Discover opportunities months before the RFP drops
Learn more →Key metrics and characteristics
The city where this buyer is located.
Total student enrollment.
National Center for Education Statistics identifier.
Total number of schools in the district.
School mascot.
Total number of staff members.
Highest grade level offered.
How easy their procurement process is to navigate.
How likely this buyer is to spend on new technology based on operating budget trends.
How likely this buyer is to adopt new AI technologies.
How often this buyer champions startups and early adoption.
Includes fiscal year calendars, procurement complexity scores, and strategic insights.
Active opportunities open for bidding
Mercer Island School District 400
Elementary schools painting.
Posted Date
Feb 26, 2025
Due Date
Mar 26, 2025
Release: Feb 26, 2025
Mercer Island School District 400
Close: Mar 26, 2025
Elementary schools painting.
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Procurement guidance and navigation tips.
Lower scores indicate easier procurement processes. Created by Starbridge.
Sole Source: If sale is less than $40,000, use sole source. Only consider if under $40,000 and tightly justified; otherwise, steer to a coop to avoid the district’s formal $75,000 bid threshold.
Coops: Lead with a cooperative purchase (e.g., Sourcewell, KCDA). Confirm piggyback eligibility under Chapter
Mercer Island School District 400 rarely uses sole source and provides limited public documentation. Attempting a sole source below the ~$40,000 ceiling is high-risk and slow; prioritize pre-competed cooperative contracts instead.
Board meetings and strategic plans from Mercer Island School District 400
The board discussed and took action on proposed revisions to various board policies, including those regarding board officer and member duties, communication and support to the board, and the role of legislative representatives. A presentation was provided regarding CTE and College and Career Readiness programs, emphasizing the importance of industry-recognized certifications and community involvement. Additionally, the board held an annual reorganization process involving the election of board president, vice president, and legislative representatives, and reviewed updates related to budgeting and financial planning.
The board conducted a study session to review the draft budget for the 2026-2027 fiscal year. Discussions included the reorganization process, board communication, the planning calendar, and meeting schedules. Key financial topics covered the expenditure comparisons across funds, the four-year budget plan, challenges related to state and federal revenue, transportation fund projections, and rising insurance costs. Additionally, the board recognized the promotion of the new director of finance.
The board discussed the adoption of a new Spanish curriculum, emphasizing the need for a proficiency-based approach that also provides strong foundational grammar instruction and authentic cultural representation. The curriculum includes both print and digital resources, which was noted as a preferred combination by students. Additionally, the board reviewed facility and capital asset needs, focusing on critical safety, security, and ADA upgrades. Key infrastructure concerns such as HVAC system updates, fire alarm system modernization, and accessibility improvements for high school hallways were addressed, along with ongoing lead testing in building water systems.
The committee discussed the proposed adoption of a new Spanish curriculum for grades 6-12, highlighting cultural themes, accessibility, and the use of real-life communication materials. The committee also evaluated the KnowAtom science curriculum for grades K-5, focusing on inquiry-based learning, NGSS alignment, and scaffolding strategies. Discussion included considerations for implementing pilot programs for both subjects, evaluating cost-effectiveness, staff training needs, and potential impacts on students of varying language proficiency levels. The committee ultimately voted to approve both the Spanish and Science pilot programs.
This document outlines current practices and future opportunities to enhance student safety and support within schools, identifying fragmented efforts in student learning and staff training as a primary challenge. It proposes a system-level shift to cultivate a culture of safety and trust through ongoing, multi-year student engagement, peer mentorship across grade levels, and visible, shared community expectations. A key recommendation is the establishment of a Student Safety Action Task Force to review current practices, identify inconsistencies, and develop a phased, district-wide approach for prevention, response, and support.
Extracted from official board minutes, strategic plans, and video transcripts.
Track Mercer Island School District 400's board meetings, strategic plans, and budget discussions. Identify opportunities 6-12 months before competitors see the RFP.
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