Pictured: City water tower in downtown Independence.
City Council approves intergovernmental agreement for $44 million water treatment plant
By Anne Scheck
Trammart News Service, June 13, 2025
Independence took the first step in a partnership with Monmouth and Polk County for a $44 million dollar water treatment plant, but the legal agreement allows Monmouth or the county to exit at any juncture of the project and it doesn’t obligate either one to participate in construction.
In fact, the document confirms that Independence may “proceed independently” if either decides to withdraw – and it explicitly allows that to occur “after each phase.”
The intergovernmental agreement, as it is called, was passed unanimously Tuesday night by the Independence City Council. The three-party agreement was undertaken in anticipation of future water needs and, in the case of Independence, to be able to act on a pending deadline for use of surface water rights.
Though initially Dallas was seen as a prospective partner, that city has declined to be part of the water treatment plant, at least so far, according to Polk County Commission Chair Craig Pope, who imparted that information at a meeting of the Board of Commissioners in early May.
Pope’s comments on the planned water treatment facility came after Sally Penna, a Dallas resident, expressed worry that the public hadn’t been involved in the process.
At the commission meeting, she asked if the public was going to have that opportunity. “I am concerned that this thing, like I say, will be cemented before the public even has a chance to have input on it,” Penna said.
Pope responded that the plans for a regional water treatment plant have been in development for more than 20 years and “followed significant study work.”
“It’s a complex process,” he explained, involving a multi-jurisdictional contract and a complicated permit process.
Though the water treatment plant hasn’t been the topic of a public hearing, it has generated public discussion. When a plan for a helipad and additional space for police was revealed at a site being claimed through eminent domain action, concern arose during an Independence council meeting.
Subsequently, the proposed helipad, which City Manager Kenna West said was planned to be built with potential grant money, was dropped.
The partnership agreement is a “first step” in establishing the regional water treatment plant’s official ties, West said at the recent city council meeting.
The agreement seemed to fuel speculation on the part of some residents that the county would be able to help finance the cost, which may exceed the early $40-million-plus estimates due to rising prices for materials.
But financial strain has been forecast for the county, causing Polk County Administrator Greg Hansen to predict a tough year ahead. The county’s new fiscal year begins at the close of this month.
A few weeks ago, Hansen said he believes a hiring freeze at the county may be necessary.
Due to the belt-tightening, sheriff’s deputy positions are likely to be lost, though the vacancies will probably occur through attrition – two spots were unfilled this spring and will remain so, according to Hansen. ▪
By Anne Scheck
Trammart News Service, June 13, 2025
Independence took the first step in a partnership with Monmouth and Polk County for a $44 million dollar water treatment plant, but the legal agreement allows Monmouth or the county to exit at any juncture of the project and it doesn’t obligate either one to participate in construction.
In fact, the document confirms that Independence may “proceed independently” if either decides to withdraw – and it explicitly allows that to occur “after each phase.”
The intergovernmental agreement, as it is called, was passed unanimously Tuesday night by the Independence City Council. The three-party agreement was undertaken in anticipation of future water needs and, in the case of Independence, to be able to act on a pending deadline for use of surface water rights.
Though initially Dallas was seen as a prospective partner, that city has declined to be part of the water treatment plant, at least so far, according to Polk County Commission Chair Craig Pope, who imparted that information at a meeting of the Board of Commissioners in early May.
Pope’s comments on the planned water treatment facility came after Sally Penna, a Dallas resident, expressed worry that the public hadn’t been involved in the process.
At the commission meeting, she asked if the public was going to have that opportunity. “I am concerned that this thing, like I say, will be cemented before the public even has a chance to have input on it,” Penna said.
Pope responded that the plans for a regional water treatment plant have been in development for more than 20 years and “followed significant study work.”
“It’s a complex process,” he explained, involving a multi-jurisdictional contract and a complicated permit process.
Though the water treatment plant hasn’t been the topic of a public hearing, it has generated public discussion. When a plan for a helipad and additional space for police was revealed at a site being claimed through eminent domain action, concern arose during an Independence council meeting.
Subsequently, the proposed helipad, which City Manager Kenna West said was planned to be built with potential grant money, was dropped.
The partnership agreement is a “first step” in establishing the regional water treatment plant’s official ties, West said at the recent city council meeting.
The agreement seemed to fuel speculation on the part of some residents that the county would be able to help finance the cost, which may exceed the early $40-million-plus estimates due to rising prices for materials.
But financial strain has been forecast for the county, causing Polk County Administrator Greg Hansen to predict a tough year ahead. The county’s new fiscal year begins at the close of this month.
A few weeks ago, Hansen said he believes a hiring freeze at the county may be necessary.
Due to the belt-tightening, sheriff’s deputy positions are likely to be lost, though the vacancies will probably occur through attrition – two spots were unfilled this spring and will remain so, according to Hansen. ▪
Pictured: Recent school board meeting in which Superintendent Jennifer Kubista's (inset) annual evaluation was released (Photos from district website)
Central School District superintendent receives strong evaluation, but can process be improved?
An analysis by Anne Scheck
Trammart News Service, June 13, 2025
Central School District Superintendent Jennifer Kubista was found to be performing at or above standard in her annual assessment by the school board – but some community members say the school board would benefit from an evaluation, too.
In a year of clashes over administrative turnover that brought standing-room-only crowds to school board meetings, the call for more information on board oversight was sought. To examine that, Trammart News reviewed the literature on high-achieving school boards and their characteristics.
In fact, public accountability for superintendents is listed as a top goal on the opening web page of the Oregon School Boards Association.
Community collaboration should be seen as key.
While conveying high marks to Kubista for her understanding of policy and her commitment to ethics, among other positive attributes, Board Chair Byron Shinkle read a board letter and included crediting the superintendent with replacing the turf on the multi-purpose field and replacement of the track – a project also secured by the efforts of parents and volunteers.
Family and community collaboration in such processes is an important distinction, according to researchers from the FHI 360, a non-profit investigative team funded by the Bill and Melinda Gates Foundation.
The group’s findings, which were published this year in the journal Leadership and Policy in Schools, called lack of recognition of this important element a roadblock to effective community collaboration with a school district.
“The community worked hard to identify options for replacing the turf and track project and presented at many school board meetings,” noted Shannon Ball, a leader of the “turf-and-track” group.
She added that the community is fortunate to have the school board approve spending of some of the capital improvement money, so the turf is able to be used this year – and for the district office following through with the request.
Mid-year superintendent evaluation can be helpful.
This “mid-point” review process can help pinpoint changes, if needed. However, the Central District School Board relied on what appeared to be less formal check-ins. “The board and superintendent check in with each other periodically, often through board leadership or through the summer or winter ‘retreats,’” which often involve long work sessions, explained Emily Mentzer, communications coordinator for the district.
The superintendent-evaluation workbook used by the board suggests quarterly check-ins and recommends a summary evaluation concluded in March. (However, the workbook doesn’t call for more than one formal evaluation.)
The superintendent’s evaluation was imparted at the June board meeting.
In the evaluation, Kubista was deemed to have “a sound understanding of our policies and uses fair and equitable judgment in carrying out her duties.”
Survey tools can help fill in gaps.
It can be advantageous to include anonymous feedback from a variety of stakeholders with different perspectives on the superintendent’s performance as a leader, including direct reports, teachers, parents and students according to Ethan Ashley, an attorney and co-founder of New Orleans-based consulting firm School Board Partners.
“This feedback is critical for the board to understand what is happening ‘on the ground’ in the daily experiences of children, families, staff and the community,” Ashley wrote in a 2023 blog, as schools continued to emerge from the pandemic.
Other educators have made similar observations. “Consider carefully including feedback from staff and community members,” advised Kathleen Vail, former editor-in-chief for the National School Boards Association in an essay last year on superintendent evaluations. The inclusion can offer “insight and perspective,” she stated.
In fact, a “targeted feedback survey” of stakeholders is included as an option for superintendent evaluations in the workbook that was used by the Central School District Board.
Specificity is beneficial for evaluations.
The categories used by the board members – accomplished, effective, developing, ineffective – don’t include the same ratings as the state guidelines for educator evaluation, known as “The Oregon Framework for Teacher and Administrator Evaluation and Support.”
This teacher-and-administrator evaluation guide appears to be more detailed, emphasizing consistency and contrasting “effective” with “highly effective.” It also recommends setting milestones with metrics.
An anecdote about how Kubista steadily kept projects moving forward were provided. Over the course of the academic year, for example, there was improved parent communication attributed to the superintendent through the establishment of “Parent Square,” which was described as a successful messaging service in the school board’s letter. Several parents agreed and reported it as being informative and reliable.
For the year ahead, "particular focus will be on furthering student academic growth and achievement and providing support and leadership to the professionals who directly deliver education and support services to our students and their families," according to the letter of evaluation by the school board.
Testing results are linked to superintendent success.
In the evaluation of Kubista, the fact that student test scores improved was highlighted, which led to “growth and achievement in grade levels and in focal groups,” Shinkle announced.
There is growing evidence of a positive relationship between superintendent success and student test outcomes; it’s now considered a dependable marker for good school-system leadership, according to the American Association of School Administrators. That finding is based on a study involving 2,706 superintendents.
“Particular focus will be on furthering student academic growth and achievement and providing support and leadership to the professionals who directly deliver education and support services to our students and their families,” according to the school board’s evaluation.
The board also commended Kubista for being "well connected at the governance level," an apparent reference to her rapport with state education leaders.▪
An analysis by Anne Scheck
Trammart News Service, June 13, 2025
Central School District Superintendent Jennifer Kubista was found to be performing at or above standard in her annual assessment by the school board – but some community members say the school board would benefit from an evaluation, too.
In a year of clashes over administrative turnover that brought standing-room-only crowds to school board meetings, the call for more information on board oversight was sought. To examine that, Trammart News reviewed the literature on high-achieving school boards and their characteristics.
In fact, public accountability for superintendents is listed as a top goal on the opening web page of the Oregon School Boards Association.
Community collaboration should be seen as key.
While conveying high marks to Kubista for her understanding of policy and her commitment to ethics, among other positive attributes, Board Chair Byron Shinkle read a board letter and included crediting the superintendent with replacing the turf on the multi-purpose field and replacement of the track – a project also secured by the efforts of parents and volunteers.
Family and community collaboration in such processes is an important distinction, according to researchers from the FHI 360, a non-profit investigative team funded by the Bill and Melinda Gates Foundation.
The group’s findings, which were published this year in the journal Leadership and Policy in Schools, called lack of recognition of this important element a roadblock to effective community collaboration with a school district.
“The community worked hard to identify options for replacing the turf and track project and presented at many school board meetings,” noted Shannon Ball, a leader of the “turf-and-track” group.
She added that the community is fortunate to have the school board approve spending of some of the capital improvement money, so the turf is able to be used this year – and for the district office following through with the request.
Mid-year superintendent evaluation can be helpful.
This “mid-point” review process can help pinpoint changes, if needed. However, the Central District School Board relied on what appeared to be less formal check-ins. “The board and superintendent check in with each other periodically, often through board leadership or through the summer or winter ‘retreats,’” which often involve long work sessions, explained Emily Mentzer, communications coordinator for the district.
The superintendent-evaluation workbook used by the board suggests quarterly check-ins and recommends a summary evaluation concluded in March. (However, the workbook doesn’t call for more than one formal evaluation.)
The superintendent’s evaluation was imparted at the June board meeting.
In the evaluation, Kubista was deemed to have “a sound understanding of our policies and uses fair and equitable judgment in carrying out her duties.”
Survey tools can help fill in gaps.
It can be advantageous to include anonymous feedback from a variety of stakeholders with different perspectives on the superintendent’s performance as a leader, including direct reports, teachers, parents and students according to Ethan Ashley, an attorney and co-founder of New Orleans-based consulting firm School Board Partners.
“This feedback is critical for the board to understand what is happening ‘on the ground’ in the daily experiences of children, families, staff and the community,” Ashley wrote in a 2023 blog, as schools continued to emerge from the pandemic.
Other educators have made similar observations. “Consider carefully including feedback from staff and community members,” advised Kathleen Vail, former editor-in-chief for the National School Boards Association in an essay last year on superintendent evaluations. The inclusion can offer “insight and perspective,” she stated.
In fact, a “targeted feedback survey” of stakeholders is included as an option for superintendent evaluations in the workbook that was used by the Central School District Board.
Specificity is beneficial for evaluations.
The categories used by the board members – accomplished, effective, developing, ineffective – don’t include the same ratings as the state guidelines for educator evaluation, known as “The Oregon Framework for Teacher and Administrator Evaluation and Support.”
This teacher-and-administrator evaluation guide appears to be more detailed, emphasizing consistency and contrasting “effective” with “highly effective.” It also recommends setting milestones with metrics.
An anecdote about how Kubista steadily kept projects moving forward were provided. Over the course of the academic year, for example, there was improved parent communication attributed to the superintendent through the establishment of “Parent Square,” which was described as a successful messaging service in the school board’s letter. Several parents agreed and reported it as being informative and reliable.
For the year ahead, "particular focus will be on furthering student academic growth and achievement and providing support and leadership to the professionals who directly deliver education and support services to our students and their families," according to the letter of evaluation by the school board.
Testing results are linked to superintendent success.
In the evaluation of Kubista, the fact that student test scores improved was highlighted, which led to “growth and achievement in grade levels and in focal groups,” Shinkle announced.
There is growing evidence of a positive relationship between superintendent success and student test outcomes; it’s now considered a dependable marker for good school-system leadership, according to the American Association of School Administrators. That finding is based on a study involving 2,706 superintendents.
“Particular focus will be on furthering student academic growth and achievement and providing support and leadership to the professionals who directly deliver education and support services to our students and their families,” according to the school board’s evaluation.
The board also commended Kubista for being "well connected at the governance level," an apparent reference to her rapport with state education leaders.▪
Pictured: Central High School's vice principle and athletic director, Brett Baldwin, at whiteboard showing athletic event preparation (Photo: Lance Masterson)
Baldwin steps aside after 30 years at Central High
By Lance Masterson
For Trammart News Service, June 13, 2025
A long career in education ends this month for the soon-to-be retired Brett Baldwin.
This marks Baldwin’s 30th year at Central High School. Hats he’s worn there include that of special education teacher, vice principal and athletic director (AD).
This marks Baldwin’s sixth year as AD.
“I thought I had one when I started this gig,” he said when asked about his favorite sport. “But seeing our kids play, there’s no bad events. I love watching our kids compete. That’s what I’ll miss the most.”
As AD, Baldwin set up for games, managed facilities, mentored coaches and supported athletes across all sports. It’s the behind-the-scenes grind few people witness.
“You’re part-time janitor, part-time maintenance worker, part-time administrator,” Baldwin said. “You’re flipping breakers, organizing concessions, schlepping team meals occasionally. And then, of course, you’re there late. Every event, start to finish.”
Not that Baldwin is complaining.
“It can be a drag managing and setting up for an event. But the actual event itself, just sitting back and watching it, is pretty special. I’m a fan of all of it,” he said. “It’s those relationships with the kids in the hallway, high-fiving them the next day after a great game. That’s magic.”
Baldwin has witnessed firsthand the continued evolution of the high school athlete. Today, he said, they are “bigger, faster, stronger.” Due in large part to greater skill development and more time spent in the weight room.
“You see it in every sport. Basketball kids can all shoot now. Volleyball players are hitting harder than ever. Track records keep falling,” he said. “Our weight room has become a huge piece of that.”
This evolution is also noticeable in girls.
“They’re right there, step for step,” he said. “The competition level of girls' sports, the dedication, the talent level, it’s incredible.”
Baldwin predicted bright futures for the Panthers teams given how strong the freshmen and sophomore classes are.
“These younger athletes are growing up, and playoff runs are on the horizon,” he said.
Baldwin’s first teaching position was in Burns. There, he taught special education and coached junior high football. It was here that a generational talent in Kellen Clemens was aging into competitive football.
Clemens would later quarterback at the University of Oregon, and then the New York Jets, St. Louis Rams and San Diego Chargers over a 12-year pro career. Baldwin moved west before ever getting the chance to coach the future star.
“Burns is a small town and I got to know Kellen and his family. I joked with them that I probably would have ruined his career by making him a tight end,” Baldwin said with a laugh. “Luckily, I left before that happened.”
Baldwin, a 1983 Central High graduate, returned to his alma mater in 1995 as a special education teacher. It was a position for which he was well suited.
“My dad always had me volunteering for the Special Olympics, and other events, when I was a kid,” Baldwin said, “and I just fell in love with it.”
Vic Baldwin, his father, was director of Teaching Research at Western Oregon University for 20 years. He also chaired the Helen Keller Advisory Board, and was a recognized expert in deaf-blind education.
In addition, Vic and wife Ernestine were very involved in Central High athletics. In 1981, they were founding members of the Panther Club, and Vic served as its first president. The club, still active today, raises funds that support the school’s athletic program.
Golf will get more attention now that Baldwin has more time. He dreams of playing Bandon Dunes Golf Resort and maybe Pebble Beach, where he once toured the loop and walked in the steps of greatness. Baldwin will also play the Central Oregon courses more often, given that Redmond will soon be home.
The torch has been passed. Brandis Piper was recently named as Central’s new vice principal - athletic director. Piper comes from McKay High School, where he taught and coached multiple sports for 13 years.
Piper once coached against the Panthers. It’s an experience he remembers fondly.
“I was blown away at the hospitality and kindness exuded from the community,” he said in a press release. “I’m looking forward to the opportunity to be part of the community.” ▪
By Lance Masterson
For Trammart News Service, June 13, 2025
A long career in education ends this month for the soon-to-be retired Brett Baldwin.
This marks Baldwin’s 30th year at Central High School. Hats he’s worn there include that of special education teacher, vice principal and athletic director (AD).
This marks Baldwin’s sixth year as AD.
“I thought I had one when I started this gig,” he said when asked about his favorite sport. “But seeing our kids play, there’s no bad events. I love watching our kids compete. That’s what I’ll miss the most.”
As AD, Baldwin set up for games, managed facilities, mentored coaches and supported athletes across all sports. It’s the behind-the-scenes grind few people witness.
“You’re part-time janitor, part-time maintenance worker, part-time administrator,” Baldwin said. “You’re flipping breakers, organizing concessions, schlepping team meals occasionally. And then, of course, you’re there late. Every event, start to finish.”
Not that Baldwin is complaining.
“It can be a drag managing and setting up for an event. But the actual event itself, just sitting back and watching it, is pretty special. I’m a fan of all of it,” he said. “It’s those relationships with the kids in the hallway, high-fiving them the next day after a great game. That’s magic.”
Baldwin has witnessed firsthand the continued evolution of the high school athlete. Today, he said, they are “bigger, faster, stronger.” Due in large part to greater skill development and more time spent in the weight room.
“You see it in every sport. Basketball kids can all shoot now. Volleyball players are hitting harder than ever. Track records keep falling,” he said. “Our weight room has become a huge piece of that.”
This evolution is also noticeable in girls.
“They’re right there, step for step,” he said. “The competition level of girls' sports, the dedication, the talent level, it’s incredible.”
Baldwin predicted bright futures for the Panthers teams given how strong the freshmen and sophomore classes are.
“These younger athletes are growing up, and playoff runs are on the horizon,” he said.
Baldwin’s first teaching position was in Burns. There, he taught special education and coached junior high football. It was here that a generational talent in Kellen Clemens was aging into competitive football.
Clemens would later quarterback at the University of Oregon, and then the New York Jets, St. Louis Rams and San Diego Chargers over a 12-year pro career. Baldwin moved west before ever getting the chance to coach the future star.
“Burns is a small town and I got to know Kellen and his family. I joked with them that I probably would have ruined his career by making him a tight end,” Baldwin said with a laugh. “Luckily, I left before that happened.”
Baldwin, a 1983 Central High graduate, returned to his alma mater in 1995 as a special education teacher. It was a position for which he was well suited.
“My dad always had me volunteering for the Special Olympics, and other events, when I was a kid,” Baldwin said, “and I just fell in love with it.”
Vic Baldwin, his father, was director of Teaching Research at Western Oregon University for 20 years. He also chaired the Helen Keller Advisory Board, and was a recognized expert in deaf-blind education.
In addition, Vic and wife Ernestine were very involved in Central High athletics. In 1981, they were founding members of the Panther Club, and Vic served as its first president. The club, still active today, raises funds that support the school’s athletic program.
Golf will get more attention now that Baldwin has more time. He dreams of playing Bandon Dunes Golf Resort and maybe Pebble Beach, where he once toured the loop and walked in the steps of greatness. Baldwin will also play the Central Oregon courses more often, given that Redmond will soon be home.
The torch has been passed. Brandis Piper was recently named as Central’s new vice principal - athletic director. Piper comes from McKay High School, where he taught and coached multiple sports for 13 years.
Piper once coached against the Panthers. It’s an experience he remembers fondly.
“I was blown away at the hospitality and kindness exuded from the community,” he said in a press release. “I’m looking forward to the opportunity to be part of the community.” ▪
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