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This report examines the early implementation of California's Statewide System of Support, which is designed to empower local educators in determining the best approaches to improvement. While COEs and district officials hold positive views of the system's emphasis on support over compliance, they have concerns about under-resourcing and the effectiveness of the Dashboard measurement tool. The report provides five recommendations to make the System of Support a more comprehensive system aligned with the Local Control Funding Formula.
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This report highlights the challenges that California’s school districts face due to increasing employee health benefit costs, including retiree benefits. Such costs strain district budgets, making it harder to address other priorities, like increasing teacher salaries or supporting disadvantaged students. The brief suggests that districts must navigate these costs more effectively, with potential help from state policymakers, to ensure they are sustainable and not left as unfunded liabilities.
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This report is the companion account of principal survey results from the Local Control Funding Formula Research Collaborative's (LCFFRC) fall 2018 surveys of stratified random samples of California superintendents and principals. The superintendent results were published in June 2018 in Superintendents Speak: Implementing the Local Control Funding Formula.
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Effective data use is crucial for continuous improvement, but there is confusion about how it differs from data use for other purposes. This report explains what data are most useful for continuous improvement and presents a case study of how the CORE data collaborative uses a multiple-measures approach to support decision-making.
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CA is shifting the responsibility for school improvement to local school districts with County Offices of Education playing a supportive role. The focus is on local leaders driving educational improvement and ensuring quality. Strategic data use is central to the implementation of this policy, with questions remaining about what data is needed, by whom, and for what purpose. This paper provides a framework for how data use for improvement is different from data use for accountability and shares lessons from the CORE Data Collaborative on how to use data for improvement in networked structures.