Newark Unified studies surplus sites and Measure O funds for STEM, workforce housing and staff retention

Superintendent and board members used the meeting's second half to run a study session on district asset strategy, focusing on how property and one‑time bond funds could be used to advance educational priorities such as STEM/STEAM, staff recruitment and retention.

The superintendent opened by urging the board to identify what educational outcomes they want facilities to support, saying "we have money to be able to do that through our Measure O funds" but stressing that bond money is one‑time and restricted. Board members suggested options including leasing or converting closed sites for workforce housing, using lease revenue for health‑care support for employees, and prioritizing maker spaces and STEM labs at specific campuses.

Member Block asked the district to consult labor partners (CSEA, CTA) about whether staff would prefer workforce housing or a revenue stream for health care; "we really gather their input because it's meant to benefit them," she said. Member Hill urged caution and recommended a portfolio analysis before deciding to sell or permanently surplus property: "The minute that we sell a property, that's it. It's gone," Hill said.

Superintendent staff committed to next steps: produce school‑site enrollment and projection reports for the board's January meeting, draft an RFP and candidate list for consultants to do community surveys and portfolio analysis, and explore non‑general fund sources to pay for initial consulting (the superintendent cited available funds from the prior Russian sale and potential Measure O allocations). The superintendent estimated staff could set aside $75,000–$100,000 from non‑general funds to start consultant work.

Board members also recommended fast‑tracking review of two closed sites (referred to in the discussion as Snow and Music) because they are incurring ongoing maintenance and security costs; members disagreed on whether to fast‑track only those sites or do a district‑wide portfolio analysis first.

The board gave staff direction (consensus, not a formal vote) to prepare consultant options, enrollment data and budget implications and return with recommendations in January.