Activism

Citing COVID Safety Needs, Oakland High Teachers Limit Encounters with Students

According to Le’Lani Walker, a senior at OHS, teachers explained the work to rule action to students shortly before it began. Although she felt it was “kind of frustrating” when she needed a little extra help with chemistry, she “sees the bigger picture” and feels that the action will help students in the long run.

Published

4 years ago

January 24, 2022

Oakland Post

Many teachers at Oakland High School have decided to refuse to do any work not stipulated in their contract in a labor action aimed at securing better COVID safety measures from the Oakland Unified School District. Photo of Oakland High School by Zack Haber on September 13, 2021.

By Zack Haber

Due to concerns about COVID safety issues, many teachers at Oakland High School have been engaging in ‘work to rule,’ a labor action tactic where workers only do the tasks specified in their contract, since January 6.

“It means is we don’t do anything extra,” said Cole Margen who teaches history at the school.

Teachers at Oakland High have been keeping their doors closed to students before and after school, as well as during lunch and their lesson planning periods.

According to David Byrd, a music teacher and union site representative at Oakland High, over 40 teachers out of 89 in the school have come to meetings related to the action and have committed to ‘work to rule,’ but he suspects more teachers are involved. Throughout the school, teachers have hung flyers on their doors indicating their support that say “To encourage greater COVID safety on our site this teacher is working to rule!”

Typically, most teachers at Oakland High School (OHS) would welcome students into their classroom for extra academic help and/or to socialize during non-classroom hours, even though their contract doesn’t require them to do so. English Immersion teacher Miles Murray thinks this extra work’s absence immediately becomes noticeable.

“There are extra hours we’re expected to work, and must work, in order to keep the school functioning,” said Murray. “We need to remind the public of that.”

While teachers interviewed for this article mentioned a variety of improved COVID safety measures they’d like to see OUSD implementing at OHS, they all stressed their demand for a safer environment for students to eat lunch, including more tables for the large cafeteria and more outdoor dining facilities. They report that the lack of spaces to eat safely and comfortably has forced students to eat in unsafe places, like the hallways.

“When I do work to rule and hold the line by saying ‘you can’t lunch in my classroom,’” said English teacher Marika Iyer, “I hope to make it clear to the admin, district and the community that these are not safe conditions.”

Oakland students also want safer options for eating lunch.

“I’m not sure where to go and I don’t feel like there’s anywhere safe to eat,” said Trey Shanklin, an OHS senior. “If OUSD provided more outside eating options I would definitely be eating outside more than inside.”

In an e-mail to The Oakland Post, OUSD director of communications John Sasaki stated that the district had built “covered outdoor structures at numerous schools since the fall,” and that they plan to continue to do so, but supply chain issues have slowed the process at some schools.

“Whenever [the materials] come in, our staff quickly gets them installed,” he wrote. “That will happen soon at Oakland High School.”

But until the facilities are installed at their school, OHS teachers say they plan to continue to work to rule.

In the meantime, the Omicron surge has affected OHS and other district schools. Murray, who was quarantining when he did his interview for this article due to becoming sick with the virus, said that in the days before his isolation period started, about a third of his students were out for reasons related to COVID-19.

A “no-go” list sent from OHS administrators to staff shows that between January 3 and 12, over 325 of the school’s approximately 1,550 students were absent at some point, usually multiple days, due to testing positive for COVID or COVID related quarantining.

OUSD’s data shows that, across the district, about 1,550 combined students and staff tested positive for COVID during the first two weeks back from school after winter break out of a total population of about 39,000.

As COVID cases have surged since coming back from break, students and staff at various OUSD schools have engaged in a variety of actions that they’ve labeled sickouts, strikes, and/or boycotts, that have involved them not coming to school out of protest.

These actions have been neither sanctioned nor denounced by Oakland Education Association, the teachers’ union for OUSD. A teacher-led sickout action for better COVID safety measures announced on January 6 and executed on January 7 caused a dozen schools to effectively close for a day.

According to music teacher David Byrd, OHS teachers were inspired when they heard about the January 6 sickout but since their school has many newly hired teachers, they felt an action involving teachers calling in sick en masse could be too risky for those who weren’t tenured to want to engage in.

“We said we’re acting in solidarity, and we support these other sites,” said Byrd. “But how can we expect these new teachers to put so much on the line so quickly?”

OHS teachers were successful in getting both long-term and new teachers on board for the action. One non-tenured OHS teacher who asked not to be named due to fearing that speaking to media might make it less likely they get rehired next year, said they were participating because it showed the unpaid work teachers do and the unsafe conditions students and staff eat lunch in.

“I feel safe participating in the action because of the solidarity shared by my fellow staff,” they said. “Almost all doors now have the work-to-rule sign posted on them, so I am much less likely of being singled out.”

Byrd described work to rule as an easy action to start with and that he hoped it could unify the staff for more actions down the line. Murray feels work to rule has been effective and is putting the staff in a good position to consider more radical actions.

“Now everyone is activated on our campus and looking for the next action,” he said.

“I strongly support it,” Walker said. “The fact that they’re doing everything within their power to get the attention of the district to address COVID safety issues is comforting.”

OHS students like Shanklin and Walker have been organizing their own actions and have been in communication with teachers about them. When the students did a sickout action on January 13 to demand better COVID safety measures such as more outdoor spaces to eat and twice weekly PCR and rapid tests, they asked OHS staff to join them.

“If you are able to participate,” students wrote in their letter. “Please call in sick, stay home, and send a message updating families about our demands and current events.”

The day before the sickout, Oakland High’s administration sent a message to parents asking them to keep their children at home during the sickout day, and that students wouldn’t be “adversely affected for not attending school” that day. Byrd and history teacher Cole Margen, who were on campus that day said the vast majority of students weren’t present. Substitute teacher request logs show 52 teachers were absent from school that day.

On Tuesday, January 18, OHS students again engaged in a boycott for the same demands as their January 13 sickout. This time students across the district also did not attend school.

The petition for the January 18 boycott that has over 1200 student signatures from over 20 schools, states “If these demands are not met, we will be striking by not attending school. We will be striking until we get what we need to be safe.”

While The Oakland Post was unable to get official numbers for absent students across the district during the boycott, six different OHS teachers estimated that between a third and just over half of the students at their site were absent on January 18 and 19.

To support the student boycott, teachers at three OUSD schools — Bridges Academy, Acorn Woodland Elementary School and United for Success Academy — all engaged in a sickout action that shut down their campuses on January 18. Murray thinks students and staff are increasingly coming together to demand better COVID safety measures from OUSD.

“It feels like there’s momentum across the whole district,” he said.

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Ann Lowe: The Quiet Genius of American Couture

Lowe was born in Clayton, Alabama, into a family of gifted seamstresses. Her mother and grandmother were well-known dressmakers who created exquisite gowns for women in the area. By the time Lowe was a young girl, she was already showing extraordinary talent — cutting, sewing, and decorating fabric with a skill that far exceeded her age. When her mother died unexpectedly, Lowe – only 16 years old then – took over her mother’s sewing business, completing all the orders herself.

Published

5 days ago

December 14, 2025

Oakland Post

Photo courtesy of National Archives.

By Tamara Shiloh

Ann Cole Lowe, born Dec.14, 1898, was a pioneering American fashion designer whose extraordinary talent shaped some of the most widely recognized and celebrated gowns in U.S. history.

Although she designed dresses for society’s wealthiest families and created masterpieces worn at historic events, Lowe spent much of her life in the shadows — uncredited, underpaid, yet unmatched in skill. Today, she is celebrated as one of the first nationally recognized African American fashion designers and a true visionary in American couture.

In 1917, Lowe moved to New York City to study at the S.T. Taylor Design School. Although she was segregated from White students and forced to work separately, she, of course, excelled, graduating earlier than expected. Her instructors quickly recognized that her abilities were far above the typical student, especially her skill in hand-sewing, applique, and intricate floral embellishment – techniques that would become her signature.

Throughout the 1920s and 1930s, she designed gowns for high-society women in Florida and New York, operating boutiques and working for prestigious department stores. Her reputation for craftsmanship, originality, and elegance grew increasingly. She was known for creating gowns that moved beautifully, featured delicate hand-made flowers, and looked sculpted rather than sewn. Many wealthy clients specifically requested “an Ann Lowe gown” for weddings, balls, and galas.

Her most famous creation came in 1953: the wedding gown worn by Jacqueline Bouvier when she married Massachusetts Sen. John F. Kennedy. The dress – crafted from ivory silk taffeta with dozens of tiny, pleated rosettes – became one of the most photographed bridal gowns in American history. Despite this achievement, Lowe received no public credit at the time. When a flood destroyed her completed gowns 10 days before the wedding, she and her seamstresses worked day and night to remake everything – at her own expense. Her dedication and perfectionism never wavered.

She eventually opened “Ann Lowe Originals,” her own salon on New York’s Madison Avenue. She served clients such as the Rockefellers, DuPonts, Vanderbilts, and actresses like Olivia de Havilland. Yet even with her wealthy clientele, she struggled financially, often undercharging because she wanted every dress to be perfect, even if it meant losing money.

Lowe’s contributions were finally recognized later in life. Today, her exquisite gowns are preserved in museums, including the Smithsonian National Museum of African American History and Culture and the Metropolitan Museum of Art.

In the last five years of her life, Lowe lived with her daughter Ruth in Queens, N.Y. She died at her daughter’s home on Feb. 25, 1981, at the age of 82, after an extended illness.

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2025 in Review: Seven Questions for Black Women’s Think Tank Founder Kellie Todd Griffin

As the president and CEO of the California Black Women’s Collective Empowerment Institute, Griffin is on a mission to shift the narrative and outcomes for Black women and girls. She founded the nation’s first Black Women’s Think Tank, securing $5 million in state funding to fuel policy change.

Published

5 days ago

December 14, 2025

Oakland Post

Kellie Todd Griffin. CBM file photo.

By Edward Henderson
California Black Media

With more than 25 years of experience spanning public affairs, community engagement, strategy, marketing, and communications, Kellie Todd Griffin is recognized across California as a leader who mobilizes people and policy around issues that matter.

Griffin spoke with California Black Media (CBM) about her successes and setbacks in 2025 and her hopes for 2026.

Looking back at 2025, what stands out to you as your most important achievement and why? 

Our greatest achievement in this year is we got an opportunity to honor the work of 35 Black women throughout California who are trailblazing the way for the next generation of leaders.

How did your leadership, efforts and investments as president and CEO California Black Women’s Collective Empowerment Institute contribute to improving the lives of Black Californians? 

We’re training the next leaders. We have been able to train 35 women over a two-year period, and we’re about to start a new cohort of another 30 women. We also have trained over 500 middle and high school girls in leadership, advocacy, and financial literacy.

What frustrated you the most over the last year?

Getting the question, “why.” Why advocate for Black women? Why invest in Black people, Black communities? It’s always constantly having to explain that, although we are aware that there are other populations that are in great need, the quality-of-life indices for Black Californians continue to decrease. Our life expectancies are decreasing. Our unhoused population is increasing. Our health outcomes remain the worst.

We’re not asking anyone to choose one group to prioritize. We are saying, though, in addition to your investments into our immigrant brothers and sisters – or our religious brothers and sisters – we are also asking you to uplift the needs of Black Californians. That way, all of us can move forward together.

What inspired you the most over the last year?

I’ve always been amazed by the joy of Black women in the midst of crisis.

That is really our secret sauce. We don’t let the current state of any issue take our joy from us. It may break us a little bit. We may get tired a little bit. But we find ways to express that – through the arts, through music, through poetry.

What is one lesson you learned in 2025 that will inform your decision-making next year?

Reset. It’s so important not to be sitting still. We have a new administration. We’re seeing data showing that Black women have the largest unemployment rate. We’ve lost so many jobs. We can have rest – we can be restful – but we have to continue the resistance.

In one word, what is the biggest challenge Black Californians faced in 2025?

Motivation.

I choose motivation because of the tiredness. What is going to motivate us to be involved in 2026?

What is the goal you want to achieve most in 2026?

I want to get Black Californians in spaces and places of power and influence – as well as opportunities to thrive economically, socially, and physically.

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BRIDGE Housing President and CEO Ken Lombard Scores Top Honors for Affordable Housing Leadership

The Development Company of the Year honor represents a milestone for BRIDGE Housing, which received the Gold award—its top designation—in a category that included both affordable and market-rate developers. The recognition caps what has been one of the strongest growth periods in the organization’s 42-year history.

Published

6 days ago

December 14, 2025

Oakland Post

BRIDGE Housing President and CEO Ken Lombard. Courtesy of BRIDGE Housing.

By the Oakland Post Staff

San Francisco-based BRIDGE Housing and its president and CEO, Ken Lombard, have been named among the nation’s housing industry standouts, earning two of the top prizes at the 2025 Multi-Housing News Excellence Awards.

BRIDGE Housing was named Development Company of the Year, while Lombard received Executive of the Year, recognition that places the nonprofit affordable housing provider alongside leading national developers of both affordable and market-rate housing.

The awards were announced in New York for the accomplishments achieved during 2024.

Multi-Housing News is one of the industry’s most respected publications. Award winners are selected by a panel of housing professionals, including multifamily developers, architects, and owners.

“BRIDGE Housing is deeply honored to be recognized by Multi-Housing News and our industry peers,” Lombard said. “These awards are a testament to the high-impact, mission-driven work by BRIDGE’s exceptional team to deliver quality affordable housing and support services that empower residents to improve their lives.”

In 2024, BRIDGE significantly expanded its footprint across California, Oregon, and Washington. That momentum continued into 2025, with portfolio growth of 9%, including the addition of nine new communities and 1,187 new or acquired affordable housing units. The nonprofit also added three new projects to its development pipeline as it nears a portfolio of 16,000 units.

The growth reflects a broader strategy aimed at accelerating both acquisitions and ground-up development, supported by partnerships with major financial institutions and innovative capital markets strategies. BRIDGE has also emphasized high-quality design and deep community engagement as central elements of its approach.

BRIDGE became the first affordable housing developer to issue tax-exempt construction bonds for one of the largest affordable housing projects in Portland, Ore., leveraging its strong credit rating.

Earlier this year, the nonprofit launched the BRIDGE Housing Impact Fund, with a goal of investing $1 billion to preserve and create affordable housing. It also closed on $175 million in taxable general-obligation bonds after increasing the offering in response to strong investor demand.

The company’s performance also underscores the role of Lombard, who has led BRIDGE since 2021 and was honored individually for his leadership.

Under Lombard’s tenure, BRIDGE has built a new leadership team with experience drawn from both the nonprofit and private sectors, with a particular focus on what the organization describes as efforts to “break the status quo,” especially in affordable housing finance. Those initiatives have helped reduce capital and construction costs, strengthen relationships with institutional investors, and expand resident support services.

Today, BRIDGE Housing serves more than 33,000 residents across 139 communities on the West Coast.

“Ken has dedicated his career to innovative real estate solutions that improve the quality of life in underserved neighborhoods,” said Kenneth Novack, chair of BRIDGE Housing’s board of directors. “His visionary leadership and the work of our incredible team have positioned BRIDGE for long-term growth that will extend our impact throughout the West Coast.”

Founded in 1983, BRIDGE Housing has helped create more than 23,000 affordable homes with a total development cost of $6 billion.