William Ash

This document provides an update on the progress of a six-year Capital Safety, Facilities, and Technology Improvements Levy, and the associated Capital Projects Fund (CPF). It reviews the accomplishments of the 2024-25 fiscal year, highlighting upgrades in security vestibules, roofing, playgrounds, and technology. The update details the financial status of the CPF and outlines projects planned for 2025-26, alongside a long-range planning timeline, with the goal of enhancing school safety, modernizing facilities, and upgrading technology.

This document, an Educational Facilities State Study and Survey, serves as a long-range educational and facilities plan for Central Valley School District. It evaluates and prioritizes the district's needs for new and modernized school buildings and sites to enhance instructional opportunities, provide necessary space, and improve existing facilities through approximately 2040. The plan addresses student population changes, aging infrastructure, and evolving educational and technological requirements, ensuring safe, educationally sound, and adequately sized learning environments in alignment with the district's strategic principles of equitable opportunities, reimagined systems, whole child support, and infinite possibilities.

This document outlines the Board-Superintendent Team Goals for the 2025-2026 school year. The goals are centered on three key initiatives: enhancing academic achievement through district-wide improvement efforts, supporting the continued implementation of a strategic plan focused on a culture of belonging, equitable opportunities, and reimagined systems; and ensuring fiscal accountability and budget oversight to improve the General Fund balance.

The board conducted the mid-year evaluation of Superintendent Dr. John Parker based on progress toward the three Board-Superintendent Team (BST) Goals for the 2025-2026 school year, utilizing specific metrics and KPIs. Initiative 1, Academic Achievement, showed substantial progress regarding Professional Learning Community (PLC) work, although the board requested more frequent reporting of feedback from administrative and teacher teams on PLCs. Under Initiative 2, Implement Strategic Plan, the board appreciated the use of OneNote for evidence but requested date inclusion for new artifacts and requested committee meeting minutes for regular updates. The board also requested the Superintendent include details from one-on-one meetings in weekly email reports, respecting OPMA restrictions. Initiative 3, Fiscal Accountability and Budget Oversight, acknowledged extensive PLC professional development funding; the board requested that the allocations for this PD and the amount of taxes paid for this effort be provided. The board also requested a report on the staffing model linked to enrollment and equitable staffing adjustments.

This document is a report card detailing progress on the Central Valley School District's 2023-2028 Strategic Roadmap, which aims to create infinite possibilities for all students. The roadmap outlines the district's strategic direction through four key areas: pursuing a culture of belonging and equitable opportunities, reimagining systems and structures, prioritizing district-wide supports for the whole child, and launching infinite possibilities. The overarching mission is to prepare students for career and life through high-quality, comprehensive education in a safe and inclusive environment.