This commentary from LEARN Network provides practical guidance on how to pilot new evidence-based interventions to build support for and eventually scale new programs that measurably improve student outcomes. Key steps include: bringing together the right people in the form of a cross-functional leadership team; gathering the necessary information for decision-making (including how educators use the program, what supports and resources are necessary for its effective implementation, and whether students actually benefit); and spreading the intervention to a larger group. Unless new programs become "institutionalised" by educators with ownership over their implementation, they will be incapable of surviving leadership turnover, and the cycle of moving to the next new thing will continue unbroken.

State agencies and school districts nationwide are actively working to address the problem of teacher shortages, often while simultaneously seeking to diversify their educator workforce. As California grapples with the need to improve learning significantly for a student population that is increasingly linguistically and racially diverse, policymakers must focus on opportunities to attract more teachers to the profession, diversify the teacher workforce statewide, and increase teacher retention. We focus on the explicit credential barriers that candidates face when trying to pass state-required basic skills and subject matter exams as well as on how policy improvements could more effectively diversify the teaching profession so that it better reflects the state’s 75 percent students of color. Specifically, we recommend that the state expand how candidates can meet basic skills and subject matter requirements; gather and disaggregate credential exam data by candidate race/ethnicity; reduce teacher education program costs for both individual candidates and programs; and support increased investments in GYO programs.

Technology transforms nearly every aspect of our lives: the economy, the environment, health care, and our social lives. Today, 92 percent of jobs across most industries require some form of digital skills, underscoring the importance of computer science (CS) for career and college preparation. But it’s not just about jobs—it’s about equipping students with critical thinking skills to examine the biased algorithms and the data sets they draw from, which could influence the way students think and make decisions about voting and social justice, as well as their own relationships and well-being. Cultivating these critical skills with technology begins with K–12 education. While there is an urgency to meet this technological moment, it’s essential that we build the systems necessary to sustain CS education that is equitable, accessible, and culturally relevant so that it will engage our most underrepresented students.

All of us at Policy Analysis for California Education have been deeply saddened by the death of former PACE Faculty Director Christopher Edley, Jr. Professor Edley was an active member of the PACE faculty director team from 2018 to 2024.

The nationwide increase in chronic absenteeism, exacerbated by the COVID-19 pandemic, persists in California—affecting approximately 25% of students. Marginalized communities face disproportionate challenges. Structural issues like transportation and teacher shortages, alongside student-level factors such as insecurity and disengagement, contribute to absenteeism. Tailored solutions recognizing the unique developmental needs of adolescents are crucial. Adolescents' curiosity and peer interactions necessitate opportunities for exploration and contribution, while supportive relationships with adults are essential. Addressing chronic absenteeism requires collaborative efforts, ensuring equitable access to these opportunities and relationships. Local expertise and insights from developmental science should guide the creation of inclusive school environments that promote consistent attendance and engagement among adolescents.

Across the country, states are moving to education systems that are more student centered, equitable, and competency based. They are doing so because they understand that the legacy model for educating our young people is not working. Although graduation rates have increased, other markers of progress have not. Standardized test scores remain relatively flat. Achievement and opportunity gaps persist despite decades of increased funding and abundant strategies to reduce them. Chronic absenteeism is near an all-time high. The reality is that too many students do not find school to be interesting, engaging, or relevant for their futures. This is particularly true for youth of color and other marginalized student populations. Rather than continuing to tinker around the edges, we can advance real change! Here’s how.

California is making a significant investment (estimated at $3 billion per year) in early childhood education by requiring school districts to offer transitional kindergarten (TK) to all 4-year-olds by the 2025–26 school year. This investment is crucial—research has shown that there can be many wide-ranging and long-term positive impacts of high-quality early education on student outcomes. Such outcomes, however, depend a great deal on program design. It is thus critical for us to have good data so that we can understand the effects and effectiveness of TK at both the state and district level. Specifically, we need good data on program characteristics and participation as well as on the trajectory of student outcomes post-TK in order to understand how TK programs can have the greatest impact on participating students and fulfill the promise of the state's investment.

In 2013–14, California enacted an ambitious—and essential—reform to improve educational equity by directing state resources to districts and schools that educate large numbers of economically disadvantaged students. The reform is called the Local Control Funding Formula (LCFF); it allocates funding to school districts based on student characteristics such as socioeconomic status and provides greater flexibility to use the allocated funds than the previous school funding formula allowed. In addition to the LCFF, which is based on average daily attendance (ADA), districts receive funds based on the proportion of students they serve who are English learners, income eligible for free or reduced-price meals, and foster youth. The equity multiplier, a new policy passed in 2023, is designed to provide even more funding for disadvantaged students.

The surge in chronic absenteeism among California students during the 2020–21 and 2021–22 school years was initially attributed, quite reasonably, to the challenges posed by the ongoing pandemic. There was optimism that these rates would eventually begin to decline as schools returned to normal. When new chronic absenteeism numbers came out in October—along with California Assessment of Student Performance and Progress (CAASSP) data for 2022–23—the findings indicated that rates are down from the soaring absenteeism of 2021–22; 25 percent of K–12 students in California schools were chronically absent in 2022–23, down from 30 percent the year before. However, more than three years after the initial onset of the pandemic, chronic absenteeism among California students is still double the rate of prepandemic levels, and there are no signs of this trend abating.

Artificial intelligence (AI) encompasses a broad set of tools developed to perform tasks that have historically required human intelligence. The new generative AI tools, such as ChatGPT, are not programmed with a specific set of instructions; rather, they are trained on sets of data and algorithms that guide how they respond to prompts. We are increasingly using a range of AI tools—such as autopopulate suggestions, navigation systems, facial recognition on phones, and ChatGPT—in many aspects of our lives. Because of the prevalence and power of these tools, their rapid development, and their potential to be truly disruptive—in positive and negative ways—it is critical that school districts develop policies, guidelines, and supports for the productive use of AI in schools. Later in this commentary, we discuss many of the short-term positives and negatives of using AI in schools. The greatest impact of AI, however, is how it can transform teachers’ roles and student learning.

During the 2022–23 school year, artificial intelligence (AI) evolved from an experimental technology few had heard of into readily available technology that has become widely used by educators and students. There are many ways educators can use AI that may positively revolutionize education to benefit classroom instruction, to support data use and analysis, and to aid in decision-making. The biggest potential upsides of AI for education will be accompanied by major disruptions, however, and districts will need time for thoughtful consideration to avoid some of the worst possible pitfalls. This commentary focuses not on how best to harness the potential of AI in education over the long term but instead on the urgent need for districts to respond to student use of AI. We argue that during summer 2023, districts should adopt policies for the 2023–24 school year that help students to engage with AI in productive ways and decrease the risk of AI-related chaos due to society’s inability to detect inappropriate AI use.

Chronic absenteeism (when a student misses 10 percent or more of instructional days during the school year for any reason) has spiked by an alarming degree, increasing more than twofold statewide, from 14% in 2020–21 to 30% in 2021–22. This increased absenteeism during 2021–22 is, of course, not entirely surprising. When students returned to school after a year of pandemic-induced virtual learning in 2020–21, they were encouraged to stay home if they had any symptoms, and many students had to miss school to quarantine after an exposure to COVID-19. Even though the pandemic is largely behind us at this point, early warning signs show that we now face challenges with attendance that could persist into the long term; although data for the current school year (2022–23) will not be released at the state level until fall 2023, locally released data show that the patterns this year may be as worrisome as last. How do we urgently move the needle on our high rate of chronic absenteeism so that it does not become the new normal in our state?

Recent test scores released by the California Department of Education highlight a concerning decline in student learning in English language arts (ELA) and mathematics across multiple grades since before the COVID-19 pandemic. Changes in enrollment and reduced testing numbers in certain grades pose challenges for direct year-over-year comparisons. Notable is a concerning drop in ELA performance for third graders, indicating potential setbacks in early literacy, while eighth graders show a significant decline in math proficiency. These declines were pervasive among various student groups, with economically disadvantaged, Black, and English learner students particularly affected. District-level analyses underscored variations in performance changes, with economically disadvantaged districts experiencing larger declines, though some managed to improve. The impact of COVID-related disruptions on these groups, coupled with pre-existing disparities, intensified learning setbacks. These findings highlight the urgent need for educational transformation, emphasizing equity and addressing persistent disparities in California's education system.

PACE remembers Scott as dedicated to bringing equity and opportunity to the California education system and its students.

School principals faced an uphill battle during the pandemic, juggling the shift to virtual learning, navigating COVID-related challenges, and grappling with staff shortages upon returning to in-person classes. Many are now contemplating leaving their positions due to overwhelming stress and inadequate support. The focus isn't just on getting through the pandemic but on understanding how to effectively support principals for better teaching and learning quality. Conversations and research highlight three vital aspects: schools need robust external support networks to address diverse student and staff needs beyond campus; principals must be enabled to concentrate on teaching instead of administrative COVID-related tasks; and fostering collaboration among principals through peer-to-peer learning networks provides essential knowledge and support. Moving forward, California's investment in education presents an opportunity to alleviate the burden on principals, but it's crucial to establish continuous learning structures and support systems to maximize these resources. Policymakers should prioritize supporting principals to ensure their roles remain challenging yet manageable, ultimately benefitting students and their overall academic experience.

California’s plan to expand Transitional Kindergarten (TK) into a universal pre-K program for all four-year-olds is a significant investment in children and families. To ensure its success, the state should learn from research on other state pre-K programs and invest in a research infrastructure for formative evaluation. Evidence from various states, including California's TK program, highlights the benefits of quality pre-K, but challenges in implementation exist. A crucial study on Tennessee’s Statewide Voluntary Pre-K (TN-VPK) showed mixed outcomes, revealing the complexities of scaling such programs. The TN-VPK study faced limitations in data collection, making it challenging to link classroom features to children’s outcomes. California must fund a research system for ongoing data collection at the child, classroom, and school level to evaluate the implementation of its universal pre-K program. This infrastructure should focus on structural classroom features, classroom interactions, children’s experiences, and details about where children spend their non-school hours. Such an approach allows for continuous improvement and learning from both successes and challenges encountered during implementation. This investment will be crucial for California's universal pre-K program to create a high-quality educational system for its children.

PACE remembers Jerry as a tireless fighter for affordable, accessible higher education, and as the first codirector of PACE.

The COVID-19 pandemic has exposed and worsened existing inequities in suburban schools across California. These inequities encompass varying educational opportunities, outcomes, and disparities in basic needs. In districts like Modesto City Schools and Ontario-Montclair School District (OMSD), the crisis unveiled issues such as food insecurity, lack of technology access, and disparities in extracurricular activities, exacerbating the preparation and opportunity gaps. However, this crisis has also spurred a readiness for change and opportunities to address these disparities. It has prompted educators and community partners to reimagine schooling with equity as a focal point, aided by federal and state funds for relief efforts. Both districts are leveraging these funds to address digital divides, expand mental health support, redesign educational programs, and enhance staff services. They aim to sustain these changes by advocating for flexibility in spending and funding mechanisms tailored to local needs, recognizing the necessity for ongoing support beyond the pandemic. Looking forward, district leaders envision a transformed education landscape that celebrates diversity and prioritizes equity.

Schools are preparing for full in-person instruction amid ongoing pandemic challenges, emphasizing the urgency of addressing heightened student academic and wellness needs. State and federal funding provide unprecedented resources to aid recovery and transformation. PACE's recent report, "Restorative Restart: The Path Towards Reimagining and Rebuilding Schools," offers 14 action areas to address students' holistic needs, focusing on relationships, wellness, and engagement. To support planning and budgeting for a restorative restart, the report introduces the "Four Ts" framework: Time (extending instructional hours, planning time), Talent (adding staff to support students), Training (professional development for new approaches), and Technology/Materials (ensuring equitable access to devices and tools). The framework, adaptable to local needs, aids in discussions and planning for districts to implement restorative actions effectively while aligning with the report's action areas.