Ithaca officials outline recruitment strategy to address teacher shortages

Ithaca City School District staff on Monday outlined a multi-pronged recruitment strategy aimed at easing teacher shortages in high-need areas such as special education and STEM, while flagging pay and certification barriers that could limit how quickly new hires can be recruited and retained.

In a work-session presentation, Zach (S3), the district presenter leading the hiring update, told the board that national teacher turnover spiked near 10% in 2022–23 and remains above long-term norms, and that the district faces local challenges because Ithaca is geographically isolated and competes with nearby colleges and regional districts for candidates. "We were hitting about 10% turnover, nationwide in 2022–23," Zach said, adding that the district is still slightly above the historical norm.

Why it matters: Board members said staffing gaps in special education, speech-language services and STEM fields affect classroom continuity and student support. The board asked staff to present concrete pay data and pipeline plans so members can weigh strategic priorities against the district budget and broader board goals.

What staff described: District leaders laid out five target groups for recruitment: 1) recent graduates and student teachers from local colleges; 2) experienced teachers in surrounding districts; 3) mid-career professionals considering a career change; 4) relocators from other states; and 5) internal candidates such as ESPs and long-term substitutes the district could nurture into certified teachers. Staff emphasized tailoring recruitment messages and incentives to each group rather than using a one-size-fits-all approach.

On substitutes and certification, staff summarized how the district classifies substitute roles (daily subs, extended-assignment subs and long-term subs) and noted a 90-day threshold after which an extended assignment is considered long term. They also said New York State certification rules prevent candidates from starting the district tenure process until they are certified by NYSED.

ESPs, pay and retention: Board members pressed staff on education support professionals (ESPs) and teacher assistants (TAs), noting those roles are critical to daily operations and that low pay makes retention difficult. Zach said starting wages from the most recent contract are approximately $20.50 per hour for some TA roles and about $18–$18.50 per hour for ESP roles, but he said he would pull the exact figures for the board. Staff said they are negotiating pilot programs with the ESP unit to subsidize upskilling and certification (for example, training in ABA or other specialized skills) while also preserving viable career tracks for staff who prefer ESP positions rather than becoming classroom teachers.

Certification and alternative pathways: Staff described efforts to support transitional certification pathways, noting district partnerships with a regional certification officer who helps applicants understand NYSED requirements and helps shepherd candidates through the process. The group discussed district residency and school–college partnerships as possible pipelines and said conversations are underway with local higher-education institutions.

Operational fixes and marketing: To avoid losing candidates, staff recommended operational changes such as posting vacancies earlier (for example, posting anticipated spring vacancies in January), faster application processing and more targeted digital marketing. Staff showed a draft testimonial recruitment video and said the district plans to increase visibility of ICSD's unique attributes to appeal to different candidate subgroups.

Rehiring retirees: Staff said the district routinely rehired retirees for short-term help and noted that a temporary waiver of the state earnings cap has allowed rehired retirees to earn more without losing pension benefits; staff said five to six retirees were working in some capacity this year.

Next steps: Board members asked for a follow-up report with a detailed pay breakdown, clarified vacancy counts and a timeline for proposed recruitment pilots and marketing, and for alignment between recruitment work and upcoming board goals. The work session concluded with staff agreeing to return with more detailed data and proposed actions for the board's consideration.