Students should not only be participants in their education, but active decision makers who shape the policies and practices that affect them.That’s a commitment by Yakima School District board members. Their priorities for equity and student success are shifting the culture toward student-driven governance and policy co-creation.
WSSDA honored these efforts by naming the Yakima School District Board its 2024 Board of the Year, Large District.
“Student voice” surfaced as a priority with the board’s commitment to identify and close opportunity gaps by fostering an inclusive environment where student input is valued. Board members recognized that the traditional model of having a student board representative did not necessarily give all students a voice.
The gateway to more student involvement was the Superintendent Student Voice Council and Fellowship. The group brings together district staff, board members, and community representatives. Students have the leading role.
“Previously, we weren’t putting students in position to do valuable work,” said Superintendent Trevor Greene. “Now they’re learning about policy governance and better understand the system.”
Students responded to the chance to have their voices heard. In the first year, more than 200 students applied to be part of the council. Participation opportunities have grown, and now every school has a student leadership team.
Board President Ryan Beckett said more than 30 students were involved in the initial Student Voice Council work. Many spent a year drafting the policies and presenting them to the board.
“I was impressed by the students’ relentless commitment to the project, even when troubleshooting through some issues,” Beckett said.
New Policies Ensure Student Voice and Equity
Two key policies emerged from the Student Voice Council and Fellowship. The Student Voice Policy formalizes students’ role in district governance, and the Equity Policy promotes fairness and justice across all the district’s educational practices.
Students within the Student Voice Council and Fellowship drafted both policies. They gathered feedback from over 1,000 students, staff and community members. The resulting policies were endorsed by 80% of stakeholders.
Since their successful program launch, students have presented the initiative to regional superintendents and administrators, sparking interest in duplicating the program.
The board’s key takeaway is that creating structured, meaningful opportunities for student input can significantly improve the board’s understanding of student needs and lead to more effective decision-making.
For students, drafting policies directly with district staff leads to deeper engagement and a greater sense of ownership over the decisions that affect them. Board members are committed to continuing the model of co-creation for future initiatives, supporting a broader culture shift toward student-driven governance in the district.
In addition to student voice, Yakima’s school board reflects the community. Members include a district alum, a former district employee, and a district parent: Beckett. “It’s a perspective I’m proud to bring to the table.”
He observed that while board members have different viewpoints, they’re committed to hearing each other out.
Board members’ strengths add up to the greater good for students, Greene added. “The board members keep students first in different ways, and they are committed to all students.”
Beckett said board members also are modeling for students what it looks like to be involved in the community.
Efforts Create a More Efficient Board
Yakima School Board members used to meet five times a month, and their regular board meetings often lasted three hours. They agreed that change was needed and identified areas to fix that were under their control.
Trainings and retreats through WSSDA and other organizations helped board members clarify roles, improve decision making and strengthen equity policies and governance systems. Training sessions led by Dr. Mary Alice Heuschel improved communication channels and aligned strategic goals with district leadership. Board members also participated in training that strengthened their ability to address concerns such as budget issues and student achievement gaps.
Within 18 months the culture shifted and the board was working more efficiently. Some tactics included:
- Setting time limits for presenters at school board meetings
- Encouraging fewer staff members to attend board meetings; sometimes too many staffers attended in case questions came up during a presentation. “Some people were afraid we’d lose the knowledge base, but we really haven’t,” Beckett said. “We still have the information we need to make decisions.”
- Focusing on being more purposeful and diligent in conversations.
- Designating meetings for more thorough conversations about specific topics. Yakima schedules these deeper dives three times a year.
The meeting format changes were rolled out slowly, and the response was positive.
“How we operate is a celebratory win,” Greene said. The changes make it less daunting for people who’d like to serve on the board, he added.
“I’m grateful for the board’s service. To do what they do is a labor of love,” Greene added. “They’re in the trenches, working with district leadership to make the system better. They have made impactful improvements.”
Always Learning
Yakima School Board members also participate in WSSDA’s Onboard trainings and Board Boot Camp.
Staff work together on curriculum and goals. Some evening and virtual learning opportunities are open to Yakima community members.
“We have the right mix of professional development programs. They don’t take away from family obligations or careers,” Greene said.
For his time on the board, Beckett has three main priorities:
- Continuing the board’s work to run more efficiently. In the past, some board meetings ran three hours long, and there was confusion about board members’ roles and the amount of commitment the job required. Through professional development efforts in the past 18 months, the culture has shifted and the board is operating more effectively, Beckett said.
- Engaging with the community. More involvement and accountability will strengthen the district’s partnership with families, organizations and residents.
- Improving academic performance.Beckett grew up in the Yakima School District. He’s always been interested in political science and was inspired to join the school board so he could be more involved in his son’s education.
As a board member, “I get a kick out of the small things. Small successes add up, and it makes a difference for kids individually.”
Beckett grew up in the Yakima School District. He’s always been interested in political science and was inspired to join the school board so he could be more involved in his son’s education.
As a board member, “I get a kick out of the small things. Small successes add up, and it makes a difference for kids individually.”
Beckett has seen the details of school operations on tours of food service, school buildings and other facilities. He’s met some of the district’s 2,000 employees and enjoys learning about their roles.
Strategic Plan is a ‘Compass’ to Improvement
When Greene became superintendent, the Yakima district had a “road map” rather than a more defined strategic plan. So they created one.
The “Our Compass” strategic plan for 2020-2026 includes five cornerstone commitments and goals:
- Early years: By 2026, at least 95% of children meet the state criteria for kindergarten readiness.
- Engagement: By 2026, at least 95% of students attend school at least 171 days out of 180 days per school year. (2019 baseline: 50%)
- Achievement: By 2026, 75% of students meet state standards in English language arts and math (grades 4, 7, and 10) and science (grades 5, 8, and 11).
- Bilingual: By 2026, 75% of pre-K to 5th grade schools have access to a two-way dual-language program; 50% of middle school students participate in a world language course or cultural exchange program; 50% of graduating seniors attain the Seal of Biliteracy.
- Graduation: By 2026, 95% of high school students graduate on time, and 100% graduate within six years.
“Our priority is ensuring that we have a strategic plan that challenges us,” Greene said. “Compared with the previous road map, the strategic plan provides more clarity and purpose — and the staff like it.”
With the strategic plan nearing the end of its term, the school board and district leaders have started talking about the update for 2026 and beyond.
Priority topics for the new strategic plan include student attendance, belonging, dual languages, dual-credit programs, and community partnerships.
Beckett and Greene look forward to the refreshed strategic plan. They’re also realistic about the challenges that make it difficult to “dream how we want to dream” without sustainable, equitable state funding.
Beckett said the district’s progress toward current goals is an opportunity to connect with the community. “We have to be our own cheerleader and keep sharing about what we’re doing,” he said. “People are often surprised about what we’ve achieved.”
This article originally appeared in the Winter 2025 issue of WSSDA Direct. Visit wssda.org/direct to see all the latest issues of WSSDA’s newsmagazine.