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Acknowledging the importance of students simply being in school, California has made student attendance part of its accountability system. This brief covers a session in which it was pointed out that using chronic absenteeism as an accountability measure is new and its underlying causes are not well understood. Even as many schools face the expectation that they take action to address high rates of absenteeism, myths about school attendance persist. The brief includes examples of local efforts to improve student attendance and discusses steps needed to build the capacity of schools and...
Opportunities for Research, Policy, and Practice
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Due to fragmented and misaligned segments of public education, many students lack access to educational opportunities that will ensure their success in college and career. This problem is one that may only be solved through better alignment and coordination between high school and college, between systems of higher education, and between education and economic development sectors. Intersegmental collaborations are emerging as a key lever for change, and the sustainability of these intersegmental efforts both depend on and offer opportunities to bridge research, policy, and practice in ways...
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Governor Gavin Newsom’s budget proposal for 2019–2020 includes $10 million to develop a statewide longitudinal data system—including early education, K–12, and higher education institutions as well as health and human services agencies—to better track student outcomes and improve alignment of the education system to workforce needs. California’s lack of a coherent education database serves as a substantial barrier to fulfilling the state’s continuous improvement policy goal and ensuring all students have access to robust learning opportunities to enable them to be successful in school and...
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Community engagement remains one of the most challenging expectations of California’s Local Control Funding Formula, so much so that state leaders have funded an initiative to support regional networks focused on engagement. This brief shares insights from a session where a lead administrator from the San Bernardino County Office provided an update on that initiative. Other speakers shared their on-the-ground experiences working with educators, parents, and students to create the relationships needed for community stakeholder engagement to be consistent, meaningful, and productive.
The Challenges and Solutions from Multiple Perspectives
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This PACE policy brief identifies needed additional policy action needed to increase equity and improve outcomes for students with disabilities that persist in many school districts. The brief also highlights the endeavors of several public school districts where district leaders, school administrators, and classroom teachers are finding ways to meet the needs of students with disabilities in the current policy context.
Promising Practices
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California’s Local Control Funding Formula (LCFF) ushered in a new era for California education policy. Enacted in 2013, the LCFF shifted control of most education dollars from the state to local school districts, allowing them to determine how to allocate their resources to best meet the needs of the students in their community. The LCFF also made it a matter of state policy to shine a spotlight on educational inequities and try to give districts the wherewithal to level the playing field for students who too often are left behind. This brief focuses on promising practices from three school...
Challenges and Possibilities
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In recent years, California has invested in improving early childhood education programs. Research shows the importance of high-quality early childhood education, but the disconnect from K–12 education threatens its long-term benefits. If the early grades do not build on the gains made in preschool, they likely will be lost. This brief, based on a longer technical report , describes the challenges facing pre-K–3 alignment and offers promising practices and policy recommendations.
Promising Practices From the Field
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Collaboration between K–12 public school districts and higher education, as well as between education institutions, workforce groups, and community organizations, has the potential to improve college and labor market outcomes for individual students and for local communities. However, improvement efforts demand the use of longitudinal data to define the problem, set goals, and monitor progress. California has been behind in building such a longitudinal data system—linked across pre–K through postsecondary sectors—to track individuals’ education and labor market outcomes. In the absence of a...

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Across California, K–12 public school districts, institutions of higher education, economic development groups, and community organizations are collaborating to improve the educational and labor market outcomes of students. These collaborative efforts demand considerable commitment to a shared purpose as well as attention to the critical practices of data sharing, analysis, and interpretation. This Intersegmental Data Partnerships Resource Guide, and the accompanying Intersegmental Partnerships and Data Sharing practice brief, are products of a year-long qualitative research project exploring...
Practices and Supports Employed in CORE Districts and Schools
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Social-emotional learning refers to the beliefs, attitudes, personality traits, and behaviors that students need to succeed in school and life. Our study looks closely at ten “outlier schools” in California’s CORE districts whose students report strong social-emotional learning outcomes compared to other, similar middle schools. The brief and infographic—based on a longer technical report—describe the surprising breadth and variety of social-emotional learning practices found in these outlier schools, as well as commonalities in their approaches and implementation challenges that some are...
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High quality instruction delivered by effective teachers is the key to student success. Hiring, developing and retaining good teachers are therefore the most important tasks of our public schools. The tasks of teacher recruitment and retention have traditionally been delegated to the human resource department within school districts, but leaving these critical responsibilities to a single office is no longer sufficient. The ability to find, support, and keep good teachers is a community challenge, which demands innovative solutions collaboratively developed by diverse stakeholders. In this...
A Smart Investment for California School Districts
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Summer learning loss contributes significantly to the achievement gap between low income students and their more affluent peers. That makes high quality summer learning programs a smart investment for school districts concerned about success for all students. Such investments have become easier thanks to the flexibility built into the Local Control Funding Formula (LCFF). The most promising programs are not traditional summer school. Instead, they look and feel like summer camp while incorporating learning goals aligned with district priorities. Summer learning programs: Offer an innovative...
Lessons from Colombia
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Despite California’s great wealth, child poverty places a drag on the state’s educational performance. Disadvantaged children—including English learners, foster children, and the poor—do not receive the educational attention and services that they require to be successful. Although California’s Local Control Funding Formula recognizes this challenge, schools and districts have struggled to identify effective solutions to educate disadvantaged children. In this brief, Tom Luschei describes an approach that has been successful in educating and empowering one of South America’s most marginalized...
A Powerful Strategy for Equity
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The disparity in educational outcomes between student populations is one of the most serious challenges facing our public education system. Gaps in test scores, graduation rates, and college readiness pose a fundamental problem that school officials must solve. Education leaders cannot address these inequities by looking at the school day alone. They also need to consider the significant amount of time and the varied experiences young people have outside of school. Free and affordable learning experiences after school and in the summer are essential strategies for equalizing student outcomes...
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The implementation of the Local Control Funding Formula presents local education leaders with the power and flexibility to use resources in new and different ways. Taking full advantage of this opportunity requires leaders to adopt budgeting practices that highlight the tradeoffs among system goals and facilitate the reallocation of scarce resources to support their top priorities. In this brief Mark Murphy reviews the experiences of three California school districts with budget tools that increase their ability to meet their students’ needs. Murphy discusses key lessons from these districts...

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California’s education system is highly fragmented. K-12 schools, community colleges, and the two university systems (CSU and UC) operate under entirely separate governance structures, and rely on distinct sources of funding. As a result these different "segments" of the education system generally operate independently of one another, developing policies and practices to serve their own students with little or no effort to consult with other segments. In fact, however, addressing many of the educational issues that face our state successfully will require action by more than one segment...
Promoting College Access in Fresno Unified School District
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California’s Local Control Funding Formula (LCFF) requires districts to report multiple measures of student performance that reflect success in the goal of preparing students for college, career, and citizenship. As they engage in the Local Control Accountability Plan (LCAP) process, they are expected to use state and local indicator data from California’s School Dashboard to monitor student progress. When Dashboard indicators identify student subgroups as low performing or low growth, districts are encouraged to engage in a process of continuous improvement to develop strategies and then...