As district leaders plan for the 2025–26 school year, staffing stability is top of mind—and for good reason. Teacher and principal turnover rates remain high, compounding the complexity of strategic planning at every level.
According to recent national data, nearly 12% of teachers leave the profession each year, and early indicators suggest the pandemic-era disruptions have made those rates even more volatile in certain regions and subjects. Principal turnover is equally concerning: 1 in 5 schools see a new principal each year, a trend that disproportionately affects schools serving historically marginalized student populations.
When leadership and classroom vacancies are widespread, the impact on students and systems is profound. Research consistently shows that high turnover disrupts instructional continuity, weakens professional learning cultures, and slows down school improvement efforts. Every new hire requires time, mentorship, and alignment to district priorities—resources that are already stretched thin.
As leaders write next year’s strategic plans, turnover cannot be treated as a background challenge. It needs to be a central planning factor. Strategic goals around instructional improvement, student achievement, and professional learning all depend on building—and maintaining—strong teams.
When turnover is high:
Planning for a strong next year means thinking beyond recruitment. It means building resilience into the system—ensuring that no single departure can derail a school's vision for improvement.
Turnover isn’t going away overnight. But by treating it as a strategic reality rather than a surprise, district leaders can design plans that weather the churn, strengthen teams, and sustain momentum for students.
Want to chat? Click here to connect with one of our team members.
Schedule a demo with one of our friendly team members.
.svg)
