UC Santa Cruz

District leaders have rich insights into managing civic-minded reforms, like community schools, yet, little research on school reform examines their experiences within policy paradigms and political contexts that are increasingly marketized. Through oral histories with two longtime Oakland education leaders, we show how leaders negotiated and carried out initiatives while juggling challenges. Despite commitments to quality public education, leaders often faced competing pressures and values by local and external actors. We argue that Oakland represents a critical case of central office reform amid a resource-scarce, market-oriented educational landscape that shapes racialized community engagement and redefines power dynamics in the district.