Larry Buhl writes in Capital & Main that teacher churn is a serious issue in the charter industry, but high turnover rates may be a feature of the charter business model, because it keeps labor costs low.

In Los Angeles, a 2018 study comparing charter- and traditional-school teachers between 2002 and 2009, found that elementary-school charter teachers saw 35 percent higher turnover than their traditional public-school peers. And the gap is even wider at the high school level, with charter-school teachers nearly four times more likely to leave than their peers.

“The conventional wisdom, which our study backs up, is that charters recruit very young teachers,” said study co-author Bruce Fuller, an education and public policy professor at the University of California, Berkeley. Fuller added that teachers are also more likely to be white in charter schools than in traditional district schools, and many received their education background through the nonprofit teacher-recruitment organization Teach for America, rather than at a university or college.

“[CMO management] will say this in small groups but not to reporters — that they want younger teachers because it saves on wages and benefits,” Fuller said. “Our study shows that younger teachers are more likely to leave than older ones. There is no benefit to staying longer. Science-oriented STEM teachers were also more likely to leave in both charter and private schools, possibly because they had more lucrative opportunities in the private sector….”

Growing anecdotal evidence and studies point to several causes, including the startup-like culture of some charters, which leads to “seat of the pants” teaching, as well as inadequate help from administration for charter teacher burnout.

Rachel Schlosser, a fourth-grade teacher at Los Angeles’ Para Los Niños elementary charter school, turned to teaching after working as a grant writer for a nonprofit organization. She had considered going to a district school but was drawn to PLN’s smaller class sizes and student-centered approach. Now, however, she said it’s “student-centered at the expense of teachers.”

She claimed that the school is currently not investing in its teachers: It’s not providing enough professional development or support, nor adequate guidance for handling disciplinary problems, a science curriculum or a long-promised resource library. (Para Los Niños’ administration did not respond to requests for comment.)

“The administration can make or break your experience,” Schlosser added. “If you are not your best self and not feeling supported, the students won’t benefit. Teacher burnout is real.”

Indeed, the “Stay or Go” study showed that the levels of support from administrators for teachers were closely tied to teachers’ decisions to walk away. And teachers aren’t the only ones feeling the urge to move on. A study of New York schools shows that charter-school principals are much more likely to leave than their public-school counterparts.

KIPP has invested in retention strategies, but it still retains fewer teachers than public schools.

Only 11% or so of charter teachers are unionized, so they have no way to bargain for better working conditions.