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Welcome Aboard: Enhancing New Teacher Orientation and Induction for a Successful School Year 

As the new school year approaches, K-12 Curriculum & Instruction (C&I) administrators face the vital task of preparing new teachers for the challenges and opportunities that lie ahead. A well-structured orientation and induction program can make all the difference, setting the stage for a successful and cohesive educational experience. Here are some key elements to consider when designing your program to ensure new teachers feel supported, confident, and ready to make a lasting impact. 

Importance of Early Support 

The first days and weeks of a new teacher’s journey are crucial for setting the foundation for a successful school year. Early support during orientation and induction not only helps new teachers feel welcomed but also builds their confidence.  

Here’s why early support is essential and how it can be effectively implemented: 

  • Clear Expectations: Providing new teachers with a clear understanding of their roles, responsibilities, and the school’s expectations is fundamental. This clarity helps reduce anxiety and allows them to focus on delivering quality instruction. 
  • School Culture Insights: Familiarizing new teachers with the school’s culture, values, and community norms is vital for their integration. Understanding the school’s ethos helps new teachers align their teaching approach with the institution’s goals and fosters a sense of belonging. 
  • Peer and Well-being Support Networks: Establishing peer support networks where new teachers can connect with colleagues, share experiences, and seek advice can significantly enhance their onboarding experience. Peer support fosters a collaborative environment and provides new teachers with a sense of community. 

“Being a first-year teacher with no experience can be super, super overwhelming. It’s just nice to know that you have somebody that has your best interest at heart.”

– Jaclyn Harvey, Frontline Education

Professional Development 

Tailored professional development sessions are a cornerstone of effective new teacher induction. Focus on the specific needs of new teachers, offering workshops on classroom management, instructional strategies, and the use of technology in the classroom.  

This targeted approach ensures that new teachers have the skills and knowledge necessary to thrive. 

  • Ongoing Support: Professional development shouldn’t be a one-time event or “sit and get”. Establish a culture of continuous learning by offering regular training sessions, access to online courses, and opportunities for peer observations. Encourage new teachers to set professional growth goals and provide the resources to achieve them! 
  • Personalized Learning Plans: Recognize that each teacher has unique strengths and areas for growth. Develop personalized learning plans that address individual needs and career aspirations.  

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Mentorship Programs 

Pairing new teachers with experienced mentors can provide invaluable ongoing support. Mentors can offer practical advice, share their experiences, and help new teachers navigate the complexities of the school environment. This relationship can be instrumental in building confidence and promoting professional growth. 

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Case Study: Brevard County’s Robust Mentoring Program

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Alignment with Curriculum Goals 

A well-structured orientation and induction program should align new teachers with the school’s curriculum goals and instructional strategies. By familiarizing them with the curriculum framework and assessment methods, you ensure consistency in teaching quality and help new teachers understand how their role fits into the larger educational mission. 

Community Building 

Creating a sense of community among new teachers and between new and existing staff fosters a collaborative and supportive environment. Consider organizing team-building activities and social events to help new teachers build relationships and feel part of the school community. 

Using Data for Improvement 

Data from evaluations and feedback can be a powerful tool for continuously improving your orientation and induction process. Regularly assess the effectiveness of your program and make adjustments based on the insights gained. This iterative approach ensures that your program remains relevant and effective year after year. 

Role of Technology 

Incorporating technology into the orientation and induction process can enhance accessibility and flexibility. Online resources, webinars, and digital tools allow new teachers to access information at their convenience, complementing in-person sessions. This blended approach caters to different learning styles and schedules. 

Blended Learning for Comprehensive Induction: 

Blended learning combines face-to-face and online learning experiences to provide a more holistic and flexible approach to professional development. This method can be particularly effective for new teacher orientation and induction by offering: 

  • Interactive Webinars and Online Courses: These platforms can provide synchronous and asynchronous learning opportunities, allowing new teachers to engage with content, participate in discussions, and access recordings at their own pace. 
  • Access to a Wealth of Resources: Online repositories of instructional materials, lesson plans, and educational articles can be invaluable. New teachers can explore these resources to find innovative teaching strategies and stay updated on best practices. 
  • Personalized Learning Paths: Technology allows for the creation of personalized learning plans that can adapt to the unique needs of each new teacher. Learning management systems (LMS) can track progress and provide tailored recommendations based on individual performance and feedback. 

Investing in a comprehensive new teacher orientation and induction program pays dividends in the long run. By providing early support, professional development, mentorship, and fostering a sense of community, you set the stage for new teachers to succeed. Aligning these efforts with your curriculum goals and leveraging data for continuous improvement ensures that your program remains effective and impactful. 

With Frontline’s Professional Growth software, you’ll save time while giving your teachers the customized learning experiences they want and deserve. 

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.

Generative AI for K-12 Administration: Assess Staff Knowledge and Perceptions

The conversation around generative AI in K-12 education has mainly centered on teacher and student use cases like grading and personalized learning. However, there’s also significant potential for K-12 administrative staff. How can superintendents, principals, HR professionals, and business leaders use these tools to streamline tasks and optimize efficiency, freeing them up to focus on the most impactful work? This series addresses that question through articles outlining a variety of administrative AI use cases.  

The success of a new district or school-wide initiative often hinges on the knowledge and perceptions of those implementing it, primarily the instructional staff. Assessing these factors is a critical first step. By identifying knowledge gaps early, administrators can line up targeted professional development opportunities, increasing the likelihood of success. Similarly, understanding teachers’ perceptions of a new method before its implementation can help address resistance and frustration in advance.  

However, the process of creating assessments for every new district initiative and analyzing the data can be time-consuming and labor-intensive. This is where generative AI can help. With the right prompts, it can streamline these tasks, providing valuable insights more efficiently.  

The Problem 

Susan Baylor, district superintendent, aims to focus on innovation for the 2024-2025 school year. Last year, all generative AI platforms were blocked for students and staff, but this year they will be made accessible. She wants teachers to use these tools in authentic and creative ways to enhance their curricula. Over the summer, she plans to gather data on teacher knowledge and perceptions so that she can anticipate potential conflicts. However, she needs to develop a survey that will produce insightful data and she doesn’t have the time.  

The Solution 

Superintendent Baylor visits ChatGPT and enters the following prompt: 

You are a data scientist. Construct a survey to measure teacher intentions and readiness to adopt genAI technologies in the K-12 context. The data will be collected by district administrators and analyzed to determine key topics and learning objectives for professional development on genAI to increase teacher readiness. 

Seconds after hitting the Enter key, ChatGPT returns a survey (see below), complete with questions and response options, which she edits according to her goals and needs before sending it out to her staff. 

Certainly! When collecting data to determine key topics and learning objectives for professional development on genAI to increase teacher readiness in K-12 education, you’ll want to create a survey that helps district administrators understand teacher intentions and their current state of readiness. The following survey is designed for administrators to administer to teachers: 

Title: GenAI Readiness Survey for K-12 Teachers 

Introduction: Thank you for participating in this survey. Your feedback is critical in helping us understand the readiness of teachers in adopting General Artificial Intelligence (GenAI) technologies in K-12 education. The data collected will be used to develop professional development programs to better support teachers. Please answer all questions honestly and to the best of your ability. 

Section 1: General Information  

1.1. School Name:  

1.2. Your Position:  

1.3. Your Name (Optional):  

1.4. Number of Teachers in Your School: 

Section 2: Teacher Awareness and Understanding of GenAI Technologies  

2.1. How would you rate the overall awareness of GenAI technologies among teachers in your school? 

  • Very Low 
  • Low 
  • Moderate 
  • High 
  • Very High 

2.2. In your opinion, how well do teachers in your school understand the potential of GenAI technologies for K-12 education? 

  • Very Poor 
  • Poor 
  • Neutral 
  • Good 
  • Very Good 

Section 3: Teacher Perceived Benefits and Concerns  

3.1. Based on your observations, what potential benefits do teachers believe GenAI technologies could bring to K-12 education? 

3.2. What concerns or challenges have teachers expressed regarding the implementation of GenAI technologies in their teaching practices? 

Section 4: Teacher Willingness to Adopt GenAI Technologies  

4.1. How willing do you believe teachers in your school are to incorporate GenAI technologies into their teaching practices? 

  • Not at all willing 
  • Somewhat willing 
  • Very willing 

4.2. What factors or incentives do you think would increase teachers’ willingness to adopt GenAI technologies in their classrooms? 

Section 5: Technology Infrastructure and Support  

5.1. Please rate the current technology infrastructure and support available in your school for integrating AI technologies. 

  • Excellent 
  • Good 
  • Fair 
  • Poor 

Section 6: Teacher Professional Development  

6.1. Has your district provided professional development or training related to GenAI technologies for teachers in the past year? 

  • Yes 
  • No 

6.2. What type of professional development or training do you believe would be most valuable for teachers to effectively integrate GenAI technologies? 

Section 7: Perceptions of Student Engagement and Learning  

7.1. In your opinion, how could GenAI technologies enhance student engagement and learning in K-12 classrooms? 

Section 8: Open-Ended Questions  

8.1. Please share any additional comments, insights, or concerns you have regarding teacher readiness for GenAI technology adoption in K-12 education. 

Conclusion: Thank you for completing this survey. Your input is invaluable in shaping the professional development programs to enhance teacher readiness in adopting GenAI technologies. The information provided will be used for research and program development purposes. If you have any additional comments or questions, please feel free to contact [contact information]. 

The potential for generative AI to transform K-12 education extends beyond classroom applications for students and teachers. AI can also significantly enhance administrative efficiency, allowing leaders to focus on more strategic work that has greater reach and impact. By leveraging AI to streamline data collection and analysis, educators can gain deeper insights into staff readiness and perceptions, enabling them to tailor professional development to meet real needs. 

Stay tuned for the next post in our series as we explore innovative ways AI can support K-12 administrative staff in optimizing their work. In the meantime, check out our resources on AI in education: 

Empowering K-12 Districts: Navigating AI Adoption for Enhanced Educational Efficiency and Effectiveness 

How do K-12 teachers and leaders feel about integrating AI in the school setting? This white paper aims to bring educators’ voices to the forefront of the AI conversation. It uses data from Frontline’s K-12 Lens Survey to present insights on educators’ AI perceptions and plans for integrating AI into the K-12 setting. 

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The Role of AI in K-12 Professional Development 

AI has been everywhere in the news, and education is no exception. This blog post dives into AI’s place in education now and in the future. 

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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.

ESSER-Funded Laptops: Strategies for Management and Sustainability 

The Arrival and Expiration of ESSER Funds 

Since 2020, school districts across the United States have received federal funds to help mitigate the pandemic’s impact on students and educators. The Elementary and Secondary School Emergency Relief (ESSER) funds made over $190 billion available to schools, allocated based on the federal Title I education funding formula and prioritizing districts with some proportion of low-income students. This funding became critical to supporting efforts like reopening schools, addressing mental health issues, and improving structures for remote learning. 

Apart from special funding sources like ESSER, most states have not seen increases in their primary education budgets since 2019, making it difficult for many school districts to cover rising expenses.   Districts relied on ESSER funds to manage cost increases, but these one-time funds are expiring, and we are now faced with budget shortfalls affecting program staff and resources that were temporarily sustained by these funds. 

An Explosion of Technology 

A majority of districts used the funds to drastically increase their technology inventory to support instruction: 

used ESSER funds to purchase educational technology. 

of that technology was used to continue instruction during pandemic-related closures.

purchased mobile hotspots to address internet connectivity issues.

Source: U.S. Department of Education. Local Educational Agencies’ Uses of Elementary and Secondary Emergency Relief Funds for Technology.
June 7, 2023. 

The pressure on school districts was intense. Amid health and safety concerns, a mental health crisis, and startling levels of chronic absenteeism, districts scrambled to put devices into students’ hands — and tracking those assets took a back seat. Many districts are just now starting to rebuild their physical inventory best practices. 

Under these circumstances, ESSER funding is coming to an end, and state and federal entities now require reporting and accountability for the use of those funds. It is imperative that districts get a handle on what they have, where it is, and how it is or was being used. 

Responding to Audits 

As IT and Finance departments face the reality of upcoming state and federal audits, many are re-examining their inventory management systems and the need for robust asset tracking and reporting is growing acute. While multiple software companies provide inventory solutions, now is the time to determine which solution will best fit your needs. 

Here are a few questions to consider: 

  • How confident am I in my inventory data today? This can range from 0-100%, although it is rare for a district to say they feel 100% confident. 
  • What resources do I have to increase my confidence in my inventory data? Some districts might consider adding additional resources at the campus level to assist with conducting physical inventories; others might consider using a third-party vendor. 
  • What buy-in do I have with district leaders to improve inventory reporting? This buy-in can take many different forms, such as sharing resources or budget across departments, or enforcing accountability within schools. 
  • Do I have a partner in the Finance Department who can help me build confidence with financial reporting? This is key if you want to be able to track specially funded assets in the system and respond to audits with reliable data. 

Also ask any potential software vendors: How can you assist me in boosting my confidence in my inventory data through best practices for data maintenance and initial data entry? An inventory management system requires ongoing management. A good partner will share best practices and help you uphold data integrity. 

Partnering with a company that truly understands ESSER and specially funded assets will benefit you as you track devices across your schools. Tracking location and to whom (or to which room) each asset is assigned will make it easier to report on how the asset is used. Systems that track the lifecycle of an asset from procurement to disposal, including where it was, how it was used, and who changed the status, will provide you with key insights into how ESSER funds were used. 

Other primary fields like PO number, manufacturer, vendor, account number, purchase date, and expiration date will also provide a breadcrumb trail back to the special funds used to purchase each asset, helping you answer auditor questions about assets that were purchased with federal funds. 

If you do not already have this information at your fingertips, this is where a partnership between the IT Department and the Finance Department will be invaluable, as you pull information out of the purchasing system and into the asset management system. 

Did you know? 

Frontline’s Asset Management gives you the flexibility to track specially funded assets, easily see all asset information, lock down movement or disposal of assets, and set up approvals and permissions. It’s specifically built for K-12’s ever-growing needs! 

Prolonging Device Lifespans 

Maintaining devices – regardless of funding source – is key to good financial stewardship. An inventory system will be able to track asset location, funding information, MDM fields, and status lifecycles, but a good help desk system that connects with your inventory system is essential for managing repairs. 

With Frontline’s Asset Management and Help Desk Management, here are some ways to get the most from your technology investment: 

  • Monitor device end-of-life dates. Run reports twice a year for a full understanding of which devices are expired or close to end of life. This can inform technology needs for state testing, as well as technology budgets over the next few years. 
  • Proactively image and update devices. Keep your firmware up to date to ensure devices are secure and benefit from improved performance and compatibility with other software your district uses. 
  • Set a maintenance schedule. It can be daunting to try to image and inspect every single device every summer. Break down the maintenance schedule by grade throughout the school year to manage the full fleet more effectively. Over the summer, simply conduct cosmetic checks. 
  • Keep an eye on which devices require more repairs. If certain models or manufacturers are frequently brought in for repair, they may be wise to avoid in future budgets. 
  • Enforce accountability for malicious damage. Devices will always have normal wear and tear, but some damage is easily avoided. When intentional damage does happen, the best way to recoup funds may be to hold students accountable, either by offering insurance on devices or charging fees (either partial or for the entire amount). In any case, track all damage and inform parents if their child is responsible. 

It is also important to hold staff accountable for their devices. Here are some effective strategies districts have used. For each one, getting principal buy-in is critical. 

  • Have staff perform inventory checks in their own classrooms and of their own assigned assets. Periodically ask staff to spend no more than 30 minutes to make sure they still have the assets they began the year with. This can be crucial to helping them understand the importance of their items. 
  • Report statistics back to the schools. This is a great place to show positive reinforcement. Some districts use gift cards for coffee, ice cream parties, or matching inventory shirts to call out good inventory performance at the campus level. A little can go a long way to celebrate inventory wins! 
  • Build a culture that understands the value of technology. This does not happen overnight. Regularly hold in-service days to highlight innovative technology usage or promote best practices and training on how to use the technology teachers have. 

Financial Planning 

No matter how protective you are of your investments, technology does not live forever. You and your team will need to proactively plan to request funds to replace technology as it ages out or succumbs to wear and tear. Here are some tips to help you financially plan with your district to ensure technology needs are not overlooked. 

  • Develop a long-term technology plan aligned with district goals. Outline the expected lifespan of devices and your replacement schedule. Early in the process involve key stakeholders such as IT staff, administrators, finance teams, and even your school board. This will help ensure comprehensive input and buy-in. 
  • Establish refresh cycles for different categories of devices. Student Chromebooks are often on a four-year refresh cycle, while staff devices can range anywhere from five to seven years. Different categories can help prevent all refresh cycles from landing on the same year, which is challenging from a budget perspective. 
  • Provide annual budgeting and forecasting for future years. Understanding what you have in inventory will allow you to effectively budget for this year and next. Using historical data, current usage trends can help maximize your resources and provide accurate forecasting. The more accurate and reliable the Technology Department’s forecast is, the smoother the partnership with the Finance Department. 
  • Conduct an analysis of your total cost of ownership (TCO). For best results, include both hard costs and soft costs. This will offer visibility into the total lifecycle cost of devices, including initial purchase, maintenance, repairs, and eventual disposal. 

Total Cost of Ownership (TOC) Model 

  • Conduct regular internal audits and inventory management. Maintain accurate inventory of all devices, including condition, location, and usage. Pro tip: use a standardized method for reporting on asset condition, such an A/B/C grading system or a nomenclature like new/good/fair/poor. This will give you more confidence in what you have and what you will need in the future. 
  • Implement maintenance and repair programs. A preventative maintenance program can help extend the lifespan of devices and reduce the frequency of replacements. Establish clear policies for repairs, including warranty coverage and repair turnaround times and cost responsibilities. This will help you be proactive with your technology fleet and stay ahead of needs. 

Conclusion 

ESSER funds have provided an opportunity like never before to enhance the technological capabilities in your schools and significantly impact the educational experience of students and staff alike. However, as these funds come to an end, maintaining, protecting, and updating this technology is a huge responsibility. 

By establishing a robust system of insurance, repairs, and technology updates, you can ensure that laptops and other devices funded by ESSER remain functional and secure for years to come. This proactive approach will help you maximize the impact of ESSER investment, extending the lifespan of your devices, and ensuring that staff and students have the reliable tools they need to succeed. 

AnnaMaria Gallozzi

Sr. Product Manager at Frontline Education

Addressing the Special Education Teacher Shortage: A Plan of Action

The shortage of special education teachers in the United States is a growing concern, affecting the education of over 7.5 million students with disabilities. At the start of the 2023-2024 school year, 70% of schools reported vacancies in special education positions, putting immense pressure on existing teachers and administrators. Special education teachers like Maryellen Robinson in Massachusetts report being overwhelmed by balancing the diverse needs of their students with limited resources.1 “It makes me feel so sad knowing that there’s such a shortage of people who want to go into this field and working with students like my own,” said Robinson. 

Kimber Wilkerson, a professor of special education at the University of Wisconsin-Madison, points to several factors behind this shortage in a recent PBS News interview.2 “I think the job of being a special educator is a meaningful job that provides a lot of satisfaction. But the stresses and the pressures on teachers in schools right now, they are real. So it definitely contributes to people leaving their jobs faster than they might have in the past,” said Wilkerson. Burnout is significant, driven by high workloads and stress. 

Wilkerson shared that the public perception of teaching as a desirable profession has eroded over the past decade, coupled with diminishing benefits and autonomy for teachers, deterring individuals from pursuing careers in special education. 

This shortage impacts the quality of education for students with disabilities. Schools often consolidate caseloads, reducing individual attention. Some resort to hiring less qualified individuals, exacerbating the problem by increasing burnout and lowering service quality. A report by NPR highlighted the situation in Del Norte County, California, where staff shortages forced students like Emma Lenover to miss school and regress in vital skills.3 

Challenges and Solutions 

Addressing this crisis requires creative solutions. “Grow your own” programs can help. This infographic dives deeper into grow your own programs and how you can get started.  

Efforts to increase teacher pay and provide more professional development and support are crucial. Initiatives like improving working conditions, offering competitive salaries, and establishing mentorship programs can help attract new talent and retain existing educators.  

There are many steps districts can take to mitigate these issues: 

  1. Improve Working Conditions: Enhance the school environment to be more inclusive and supportive, including accessible buildings and a culture that values special education. 
  1. Increase Compensation: Offer competitive salaries and benefits to attract and retain qualified special education teachers. 
  1. Professional Development: Provide continuous training and professional growth opportunities to help teachers manage their workload and stay updated with best practices. 
  1. Mentorship Programs: Establish mentorship programs where experienced special education teachers can guide and support new hires. 
  1. Reduce Administrative Burden: Simplify paperwork and administrative tasks to allow teachers to focus more on their students. 

Academic Research:

Boston University professors share what schools can do about the Special Ed Teacher Shortage in this recent webinar.

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Action Plan for Districts 

Despite the challenges, the role of special education teachers remains vital. These educators support students with disabilities and help them achieve their potential. Encouraging more individuals to enter and stay in this field is essential for ensuring that all students receive the education and support they need. 

  1. Conduct Needs Assessment: Evaluate the specific needs of your district to understand the extent of the staffing shortage and its impact. 
  1. Lobby for Funding: Advocate for increased state and federal funding to support higher salaries and better resources for special education. 
  1. Collaborate with Universities: Partner with local colleges and universities to create pipelines for future special education teachers. 
  1. Community Engagement: Engage with the community to raise awareness about the importance of special education and the challenges faced by teachers and students. 

By addressing these issues comprehensively, districts can begin to resolve the special education teacher shortage and ensure that students with disabilities receive the quality education they deserve. 

Utilizing Technology Tools:

Technology tools like Frontline Special Programs Management and Frontline Medicaid & Service Management can play a critical role in alleviating the administrative burden on special education staff. These tools streamline documentation and compliance processes, reducing the time teachers spend on paperwork and allowing them to focus more on student interaction and instruction. By automating tasks such as IEP tracking, service logging, and Medicaid billing, these solutions can improve efficiency, enhance data accuracy, and ensure that necessary services are provided promptly. 

Dr. Taylor Plumblee

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.

8 Groups Who Benefit from Human Capital Management in K-12 

Human Capital Management (HCM) systems are revolutionizing the way K-12 districts manage their staff. These systems streamline administrative processes, enhance professional development, and ultimately improve student outcomes. But who exactly benefits from these systems? This blog post will explore the key stakeholders who gain the most from HCM systems in K-12 education. 

1. Administrators: Lead with Efficiency 

  • Efficiency and Productivity: HCM systems automate administrative tasks, allowing administrators to focus on strategic planning and decision-making. 
  • Data-Driven Decisions: Access to real-time data and analytics helps in making informed decisions about staffing, budgeting, and resource allocation. 
  • Compliance and Reporting: Simplified compliance tracking and reporting ensure that districts meet all regulatory requirements without hassle. 

2. Human Resources: Simplify Tasks and Ditch Paper 

  • Streamlined Processes: HCM systems reduce the time spent on manual tasks such as payroll, benefits administration, and employee records management. 
  • Recruitment and Onboarding: Enhanced tools for recruiting, hiring, and onboarding new staff ensure that the district attracts and retains top talent. 
  • Employee Engagement: Improved HR workflows and communication tools help in maintaining high levels of employee engagement and satisfaction. 

“It has streamlined our process and minimizes the risk of losing documents. You can allow different administrators, principals, and employees to see different parts of each program and what is specific to their role in the district.”  

– Suzie Gerhardt, Human Resources Director, Circleville City School District 

3. Superintendents: Drive Strategic Vision 

  • Strategic Planning: HCM systems provide data insights that support long-term planning and district-wide initiatives. 
  • Resource Allocation: Ensure optimal use of resources across the district. 
  • Leadership Support: Foster a culture of continuous improvement and professional excellence. 

4.  Curriculum & Instruction Departments: Elevate Teaching Standards 

  • Professional Development: Offer targeted training programs to support teacher growth. 
  • Evaluation Management: Easily conduct transparent evaluations, incorporate data, identify areas for growth, and have more meaningful conversations about teaching. 
  • Data-Driven Instruction: Use analytics to enhance teaching methods and student learning outcomes. 

 “I feel like our staff now has a place where they can go online, they can take their own training if they want. They have the opportunity to do their own learning at their own pace if they want. They can find consistent, custom content. They can go in and register, check their transcript, track their in-service points.”

– Heather Platt, Professional Learning Coordinator, Martin County School District 

5. Teachers and Staff: Empower Growth and Retention 

  • Professional Development: Personalized learning and career growth opportunities support continuous professional development. 
  • Simplified Administrative Tasks: Tools for managing attendance, leave requests, and other administrative tasks make it easier for teachers to focus on instruction. 
  • Mentorship and Support: Access to mentorship programs and resources ensures that new teachers receive the support they need to succeed. 

6.  Principals: Foster School Excellence 

  • School Management: Efficiently manage daily operations and administrative tasks. 
  • Staff Support: Provide necessary resources and support to teachers and staff. 
  • Student Success: Focus on initiatives that directly impact student learning and well-being. 

“It facilitates and lessens the burden on the principal and allows them to spend more time focusing on instruction.”

– Rick Rodriguez, Assistant Superintendent, Lubbock ISD

7. Students: Support Uninterrupted Learning 

  • Quality Education: When teachers are well-supported and engaged, they can provide higher-quality education. 
  • Consistent Learning Environment: Efficient substitute management and reduced administrative burdens on teachers ensure that students experience fewer disruptions in their learning. 

8. Your Community: Foster Strong Connections 

  • Transparency and Communication: HCM systems facilitate better communication between schools and parents, fostering a stronger community relationship. 
  • Enhanced School Reputation: Schools that effectively manage their human capital tend to have a better reputation, attracting more families and community support. 

Human Capital Management systems provide comprehensive benefits across the entire educational ecosystem. By streamlining administrative tasks, enhancing professional development, and improving overall efficiency, these systems create a better environment for administrators, HR teams, teachers, students, and the broader community. 

Learn more about Frontline’s Human Capital Management suite 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.

Prepare for a Successful School Year with Our Comprehensive Nurse Director Checklist 

Streamline your school health management and ensure your nursing team is set up for success. 

As a nurse director, your role is crucial in maintaining the health and well-being of students. Start the school year off right with our detailed Beginning of Year Checklist. This essential guide will help you develop effective policies, streamline processes, and support your nurses in managing key tasks efficiently. 

Beginning of Year Checklist for Nurse Directors  

Objective: 

To ensure that your school nurses are well-prepared and efficient in managing their tasks throughout the school year. This checklist will guide you in policy development and setting up processes to support your nurses in key areas. 

1. Reporting: 

  • Review Reporting Requirements: Ensure you understand the district, state, and federal reporting requirements. 
  • Set Up Reporting Schedule: Create a timeline for regular reporting intervals (weekly, monthly, quarterly). 
  • Standardize Reporting Templates: Provide standardized templates for nurses to use. 
  • Training: Ensure all nurses are trained on how to use reporting tools and templates. 
  • Audit System: Implement an internal audit system to regularly review reports for accuracy and completeness. 

2. Scheduling: 

  • Appointment System: Set up an efficient system for scheduling student health appointments and follow-ups. 
  • Coordination: Coordinate with school administration to avoid scheduling conflicts. 
  • Training: Train nurses on the use of the scheduling system. 
  • Appointment Reminders: Implement a system for sending appointment reminders to students and parents. 
  • Monitor Efficiency: Regularly review the scheduling process for efficiency and make necessary adjustments. 

3. Immunization Management: 

  • Update Immunization Policies: Review and update immunization policies according to current guidelines. 
  • Record-Keeping System: Ensure an efficient and secure electronic health record system is in place. 
  • Communication Plan: Develop a plan for communicating immunization requirements and reminders to parents. 
  • Training: Train nurses on how to input and manage immunization records in the system. 
  • Compliance Monitoring: Regularly review immunization records to ensure compliance with health regulations. 

4. Group Screenings: 

  • Scheduling Screenings: Create a schedule for vision, hearing, and other health screenings. 
  • Screening Protocols: Standardize screening protocols and procedures. 
  • Documentation: Provide templates for documenting screening results. 
  • Training: Train nurses on the proper use of screening tools and documentation practices. 
  • Follow-Up Plan: Develop a plan for follow-ups and referrals based on screening results. 

5. Managing Medications and Prescriptions: 

  • Medication Policies: Update and review policies on medication administration and management. 
  • Documentation System: Ensure a reliable system for documenting medication administration and inventory. 
  • Training: Provide training on medication administration procedures and documentation. 
  • Parental Consent: Establish a process for obtaining and storing parental consent forms. 
  • Inventory Management: Implement a system for tracking medication inventory and expiry dates. 

6. Caring for Students with Chronic Conditions: 

  • Chronic Condition Protocols: Develop and update care protocols for students with chronic conditions. 
  • Individual Health Plans (IHPs): Ensure that each student with a chronic condition has a current IHP. 
  • Training: Train nurses on managing and documenting chronic conditions. 
  • Communication: Establish clear lines of communication between nurses, parents, and healthcare providers. 
  • Emergency Plans: Develop and review emergency plans for students with chronic conditions. 

7. Medicaid Billing for Health Services: 

  • Verify Eligibility: Ensure all nurses understand the criteria for Medicaid billing OR that you have a Medicaid vendor that verifies eligibility.  
  • Set Up Billing Process: Establish a clear and efficient process for documenting and submitting Medicaid claims. 
  • Training: Provide training on Medicaid billing procedures and any relevant software. 
  • Compliance Check: Regularly check for compliance with state and federal Medicaid regulations, if not included with your Medicaid Billing system.  
  • Monitor Billing: Implement a system to monitor billing accuracy and resolve discrepancies promptly, if not included with your Medicaid Billing system.  

By following this checklist, you will ensure that your nursing team is well-prepared, efficient, and compliant with all health regulations, providing the best possible care for your students throughout the school year. 

Download your free Beginning of Year Checklist now and set your school health program up for success!
Download Now

Frontline School Health Management is dedicated to empowering nurse directors with the tools and resources they need to optimize school health services. From efficient immunization tracking to streamlined Medicaid billing, our solutions ensure that your team can focus on what matters most – the health and well-being of your students. 

With Frontline School Health Management, you get: 

  • Efficient Reporting: Standardize and streamline reporting processes to save time and improve accuracy. 
  • Simplified Medicaid Billing: Easily process and submit Medicaid claims with our user-friendly tools. 
  • Effective Immunization Management: Maintain compliance with up-to-date immunization records and reminders. 
  • Organized Group Screenings: Schedule and document health screenings effortlessly. 
  • Comprehensive Medication Management: Ensure safe and accurate medication administration and tracking. 
  • Chronic Conditions Support: Develop and manage Individual Health Plans for students with chronic conditions. 
  • Streamlined Scheduling: Efficiently coordinate appointments and follow-ups with our integrated scheduling system. 

With Frontline School Health Management, you can confidently lead your nursing team, knowing you have the right tools and support to ensure a healthy and productive school year. Don’t wait – download your checklist today and take the first step towards a more efficient and effective school health program. 

Dr. Taylor Plumblee

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.

School Choice Laws and Public School Enrollment Effects

In recent years, the concept of school choice has gained significant traction across the United States. This movement aims to provide families with the option to choose the best educational setting for their children, whether that be public, private, charter, or home schooling. While the intent behind school choice laws is to enhance educational opportunities, their implementation has sparked considerable debate regarding their impact on public school enrollment.  

School choice laws have undeniably reshaped the educational landscape in the United States. While they offer some benefits, including increased options for families and potential improvements in school quality, they also present challenges related to equity, funding, and community impact. As policymakers and educators navigate this complex terrain, it is crucial to consider the diverse effects of these policies to ensure that all students have access to high-quality education. 

Let’s explore the effects of school choice laws on public school enrollment, examining both the potential benefits and challenges they present. 

Understanding School Choice Laws 

School choice laws vary from state to state but generally fall into a few broad categories: 

  1. Voucher Programs: These provide families with public funding to pay for private school tuition. 
  1. Charter Schools: Publicly funded but independently run, charter schools offer alternative educational approaches and curricula. 
  1. Magnet Schools: Public schools with specialized curricula designed to attract a diverse student body from across traditional school boundaries. 
  1. Open Enrollment Policies: Allow students to attend public schools outside their zoned district. 
  1. Education Savings Accounts (ESAs): Funds allocated for educational expenses, including private school tuition, online learning programs, tutoring, and more. 

Potential Benefits of School Choice 

Proponents of school choice argue that it fosters a competitive educational environment, which can lead to several positive outcomes: 

  1. Improved Academic Performance: By providing alternatives to underperforming schools, students may have access to better educational opportunities, potentially improving overall academic outcomes. 
  1. Increased Parental Satisfaction: Families can select schools that align with their values, educational preferences, and their child’s specific needs, leading to higher satisfaction. 
  1. Innovation in Education: Charter and magnet schools often serve as incubators for new teaching methods and curricula, which can influence traditional public schools to innovate and improve. 
  1. Resource Optimization: School choice can encourage more efficient use of educational resources, as funding follows the student, incentivizing schools to perform better. 

Challenges and Concerns 

Despite these potential benefits, school choice laws also pose significant challenges and raise concerns about their impact on public school enrollment: 

  1. Funding Disparities: Public schools may experience reduced funding as students migrate to charter or private schools, potentially leading to resource shortages and larger class sizes. 
  1. Equity Issues: School choice can exacerbate educational inequalities, as families with more resources are better positioned to take advantage of these options, leaving disadvantaged students in underfunded public schools. 
  1. Accountability: Private and charter schools may not be subject to the same level of accountability and transparency as public schools, raising concerns about educational quality and equity. 
  1. Community Impact: Declining enrollment in public schools can lead to school closures, impacting communities, reducing neighborhood cohesion, and diminishing local support systems.  

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The Future of Education: Why Accurate Enrollment Projections Matter

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The Impact on Public School Enrollment 

The implementation of school choice laws has significantly impacted public school enrollment in various ways. The National Center for Education Statistics (NCES) has collected data and statistics on this issue that give us a very good idea about the impact these policy and legislative changes have had on public education. 

Declining Enrollment in Traditional Public Schools 

One of the most noticeable impacts of school choice laws is the decline in enrollment in traditional public schools. According to data from NCES, public charter school enrollment more than doubled from fall 2010 to fall 2021, from 1.8 million to 3.7 million students, an overall increase of 1.9 million students. 1 At the same time, traditional public school enrollment decreased by 4 percent, or 2.0 million students. 2 This shift indicates a growing preference for alternatives to traditional public schooling. 

In some states, voucher programs and education savings accounts (ESAs) have further accelerated this trend. For instance, the number of students participating in voucher programs has increased significantly, leading to a corresponding decrease in public school enrollment. In Ohio, voucher use grew by over 400% from 2013-2014 to 2023-2024, indicating a substantial shift towards private schooling options.3 ​ 

Related Content:

The Importance of Accurate Enrollment Projections: Forecasting that Adapts to District Needs

The impact of enrollment trends on district budgets can be significant, which is why accurate enrollment projections are so important. 

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Competitive Pressure and School Quality 

School choice laws are designed to introduce competition into the education system, theoretically encouraging public schools to improve their quality to retain students. Research indicates mixed results in this area. Some charter schools have shown dramatic improvements in student outcomes.4  

A study highlighted by The 74 suggests that while certain charter schools significantly boost academic achievement, the broader impact on public schools depends on various factors, including the local implementation of choice policies and the existing quality of public schools.5​  

Equity and Resource Allocation 

Another critical concern is the equitable distribution of educational resources. As funds follow students to charter and private schools, traditional public schools often face budget shortfalls. This can exacerbate resource disparities, particularly in low-income areas. In cities like Newark, New Jersey, the growth of charter schools has led to significant challenges for public schools, including increased segregation and the concentration of higher-need students in traditional schools​.6 

Moreover, school closures and staff layoffs in public schools often follow enrollment declines, further straining these institutions and potentially harming the students who remain. 

Policy and Community Impacts 

The broader policy implications of school choice laws extend to community dynamics and long-term educational outcomes. For example, the proliferation of charter schools in urban areas has led to varied reactions from local communities, with some welcoming the new options and others concerned about the destabilizing effects on traditional public schools. The debate continues on how best to balance the benefits of choice with the need to support all students equitably​. 

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One School District’s Response to Declining Enrollment

In this episode of Field Trip, Sam shares his experience grappling with the financial realities of declining enrollment.  

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Moving Forward 

As the debate over school choice continues, policymakers, educators, and communities must navigate a complex landscape to balance the benefits of increased options with the need to ensure equitable, high-quality education for all students. Effective implementation of school choice laws requires careful consideration of funding mechanisms, accountability standards, and support systems to mitigate potential negative impacts on public school enrollment. 

Taylor Plumblee

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. She has taught at both the elementary and high school levels in both traditional public and public charter schools. Her areas of expertise include student services, career technical education, special education, school health management, and student information systems.

How to Combat the Teacher Shortage with Student Data

District leaders know that their most valuable asset is their human capital. However, recruiting and retaining high quality staff remains both a top priority and a significant challenge. According to insights from the Frontline Research and Learning Institute’s K-12 Lens, hiring and retention remain high needs, with more than 60% of respondents indicating that they retained less than 90% of their staff last year (see figure 1). Compounding the K-12 human capital dilemma, a large majority of respondents also indicated that hiring has grown more challenging within the same timeframe (see figure 2).  

Figure 1. Proportion of Respondents by Estimated Retention Rate Range 

Retention RatePercentage of Respondents
91-100%29%
81-90%41%
</=80%20%
Unsure11%

Figure 2. Changes in Perception of Hiring Ease 

Focusing Efforts on Retaining Staff 

As fewer individuals enter and complete teacher preparation programs, district administrators face the challenge of recruiting and hiring candidates from an ever-shrinking pipeline. Additionally, many districts now require more staff to accommodate smaller class sizes, further straining available resources. 

While district leaders may not be able to directly influence the size of the teacher candidate pool, they can impact factors crucial to teacher retention, like school climate, teacher workload, and student behavior.  

A Case for Using Student Data to Identify Teachers in Need of Support 

But what indicators should administrators track to identify teachers who may be at increased risk of turnover? Which factors are the most predictive of teacher burnout and attrition? Researchers point to a number, including several that districts already monitor, like student behaviors and other characteristics. By analyzing student data with teacher retention in mind, data savvy administrators can identify teachers who may be at increased risk of churn. Here’s how: 

At the District-Level, Use Student Data to Assess the Behavioral Climate  

“The most important organizational determinant of attrition is the behavioral climate of the school; teachers are much more likely to leave a school with disruptive, inattentive, or hostile students” (Kelly & Northrop, 2015, p. 630).  

Administrators can start their analysis at the district level to identify the schools that may benefit from improvements to their behavioral climates. See Figure 3, which displays the counts of disciplinary referrals at each of eight schools in a district. Note that Werthers Middle School and J.B. Nelson Elementary School exceed all other schools in the district for fights and classroom disruptions. Teachers at these two schools may experience more stressful work environments than those assigned to other schools within the district. 

Figure 3. Major Disciplinary Events by School

At the School Level, Use Student Data to Confirm High Stress Environments

Focusing on schools with greater disciplinary referrals, and analyzing the data based on where these incidents occurred can help administrators determine if teachers are disproportionately affected by disruptive behaviors. For example, incidents within classrooms are likely to have a greater impact on teachers compared to those that occur on school buses. Refer to Figure 4 for a breakdown of disciplinary events by location at J.B. Nelson Elementary School and Werthers Middle School.  Note that almost 50% of disciplinary incidents occurred in the classroom setting at Werthers Middle School. 

Figure 4. Total Disciplinary Events by Location 

At the Classroom Level, Use Student Data to Pinpoint Teachers in Need of Support

  1. But where are these disciplinary events occurring?
  2. Are they widespread or concentrated in just a few teachers’ classrooms?

Drilling down to the classroom level can help district leaders identify the teachers most impacted by major disruptions and then provide targeted support.

Referred By Discipline Count 
Emily Johnson 74
Michael Brown 58
Sarah Williams 51
David Davis 46
Jennifer Martinez 45
Christopher Wilson 42
Jessica Thompson 33
Matthew Garcia 31
Amanda Robinson 29
Joshua Clark 16
Samantha Lewis 11
Daniel Rodriguez 7
Rebecca Hall 4

Analyzing Student Data Can Help Boost Teacher Retention

Like any profession, job dissatisfaction and stressful working conditions are highly predictive of teacher attrition. Factors including workload and difficulties with classroom management have been found to contribute to teacher stress, burnout, and ultimately turnover. District leaders can get ahead of this cycle by monitoring student data with their staff in mind. Identifying schools within their districts with elevated disciplinary events, confirming that these events occurred within the classroom setting, and then narrowing their focus to the teachers who most frequently experience disruptive behaviors can help.

District leaders can use the data to drive their decisions. For instance:

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.

Quiz: Is Your District’s Time and Attendance System Up to Par?

Is your school district’s time and attendance management as efficient as it could be? Take our quick quiz to evaluate your current processes and discover ways to enhance efficiency, reduce errors, and maintain compliance. Whether you’re using paper timesheets or advanced automated software, this quiz will help you identify areas for improvement in less than one minute. 

District Success Stories 

Interested to see how other school districts save time running payroll and ensure time worked and leave balances are 100% correct? Check out these success stories below: 

#1 Winneconne School District: Cutting a Full Day (or More) Off of Running Payroll

Sneak peek: 

“If [staff] come in early, they add the time to the front of their day and Frontline figures it out. If they leave late, they add the time to the end of their day and Frontline automatically figures it out. There’s no guessing.” 

#2 Clear Creek Amana: A Growing District Finds a Better Way to Track TIme

Sneak peek: 

“I love that it puts their absence hours onto their time sheets. I don’t have to keep track of that separately and make sure that they’re getting paid for that time that they should be paid, for those paid absences.” 

#3 Chardon Local School District: Greater Accuracy and Accountability with Employee Time Tracking

Sneak peek: 

“We do not hand enter time anymore, most of it, and that alleviates a lot of errors. It also helps process our payroll much quicker, so we love Frontline Time and Attendance.” 

Ready to track hours and attendance in real time? Learn more 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 4 Biggest Inventory Mistakes You Don’t Realize You’re Making (and How to Fix Them) 

K-12 school districts have limited resources, often with little funding or time for the countless administrative processes that seem to grow with every new state or federal legislative session. Taking inventory shortcuts may be tempting, but they can cost you time and money in the long run. Here are four common school inventory mistakes districts make without even realizing it — and how to fix them. 

Mistake #1:

Not making inventory a priority. 

District leadership must be committed to the inventory process, making it clear to staff that they believe it is vital to the success of technology programs. 

Making inventory management a permanent responsibility of a district level department will ensure every site and every asset is managed with the same policy. The task fits well within the mission of a district technology department, though smaller districts may need to merge the responsibility into a maintenance or finance function. 

An inventory management system (such as Frontline’s Asset Management) is critical for ensuring the inventory process can be handled in an efficient manner. This will ensure that employees will be able to receive system training at any time and employee turnover will not cause a break in management of the inventory. 

This will ensure that employees will be able to receive system training at any time and employee turnover will not cause a break in management of the inventory.

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Mistake #2:

Using a dollar amount as the ONLY determination for whether an item should be included in inventory.

Technology items often fall below the cost of “fixed assets” as defined by many states. But because they are often purchased in large quantities (like iPads), the total cost can be very high. If you only track inventory above that threshold, you will lack data about assets you have in significant quantities — and therefore a high overall value. It’s important to know where these items are and how many are functional at all times so you can prepare and budget for device refreshes. 

It is also important to track all agreed upon technology resources, regardless of how they were obtained. Inventory purchased with grants and donations should be tracked the same way as items purchased with federal and state funds. Many grants require that items be tracked for a specific length of time, and also require yearly reporting on progress. In the event of an audit, you want to be sure the information is readily available. Members of the public who donate items want to know that their donation is utilized. If a request for public records arises and a district needs to show where donated items are used, having them tracked in the system is very beneficial. 

Mistake #3:

Not using standards when building the inventory catalog. 

An inventory system relies on a strong, consistent catalog of items to be successful. Spend time determining how catalog items will be entered and how similar items can be divided or merged. Create consistent naming conventions so you avoid multiple spellings of a single asset type (e.g. Chromebook, Chrome book). Involve all your stakeholders in the development of the catalog! It will make all the difference in the world to the success of the system. 

Related Case Study: Canton City School District 

How Director of Technology Heather Heater manages assets, streamlines support,
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Mistake #4: 

Not conducting comprehensive audits.

Audits are a vital part of a successful inventory system. In the K-12 environment, timing audits can be tricky, as you will want to avoid creating disruption in the classroom during certain critical instruction times (i.e. at the beginning of the year or during assessments such as progress monitoring and standardized testing). 

Planning is essential. For the audit to go smoothly, a comprehensive audit plan must include all district stakeholders. Scanning teams need to go through EVERY room in EVERY site, so all employees must be aware of the audit and what their role is to ensure things go smoothly. Work with site leaders to develop a schedule, then make sure everyone sees it more than once before the day of the audit. 

Never skip an audit! A complete scan of assets should happen every year. Inventory management systems help this process by automating the database preparation, scanning of bar codes, and reconciliation. Don’t forget to work in smaller audits throughout the year by having technicians do random audits when they are in a classroom or requiring entry/exit audits when an employee starts or leaves a position. 

Complete the reconciliation process. Once the scanning is complete, there must be a team dedicated to tracking down items that were not scanned, scanned in the wrong location, or scanned but not listed in the system. This process is vital to keeping the inventory system up to date, which in turn provides the district with real-time data that can be utilized as an immediate, reliable, and complete source of information. 

Whether you are making one or all of these school inventory mistakes, they will have a direct impact on the credibility of your inventory data and how effectively you steward the public funding invested in education technology. School districts should make every effort to ensure they can account for each dollar spent, respond quickly to audits, use data to inform the budgeting processes, and ensure that assets are utilized in the classroom and for the productive operations of the district. Don’t let these school inventory mistakes hold you back! 

Advisor Spotlight: Catherine Knepp

Frontline’s newest Analytics Advisor: Expert in Frontline’s Financial Planning & Budget Management Analytics  

In K-12 education, where every dollar counts, navigating budgetary challenges can feel like solving a complex puzzle. However, districts are finding a new ally in the form of innovative budget management and financial planning tools. At Frontline Education, Analytics advisors are hard at work finding ways to improve tools to help districts business officials simplify their financial processes, communicate transparently to stakeholders, and maintain legal compliance.  

Equipped with field experience and tool expertise, Frontline’s Analytics Advisors are uniquely positioned to empower districts to enhance their analytics processes. Leveraging a deep understanding of their clients’ experiences, they work to optimize Frontline’s analytics tools, aiming to make them true solutions for common district data problems.  

This spring, Catherine Knepp joined the Analytics Advisory team. We sat with her to talk about her path from middle school teacher to district CFO to Frontline’s Analytics Advisor. Read on to see what she had to say. 

4 interesting

facts about

catherine

  1. Before becoming a financial consultant, Catherine taught middle school Latin and technology. 
  2. In her last job, she was the Director of the Texas Senate’s Committee on Education. In her role, she advised Texas State Senator, Brandon Creighton, current chair of the K-12 Education Committee. 
  3. Right now, she’s working on a Texas-specific revenue calculator to help Financial Planning & Budget Management Analytics clients in Texas districts drastically shorten their time spent on data input to insight. 
  4. Catherine’s interest in educational policy started early. Her parents were both teachers and her mom was a member of the school board when she was young. 

Q: What inspired you to pursue a career in school finance? 

A: As a teacher, I wanted to know why my students were using outdated computers.  

It really stems from my experiences in the classroom. Standing before a group of  students with limited resources, I often questioned where the funding for our classroom came from and why it seemed insufficient. That curiosity led me to delve deeper into understanding how districts allocate their resources and whether there might be areas of improvement. Transitioning from the classroom to my roles in district finance, I’ve been able to bring a unique perspective to the table, combining firsthand experience with a keen awareness of the broader systemic challenges facing education. 

Q: What did you do before joining Frontline? 

A: I worked in a CFO and lawmaking capacity, and I think being able to tie those two things together will be helpful for the districts I advise. 

For the past seven years, I have been deeply involved in school district finance. My most recent role was with the Texas State Legislature, where I gained a comprehensive understanding of how legislative actions impact school budgets and compliance requirements. Prior to that, I served as the Assistant Superintendent for Finance and Operations at Dripping Springs. It was there that I first used Frontline’s Financial Planning & Budget Management Analytics tools. Having access to historical financial data – five years’ worth – some of which was compiled before I took on the role, helped me better understand the financial state of the district. This experience showed me the importance of having tools that can collect and organize data efficiently, especially for districts experiencing turnover. Before taking on that role, I worked as a consultant, helping districts and other clients manage their financial data. 

Q: Tell me more about your work with the Texas Senate. 

A: My work supported the Texas legislators who are making the policy changes that are impacting district finances and available funding. 

I served as the Director of the Texas Senate’s Committee on Education. I worked closely with Senator Brandon Creighton, who chairs the K-12 Education Committee. My role as his education advisor involved analyzing and shaping legislation affecting K-12 districts. I am well-versed in the workings of the Capitol, tuned in to ongoing changes, and maintain strong connections with key individuals who continue to play important roles there.  

 

Q: What would you say is your K-12 expertise? How will you put it to use in your new role as Analytics Advisor? 

A: I understand the legislative climate, know what to expect, and can help district business officials navigate it. 

Managing money as a school district is deeply connected to the context of our environment. Effective planning hinges on anticipating what lies ahead, which requires a solid understanding of the legislative climate. And so with my understanding of that climate, I am poised to coach districts, aid them in the decision-making process, and help them communicate effectively with their stakeholders.  

To that end, at Frontline, our strength lies in translating complex data into accessible formats. Our dashboards and models generate visually engaging reports tailored for board members and other stakeholders. What sets us apart is our ability to bridge the gap between budget officials and community members. Our dashboards and models empower business officials to articulate their district’s financial status and why it matters to the community. It helps them explain what their money is doing and what it can’t do. There are limits to everything, including school budgets. So, it’s important that district business officials have the tools they need to clearly communicate the levers behind budget limitations to the people who are extremely impassioned – and rightfully so — about maximizing district resources to create positive change for kids. We have the tools that can help business officials transform their numbers into a story that informs local citizens, the superintendent, the board, the people who need to know what’s happening – to communicate important facts and truths and maybe even dispel rumors. 

 

Q: Why Frontline? What inspired you to join as an Analytics Advisor? 

A: I knew, from experience, that these tools were the answer and I wanted to help make them better. I know that my work experience will help me help others. 

With the current financial challenges facing districts, especially in Texas where state investment is falling short, there’s a real urgency to find innovative solutions. Having used tools like Frontline’s Financial Planning & Budget Management Analytics myself, I knew firsthand their potential to provide a much-needed edge. These tools offer districts the ability to tackle budgetary obstacles without the need for additional hires. It was this that inspired me to join the team – that and the goal of enhancing the product to better serve the districts’ needs. My prior work experience sets me up to truly empathize with district business officials. Having been in their position during a challenging time, I understand the answers they’re seeking from Frontline and recognize the incredibly huge impact the tool can have. It not only brings peace of mind to them as individuals but also delivers answers that resonate on a much larger scale, affecting every taxpayer and student in the local area. That’s huge. So, getting numbers right can mean avoiding community crisis.  

 

Q: What are you working on right now? Are there any upcoming projects that you’re excited about?

A: A new Texas revenue calculator that will drastically reduce time spent inputting data. 

Currently, most revenue calculators on the market require extensive data entry and a solid grasp of the data you’re inputting. Many districts resort to Excel spreadsheets, which demand hours of manual data entry and produce estimates only as reliable as the data entered. Essentially, the output is directly related to the input effort and accuracy.

The advantage with Frontline is our aim to streamline the process from the get-go. As experts, we know what fields should go into those boxes already, and so we plan to automate data entry by pre-populating fields with relevant information, saving users time and effort. Our tool aims to provide estimates with minimal input, offering a quicker, more efficient solution. In essence, it’s a revenue calculator designed to simplify and expedite the process for business officials in Texas districts. 

 

Frontline’s Analytics Advisors prove that we’re more than just solution providers; we’re dedicated to fostering transparent communication, ensuring legal compliance, and simplifying financial processes for district business officials. With advisors like Catherine on board, we’re poised to advance our mission of empowering districts with tools that streamline processes, drive efficiency, and ultimately, enhance student outcomes. 

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.

Top Emerging Trends for K-12 Professional Development in 2024

Professional development (PD) in K-12 education is undergoing a significant transformation. Districts across the nation are adopting innovative strategies to boost teacher engagement and retention. Our recent K-12 Lens Survey, which collected insights from over 700 administrators, reveals emerging 2024 trends and actionable opportunities in professional learning. These findings highlight the importance of personalization, effective methods like mentoring, and the need to address instructional shifts to create more engaging and impactful PD experiences. 

Key Professional Learning Priorities 

Districts are focusing on several shifts in professional learning: 

Despite these priorities, only 42% of respondents reported that their PD systems can facilitate personalized professional learning based on evaluation results and teacher goals. This gap highlights a significant opportunity for districts to align evaluation and professional learning systems to enhance personalization and engagement. 

Respondents With Systems Capable of Personalized Learning Based on Evaluation Results

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

Most Engaging Professional Learning Methods 

Nearly 80% of districts believe that coaching and mentoring are the most effective PD offerings for supporting teacher retention. Additionally, coaching and professional learning communities are seen as the most engaging forms of professional development. 

PD Offerings that Boosts Retention

Instructional Shifts and Opportunities 

The survey identified several instructional changes presenting new opportunities for professional development: 

  • Digital Tools: Increased use of technology, such as 1:1 device programs and interactive boards. 
  • Student-Centered Approaches: Active engagement through real-world connections and diverse methods for demonstrating competency. 
  • Classroom Management: Addressing new challenges due to changes in student behavior. 
  • Social-Emotional Learning: The need for flexible curricula to address students’ social-emotional needs. 

Only 41% of districts have automated processes for managing professional learning, which indicates a need for more efficient systems. One respondent noted, “We have to input our own professional development hours, and the system is laborious.” 

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How Hanover County Public Schools is offering teachers a voice in their learning.

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From Data to Action: Strategies for Improvement 

To address these challenges and improve teacher engagement and retention, districts should consider: 

  1. Integrating Teacher Evaluation and PD Systems: This can enable personalized learning opportunities, leading to higher engagement and better classroom practice transfer. 
  2. Emphasizing Coaching and Professional Learning Communities: These methods are particularly impactful for boosting engagement and retention. 
  3. Focusing on Relevant Professional Development: Addressing new instructional shifts such as increased technology use and student-centered learning models. 

By addressing these challenges and leveraging growth opportunities, districts can ensure a well-supported and effective teaching workforce, ultimately benefiting student learning outcomes. Embracing the top emerging trends in K-12 professional development for 2024—such as personalized learning, integrated evaluation systems, and impactful coaching methods—will empower educators. This transformation leads to improved classroom practices, enhanced teacher satisfaction, and significant gains in student achievement, positioning districts at the forefront of educational excellence. 

Ready to bring professional learning, collaboration, and evaluations together?

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.