The framework functions as both diagnostic tool and strategic compass, helping identify operational breakdowns and reinforce organizational strengths. Dr. Lawrence continuously references these principles to align the district’s 2,500 employees around a unified purpose. The five Cs support Dayton Public Schools’ straightforward mission: “Inspire, educate and empower”.This value-centered approach mirrors effective corporate structures where clear principles guide decision-making at all levels, creating accountability and consistency throughout a large organization. ADDRESSING THE TEACHER SHORTAGE CRISIS Dayton Public Schools confronts a nationwide teacher shortage that hits urban districts particularly hard.The district’s strategies to tackle this challenge blend recruiting innovation with retention priorities to maintain educational quality across its 28 schools. “We’ve been affected by the teacher shortage, and I don’t think there’s anyone that hasn’t been,” Dr. Lawrence states. “In urban centers like ours, the turnover rate can reach 16% as a median average, sometimes as high as 22%. You have a situation where at least one out of 10 teachers leaves the profession each year, while major universities aren’t producing enough education graduates to fill these gaps.” The district implements several pioneering approaches to address these staffing challenges. They’ve partnered with Elevate K-12, a platform connecting content expert teachers with students virtually, particularly for high-demand subjects like mathematics and science. This innovative solution ensures students receive instruction from qualified teachers despite local hiring difficulties. “What we’ve used Elevate K-12 for is to take contentlevel experts who have left full-time teaching and connect them online with our students,” Dr. Lawrence explains. “They teach virtually with a staff member in the classroom to ensure students stay engaged. This helps us address the critical issue of content knowledge, especially in mathematics where incorrect instruction in early grades can permanently hinder student progress.” The district also leverages internal expertise, transitioning skilled operations staff into teaching roles for career-technical pathways. Additionally, Dayton Public Schools has implemented comprehensive financial incentives, including $2,500 signing bonuses for all teachers and matching retention bonuses for existing staff. “The first step to recruiting is retaining,” Dr. Lawrence emphasizes.“We are always actively engaged in how we can keep professional staff in the district and find innovative ways to provide high-quality instruction.” 3 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 06 DAYTON PUBLIC SCHOOLS
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