Following the Corvallis School Board’s decision last fall to approve the District’s proposal to close Letitia Carson Elementary and Cheldelin Middle School to save $3 million, Save Corvallis Schools, a coalition of parents and community members, filed recall petitions for each of the seven board members. Our goal was to offer the community an opportunity to take action prior to the next school board election in May 2027.
Many families felt the decisions were made hastily, lacked supporting data, and did not meaningfully incorporate community input. Beginning in January, volunteers collected signatures across public and private spaces. Because Oregon requires recall petitions to be signed in person, community access became a significant hurdle, especially for families with limited availability, transportation barriers, or concerns about being seen participating. Many district staff and community members expressed fear of retaliation if they signed, and non‑citizen parents, whose children attend Corvallis schools but who cannot vote or sign petitions, shared gratitude that someone was speaking up on their behalf.
Importantly, the volunteers who stepped forward represented every corner of the community. Many were not directly affected by school closures; they included families from other schools, retired educators, and community members without children currently in the district. Their participation reflected a broad concern about the district’s direction and a shared desire for stronger leadership, clearer communication, and more thoughtful long‑term planning.
Several businesses declined to host signature gathering after receiving complaints from board members and their families, and volunteers avoided city‑wide canvassing after concerns about interference. The local teachers union warned staff that there would be repercussions if this recall was successful, and that individual participation may bring risk to their job security. Ultimately, we did not reach the required 4,577 signatures for any of the seven board members. While not surprising given the scale of the task and the barriers to participation, the effort significantly increased community awareness, engagement, and dialogue about the district’s direction.
We also spoke with many families who were unaware of the planned school closures despite the $200 million 2018 Capital Improvement Bond still being repaid through 2038, highlighting how many community members are operating with outdated or incomplete information.
What We Learned From the Community
Academic and Programmatic Decisions Without Clear Evidence
Families and staff consistently raised concerns about the dismantling of academic scaffolding over the past decade. This included early algebra, advanced middle‑school coursework, and meaningful arts programming. These changes were implemented without transparent evaluation or outcome data. Academic rigor is now often measured by basic metrics such as graduation rates rather than creativity, advanced learning, or student engagement.
Fiscal Mismanagement and Facilities Planning
The 2018 Capital Improvement Bond was implemented without adequate long‑term planning, despite declining enrollment projections. Less than four years after major construction was completed, the District announced a budget shortfall ($4 million for the 2026-2027 school year, equating to less than 2% of the $185 million annual school budget for the current school year) and proposed closing two neighborhood schools. This includes buildings that had recently received more than $30 million in updates. Meanwhile, long‑standing issues such as lead in drinking water at another school remain unresolved, even as that building is slated to receive significantly more students.
At the same time, district leadership compensation has increased substantially. Annual raises for executive leadership have averaged 8% in recent years, with several administrators now earning a combined total approaching $1 million annually. These increases were approved shortly after program cuts and school closures were announced, raising questions about priorities and fiscal stewardship.
A Consolidation Plan That Contradicts Fiscal Responsibility and Student Safety
The decision to retain the Mt. View building, despite district data showing that Letitia Carson is in better condition and would avoid significant upcoming costs, has raised concerns about both fiscal responsibility and student safety. Mt. View requires remediation for lead‑contaminated water, boiler replacement, HVAC upgrades, and fire‑safety improvements. It also lacks safe walking or biking routes, increasing reliance on an already strained bus system. Many community members questioned whether internal biases influenced this decision.
Policies That Accelerate Enrollment Decline
As advanced coursework, arts programming, and TAG supports have diminished, families with resources have increasingly left for private schools, charters, or neighboring districts. This takes per‑student funding with them. Enrollment within CSD has dropped from 90% of local school‑aged children in 2016 to 78% in 2025. Our own survey found that up to 25% of families directly affected by closures are now planning to leave the district. When this information was shared with district leadership, it was met with skepticism rather than concern.
This ineffective feedback loop, combined with fewer opportunities, declining enrollment, reduced funding, and further cuts disproportionately harms families who cannot afford alternatives, while providing motivation to find other opportunities for families who can afford to leave the district.
Transparency and Community Trust Have Broken Down
Families consistently described confusion, inconsistent messaging, and limited opportunities for genuine engagement with the School Board and District leadership throughout this consolidation process. Listening sessions relied on district‑directed questions, and many families later learned that key agreements had been negotiated months before the public was informed. Across school closures, instructional changes, facilities planning, and administrative compensation, families repeatedly asked for data and clear explanations but instead encountered shifting rationales and procedural opacity.
During the Board’s February evaluation of the Superintendent, the only critique offered was the need to rebuild trust with the community. Rebuilding trust will require more than positive messaging. It requires transparent data, thoughtful planning, and a commitment to moving beyond “good enough.”
Relationships That Shape Decision‑Making
Through months of meetings, public testimony, and records review, we gained an unusual window into how decisions are influenced behind the scenes. Community members raised questions about:
- Whether political ambitions create conflicts of interest
- Business or professional relationships tied to district contracts
- A pattern of approving motions and proposals with limited independent scrutiny
- Qualifications and oversight within key leadership roles
Raising these questions is not about personal attacks; it is about ensuring transparency and accountability as the community looks toward the next election.
The Damage Is Already Underway
School closures are happening. Teachers have been reassigned. Students are preparing to transition to new buildings, peers, and routines. Yet public messaging has emphasized branding updates and symbolic gestures rather than the educational impact.
Families should be watching closely in the coming year, including:
- Class size changes and course availability
- Teacher turnover and staffing stability
- Social‑emotional supports for transitioning students
- Transportation reliability, commute times, increased traffic (Walnut, 99-Granger)
- Whether academic outcomes continue to decline
Being honest about what lies ahead is essential for rebuilding trust. Taking action pro-actively is responsible leadership. Trust and leadership is what is desperately needed right now within our school district.
What We’ve Done — and What Comes Next
Over the past several months, community members have attended board meetings, reviewed documents, written public comments, organized forums, and engaged neighbors in good‑faith conversation. This included many who did not support the recall but cared deeply about the district’s direction. These conversations were invaluable. When we focus on areas of shared concern, we build a stronger future than when we focus solely on our differences.
Our work does not end with the close of the recall window. We will continue advocating for transparency, accountability, and thoughtful long‑term planning. Our near‑term focus will shift to supporting strong, community‑driven candidates for the May 2027 school board election, when four seats will be on the ballot.
In the meantime, we encourage families to stay engaged: attend board meetings, submit public comments, and ensure questions and concerns are part of the public record. Transparency and accountability depend on public dialogue and that dialogue must include families.
As promised, all petition signature sheets will be destroyed to preserve anonymity.
We are deeply grateful to:
- The volunteers who showed up day after day
- The families who shared their experiences
- The educators and staff who trusted us with their stories
- The non‑citizen parents who reminded us that leadership must serve all families
- The many community members who supported the effort quietly because they feared retaliation
- The volunteers from across the district, including those not directly affected by closures and those without children currently in the schools, who stepped forward because they care about the future of public education in Corvallis
- The community members who engaged in thoughtful conversation about the district’s direction even though they did not support the recalls
When we lean into the areas where we agree, we build a stronger future than when we focus solely on our differences.
And, Finally
Corvallis – our schools, students, and community deserve better. Yesterday’s “good enough” has left too many students struggling. We cannot promote a future “Corvallis Promise” without making the necessary changes today to ensure every student has the opportunity to reach their potential.
Julie Alexander is a member of Save Corvallis Schools. The organization’s self-description is that they are a coalition of parents and community members committed to ensuring that district leadership makes decisions that are data‑driven and reflect fiscal responsibility, transparency, and a clear commitment to students.
Do you have a story for The Advocate? Email editor@corvallisadvocate.com