At its Nov. 10 workshop, the Camas School District board reviewed draft legislative priorities that will be presented informally at a legislative reception and that the board may adopt on Nov. 24.
At its Nov. 10 workshop the Camas School District board heard administrators tie the district strategic plan and 'profile of a graduate' to classroom practice through school-level theories of action and a multi‑tiered system of supports, with a particular focus on literacy in elementary grades and ninth‑grade on‑track interventions in secondary.
The district's communications director presented a district-wide communications plan focused on consistent messaging, ADA accessibility, analytics-driven improvements, and a 'Profile in Action' storytelling series tied to the district's strategic plan.
Camas School District approved replacement of the playing turf at Doc Harris Stadium, funding it through capital-levy funds; the board deferred decisions on a center-field logo and colored end zones until staff return with fundraising or funding options.
At its Oct. 22 meeting the Camas School District Board of Directors approved multiple contracts, student placements and facility actions, including two student placement authorizations, equipment leases and purchases, a turf replacement authorization and the sale of surplus property; all votes recorded as unanimous.
The district reported revenue and expenditure totals for the 2024-25 closeout, a net drop in general fund balance, steady capital reserves that include impact fees, and ongoing cost-containment measures.
Superintendent outlined October enrollment counts that modestly exceeded the district's projection, cited growth hotspots at Lacamas Lake and Grass Valley elementaries, and said the district used contingency capital funds to add paraeducator and supervision positions rather than to expand central administration.
Camas School District staff and partners described progress on design, permitting and partnerships for an indoor tennis center at the high school campus, outlining schedule milestones, access plans, operations roles and community uses.
District staff summarized completed and ongoing levy-funded projects, remaining levy budgets, planned future work (roofs, boilers, turf) and updates on potential property sales (Karcher and Leadbetter) that could supplement capital funds.
District leaders outlined a shared secondary-level theory of action emphasizing ninth-grade on‑track interventions to improve graduation rates; they also reviewed the Open Doors Grad Alliance reengagement program and recent data that placed it in state Tier 3 for improvement.