California school districts are operating in a new collective bargaining environment, one that requires school business officials to think differently about preparation, communication, and district operations.

That was the central message of CASBO’s recent Collective Bargaining Lab webinar, Strikes, featuring CASBO CEO Tatia Davenport, F3 Law Partner Namita Brown, School Services of California President and CEO John Gray, and Twin Rivers Unified School District Chief Business Official Ryan DiGiulio.

As the first session in the quarterly CBO Collective Bargaining Lab series, the discussion explored the growing frequency of labor actions across California and the lessons school business leaders can apply before, during, and after a strike.

A New Era of Collective Bargaining

Panelists noted that the 2025-26 school year saw an unprecedented number of strikes and labor actions across Northern California, including West Contra Costa, Twin Rivers, San Francisco, and Dublin Unified school districts.

According to Gray, today’s bargaining environment differs significantly from previous decades. He pointed to the long-term effects of the Janus decision and increased statewide organizing efforts that have created more coordinated bargaining strategies across districts.

“The rules have changed,” Gray explained. “Districts need to understand that some labor actions may be part of larger organizing efforts and not solely the result of local negotiations.”

This evolving landscape means that district leaders can no longer assume traditional bargaining approaches will produce traditional outcomes.

Lessons From the Front Lines

DiGiulio shared firsthand insights from Twin Rivers Unified School District’s recent 12-day strike, offering participants a candid look at the operational and leadership challenges districts face during labor actions.

While the district’s primary bargaining dispute centered on health benefits, the strike’s impact extended far beyond negotiations.

“We had to focus on maintaining operations, supporting students, communicating with families, and ensuring our board understood the realities of what was happening,” DiGiulio said.

His experience reinforced a critical takeaway echoed throughout the webinar: preparation begins long before bargaining reaches impasse.

Build Trust Before You Need It

One of the strongest themes throughout the discussion was the importance of establishing credibility and trust with governing boards well before labor tensions escalate.

Panelists encouraged CBOs to regularly educate board members on district finances, bargaining proposals, and long-term fiscal implications throughout the year.

By building a foundation of trust and transparency, district leaders are better positioned to navigate the intense public and political pressures that often accompany labor disputes.

Board members should also understand key bargaining processes, including the advisory nature of fact-finding reports and the board’s ultimate authority in decision-making.

Communication Is a Strategic Priority

Successful strike preparation is not limited to bargaining strategy. Communication planning has become equally critical.

Panelists emphasized the need for districts to proactively develop communication systems capable of reaching employees, families, students, community members, and media outlets quickly and effectively.

In many cases, labor organizations have sophisticated communication strategies already in place. Districts must be prepared to communicate with similar consistency and clarity.

Strong communication plans help ensure stakeholders understand the district’s position, financial realities, and operational decisions throughout the bargaining process.

Prepare Operationally for Continuity

The webinar also highlighted the importance of operational readiness.

Districts were encouraged to review substitute management systems, instructional continuity plans, site coverage procedures, and access to curriculum resources before labor actions occur.

Participants discussed the value of cross-department collaboration, noting that bargaining preparation should extend beyond Human Resources and Business Services. Education Services, Special Education, Communications, and site leadership all play important roles in maintaining district operations during labor disruptions.

Regional collaboration can also be beneficial. Neighboring districts may be competing for substitute resources during simultaneous labor actions, making communication and coordination increasingly important.

Financial Transparency Matters

Panelists stressed that districts must be prepared to clearly demonstrate the financial implications of bargaining proposals.

This includes developing detailed cost analyses not only for salary increases, but also for health benefits, class size changes, special education caseload proposals, and other contract provisions that carry ongoing fiscal impacts.

Providing boards with clear financial scenarios helps support informed decision-making and allows districts to connect bargaining proposals directly to potential impacts on programs and services.

Looking Ahead

While no district wants to experience a strike, the panel agreed that preparation is no longer optional.

Today’s bargaining environment requires school business leaders to anticipate challenges earlier, engage experts sooner, strengthen communication systems, and prepare operational plans well before labor actions occur.

The webinar served as a reminder that effective strike preparation is ultimately about protecting students, maintaining district operations, and ensuring leaders can make informed decisions during some of the most challenging moments a district may face.

As California’s collective bargaining landscape continues to evolve, school business officials who invest in preparation, collaboration, and communication will be best positioned to navigate whatever comes next.

Thank You To Our Presenters