Newcomers represent a large and understudied subgroup of students in California. The Oakland Unified School District has been disaggregating data on newcomer status for the last 7 years, providing a basis for analyzing graduation outcomes for newcomer compared to non-newcomer students. The data highlight the variance in outcomes based on program placement and design. Drawing from analysis of Oakland Unified’s data and practices, the authors make programmatic recommendations for districts with newcomer students.

Oakland International High School, winner of the 2017 National Community School Award, supports its recently arrived immigrant students by integrating academic, social, mental health,and material supports into the school day and beyond. Its community school model incorporates a Wellness Center, a tiered system of support and engagement, external partnerships, specialized staffing, and a collaborative culture of continuous improvement that promotes agency and belonging for both students and staff.

This study highlights the collaborative efforts undertaken to create a temporary school called Futuro Brillante in San Diego County, California, to provide educational services for more than 3,000 unaccompanied undocumented minors who had newly arrived in the U.S. The study describes the compelling trajectory of the school’s development, its multisector community partnerships, its core facilitating organizational conditions, and the key curriculum strategies that facilitated the school’s success.

This study of seven California school districts during the COVID-19 pandemic shows how districts responded in real-time to the crisis and structural racism. Districts showed resourcefulness, collaboration, and commitment to serving students and communities. However, challenges remain, including declining enrollment, staffing shortages, and polarized communities, with school boards at the center of broader political debates.

This brief examines the challenges that district superintendents faced in responding to COVID-19, often requiring expertise beyond traditional expectations. It discusses crisis management structures implemented by Kern County Superintendent of Schools as a model for how COEs can support districts and schools during times of crisis and improve the preparedness of the education system.

This brief summarizes findings from three surveys on county offices of education's (COEs) response to Local Control Funding Formula (LCFF) and Statewide System of Support (SSS) implementation. Most county superintendents are supportive of the state's policy direction, recognize the scale of change needed to implement LCFF and SSS, and acknowledge that full implementation is still in progress. They are also aware of the need for changes in their COEs' organization and operation, as well as in their relationships with other agencies.

California and the US are undergoing a cultural shift in school accountability policies towards locally-determined measures of school performance. Lessons can be learned from the CORE districts, which developed an innovative accountability system, emphasizing support over sanctions, and utilizing multiple measures of school quality. The CORE districts' measurement system and collaboration hold promise for improving local systems, but efforts to build capacity remain a work in progress.

California's policies for beginning teachers assume a uniform path of completing a preparation program, BTSA, earning a Clear Credential and tenure. However, a recent study shows that the policies fail to recognize the reality of a longer, bumpier and more circuitous path faced by the majority of beginning teachers.

The Los Angeles Unified School District has undergone decades of reform, resulting in an unstable atmosphere rather than institutional stability. A recent book, "Learning from L.A.: Institutional Change in Public Education," identifies five policy levers that can create a more effective educational system and a new institutional structure for public education, both in LA and beyond.

This policy brief examines the recent development and approval of Proposition A in the San Francisco Unified School District, which included a parcel tax for increasing teacher salaries, introducing flexibility to the salary schedule, and strengthening accountability for teacher performance. The author describes how the district and union worked together to increase compensation and align school district goals with teacher salaries.