD experience? 

At Frontline, we support districts in building sustainable, impactful K-12 staff development programs that drive real results. Whether you’re planning for onboarding, curriculum changes, or leadership growth, we’re here to help you make summer learning count. 

Learn more about Frontline Professional Growth
Here

Erin Shelton

Erin is a writer and member of the award-winning content team at Frontline Education. With experience in education, she is passionate about creating content that helps to support and impact the growth of both students and teachers.

The Role of Artificial Intelligence (AI) in K-12 Professional Development

Supporting Educators for a Future-Ready Workforce 

As Artificial Intelligence (AI) reshapes our world, it’s also reshaping professional learning for educators. From reducing paperwork to enabling personalized support, AI offers real promise – and professional development (PD) is where much of that promise can come to life. 

While colleges of education are beginning to explore how to prepare future teachers for AI-enhanced classrooms, school districts are already taking the lead. And now, federal policy is catching up. 

Have you introduced AI learnings in your district? Take our instant poll below to share.

A National Mandate for AI-Ready Educators 

On April 23, 2025, a new Executive Order called for bold investment in AI education. Among its priorities: 

“Professional development programs focused on AI education will empower educators to confidently guide students through this complex and evolving field.” 

The White House Task Force on Artificial Intelligence Education, which is to include leaders from science, labor, agriculture, and technology as well as the director of the National Science Foundation (NSF), will now coordinate federal efforts. This includes prioritizing: 

  • AI-based professional learning across all subjects 
  • Training educators to teach AI and computer science fundamentals 
  • Supporting use of AI to streamline administrative work and improve classroom outcomes 

This shift reaffirms what K-12 leaders already know: educator development is central to AI-readiness. 

What Educators are Saying: Data from the 2025 K-12 Lens 

Your peers are already thinking about AI in PD. Here’s what our latest survey found: 

We asked almost 800 school district administrators to share their positions on integrating AI into: 

  • K-12 education, broadly 
  • Technology tools for students 
  • Technology tools for teachers 
  • Technology tools for administrators 

Here are the results and a handful of responses: 

“AI is a great tool that we can use to help all groups. The more we learn, the better our students and community are prepared for the possible uses and for the future of technology as well as the drawbacks of it and how to navigate through those.”

“AI poses the opportunity for broad opportunities for education, such as personalized learning, enhanced data analysis, streamlined administrative tasks, more engagement, and professional development.”

“At the administrative level, AI can assist with things like data analytics, research and communications, teachers likely could use AI for lesson development and critical review of lesson plans, students are already using AI for research and assignments. Concerns with the use of AI include its tendency to provide anodyne responses, the risk for inaccurate or false information, privacy and the lack of understanding about these limitations and concerns among users.”

Most educators are not resistant, they’re realistic. They want space, support, and practical guidance.

“At this time I haven’t thought about AI in my classroom. Right now I don’t have time to learn something new. Other teachers in the building are using it to some extent.” 

K-12 Lens 2025

Key Trends in Teacher Retention, Student Support, and Budget Confidence

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Why Professional Development Is the Right Starting Point

PD creates a natural opportunity to build AI literacy in a way that’s collaborative, low-stakes, and relevant. It’s where educators can:

  • Explore AI tools without pressure
  • Reflect on ethics and best practices
  • Build confidence before applying new strategies in the classroom
  • Align their learning with district and national goals

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What AI-Powered PD Can Look Like

AI isn’t just a tool to teach about – it’s a tool to teach with. When administrators empower teachers to use AI for professional development, it enables flexible, self-directed learning that meets educators where they are – in any role, on any schedule, and at any level of experience.

Here’s how AI is transforming professional growth into a blended, personalized experience:

Anytime, Anywhere Learning

AI supports asynchronous PD by surfacing micro-courses, resources, and simulations based on individual goals or district priorities. Teachers can learn at their own pace – whether it’s after dismissal or during a planning period.

Personalized Learning Paths

Rather than one-size-fits-all sessions, AI can recommend content based on a teacher’s interests, goals, prior evaluations, or classroom data. PD becomes more targeted, efficient, and relevant.

On-Demand Exploration

Teachers can explore new topics – like trauma-informed practices, accessibility, or multilingual support – with AI-curated learning hubs that adapt as their interests evolve.

Private Practice Spaces

AI-powered simulations and feedback tools create a safe space to try new instructional strategies, reflect and refine skills without the pressure of observation.

“I’m not that familiar with AI, which is why I’m excited to learn. With the right training and time to explore, I know I can figure it out.” 

Case Study Read the full story

Moving Toward Teacher-driven Professional Learning
How Hanover County Public Schools is offering teachers a voice in their learning and bidding farewell to a ‘check-the-boxes’ mentality.

Getting Started: A Plan for Districts New to AI

If your district is just starting to think about AI in professional development, you’re not behind – you’re right on time. Here’s a simple, phased approach to begin building AI capacity among your staff:

Start with Awareness

  • Host a PD kickoff session introducing what AI is (and isn’t), with real examples of how it can support, not replace, educators.
  • Use educator voices and current examples, not just tools or tech demos.

Create Exploration Opportunities

  • Offer opt-in workshops or “sandbox” spaces where teachers can experiment with AI tools like ChatGPT, Gemini, or Claude in low-risk ways – such as drafting a weekly newsletter or generating lesson ideas.

Identify and Empower AI Champions

  • Invite interested staff to form a working group to explore use cases, share resources, and model best practices.
  • These internal leaders can help shape norms and guide adoption districtwide.

Leverage Existing PD Tools to Offer AI Learning Options

If your district already uses a professional learning management system, use it to host curated AI content, such as short videos, readings, or interactive modules. Start with foundational topics like:

  • What AI is and how it works
  • How to use AI responsibly and ethically in education
  • Practical ways educators can try AI in lesson planning, communication, or student support

This makes AI learning accessible and familiar, without the need to launch a brand-new system.

By strategically integrating AI-driven tools and platforms, K-12 can foster a culture of continuous improvement, ensuring that their educators are equipped with the skills and knowledge needed to navigate the complexities of modern education.
 
Looking for resources? Check out Classroom-Ready Resources About AI For Teaching (CRAFT), an initiative from the Stanford Graduate School of Education and the Institute for Human-Centered AI. There are many free resources for teachers to empower their students with AI literacy.

Take the first step in offering personalized PD for your staff with
Frontline Professional Growth

Erin Shelton

Erin is a writer and member of the award-winning content team at Frontline Education. With experience in education, she is passionate about creating content that helps to support and impact the growth of both students and teachers.

Top 5 K-12 Education Trends Superintendents Must Watch for 2025-26 

The 2025-26 school year is shaping up to be one of the most pivotal in recent memory. Between new technologies, shifting regulations, and an evolving labor market, superintendents will need a clear line of sight on the biggest forces likely to shape district strategy—and student success—in the months ahead. Below are five K-12 education trends to keep on your radar, plus practical steps you can take now to get in front of them. 

1. AI Driven Personalization Moves From Pilot to Practice 

Artificial intelligence is no longer just a talking point at conferences. A recent EDUCAUSE surveyi found that 57 % of institutions—up eight points in a single year—are prioritizing AI investments for 2025, signaling mainstream adoption across the education sector. In K-12, districts are rapidly deploying predictive analytics dashboards that surface at-risk students earlier.  

Action steps for superintendents 

  • Audit your data readiness. AI is only as good as the student information you feed it. 
  • Develop a transparent policy on how algorithms will (and won’t) be used in instructional decisions. 
  • Update your policies to ensure student data privacy in schools. 
  • Invest in strategic professional learning so teachers can translate AI insights into classroom practice. 

2. Teacher Retention Strategies Focused on Well-Being, Workload, and Professional Growth 

Nearly half of educators say they “often or always” feel burned out, a leading indicator of turnover.ii Districts that invest in mentalhealth supports, manageable class sizes, and meaningful career development pathways are seeing the highest retention rates—78 % on average.iii 

Action steps for superintendents 

  • Benchmark turnover and exit-survey data to pinpoint the biggest pain points for staff. 
  • Expand mentorship and peer-coaching programs that pair new educators with experienced guides. 
  • Evaluate your mental health support for teachers 
  • Rebalance workloads by auditing non-instructional duties and reallocating support staff where needed. 
  • Consider a formal district leadership planning strategy to ensure positions at all levels have a strong pipeline of candidates. 
  • Offer micro-credential pathways and PD stipends aligned to teachers’ career goals. 

3. K-12 Cybersecurity threats—and Liability—Continue to Rise 

School systems remain a prime target for ransomware and data theft. The U.S. Department of Homeland Security’s division of Cybersecurity & Infrastructure Security Agency’s (CISA) Protecting Our Future report calls K-12 cybersecurity a “national security imperative,” urging districts to adopt basic controls like multi-factor authentication and offsite backups.iv Budget pressures make it tempting to defer upgrades, but the financial and instructional cost of a breach is far higher. 

Action steps for superintendents 

  • Conduct a gap analysis against CISA’s K-12 cybersecurity guidelines. 
  • Secure board approval for a dedicated cyber-incident response plan—complete with tabletop exercises. 
  • Require cybersecurity and FERPA refresher training for every staff member before the first day of school. 

The latest federal spending resolution kept core programs afloat but left long-term funding levels uncertain.v Meanwhile, the U.S. Department of Education’s Fiscal Year 2025 budget summary introduces competitive grants tied to evidence-based interventions and outcome reporting.vi  Districts that can document ROI will have an edge both in grants and public trust. 

Action steps for superintendents 

  • Build multi-year budget scenarios that model best, middle, and worstcase federal allocations. 
  • Map how each major initiative links to student-outcome data you can report to funders and your board. 
  • Start community conversations now about sustaining highimpact programs in light of relief funds expiring. 

5. School compliance Requirements Expand 

Federal, state, and community scrutiny is broadening well beyond special-education: 

  • Medicaid claiming rules now require deeper documentation. Centers for Medicare & Medicaid Services’ (CMS) comprehensive School-Based Services guide (updated 2023 and driving new State Plan Amendments in 202425) raises the bar for times-tudies, cost reporting, and parental consent—putting finance, nursing, and special-programs teams under the same compliance umbrella.vii  
  • Book-ban legislation is accelerating. PEN America logged 4,500+ bans in Florida alone during the 2023-24 year, while 100-plus bills are moving through statehouses to expand “obscenity” definitions in school libraries.viii Districts must balance intellectual-freedom claims with evolving local statutes and board policies. 

Action steps for superintendents 

  • Choose integrated workflow tools that track Section 504 accommodations, IEP service delivery, Medicaid encounters, and eligible nursing services in one system—reducing duplicate data entry and audit risk. 
  • Update Board policies on library materials and instructional resources, ensuring they include transparent challenge and review processes. 

The Bottom Line 

The coming school year will reward districts that act early: tightening data-governance practices before deploying AI, addressing teacher fatigue before peak hiring season, and stress-testing budgets before grant windows close. By treating these K-12 education trends not as isolated challenges but as interconnected levers of change, superintendents can move from reactive firefighting to proactive leadership—delivering safer, smarter, and more supportive learning environments for every student. 

Looking for deeper insights or a partner to help translate strategy into action?

Learn more about how Frontline can support your strategic priorities
Talk to a Frontliner

Dr. Taylor Plumbee

Dr. Taylor Plumblee is an experienced education executive with demonstrated success in education management and marketing. She joined Frontline Education in 2021 and is the Manager of Product and Solution Marketing with a focus on Student & Business Solutions including School Health Management, Special Program Management, Student Information Systems, and Data & Analytics.

How School District Leaders Are Turning Financial Pressure into Strategic Progress 

Findings From K-12 Lens 2025 

As ESSER funding sunsets and financial constraints remain top of mind, it’s easy to expect more bad news for school district budgets in 2025. But two years of data from hundreds of school district leaders in our annual K-12 Lens survey reveal something surprising: a growing number of districts are finding stability, and even momentum, through smarter planning and better tools. 

District finance leaders are shifting from reactive budget-balancing to proactive, strategic forecasting. And those who are adopting analytics, benchmarking, and location-based data are making the clearest strides. 

Federal Priorities Are Shifting: Is Your District Ready for What’s Next?

Read our guide to learn more about federal funding, what’s at stake, and how you can start preparing now.

Get the Guide

Signs of Progress: More Districts Report Stable or Rising Funding 

From 2023 to 2024, the number of districts reporting significant funding decreases fell from 45% to 35%. At the same time, districts reporting funding increases grew from 24% to 28%, while those seeing no change dropped to 18%. 

What does this mean? While most districts are still facing constraints, more are starting to see a path forward, likely through improved local funding or more strategic use of available resources.  

Confidence in Budget Forecasts Is Growing 

Financial uncertainty is a given in K-12, but forecasting confidence is improving:  

  • 2024: 63% of school finance leaders rated their projections as “very” or “fairly” accurate. 
  • 2025: That number jumped to 78%. 

This trend signals stronger planning and smarter resource allocation, even in the face of fluctuating revenues. 

Where Financial Decisions Are Coming From: The Primary Data Sources 

We asked district finance leaders what they rely on most when making financial decisions.  

  • The responses show a heavy, but not exclusive, lean on experience 
  • Nearly half of respondents are tapping into data – either manually or through software 

How Analytics Tools Can Strengthen Budget Confidence 

Learn how a suburban Ohio district treasurer used Analytics tools to earn her community’s trust and support for her budget.

Read Now

Data-Driven Wins: Analytics Users Report the Highest Forecast Accuracy 

Confidence levels closely align with the tools districts use to build their forecasts: 

  • 93% of leaders using analytics software say their budget projections are “very” or “fairly” accurate 
  • 79% using manual data analysis say the same 
  • 76% relying primarily on intuition still feel confident, but that’s a red flag 
k12 accurate budget data

The message is clear: leaders who blend their experience with data have the highest confidence in their financial outlook. 

Technology Spending is Under Pressure 

During the ESSER era, many districts expanded device programs and digital learning initiatives. But now, sustaining those programs is the new challenge. 

Devices age quickly, and once a one-to-one program is in place, scaling it back can directly impact student learning. The shift to long-term technology planning, and budgeting for refresh cycles, infrastructure, and support, has become non-negotiable. 

Cybersecurity Risks Are Growing, Without Budget to Match 

From ransomware to data breaches, K-12 systems are under threat. But most districts aren’t receiving extra funds to meet rising cybersecurity demands.  

This puts finance leaders in a tough spot: do you invest in prevention today, or risk higher costs (and damage) down the line? Either way, cybersecurity planning must be part of the budgeting conversation.   

Benchmarking & Location Data: Game-Changers for Forecasting 

Districts that benchmark against peers or analyze demographic trends report the highest confidence in their forecasts: 

  • 75% of districts benchmarking daily say their projections are “very accurate” 
  • 60% of districts using daily location-based insights also rate their forecasts highly 
k12 budget accuracy by location

Whether it’s staffing comparisons or community population shifts, contextual data helps districts prepare, not just react. 

5 Actions That Strengthen K-12 Financial Decision-Making 

Based on our latest data, here are five strategies for better budgeting in 2025: 

  1. Adopt Analytics Tools 

Forecasts informed by real-time data have the highest reported accuracy. 

  1. Benchmark Frequently 

Comparing with peer districts helps set realistic expectations and optimize resources. 

  1. Use Location-Based Insights 

Demographics and population shifts influence everything from staffing to funding. 

  1. Balance Intuition with Data 

Experience matters, but pairing it with data leads to more precise decisions. 

  1. Plan for Long-Term Technology Spending 

One-to-one programs aren’t temporary. Sustaining them requires strategy and support. 

Moving from Pressure to Progress 

The financial outlook for K-12 remains complex, but there’s clear evidence that districts investing in smarter tools and strategies are seeing results. Whether it’s stabilizing budgets, improving accuracy, or shifting decision-making culture, the path forward is clearer when data leads the way.  

Ready to strengthen your district’s financial planning? 

Learn how Frontline Business Analytics can help.
Request a Demo

Ellen Agnello

Ellen is a graduate assistant at the University of Connecticut. She is a former high school English language arts teacher and holds a Master’s Degree in literacy education. She is working on a dissertation toward a Ph.D. in Educational Curriculum and Instruction.

What’s Ahead for K-12 Medicaid Billing Under the Current Administration?

K-12 school districts across the country rely on Medicaid reimbursements to help fund essential health and special education services. But under the current administration, the future of K-12 Medicaid billing may face significant policy and funding headwinds—raising concerns for district leaders responsible for both student services and budget stability.

1. The Loss of Momentum on Billing Simplification 

Last year, K-12 administrators were hopeful about a proposed rule change that would have removed the requirement for one-time parental consent before billing Medicaid for IDEA-related services. Many districts saw this as a chance to reduce red tape and recover more funds without compromising compliance. But in a move that disappointed many district leaders, the Department of Education formally withdrew the rule. That means districts must continue navigating outdated documentation requirements that slow down reimbursements and create barriers to accessing funding for services already provided. 

2. Budget Cuts Could Undercut School Programs 

The current administration has supported sweeping Medicaid cuts—up to $880 billion over 10 years—which could shrink the pool of funds available to districts for school-based claiming. Many K-12 Medicaid coordinators already struggle to balance staffing and compliance with thin reimbursements. If these cuts materialize, districts may be forced to absorb service costs locally or cut back on staffing—particularly for nurses, therapists, and paraprofessionals supporting students with IEPs. 

3. Increased Eligibility Scrutiny = Increased Administrative Burden 

Proposals to add quarterly eligibility checks or implement work requirements for Medicaid recipients may not directly target school-age children—but the downstream impact is real. Districts may see more interruptions in student eligibility, which means more denied claims, more time spent tracking down coverage documentation, and greater unpredictability in reimbursement forecasts. For districts using school-based Medicaid as a funding strategy, that volatility is a serious risk. 

4. Districts May Bear More of the Cost for Critical Student Services 

School-based Medicaid brings in an estimated $7.5 billion per year to public schools nationwide, often helping to fund school nurses, mental health counselors, speech pathologists, and transportation services. In districts already facing staffing shortages or rising caseloads, these funds are a lifeline. Without them, many districts may face the impossible choice between cutting services or increasing reliance on general funds—potentially affecting academic outcomes for students most in need. 

5. What District Leaders Should Do Now 

While policy is still unfolding, district leaders should begin preparing for possible disruption: 

  • Audit your current Medicaid claiming process: Are you maximizing your reimbursements? Are there areas where process improvements or technology could help reduce denials or streamline documentation? 
  • Engage your state’s Medicaid agency: Build relationships now to understand how state-level decisions could buffer—or amplify—federal changes. 

Bottom Line:

This administration’s policy proposals signal more hurdles ahead for districts relying on Medicaid reimbursements to support student health and special education services. By staying informed, tightening operational practices, and engaging in advocacy now, K-12 leaders can help ensure that their students—especially those most at risk—don’t bear the cost of political change. 

Dr. Taylor Plumbee

Dr. Taylor Plumblee is an experienced education executive with demonstrated success in education management and marketing. She joined Frontline Education in 2021 and is the Manager of Product and Solution Marketing with a focus on Student & Business Solutions including School Health Management, Special Program Management, Student Information Systems, and Data & Analytics.

What’s Working in K-12: Insights from the 2025 K-12 Lens Report 

Schools face plenty of challenges, but districts across the U.S. are discovering strategies that truly make a difference. The 2025 K-12 Lens Report shares valuable insights from nearly 800 administrators, highlighting what’s working right now in staffing, student support, and financial planning. From personalized professional development that’s improving teacher retention to proactive mental health services reducing absenteeism, and smarter data-driven budgeting, districts are finding success by focusing their efforts strategically. Here’s a closer look at the trends, actions, and results that are shaping a promising path forward for education. 

Want to dive deeper into these insights and discover more about what’s driving success in K-12 education?

Download the full 2025 K-12 Lens Report and see how districts nationwide are moving the needle. 
Get the Full Report

Cleaning Up School Inventory Data: A Simple Strategy for Saving Money 

Schools today rely on a growing number of devices, systems, and tools to support learning. But when inventory data is outdated, inconsistent, or incomplete, the consequences go beyond a hard-to-navigate spreadsheet. Real dollars are at stake. Schools may buy equipment they already have, put off important upgrades because they don’t know what’s needed, or fail to track assets funded by federal programs. The result? Wasted budget, missed opportunities, and increased pressure on IT teams — not to mention possibly losing future funding or having to repay money already spent. 

It doesn’t have to be that way. With some practical steps, you can clean up your inventory data (and keep it clean). Clean data leads to better financial decisions, prevents loss, and makes life better for everyone involved. It helps schools avoid unnecessary purchases, supports accurate budgeting, and makes it easier to comply with funding requirements. 

Whether you’re updating an old system or just trying to maintain visibility throughout the school year, starting with better data is the first step toward saving time and money. 

The Hidden Costs of Inaccurate Inventory 

Let’s start with what’s at stake. Inaccurate or outdated inventory data can create several problems: 

  • Unnecessary spending: If no one knows how many working laptops are in the warehouse (or in storage at one of your campuses), it’s all too easy to approve a new order that isn’t needed. Districts might also buy replacement parts or software licenses for devices that are no longer in use. Clean data helps you make purchasing decisions based on what’s truly needed. 
  • Under-informed budgeting: Budgets built on guesses often result in either over- or under-spending. Accurate inventory enables finance and IT teams to align their plans, allocate resources effectively, and avoid last-minute surprises during the fiscal year. 
  • Compliance risks: Many funding sources require schools to track assets. Missing or misreported items can lead to audit problems, potential repayment of funds, or disqualification from future funding. A clean inventory ensures that you can show exactly how and where those dollars were spent and where those devices are being used, which builds transparency and trust with auditors. 
  • Operational slowdowns: Technology teams lose time chasing down devices or verifying information manually. When inventory systems are disorganized, help desk staff must spend extra time locating devices, confirming assignments, or updating records. Clean data reduces these interruptions, letting support teams focus on solving problems. 

Each of these issues points back to the same root cause: a lack of clarity about what your district owns, where it is, and what condition it’s in. 

Clean data doesn’t just prevent overspending. It helps schools make smarter decisions about where to invest, when to repair versus replace, and how to distribute limited resources. 

So, how can a school district set about cleaning up its inventory data?  

Step 1: Choose Your Starting Point 

Many districts put off inventory audits because they feel too big to tackle. The key is to start small and manageable: 

  • Focus on high-risk items first. Begin with assets that are frequently moved, such as devices checked out to students and staff. These are the most likely to go missing, be swapped, or end up in the wrong place. 
  • Audit by category or location. Breaking down the process into smaller, focused efforts makes the work less overwhelming. Choose a single campus, grade level, or device category to review first. This approach allows your team to refine their process and catch early patterns before scaling up. 
  • Align with natural transitions. Look for times of year when devices are already in motion, such as back-to-school preparation, or during the redistribution of new technology. Timing your audit during these windows ensures higher visibility and better staff availability. But be aware! Summer audits – while they might seem most convenient – can often pose challenges due to locked rooms or staff being away. 
  • Document what you learn. Use the first audit cycle as a chance to evaluate your current inventory practices. Are tags missing? Are staff unsure how to log changes? These early insights help improve your overall asset management strategy. 

Even a partial audit gives you a clearer picture and builds momentum for larger efforts. The goal isn’t perfection overnight. It’s progress that leads to sustainable, accurate tracking over time. 

Step 2: Build a Repeatable Process 

Clean data doesn’t happen by accident — it’s the result of repeatable habits that are easy for staff to follow and sustain. Consistency is key! When schools commit to simple routines that fit naturally into their workflows, it’s easier to keep accurate inventory without it becoming a burden. These three practices make it easier to manage inventory over time: 

  1. Centralize tagging and entry. When new equipment arrives, tag it and enter it into your system before it’s distributed. This prevents gaps from the start. 
  2. Track check-ins and check-outs. Assign each device to a person, not just a location. If a student moves, or loses or breaks a device, you’ll know. 
  3. Set auditing expectations. Establish a schedule for spot checks or full audits. Some districts audit high-volume items twice a year and everything else annually. 

These habits don’t need to be time-consuming. The right tools make it easy to scan items and automate data entry. 

Step 3: Win Over Staff and Leadership 

Inventory management succeeds when people understand its purpose and see the benefits. When staff and school leaders view it as a valuable tool for improving operations and protecting resources, they’re more likely to engage with the process and help keep data accurate. 

Here’s how to improve participation: 

  • Emphasize impact. Show how accurate data helps secure funding, avoids waste, and speeds up tech support. For example, when devices are tracked reliably, repairs and replacements happen faster, reducing classroom disruptions. 
  • Make it easy. Be sure inventory tasks are clear, simple, and not overly time-consuming. Consider using mobile scanning tools, pre-labeled equipment, or automated check-in/out systems to reduce the workload and increase consistency. 
  • Get leadership support. When principals, IT directors, and district leaders speak to the importance of inventory and model good practices, it sends a strong message. Their support can help overcome resistance and encourage cooperation across departments. 
  • Celebrate small wins. Acknowledge when schools or departments improve their accuracy or complete an audit on time. Recognition helps build momentum and makes inventory feel like a shared success. You could even gamify the process, offering a reward for schools that reduce device loss the most. 

Over time, inventory becomes part of the school culture, not a seasonal disruption. With strong communication, simple tools, and visible benefits, participation becomes the norm instead of the exception. 

Step 4: Take Advantage of Automation 

Digital tools can do more than just store data; they can transform how inventory is managed across the district. A modern asset management system offers features that go beyond tracking: 

  • Alert you when devices aren’t returned: Alerts can notify staff when a device is overdue, making follow-up faster and more reliable. This prevents lost assets from slipping through the cracks. 
  • Let you disable devices remotely: With an API connection to your MDM system when devices are flagged as lost, stolen, or unreturned, remote disablement deters misuse and encourages returns. A non-functional device is less likely to disappear permanently. 
  • Track repair histories: Recording maintenance and repair data in one place helps identify patterns. If a specific model frequently breaks down, or if a device has been repaired multiple times, that information can guide future purchasing decisions. 
  • Help forecast when it’s time to replace older assets: With lifecycle data and repair trends in hand, districts can create more accurate refresh cycles and avoid sudden, large-scale purchases. 

The best tools also integrate with platforms like Google Admin or Jamf Pro, allowing for real-time updates and less manual entry. With automation in place, IT teams can spend less time tracking and more time improving service. 

Case Study Read the full story

How Norfolk Public Schools Streamlined Asset Tracking and Reduced Losses
Frontline’s Asset Management helps the networking and engineering team track devices, enforce accountability, and plan and budget for the future.

Step 5: Use the Data to Drive Better Decisions 

Once your data is clean, you can use it to: 

  • Plan device replacement cycles with confidence. With accurate age and usage data, schools can stagger replacements and avoid bulk purchases. This allows for more predictable budgeting and prevents classroom disruptions from failing equipment. 
  • Budget more accurately for each school or department. Clean data helps you understand real needs: how many devices are in use, how many are due for replacement, and where there may be surplus. This allows IT and finance teams to allocate funding equitably and avoid over- or under-spending. 
  • Identify high-loss areas and create strategies to reduce theft or damage. When data shows recurring patterns of loss — such as devices frequently going missing from certain schools or grade levels — you can take proactive steps, like conducting more staff training, adding security measures, or revisiting loan policies. 
  • Support funding requests with real numbers. Grant applications and budget proposals are stronger when they include hard data. Clean inventory records provide concrete evidence of need, usage, and how well district dollars are being stewarded, which can help you make a compelling case for new investments. 

Over time, this leads to a more efficient use of funds. Technology decisions are grounded in real insights, not assumptions. You’re no longer buying based on guesses. You’re buying based on facts. 

Case Study Read the full story

Faster Help Desk Ticket Resolution Times, Enhanced Asset Tracking and Accountability 
How Jacksonville City Schools uses Frontline Inventory & Help Desk Management to track assets, provide an easy-to-use way to  submit help desk tickets, and make sound purchasing decisions. 

Step 6: Keep It Going 

The biggest risk after a successful inventory audit is slipping back into old habits. To prevent that: 

  • Assign clear roles. Designate who owns which part of the inventory process. 
  • Keep the system simple. If people find it hard to use, they won’t use it. 
  • Review regularly. Every quarter or semester, run a quick report. What changed? What was missed? 

Small, steady actions work better than trying to clean everything up once a year. 

Bonus: What to Do If You’re Starting from Scratch 

If your district hasn’t done an inventory audit in years, the process may feel overwhelming, but it doesn’t have to be. Whether you’re dealing with outdated records, missing tags, or years of inconsistent tracking, there are realistic ways to get back on track. Here are a few options: 

  • Partner with a third party. Bringing in outside support can help you complete a comprehensive, unbiased inventory in a short amount of time. Professional teams come with experience, tools, and tested processes that ensure accuracy. This approach is especially useful when you need to demonstrate accountability for funding or quickly prepare for a large-scale rollout. Frontline offers physical inventory services for exactly this purpose. 
  • Work in phases. If resources are limited, break the project into smaller pieces. Start with the buildings that house the most equipment or serve the most students. Create a multi-semester plan that cycles through each site, so nothing gets missed and no team gets overwhelmed. This phased approach can be paired with training, so each location improves its own tracking as you go. 
  • Leverage internal capacity. Involve staff who are already familiar with site-level technology. Provide them with clear guidance and tools so they can contribute to the data cleanup process as part of their regular responsibilities. 
  • Establish a baseline and build from it. Once your initial review is complete, resist the urge to perfect every record immediately. Focus on establishing a solid snapshot of what you have today, then prioritize updates and corrections based on your goals and areas of risk. 

No matter how you begin, the goal is the same: establish a reliable starting point that sets you up for smarter, more sustainable inventory practices going forward. 

Clean inventory data is not just an IT issue. It’s a budget issue. Schools that manage their assets well avoid overspending, simplify compliance, and plan smarter. Whether you’re a large district with tens of thousands of devices or a small one with limited staff, the principles are the same: start small. Build simple habits. And use your data to drive decisions. 

No one enjoys the idea of an audit. But once your system is up and running, you’ll spend less time chasing devices and more time improving how your technology supports teaching and learning. 

Make Clean Data Your Advantage.

Want a clearer picture of what your district owns? Clean, accurate data starts with Frontline Inventory & Help Desk Management — so you can track assets, reduce waste, and plan with confidence.
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Ryan Estes

Ryan is a Customer Marketing Manager for the global award-winning Content Team at Frontline Education. He spends his time writing, podcasting, and talking to leaders in K-12 education

Talk Data to Me: Why Teacher Retention Should Be a Top Priority for K-12 HR Leaders 

Across the country, school districts are facing a growing issue with teacher turnover. It affects everything from student learning to district budgets. For K-12 HR leaders, focusing on teacher retention is essential to creating stable school communities and supporting student success. 

Teacher Turnover: A Widespread and Costly Issue 

Each year, about 8% of teachers leave the profession, and another 8% transfer to different schools (Carver-Thomas & Darling-Hammond, 2019). Together, that means nearly one in six teachers will not return to the same classroom next year – a level of turnover that disrupts schools and impacts student outcomes. 

What’s even more concerning is that 44% of new teachers leave the profession within their first five years (Ingersoll et al., 2018). This signals real challenges in how we support and develop early-career educators during their most critical growth years. 

What the Data Shows: Retention Rates Vary Widely 

Recent survey data adds more context to the turnover conversation. The K-12 Lens: A Survey Report from Frontline Education, which gathered insights from nearly 800 administrators across 49 states and Washington, D.C., highlights notable differences in average teacher retention rates by district type and size.  

Average Retention Rate

According to respondents: 

  • Rural districts report the highest retention rates at 85%, 
  • Urban districts report the lowest at 70%, 
  • Small districts (80%) tend to retain more teachers than large (78%) or medium (77%) districts. 

This data shows that while some districts are seeing relatively higher retention, many still face significant turnover, especially in urban settings. It reinforces the need for localized retention strategies informed by district context. 

The Financial Impact of Teacher Turnover 

The costs associated with teacher turnover are significant. According to the Learning Policy Institute (2017), districts spend about $20,000 per teacher in recruiting, hiring, and onboarding when replacing staff who leave. 

For larger districts, this can add up to millions of dollars annually – money that could be invested directly into classrooms, student programs, or professional learning opportunities for teachers. And for districts that already face budget constraints, these costs are even harder to absorb. 

How Teacher Turnover Affects School Communities and Students 

The good news is that districts have an opportunity to better understand and address turnover by using retention data strategically. HR teams are in a unique position to lead this work, moving beyond reactive hiring to proactive retention planning. 

By closely analyzing retention data, HR leaders can: 

  • Identify trends in turnover by role, school, or teacher tenure. 
  • Strengthen mentorship and support for new and early-career teachers. 
  • Clarify career pathways to help retain mid-career educators. 
  • Gather and act on staff feedback to improve workplace culture and job satisfaction. 
  • Use analytics tools to identify teachers in greater need of support with classroom management. 

Taking a data-informed approach allows districts to focus on what’s working and address areas where more support is needed. 

Learn More about Employee Central

Everything you need to manage your district’s people — in one place.

 

Looking Ahead: Making Teacher Retention a Priority 

As K-12 schools navigate new expectations and ongoing staffing needs, retaining experienced, qualified educators is key to building strong school communities. Districts that prioritize teacher retention are better positioned to maintain effective teams and provide consistent learning experiences for students. 

Final Thought: How Are You Approaching Teacher Retention? 

For HR leaders, the question is how to make teacher retention part of an ongoing strategy, not just a seasonal hiring concern. By focusing on teacher support and using retention data to guide decisions, districts can create environments where educators want to stay and grow, benefiting both students and staff alike. 

Get More Strategic About Retention with Human Capital Analytics.
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Kevin Agnello, PhD

Kevin is a Group Product Manager at Frontline Education and a former high school mathematics teacher. He holds advanced degrees in Curriculum and Instruction and Educational Psychology. Throughout his career, Kevin has focused on using statistical modeling to uncover insights that drive student success and improve teacher retention. His recent research explores achievement gaps in standardized testing, bringing a data-driven lens to some of education’s most pressing issues.

“Payroll Week Is the Worst” (and Other Things Your Team Shouldn’t Have to Say) 

Do you ever hear your payroll team groan when it’s time to process payroll again? Or feel like every pay cycle turns into a never-ending scavenger hunt? 

Because let’s be real—manually running payroll in a school district can be a challenge. There are stacks of paper timesheets, people forgetting to clock in, last-minute changes, and reports that just don’t match. It takes time, effort, and constant double-checking to make sure everything is accurate. 

But what if payroll didn’t have to be so complicated? 

Districts that automate time tracking are cutting processing time in half (yes, really), reducing errors, and simplifying the entire payroll process. 

Let’s take a look at what’s really slowing things down—and how you can fix it. 

Fast Fact:

According to our K-12 Lens 2025 Report, nearly 50% of districts are manually tracking employee time.  

Common Payroll Challenges in K-12

If you’re still tracking time manually, relying on paper timesheets, or chasing missing approvals, it probably feels like Groundhog Day:

  • Employees forget to submit timesheets—so payroll has to chase them down.
  • Supervisors forget to approve timesheets—so payroll has to chase them down.
  • Someone writes “8:00-4:00” on a paper timesheet—so now payroll has to figure out if they actually worked those hours.
  • Someone forgets to log their extra duty pay—so now payroll has to fix it next pay cycle.
  • Two systems don’t talk to each other—so now HR has to manually check if time worked matches absence records.

Sound familiar?

For many districts, payroll isn’t just about paychecks—it’s about ensuring every hour worked is tracked correctly, staying compliant with labor laws, and keeping budgets in check. But when you’re stuck with manual processes, that’s easier said than done.

“Our payroll department was getting behind technology-wise. There was still a lot of hand-calculating, and the tracking process was not really working with all other systems. With so many different payroll models for our employees…we were struggling.”

Rusty Stecker, Executive Director of Human Resources

If this sounds like your district, it’s time to take a closer look at the hidden costs of payroll inefficiencies.

The Hidden Costs of Payroll Mistakes

It’s no secret that mistakes add up. Maybe it’s an employee who got overpaid for extra duty work they never logged correctly. Maybe overtime couldn’t be tracked properly, leading to FLSA compliance concerns. Or maybe it’s the fact that payroll just spent three hours fixing something that shouldn’t have been a problem in the first place.

Let’s break it down:

  • Payroll errors cost real money: Overpayments, retroactive pay fixes, and compliance penalties aren’t just frustrating to deal with…they drain valuable budget dollars that could be used elsewhere.
  • Payroll processing takes way too long: Manual processes mean payroll teams are stuck fixing the same issues, every pay cycle. One district found that cutting manual tracking reduced payroll processing time by 50%​.
  • Compliance risks are real: Missing ACA-eligible hours, mishandling FMLA leave, or failing to track overtime properly could put your district at risk of costly audits and penalties.
  • Your payroll team is exhausted: Repetitive, time-consuming payroll tasks take a toll on morale. When your team spends more time fixing errors than focusing on strategic work, burnout becomes a real issue.

And if you think this is just the way payroll has to be, it’s not.

Hand-picked Content:

Time & Attendance Buyer’s Guide for K-12 

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How K-12 Districts Are Fixing Payroll and Saving Time

The districts that aren’t drowning in payroll chaos every pay cycle? They’re the ones that stopped relying on manual tracking and started automating time collection and payroll processes.

With the right software, you can:

  • Stop chasing timesheets. Employee time is captured digitally—no more handwritten notes, spreadsheets, or missing clock-ins.
  • Automate extra duty, overtime, and gap time calculations. No more manual corrections next pay cycle—the system applies pay rules automatically.
  • Eliminate double entries and overpayments. If an employee is out, their absence is automatically reflected in payroll, preventing costly errors.
  • Cut payroll processing time in half. Many districts reduce payroll processing time by 50% when they stop manually tracking hours and approving timesheets.

“We immediately saw the benefits of being able to run a report and then just go through and verify. I went from, three, three and a half days of keying and agonizing about errors. Now [payroll] takes me about a day and a half.“

Jeff Swartzentruber, School Business Official, Mid-Prairie Community School District

Learn more about Frontline Time and Attendance

Your payroll process shouldn’t be this stressful—and it doesn’t have to be. Ready to see how districts are cutting payroll processing time in half—while eliminating errors?

Learn more about Frontline Time & Attendance here.

Erin Shelton

Erin is a writer and member of the award-winning content team at Frontline Education. With experience in education, she is passionate about creating content that helps to support and impact the growth of both students and teachers.

K-12 Budgeting and Financial Analytics: Streamlining Decision-Making for Schools 

School districts across the country are facing what has been described as the “most difficult budget season ever.” With ESSER funds expiring, inflation driving up operational costs, and shifting student enrollments, financial leaders are being asked to make difficult decisions with long-lasting implications. Yet, many districts are unprepared, relying on outdated tools and reactive budgeting rather than strategic, data-informed planning. 

Frontline’s “K-12 Lens” asked which source K-12 business leaders primarily rely on for data-driven decisions. More selected intuition and experience (59%) than any other option.

Read the Full Report

Expert Insights: The Power of K-12 Financial Analytics

Ryan Ghizzoni and Heather Taylor, Analytics Advisors at Frontline Education, along with Jennifer Knapp, treasurer at Independence Local Schools, weigh in on how financial analytics can streamline decision-making and strengthen transparency and trust.

A Smarter Approach to K-12 Budgeting and Finance

Effective school budgeting is no longer just about balancing the books. It’s about strategy. Districts need the ability to analyze financial trends, identify inefficiencies, forecast costs, and model the impact of key decisions. Without robust analytics, they risk reactive cuts, underfunded programs, and missed opportunities to secure resources for student success.

Other industries, like healthcare, corporate finance, and higher education, have embraced advanced analytics to drive smarter decision-making. K-12 can do the same. By integrating historical financial data, state and national benchmarks, and predictive modeling, districts can take a more proactive, data-informed approach. This leads to optimized spending, stronger financial planning, and greater transparency. It also builds trust with stakeholders and ensures that budgets align with both fiscal realities and student needs.

“The whole goal with predictive analytics is to take calculations that right now require numerous different inputs and get those to where, with just a few clicks, you’re able to get far more accurate projections in place that are statistically reliable. That allows districts to focus on making informed decisions rather than spending time on tedious number-crunching.”

Ryan Ghizzoni, Senior Manager, Analytics

Understanding the Four Pillars of Analytics

Not all analytics serve the same purpose. In K-12 financial management, different types of analysis answer different questions, like what happened, why it happened, what could happen next, and what actions to take. Together, these four pillars create a comprehensive approach that enables districts to make informed, strategic financial decisions.

  1. Descriptive Analytics: This approach focuses on understanding what has happened within a district’s finances. By leveraging historical data, finance leaders can identify spending trends, track budget performance, and monitor key financial metrics.
  2. Diagnostic Analytics: Once past trends are identified, the next step is understanding why those patterns occurred. This type of analysis enables finance teams to pinpoint the root causes of budget fluctuations, unexpected cost increases, or revenue shortfalls.
  3. Predictive Analytics: By incorporating state and national data alongside district financial data, finance leaders can anticipate future financial scenarios. This approach helps districts forecast expenditure patterns, assess the potential impact of policy changes, and prepare for enrollment shifts or economic fluctuations.
  4. Prescriptive Analytics: The final stage in this analytical framework focuses on what actions should be taken. Prescriptive analytics provides scenario modeling capabilities that allow districts to explore various financial strategies, test budget adjustments, and make data-driven recommendations to stakeholders.

“Financial data alone is not enough. Understanding the ‘why’ behind trends is essential. Without diagnostic analytics, districts may overlook key factors impacting their budgets.”

Heather Taylor, Manager, Analytics

Proactive Financial Storytelling: Controlling Your District’s Narrative and Engaging Stakeholders

In today’s climate, where school budgets are under increased scrutiny, it is essential that district leaders take charge of their financial narrative. Misinformation or incomplete interpretations of financial data can quickly take hold in the public sphere, leading to misplaced concerns about spending efficiency.

“It’s important for you to tell your district’s story, and don’t let someone else tell it for you. In some cases, the narrative is that districts are spending too much. They’re wasteful spending and don’t need additional funds. And in some cases, you hear that they actually need less funds. So, one of the things that is important is explaining what has happened in the district and what is going to happen next.”

Ryan Ghizzoni, Senior Manager, Analytics

But What If Your District’s Story isn’t One That Your Community Wants to Hear?

When district finance leaders are closely monitoring the factors that impact their spending and using analytics tools to ensure that increased spending is truly needed, they may still face tough questions, especially when the numbers show a significant increase. But even difficult financial stories, like rising costs, can be understood and accepted when the data clearly explains why those decisions were necessary.

“Your district might see some larger increases in spending, that may be higher than what the inflationary rate was. That doesn’t mean you have a bad story to tell. You just have to contextualize it with a specific reason why. Did you have additional needs because of an increase in special needs students? Did you have a larger than anticipated kindergarten class that caused you to hire an additional teacher? Did you have some new developments in your district that required additional transportation? Using comparative data can really help narrow it down to provide the context you need to support your past decisions.”

Ryan Ghizzoni, Senior Manager, Analytics

Increasing the Accessibility of your District’s Financial Narrative

Transparent, proactive communication backed by strong financial data ensures that stakeholders, from parents to policymakers, understand the district’s financial landscape.

“In addition to being proactive, K-12 finance leaders should not be afraid to insert commentary to help support the narrative, because otherwise people are going to look at the data and draw their own conclusions.”

Heather Taylor, Manager, Analytics

Make Tough Calls with Analytics on Your Side

Hear from three K-12 experts on how analytics can empower district leaders to tackle today’s big challenges, from salary freezes to redrawing boundaries that impact entire communities.

Learn More

A well-structured financial story not only strengthens community trust but also serves as a critical tool for advocating necessary resources. Considering adult learning needs in financial communication is key.

“Breaking down per-student spending into daily costs makes it more relatable for community members. Many do not realize how different today’s education model is from what they experienced, making it essential to strategically communicate not just the cost but how those dollars are being used effectively. When we compare spending trends to inflation or other economic benchmarks, it’s clear we are being responsible stewards of taxpayer dollars by maximizing resources, finding additional funding sources and delivering a high-quality education without overextending our general fund.”

Jennifer Knapp

When communicating your district’s budget, both the message and the delivery matter. Clarity, transparency, and strategic framing ensure that stakeholders not only understand the numbers but also see the impact behind them.

“Nice bright colors, large, easy-to-see visuals. Instead of including all the incremental data points, highlight some of the key areas to draw peoples’ attention to.”

Heather Taylor, Manager, Analytics

By making financial information more accessible through clear, engaging visuals, district leaders can ensure their audience grasps the most important takeaways, leading to more productive discussions and informed decision-making. District leaders must stay ahead of the conversation by regularly publishing financial updates, contextualizing expenditure changes, and clearly articulating long-term funding strategies.

Integrated Analytics for Deeper Insights

A truly strategic financial approach requires more than just district-level data. By integrating state and national benchmarks, K-12 finance leaders can gain a clearer picture of where their district stands in relation to others, allowing them to:

  • Identify areas of overspending or underinvestment compared to similar districts.
  • Forecast economic and demographic changes that could impact future budgets.
  • Model potential cost-saving initiatives and evaluate their long-term impact.
  • Strengthen financial transparency with stakeholders by providing clear, data-driven justifications for budgetary decisions.

The value of integrated analytics extends beyond budget offices. It’s a tool for superintendents, school boards, and community leaders to align financial decisions with long-term district goals. When used effectively, these analytics shift financial planning from a reactive exercise to a proactive strategy, empowering education leaders to safeguard fiscal sustainability while continuing to invest in student success.

“Our district relies heavily on local funding, with state and federal contributions making up only a small portion of our budget. That means every day, we’re competing for our community’s discretionary dollars. To earn their trust and support, we’re committed to delivering exceptional educational outcomes while staying within our financial means. Data plays a critical role in this, helping us make informed decisions that prioritize what’s best for students while maximizing every dollar we have.”

Jennifer Knapp

The Call to Action: Data-Driven Financial Leadership

K-12 education is at a financial crossroads, and the decisions made today will shape the future of schools for years to come. By adopting a data-driven approach that includes descriptive, diagnostic, predictive, and prescriptive analytics, district leaders can navigate uncertainty with confidence, ensuring that every dollar spent contributes to sustainable, high-quality education.

The challenge ahead is significant, but with the right analytics framework in place, school districts can move beyond survival mode and towards a future of strategic, informed financial leadership. Those who invest in robust financial analytics today will be the ones who successfully weather economic shifts, maintain educational excellence, and build stronger, more resilient school communities.

Discover the Power of Frontline Analytics

Frontline Analytics equips K-12 finance leaders with data-driven insights to streamline budgeting, improve forecasting, and make informed financial decisions with confidence.

Move beyond spreadsheets and ensure every dollar supports student success.
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Ellen Agnello

Ellen is a graduate assistant at the University of Connecticut. She is a former high school English language arts teacher and holds a Master’s Degree in literacy education. She is working on a dissertation toward a Ph.D. in Educational Curriculum and Instruction.

Hiring and Retention in Schools: What 800 Districts Shared in the K-12 Lens 2025 Report 

Teacher shortages and tough hiring conditions dominate headlines in education. Educators feel it, district administrators grapple with it daily, and every unfilled vacancy is a stark reminder of the ongoing staffing battle. Many districts worry about finding enough high-quality candidates for critical roles like special education, math, and bilingual teaching. How can districts move beyond short-term fixes to a more lasting approach? 

Frontline’s new “K-12 Lens Survey Report” for 2025 sheds new light on these questions. Featuring responses from nearly 800 administrators across 49 states and Washington, D.C., it captures shifting trends in teacher recruitment and retention. It also highlights practices that give districts an edge. This isn’t just data; it’s an invitation to refine how your district approaches one of education’s toughest challenges. 

Note: This survey was fielded from November-December 2024, but because the report was released in March 2025, we refer to it as 2025 data. Last year’s report, released in March 2024, is referred to as 2024 data. 

The Current State of Teacher Recruitment 

Teacher Shortages in Numbers 

According to the survey report, 66% of respondents said their districts face teacher shortages, which is down from 81% in 2024. However, certain roles remain stubbornly difficult to fill: special educators, substitutes, and paraprofessionals top the list. Math, science, and bilingual educators stay in high demand as well. 

Note: Data for bus drivers, elementary teachers, and school psychologists is not displayed for 2024, as these roles were not originally listed as survey options. We included them in 2025 due to the high number of write-in responses for those roles.

Shifts Across District Types 

Notably, shortages vary dramatically by district size and location. Large urban districts (enrollments above 2,000 students) feel these shortages the most, with over 90% reporting shortages. By contrast, only about half of smaller suburban districts report similar shortages, which puts them in a better position to fill open positions. 

What’s Improving 

There is reason for some cautious optimism: fewer districts say recruiting got harder over the past year. That figure dropped to 46% in 2025 from 66% the previous year. Tight labor markets have not vanished, but there are hints that the issue could be easing somewhat. 

Ease of Recruiting and Hiring in 2024 and 2025

Winning Strategies for Stronger Hiring Pipelines 

Streamlined Processes That Emphasize Growth 

Thirty-two percent of districts that use software to automate personalized professional development (PD) recommendations say hiring has become easier, but only 4% of districts without any way to recommend personalized PD see a similar relief. Prospective teachers seem to appreciate systems that promise growth, so it pays to show them your district invests in meaningful learning opportunities. 

Respondents Who Said Hiring Has Gotten Easier Over the Past Year 

Branding and Outreach 

The next step is crafting a clear “story” about your district. This involves social media, job boards, direct engagement with local communities, and a cohesive message about what your district prioritizes. The goal isn’t simply to fill positions; it’s to create a narrative that resonates with educators’ values. This more intentional approach helps attract candidates looking for something that aligns with their professional goals. 

Long-Term Cultural Alignment 

Hiring for cultural fit and long-term retention, not just credentials, appears essential. Districts now recognize that educators who align with the district’s values and goals are more likely to stay, benefiting both students and the broader school community. 

The Impact of Retention on Recruiting 

Two-Way Street 

Hiring great educators matters, but retention completes the picture. The average teacher retention rate reported was 78%, a critical metric since higher retention rates signal a stable and supportive district culture, enhancing recruitment efforts as well. This year, only 39% of districts say retention is getting harder, a drop from 66% in the earlier survey. We still have a road ahead, yet the slow progress suggests targeted approaches are paying off. 

PD as a Retention Driver 

Professional development is more than a buzzword in this context. Districts that tie PD to teacher goals, classroom realities, and evaluations see better retention. Of leaders who said they do not think professional learning leads to higher retention, 76% said hiring has become more difficult. But for those who do see a link between PD and increased retention, only 34% said hiring has gotten harder. 

Mentorship and Early-Career Support 

Structured onboarding and strong mentoring help new teachers find their footing, moving beyond simple orientation to sustained support systems that help them feel supported and valued. Districts investing in these areas report better retention outcomes, creating a stable workforce and positive morale, which directly supports recruitment efforts. 

Overcoming Persistent Staffing Challenges 

Urban District Hurdles 

Large urban districts still see more hiring pain, and 62% say it is getting harder to hire, despite some overall improvements. Local pipelines and community connections often help. For instance, forging ties with teacher preparation programs in the area might yield new candidates who live nearby and want to serve their home communities. 

Specialized Roles 

Certain roles remain tough to fill, like special education, math, science, and bilingual positions. Partnerships with local universities or alternative certification programs can also help address such gaps and provide a steadier flow of qualified applicants. Another option is “grow-your-own” programs that guide current paraprofessionals or other staff into credentialed positions. 

Leveraging Data 

Thoughtful data tracking is key to forecasting staffing needs. Districts that rely on analytics software can see trends and plan for emerging shortages before they become crises. And at a time when some federal funding seems uncertain, the ability to confidently forecast both enrollment and your district’s financial future makes it much easier to plan. 

Practical Takeaways and Next Steps 

  1. Invest in mentorship and onboarding: Show new hires that you have a plan for them. Provide a structured mentoring phase that lets them ask questions, join peer-learning groups, and collaborate with experienced educators from day one. 
  2. Hire strategically for longevity: In addition to credentials, consider the bigger picture. A teacher who aligns with your district’s values will likely stay longer and support a sense of teamwork. 
  3. Collaborate across departments: HR, curriculum, and leadership need a united strategy for hiring and retention. This means sharing data on projected course demands, upcoming retirements, and program expansions. Everyone moves in the same direction when communications and goals line up. 
  4. Personalize professional development: Candidates prefer districts committed to their growth. If possible, adopt systems that recommend PD based on teacher goals and classroom data. According to the report, 32% of districts that do this find hiring easier. That figure alone should spark an internal conversation. 
  5. Strengthen local pipelines: Partner with universities, community groups, and alternative certification routes. When you have pre-service teachers who already know your district, they are more likely to consider a long-term position there. 
See more teacher recruitment strategies here

From Data to Action 

Ultimately, districts seeing the greatest hiring and retention success invest in mentorship, personalized PD, early-career support, and meaningful outreach. As you reflect on your district’s strategies, ask yourself: 

  • Are we fully leveraging our district’s strengths in recruitment? 
  • How effectively are we aligning PD to teachers’ professional aspirations? 
  • Do our staffing practices foster a culture that educators truly want to join – and remain part of? 

The answers to these questions could transform your staffing approach, helping your district become a place where talented educators thrive and students succeed. 

K-12 Lens: A Survey Report from Frontline Education.
Get the Full Report

Ryan Estes

Ryan is a Customer Marketing Manager for the global award-winning Content Team at Frontline Education. He spends his time writing, podcasting, and talking to leaders in K-12 education.

The 2 Sides of Improving Special Educator-Paraprofessional Collaboration

The growing shortage of special education personnel in schools means more work for the educators who stay, and special education teachers and paraeducators shoulder much of the responsibility. As a result, having strong teacher-paraprofessional relationships is more important than ever for meeting individual student needs.

However, the relationship between a special education teacher and a paraprofessional is like any other relationship: it’s complex.

So, how can you strengthen collaboration across these two roles in your district? First, you need to understand both sides of the story, that of the teacher and the paraprofessional.

That’s why I asked special education teacher Kayleigh Ackerman and former paraprofessional Lauren Harnett to share their special educator-paraprofessional collaboration experiences ― including challenges they’ve faced and tips for improving things.

Here’s what they shared.

Q: What are the main benefits of smooth collaboration between special education teachers and paraprofessionals?

Kayleigh: Teachers and paraprofessionals or teaching aides (TAs) need to be on the same page in order to support students to the maximum extent. It’s our responsibility as teachers to train, teach and support our paraprofessionals. Whether it is through scheduled daily meetings or a quick chat in the hallway, keeping lines of communication open is most important.

Lauren: Paraprofessionals tend to be responsible for the details of what goes on during the day with individual students, whereas teachers are focused on planning and running their classes properly. In other words, the teachers are looking at the forest and the paras are amongst the trees. For a teacher’s lessons to be effective, both paras and teachers need to be in constant communication about individual student needs as well as curriculum and classroom requirements ― which are constantly shifting.

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Q: What are the biggest challenges when it comes to special education teachers and paraeducators working together?

Kayleigh:

  • Teachers need to help paraprofessionals understand the “why” of negative student behavior. Helping them understand the “why” helps them to take the reaction or emotionality out of their response to the behavior. Behavior is a form of communication. If we all understand what the behavior is trying to communicate, I think we can work more cohesively as a team.
  • Make sure that paraprofessional morale is high. Bring in coffee, chocolate, a small thank you card here and there. Sometimes we don’t realize how big of role paraprofessionals play in our classrooms.
  • Beware of burnout. It’s HARD to work closely with students day after day, especially in a 1:1 ratio. Make sure you are asking paraprofessionals, “What do you need?” “Can I support you?” Also, make sure they have space to keep their belongings in your classroom!

Lauren:

  • Communication is a big one. Things happen so quickly in a school setting, and changes occur so rapidly with students that it can be easy for a teacher and para to be on different pages about the same student within a day or two of discussion. Constant, regular communication is necessary for a harmonious relationship between teachers and paras.
  • It’s hard to get through lessons neatly with so many needs in one classroom. The teacher’s plans are sometimes thwarted by outbursts or medical necessities, so it’s important to remain flexible and have back up plans.
  • Coordination among paras in a multi-para classroom is huge. There are often a mix of classroom and one-to-one paras in classrooms, which can lead to duplicated tasks and role responsibility confusion very easily. It’s important to set clear responsibilities early on so everyone knows their role.

[ctt template=”9″ link=”jScXd” via=”yes” nofollow=”yes”]In our district, we know that strong collaboration between special educators & paraprofessionals leads to better student outcomes. By fostering clear communication, trust, and teamwork, we’re creating a supportive learning environment for all! 🤝 #SpecialEducation #Teamwork #K12Success [/ctt]

Q: Do you have tips for how teachers and paraprofessionals can work together most effectively?

Kayleigh:

  • Talk, talk talk! Listen to paraprofessionals. Understand them and build a relationship with them. If they trust you as the teacher, they are going to trust the information/plans that you lay out. Treat them as your equals. Include them as part of your teaching team. Make sure students treat and see them as a teacher, too! They’re not just the “helper.” They are the glue that keeps our classroom together!
  • Explain why that child needs the supports that they do.
  • I have created a binder for our classroom, with all the IEP information, student support information, kids’ schedules, service schedules and safety plans. It helps us stay on the same page for each student.

Lauren:

  • Create lots of trackers to help you keep up with what’s going on with the kids. This will create space in your brain to focus on the lesson and deal with what’s in front of you instead of worrying about whether something has been done.
  • Communicate your actions as frequently as possible. Classrooms can be crazy with lots of things happening at once. It’s helpful to announce your unexpected actions ― for example, “I’m taking Evan to the bathroom,” to ensure your co-workers know what you’re doing.
  • Be flexible. Don’t let chaos or constant change in priority thwart the needs of the kids. Even if you and your teacher are not on the same page, do your best to stick to a routine and predictable responses with the students.
  • Go over responsibilities early in the year to avoid duplicated efforts and make sure the relationships in the room remain cordial.

Q: How does trust factor into successful collaboration between special education teachers and paraprofessionals?

Kayleigh: Trust is everything. Relationships are everything. Trust has to go both ways. Paraprofessionals have to trust teachers and you have to trust them in order for students to have the most success in the classroom.

Lauren: Trust is one of the most important things to build early on, which is why I emphasize the clear delegation of roles from the get-go. This prevents most [potentially negative emotions] that could stem from feeling like someone else is doing your job and will help facilitate positive communication between co-workers. This extends to the kids — it’s hard to maintain authority or earn the trust of students if classroom staff do not work as a unit. And you can’t be a functional unit without trusting one another to maintain your responsibilities.

Takeaways for your school district

Kayleigh and Lauren emphasized that consistent and clear communication between special educators and paraeducators is critical to student success in the classroom.

To help improve communication, both Kayleigh and Lauren created information repositories to house shared knowledge and paperwork for each student. Having a shared source of information can help classroom teams remain up-to-date with what’s going on for each student, even during especially busy times.

Consider how communication and trust between special educators and paraprofessionals can be improved in your district.

*These interviews have been edited for brevity.

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Elise Ozarowski

Elise is a writer and member of the award-winning content team at Frontline Education. A former member of Frontline’s events team, she is passionate about making connections, whether that be in person at events, online via social media or directly in her writing.