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The purpose of this paper is to present the author's commentary on the special issue of Journal of Educational Administration entitled “Systemwide reform: examining districts under pressure”.

The major thesis of this commentary and reflection on the preceding papers is that there is a need to recognize that “school districts” as known in the USA are examples of a more general phenomenon of intermediary organizational entities in education systems in North America and elsewhere in the world and that there is a need to problematize, not take for granted, the form, purpose, and influence of these mediating layers of the school system on the quality and improvement of schools, and on the implementation of government policies that are intended to regulate and support education in schools.

This issue of the Journal of Educational Administration presents a series of papers that highlight different aspects and contemporary trends in school district practice and research – organizational characteristics associated with district effectiveness (see Trujillo this issue), how districts are responding to political and public demands for accountability (see Hamilton et al., this issue), the invention of school district authorities as portfolio managers of diverse school provider systems (see Marsh et al., this issue), and how social communication networks linking school and district staff interface with the use of evidence to support school improvement (see Finnigan and Daly, as well as Wohlstetter and Smith this issue).

The simple thesis of this commentary is to argue that school districts function as an intermediate level of education governance, management, and support within national and state education systems, and that current research and discussion on the school district role in improving and sustaining the quality of education would be strengthened by broadening the scope of research and discussion to alternative kinds of intermediate level governance and support systems that exist in North America and in other regions of the world.

This study is based on the earlier work of Iannaccone and Lutz, Kirkendall and Le Doux and Burlingame and uses socio‐economic data obtained from 77 school districts in Massachusetts through the period 1963–1972. The study examines a series of hypotheses related to the “gap” that may develop between community demand and school board response. Some of the findings are (i) the Iannaccone‐Lutz model of school board member incumbent defeat is valid and the “gap” between community demands and the school board's response is an important factor in the operational model; (ii) the school board's response to community's demands (tax rate) is an important variable in determining the “gap” resulting in incumbent defeat and in predicting the variance in this political phenomenon in school districts; (iii) socio‐economic‐political indicators of school district change selected by Kirkendall are related to school board member incumbent defeat.

The LAUSD is the largest school district in the State and is charged with the responsibility of educating over one‐fifth of the children in California. Taken individually, each of the LAUSD’s eleven local districts would rank in the top twenty in the State in terms of student population. The District is LA County’s second largest employer, and with an annual operating and capital budget of over nine billion dollars, it brings together a diverse range of active and dynamic stakeholders. In 2000 the LAUSD found itself at a crossroads. In response to growing criticism and the threat of a State‐mandated break‐up due to the poor performance of their schools, the District created eleven mini‐districts to improve accountability and take instructional programs closer to the people who use them. This paper provides background on the LAUSD’s decentralization effort and power sharing aspects of the District’s self‐imposed break‐up, and recommendations for addressing these issues are postulated.

This paper explores a district government's role in using school networks to transform turnaround schools in rural Shanghai, China.

Qualitative case studies were conducted.

Findings showed that the C District government varied its power in initiating school networks; collaborative networks were developed but addressed local problems in a limited manner and collaborative networks had difficulties innovating to solve novel problems.

This article presents an “external-internal context” framework for understanding local government's role in school networks and turnaround school transformation in China.

Analyzing data collected from the charter school board members and the superintendent in a charter school district in a southeastern state about the quality and usefulness of training, the purpose of this paper is to provide an important foundation for understanding training and development for charter school boards in the USA.

This study uses a qualitative case study approach to examine a charter school district and the preparedness of charter school board members to serve in that district. The authors sampled one charter school district in the southeast region of the USA and interviewed five charter school board members and the superintendent.

The first theme is composition and responsibility of charter school board members, which outlines the roles and responsibilities that charter school board members assume when they serve on this charter district board. The second theme is preparedness to serve, which traces the readiness of charter school board members to serve on a board. The final theme is training and documents related to the kind of training charter school board members receive once they are appointed to the board.

This study provides a conceptual framework about the dimensions and standards associated with preparedness to serve as a charter school board member and broadens the authors’ understanding of the roles and responsibilities of charter school boards, their preparedness to serve and the training and development they receive.

The study examines the effects of organisational size on elementary school principals′ instructional leadership decisions to allocate teachers to groups of students. More specifically, the study tested the invariance of a personnel allocation decision‐making model for principals from three categories of California district and school sizes, using the LISREL methodology. The results confirmed the fit of the proposed model to the data across schools of all sizes and in small and medium school districts. In large school districts, however, the proposed model did not fit the data. A specification search to determine the model that describes this organisational context indicated that political bargaining with parents and teachers over the allocation of teachers and students is a less important decision input for principals in large school districts.

This paper aims to explore parent and school leader partnerships to engage high poverty and minority families against the backdrop of transformative educators fulfilling federal policy advice on parent involvement in schools. Policies encouraging school and home collaboration are considered in an urban school district.

Qualitative methods explore perspectives of parents and educators regarding parent engagement supporting student advancement. Data collection includes individual and group interviews, document analysis and observations.

Findings suggest that federal policy encouraged collaboration between parents and educational leaders. District initiatives contextualized parent involvement models of school home collaboration. Parents believe parental engagement is essential for student advancement but are uncertain about how to participate. Opportunities exist for transformative leadership in the district and schools.

Research implications suggest that policy can be a catalyst for parent involvement activities. Parents learn that opportunities exist for them to support children in schools and that educational leaders can be partners and advocates. Understandings are extended for educational leaders regarding parents as collaborators supporting students. Finally, policy makers are urged to be mindful in crafting legislation about school home partnerships.

This paper fills literature gaps about parent and educational leader collaboration in advancing parental involvement. Educational leaders are in prime positions to cultivate trusting linkages with high poverty and minority parents by sharing advocacy for students. Transformative educational administrators who strive for equity in schools can further school home alliances. Policy can present opportunities for educators to embrace parental involvement.

The intent of this research study is to explore the following three questions: (1) How do local newspapers cover school district budgeting processes? (2) Does newspaper coverage of the budgeting process relate to budgeting decisions? (3) What characteristics of a school district relate to the amount of newspaper coverage it receives? A survey questionnaire was sent to officials in all Virginia public school districts. Other data needed for this study were obtained from school financial reports and from in-depth analyses of newspaper articles concerning Virginia public school budgeting processes. Approximately 100 newspapers were examined covering 123 of the 133 school districts in Virginia.

Despite the popularity of school “turnaround” and “portfolio district” management as solutions to low performance, there has been limited research on these strategies. The purpose of this paper is to address this gap by exploring the strategic case of Los Angeles Unified School District's Public School Choice Initiative (PSCI) which combined both of these reforms. It examines how core mechanisms of change played out in schools and communities during the first two years of implementation.

The paper draws on a mixed methods study, combining data from surveys, case studies, leader interviews, observations, and document review. It is guided by a conceptual framework grounded in research on school turnaround and portfolio districts, along with the district's implicit theory of change.

The paper finds early success in attracting diverse stakeholder participation, supporting plan development, and ensuring transparency. However, data also indicate difficulty establishing understanding and buy‐in, engaging parents and community, attracting sufficient supply of applicants, maintaining neutrality and the perception of fairness, and avoiding unintended consequences of competition – all of which weakened key mechanisms of change.

Data from parent focus groups and school sites may not be representative of the entire population of parents and schools, and data come from a short period of time.

The paper finds that developing processes and procedures to support complex reform takes time and identifies roadblocks others may face when implementing school turnaround and portfolio management. The research suggests districts invest in ways to ensure neutrality and create a level playing field. It also indicates that leaders should anticipate challenges to engaging parents and community members, such as language and literacy barriers, and invest in the development of unbiased, high‐quality information and opportunities that include sufficient time and support to ensure understanding.

This paper begins to fill a gap in research on popular reform strategies for improving low‐performing schools.

Over the past decade, policy researchers and advocates have called for the decentralization of teacher hiring decisions from district offices to school principals. The purpose of this paper is to document the trends across two and a half decades in principals’ reported influence over teacher hiring decisions in the USA and explore how and whether principal influence varies systematically across contexts.

Regression analysis with secondary data using seven waves of nationally representative data from the Schools and Staffing Survey.

Principals report increased influence over the 25 years that the data span. While principals of urban schools were much more likely to report having less influence over teacher hiring compared to their non-urban counterparts in the late 1980s and early 1990s, their reported influence increased more than that of other principals.

Empowering principals as primary decision-makers assumes that they have the best information on which to make hiring decisions. At the same time, other research suggests that local teacher labor market dynamics contribute to the inequitable sorting of teachers across schools. This study raises questions regarding the implications of the increased influence of principals in teacher hiring on equity of access to quality teachers across schools.

This is the first study to explore whether and how principal influence in teacher hiring decisions has changed over time.