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The sudden challenges and pre-pandemic problems causing today’s teacher shortages will require immediate actions and long-term solutions from K-12 leaders.

The number of public school teachers declined by nearly 7% during the pandemic, according to the Bureau of Labor Statistics, while further pressures have come from a shortage of substitutes, and battles over masks and critical race theory. And teachers are paid nearly 20% less than similar workers in other occupations, research by the Economic Policy Institute has found.

Now, COVID relief funds are giving K-12 leaders new opportunities to make education a more financially attractive profession and rebuild teacher pipelines, says , executive vice president for learning, impact and design at TNTP, a nonprofit focused on teaching quality and diversity. “We’ve known for decades that the combination of low pay, lackluster career growth opportunities and a job description that borders on impossible (meeting the wide-ranging needs of an entire class by yourself) pushes talented people away from teaching,” .

More from 91��Ƭ: One obvious solution to staff shortages that has been getting overlooked 

In confronting the problem, administrators should begin by examining whether they are 1.) recruiting diverse candidates, 2.) maximizing the impact of their most effective teachers, and 3.)  retaining their best educators—particularly those of color, TNTP says a new guidebook, “.”

TNTP suggests the following immediate actions that prioritize equity and support for the most vulnerable students:

1. Develop a vacancy/absence triage plan: Designate central office staff to oversee the plan, which should prioritize filling vacancies at the most under-resourced schools and those that serve large populations of students of color, students from low-income backgrounds, students with disabilities and English learners.
2. Address immediate vacancies: Updating recruitment materials—including online and social media posts—so that they’re compelling and targeted will make them more effective. Recruitment materials should acknowledge challenges and opportunities of the current moment “in a way that is inspiring yet realistic.”
3. Develop a differentiated retention strategy: Climate surveys allow teachers and staff to provide feedback that administrations can use to develop new retention strategies. These include low- or no-cost actions, such as having “” with effective and promising staff.
4. Expand the reach of top teachers: Designate lead teachers to record lessons and share them with novice teachers. 91��Ƭistrators can choose a lead teacher for the entire 7th grade who is supported by less experienced teachers.
5. Use data to project future vacancy needs: Use data to forecast vacancies for the 2022-2023 school year so hiring can begin earlier.
6. Develop an early hiring strategy: Start planning for hiring in the fall of the previous school year—e.g., in fall 2021 for the 2022-23 school year. To attract top candidates, extend “open job offers” that don’t necessarily include a specific school assignment.

TNTP also recommends some long-term strategies to implement over the next few years:

• Enhance your employee value proposition: Base this proposition on your district’s mission and characteristics. For example, District of Columbia Public Schools’ proposition touts the development of high-quality student-focused teachers and competitive compensation. Other districts highlight collaborative cultures and commitments to equity and social justice.
• Reduce barriers to entry: At the state level, officials can place less emphasis on “seat time” and testing requirements for student teachers. Instead, observations and evidence of student learning would better measure a teaching candidate’s skills.
• Develop and expand teacher pathways: Tailor new teacher certification programs toward uncertified school-based staff and career-changing professionals. Related diversity strategies include school-based residency and apprenticeship programs.
• Reimagine the teacher role: Identify the skills needed to improve student achievement. For instance, districts likely need staff who can design lesson plans and support the mental health of students.