Unified School District
State of the District
January 8, 2025
Letter from the Superintendent
Dear PUSD Community:
We are pleased to present this State of the District report, which showcases the remarkable educational experiences we offer our students in the Piedmont Unified School District (PUSD). With a vision to provide “all students with an excellent education and opportunities for personal growth, delivered by skilled, diverse, and well-supported staff in an inclusive and inspiring school community,” we are committed to engaging our school community in a partnership that helps us achieve our vision. Our purpose is to develop students who are “compassionate leaders and courageous problem-solvers, ready to take on challenges and make a difference in a complex and interconnected world.”
This report is a culmination of our “State of School” presentations from each principal, as well as updates from our directors and cabinet throughout the school year, ensuring transparency about our successes and opportunities for growth We look forward to continued collaboration with our educational partners as we strive to provide the finest education available to our students.
Sincerely,
Jennifer Hawn, Ed.D. Superintendent
Topics in this Report
● Finding Joy in our Work
● Our Community
● Our Vision, Mission, and Core Values
● Impact Highlights
● District Actions - Progress to Date
● A Vision for the Next 3-5 Years
Our Work is Joyful
Drawing inspiration from Dr Laurie Santos and her Yale University Happiness Lab podcast, The Science of Well-Being, I’d like to reflect on key themes that resonate in our work as educators and leaders:
● Happiness is Still Important in Challenging Times
● Harnessing the Power of Post-Traumatic Growth
● Making Time for Social Connections
● Helping Others to Build Happiness
● Prioritizing Gratitude, Movement, and Healthy Sleep Hygiene
● Being Present in Both Good and Challenging Moments
● Valuing Time Over Money
These principles serve as a reminder of the ways in which our work is joyful and impactful as we continue to provide outstanding educational opportunities for all students. Our work is grounded in the human condition and human relationships It is joyful work, indeed
Our Community
When considering key drivers in our work to provide the finest education possible, a review of those we serve is important:
● Enrollment: ~2,400 students
● Class Size Ratios: 20:1 (TK); 24:1 (K-3); 28:1 (4-12)
● Staff: 370 employees/six school sites + Adult School
● Student Diversity (2023-24): African American: 2 2%; Asian: 15.4%; Hispanic/Latinx: 10.1%; White: 52%; Two or More Races: 19.2%
● Expenditures per student: $22,400
● Revenue per student: $21,717
● Salary & Benefits: 82% of expenditures are salaries and benefits (53% for certificated non-administrators, 21% for classified non-administrators, and 8% for administrators)
● Total Budget $53.4M (38% local funding)
● Student Achievement: 98 6% graduation rate; 97 9% A-G Completion rate; #1 in State test scores in Northern California; A+ rating from Niche
● Robust programs that balance high academic achievement/a college-going culture, extra/co-curricular courses and programs (Arts/Humanities, Athletics, and STEM), along with social-emotional learning and mental supports
Our Vision, Mission, & Core Values
Created and Board approved in February 2023, our vision, mission, and core values ground our work with students, staff, and families
Vision
Piedmont Unified School District students are compassionate leaders and courageous problem-solvers, ready to take on challenges and make a difference in a complex and interconnected world
Mission
PUSD provides all students with an excellent education and opportunities for personal growth, delivered by skilled, diverse, and well-supported staff in an inclusive and inspiring school community.
Core Values
Our district embraces these core values in educational practice and operational strategy:
● Integrity
We elevate honesty and ethics as the centerpiece of all that we do
● Equity
We foster a welcoming, inclusive, and safe environment where individuals are nurtured, where barriers to success are eliminated, and where everyone has the opportunity to collaborate with others and reach their potential free from racism and other forms of inherent bias. We model compassion and respect for others' perspectives.
● Academic Excellence
We provide outstanding academic content that paves the way for students to achieve mastery of core academic subjects, literacy in media and technology, and cultural competency in preparation for college, careers, and a future of their own design.
● Curiosity
We create opportunities for students to ask questions, identify current and future problems, explore their interests and talents, innovate, and find joy in life-long learning.
● Courage
We promote resilience, diligent work, and taking action – even when doing so may be difficult.
Impact Highlights Strategic Priorities
Creating an Environment to
● Care for Staff: The Board served breakfast at the start of the school year, with a convocation presentation that prioritized staff, including a new initiative honoring the years of service for staff who have reached 30 years The Superintendent and/or Cabinet have conducted weekly school visits
Feedback from staff regarding a desire to see the Superintendent at school sites, along with collaboration on various operational activities, enable staff to thrive Other smaller examples include sending out drafts of communications from the Superintendent’s office and Cabinet communications to staff before they are sent to families. This practice has resulted in feedback that we have taken into account before sending to families Finally, our administrative team engages in other ways to show care for staff such as recognition in newsletters (e.g., PHS Staff Spotlight; Superintendent’s “Celebrations,” etc.)
● Union Agreements: Last May, we secured three-year agreements with all labor groups Ongoing consultation and collaboration have been regularly scheduled with all groups to ensure open communication There will always be a need for consultation with our staff, and having agreements in place has allowed for discussions of other topics beyond compensation.
● Student Voice: Student surveys and student meetings, along with the voice of our student Board members, have been significant improvements in our discussions and decisions
Input from those we serve is a key guide in our decisions. Students, we hear you and are doing our best to act in your best interests in all ways
● DEIB Outcomes: We have embraced management theorist Peter Drucker’s principle, “If you can't measure it, you can't improve it,” as a cornerstone of our DEIB work By reviewing data and consistently reflecting on what success looks like for our students, we strive to ensure that all students particularly those who have been traditionally underserved have the opportunity to thrive in PUSD
● Inclusive Preschool: This year we opened up our current preschool for students with disabilities to general education students, launching our first inclusive preschool program, creating an additional program that supports a sense of belonging in PUSD
● Wellness Programs: We are fortunate in PUSD to provide an array of effective services to promote wellness for our students, including Responsive Classroom activities and Playworks to promote a positive and community-based classroom and outdoor education environments at our elementary level, Academy activities for secondary students, Affinity Mentors to promote inclusivity and understanding of diversity and difference, and robust counseling services at all levels Given our increasingly positive survey results over the last three years about students’ sense of belonging, we have confidence in the effectiveness of our wellness programs
Investing in Outstanding Academics
● Academic Excellence: PUSD earned the highest levels on the State Dashboard, has an A+ on Niche.com, and ranks #1 in Northern California and #3 in the state for state test scores, maintaining or increasing our achievement in ELA, Math, and Science However, while these results are impressive, they do not fully reflect our commitment to see all students, even those who have been traditionally underserved to achieve at the highest levels We also have an eye toward our students with disabilities who may show impressive achievement above state levels; however, we want to see all groups of students achieve at levels that reflect one’s personal best We recognize that opportunities to thrive are inherently connected to opportunities for academic excellence.
● Literacy Focus: We can take great pride in our efforts to ensure evidence-based practices in our literacy instruction Thanks to the wisdom of our previous and current Board, we transitioned first to using an evidence-based assessment, DIBELS, and later literacy materials including From Phonics to Reading and Spellography, expanding use through grade 5 We know that research supports the importance of reading fluency by grade 3, and we are well on our way, continuing our two-year partnership with UC Berkeley’s California Reading and Literature Project (CRLP) professional development for teachers and administrators, along with an English Language Arts adoption for grades TK-5, including a focus on academic writing.
● Launching Responsible Use of AI: This year we have collaborated with staff and community to develop policies to ensure the responsible use of AI. We recognize the opportunities and risks of emerging technologies, including the increasing importance of professional development to train our teachers in order to equip all students with the knowledge of how to use AI tools for good To this end, we have created policies that take a position on emerging technologies for teaching and learning, along with academic honesty policies to reinforce ethical use that reinforce academic achievement.
● Climate Literacy: Toward the end of last year, thanks to staff, students, and our community, we were one of the first school districts to adopt a Climate Literacy Resolution The importance of climate literacy cannot be emphasized enough, as we are seeing emerging technology and future jobs point to ways in which we can ensure a healthy planet and slow or stop climate change For example, UC Berkeley’s “Deep Tech Innovation Lab” aims to solve societal problems related to climate, healthcare, and beyond Our students today will be the problem solvers of tomorrow, and climate sustainability has already emerged as a global priority, according to the World Economic Forum, The Future of Jobs 2023 report PUSD has taken the lead in developing future citizens who will take care of and ensure the sustainability of our planet
● Dual Enrollment and AP & Honors Course Offerings: This year, we launched additional opportunities for students to access college coursework, starting with a new AP Chemistry course and the approval of a partnership with Peralta Colleges to explore dual enrollment opportunities for students to pursue college-level coursework Beginning in fall 2025, we also plan to offer AP Physics C and honors course options for students in the performing arts.
Partnering Beyond the Classroom:
● Partnerships: Strong collaboration with PEF and Parent Clubs has been instrumental in fundraising and family engagement. Whether it’s the pumpkin patch, holiday gifts for teachers, various new family welcome events, the crab fest, the dad’s poker night, the giving campaign, spring fling, or many other activities that require significant time and energy from our parents, we are better together. This kind of parent support is a key reason why we are a great not just good school district Thank you, PEF Thank you, Parent Clubs And thank you to our parents and community overall
● Parent Support: I also want to highlight the importance of parents as key advisors and supporters in our work to partner beyond the classroom. For example, a huge thanks to Kim Hunter for her efforts in leveraging parent participation in our career exploration activities, where professionals from various fields share their experiences and pathways into their careers I also want to thank parents who support our college center with college preparation and admissions activities I have been consistently impressed and grateful for our parents who have served as key partners in our work to leverage our community resources
● Community Engagement & Communication: This year, we improved our community engagement by hosting additional community meetings open to all members, including students We also enhanced communication through increasingly standardized newsletters and frequent, thorough updates to staff and families.
Building for Operational Excellence:
● Strategic Plan: This year, we launched State of School presentations and this State of the District presentation to showcase the alignment and excellence of our work and to communicate our priorities and direction for the future We will continue our presentations and alignment with our strategic plan in the years to come
● Budget: We are fortunate to be in a stronger financial position than we have been in the past two years, with an increased reserve to reinforce fiscal sustainability. Our marketing campaign designed to boost enrollment was successful, contributing to our improved financial outlook.
● Title IX: Thanks to the efforts of our parents, staff, and our new Athletic Director, we have achieved compliance and strengthened support systems for an outstanding athletics program for all athletes, our female alongside our male athletes We have truly “knocked it out of the park,” to the extent that our consultants now want to use our district as a model for Title IX compliance.
● Leadership: This year, we hired several new leaders, including a new Director of Special Education, a new high school principal, a new middle school assistant principal from our teaching ranks (along with an interim assistant principal, also from our teaching ranks), and a new Athletic Director who is also a parent in our community an added advantage Although we lost an elementary principal this year, we secured an outstanding interim principal with a wealth of experience, who has been a wonderful addition to our staff, families, and students.
District Actions - Progress to Date
Creating an Environment to Thrive:
● Climate & Culture: This year we are taking stock of our climate and culture programs at Piedmont Middle School, exploring new ideas for how we can help students build the skills we have prioritized in our graduate profile, including leadership skills We are currently auditing PMS programs, including how we integrate new students, how we build school pride, and how we educate our students on positive behavior, including taking responsibility if behavior expectations are not met, according to our behavior and support matrix Actions include assemblies, Academy lessons, Affinity Mentor lessons, morning drop-off and Friday lunch music, and an all-district assembly on the power of music in building community. Moreover, we are exploring our current policies on cell phone use in order to revise policies to ensure campus environments that support learning and overall wellness among staff and students, as supported by a compilation of research both local and abroad.
● Commu n creating an envir e workshop.
● Athletic ovements to our athle , and promoting district wide school spirit through high school athlete visits to our elementary schools
● DEIB & Wellness: We now monitor our progress toward accomplishing outcomes, including a recent community presentation which showcased our work to date. We also recognize the essential importance of teaching students about the power of language, including recognizing the impact of their words and actions. Integrating instruction into our educational programs and measuring the impact of these efforts will be essential work moving forward
Investing in Outstanding Academics:
● Curriculum Enhancements: We will complete an English Language Arts adoption this spring in time to begin implementation for the fall of 2025 We continue to explore other curriculum enhancements, including the DEIB Council’s recent recommendation to provide lessons on topics to promote respect and understanding of differences including racial diversity and the power of language Teachers have also met to discuss the climate literacy resolution, including participating in professional development and subject area articulation meetings Other curricula in discussion include supplementary mathematics materials, arts materials, and exploration of a new independent study curriculum platform Equipping teachers with a robust selection of curricula continues to be a priority in ensuring an outstanding academic program
● Counseling Transition: This year we transitioned our full-time counselor at Millennium High School to provide 60% support for high school college counseling, with another PHS counselor providing additional Millennium counseling services Next year, we will transition to a 100% college counselor, reflecting the college-going focus of our community
● Graduate Profile: This year, our Principals provided information on how each school is implementing the Graduate Profile. We will continue to discuss how we can explicitly ensure that our students engage in the knowledge, skills, and habits prioritized in our graduate profile
● 3-Year LCAP & 3-Year Professional Development Plan: This year we launched our revised 3-year LCAP, which provides a guide for our district priorities, according to our District Strategic Plan We followed with a 3-year professional development plan to future align our efforts. Each school’s State of School presentation reflects the alignment of these plans to accomplish district goals
Partnering Beyond the Classroom:
● Field Trips: Last year we conducted an audit of field trips to better understand where we might see gaps. This year, we have held several conversations about field trips, including support for coordination and providing for costs This is an area we will continue to explore to ensure students have robust learning opportunities in our local and broader community. Thanks to our teachers for their work in initiating field trips, including this year’s exchange program with France and Spain for our high school students taking Spanish and French
● Green Spaces: Following a review of our district green spaces, in November, we hosted a community meeting to discuss green space opportunities At this meeting, we discussed green spaces across our campuses, including opportunities for our students and community to come together to improve the green spaces. We see green spaces as a way to partner beyond the classroom and an important part of how we create an environment where staff and students can thrive.
● Alumni Network: Last spring we launched the first Piedmont Alumni Network. We set up an invitation to build the network, we launched a social media site to publicize information, and we launched the first Alumni Newsletter Thanks to Dr David Yoshihara, our PHS Principal, for leading this effort, including opportunities for alumni to contribute and get involved
Building Operational Excellence:
● Diversity in Hiring: Hiring practices are included in the Board priorities, as part of our Strategic Plan and in the Board’s direction to staff to “Develop a sustainable pipeline of diverse teachers” (Strategic Priority 1, Goal 2) and to “Ensure classrooms are led by exceptional, diverse teachers” (Strategic Priority 4, Goal 1) To these ends, we have developed college and university relationships with UC Berkeley, San Jose State University,
and Saint Mary’s College. We have also maintained our Alder Residency program, all of which enhance our efforts to hire an outstanding, diverse educator workforce. And, we have begun tracking the characteristics of the educators we hire to make an effort toward hiring staff who look like our students, including all forms of diversity.
● Attendance Plans: Starting last year and continuing into this year, we have prioritized attendance as a critical factor in a student’s school success We began last year with analysis of attendance data to better understand where the gaps might be We also began communicating attendance information to parents. This year we have taken a deeper dive into data, exploring attendance, achievement and other forms of data to target our efforts for intervention
● Marketing Efforts: Last year we initiated a return to specific efforts to market our schools to prospective families, including information nights and tours at all of our campuses. We also refined our efforts to host transition events for current incoming 6th grade students and incoming 9th grade students, along with outreach to current families who may be considering private school Although we were fortunate to increase our enrollment this year, we understand that California as a state is experiencing a decline in public school enrollment overall, demanding marketing efforts to keep every student we can in PUSD schools
● Threat Management Team - Last year we launched a threat management committee to review best practices in school safety related to threats on campus and to make recommendations for protocols Thanks to Jean Fagin and the team who have partnered in this work, including the Piedmont Police Department and Piedmont Fire Department, we are well on our way to drafting important protocols designed to maximize the safety of students and staff
Looking Ahead: The Next 3-5 Years
Change is the law of life. And those who look only to the past or present are certain to miss the future
–John F Kennedy
Piedmont Unified School District’s Vision is to prepare students who “are compassionate leaders and courageous problem-solvers, ready to take on challenges and make a difference in a complex and interconnected world ” Thinking about our work tomorrow is as important as our work today. Our Strategic Plan, LCAP, and School Plans are aligned
for today’s success. However, what will the future look like beyond our 3-year LCAP, and how can we refine our efforts to prepare staff and students for this “complex and interconnected world”?
The Research
A review of current reports on the future of work are guides in what students may face in their future careers The World Economic Forum’s The Future of Jobs report provides guidance on the jobs and skills that will be important in the years ahead:
“The fastest-growing roles relative to their size today are driven by technology, digitalization and sustainability. The majority of the fastest growing roles are technology-related roles. AI and Machine Learning Specialists top the list of fast-growing jobs, followed by Sustainability Specialists, Business Intelligence Analysts and Information Security Analysts Renewable Energy Engineers, and Solar Energy Installation and System Engineers are relatively fast-growing roles, as economies shift towards renewable energy
Analytical Thinking is considered to be a core skill by more companies than any other skill... Another cognitive skill, creative thinking, ranks second, ahead of three self-efficacy skills –resilience, flexibility and agility; motivation and self-awareness; and curiosity and lifelong learning... The fourth self-efficacy skill in the Global Skills Taxonomy, dependability and attention to detail, ranks seventh, behind technological literacy The core skills top 10 is completed by two attitudes relating to working with others – empathy and active listening and leadership and social influence ”
McLean & Company’s The Future of Work report highlights the ways in which technology will change the future of work in many industries:
“There is no doubt that AI and other technological advancements will significantly disrupt work in the future However, despite fears that technology and AI will replace human workers entirely, employees and leaders agree that most tasks will still require humans. While AI and technology will impact how work gets done, technology is more likely to enhance human abilities than replace them Both humans and technology have different strengths and limitations Efficiencies gained through either augmentation or automation, though, means fewer workers will be needed to complete those same tasks in the future This will lead to some jobs being displaced; however, new jobs will also be created to solve new organizational problems ”
PUSD & The Future
Given a focus on technology and a demand for cognitive skills, studen are well-served by a PUSD education. However, change is inevitable and consideration of how we might refine our programs will be importa for our students. Offering programs and instruction that enhance our
students’ analytical and creative skills will continue to be important and can be a guide for programs of the future.
Programs: Program enhancements may include increased opportunities for music and other performing arts at the elementary level, world languages at the elementary and middle school levels, and leadership programs at the middle school level At the high school level, increasing opportunities for flexible pathways, including expansion of existing programs in the arts. For example, only a few years ago, we offered vocal music alongside our other performing arts programs at the high school Reinstating vocal music would round out our already strong performing arts offerings, not to mention make good use of the Alan Harvey Theater. A special thanks to our Visual and Performing Arts teachers for their work to reimagine and design programs using Prop 28 funds.
Potential additions to our offerings include entrepreneurship programs, dual enrollment courses, and independent study options innovative opportunities that would enhance our existing programs and address the needs of students requiring other options, including those students who fit into the “missing middle,” in between STEM and performing Arts As PHS prepares for the next WASC accreditation process, we will further explore distinctive aspects of Piedmont High School that support not only our highest achievers but also our middle and alternative learners We are already examining what makes PHS exceptional and ensuring it continues to be a standout high school in the Bay Area and beyond.
We are fortunate that we already offer students a remarkable education; enhancements are not intended to suggest that we are lacking in some way; rather, these ideas are intended to refine our programs to give our students the best advantages and opportunities for their future in college and beyond
Professional Development: Educator training will also be essential in ensuring students are prepared for the future, including professional development for all teachers in use of emerging technologies, such as AI and the increasing array of instructional tools that embed AI. Leveraging AI for instructional purposes is and will be essential work for teachers, according to the National Education Association (NEA):
“Effective, safe, and equitable use of AI technology in education requires that students and educators become fully AI literate and develop a greater sense of agency with this technology. The use of artificial intelligence extends into countless aspects of our personal and professional lives, and AI literacy must be part of every student’s basic education and every educator’s professional preparation and development.”
Preparing students for careers in technology, climate sustainability, and responsible use of AI means our programs must keep pace, and it will be essential to engage our educators in professional development in these areas
Operational Sustainability: Maintaining fiscal health will also demand our efforts, including maintaining a healthy reserve, right-sizing our staffing levels and spending, and exploring new ways to generate revenue Last year, we engaged in budget reductions designed to ensure
appropriate staffing levels. This work continues, as it is both an art and science to create a master schedule with balanced classes. We also brought back the Summer Adventures program for students, which addresses a need for summer care for students, and it also generated a small amount of revenue for our district. We w childcare options for students, which are a win for parents and our district Additional operational considerations include care and training for our classified staff. In fact, th future of work applies just as much to our classified team, which is why training is equally important for this group Indeed, we trained staff on leveraging AI in the workplace this year as one professional development session for our classified team.
Marketing and Communication: We know the future of California public school enrollment will continue to decline for the foreseeable future, which means we will have to market our schools to ensure adequate enrollment. Enrollment is directly tied to our budget, and we will continue to be faced with decisions about what we offer and how we pay for it. Next year’s budget requires adding 71 students, according to CBO Ruth Alahydoian, which is an effort to increase our enrollment Rather, it is backfilling the enrollment we have lost over the last 10 years If we do not add students, we will have to make reductions or build revenue in some other way. Continue to offer prospective parent information nights, and tours will be essential One additional idea we may want to consider: Bring back Open House but reimagine it into a student presentation night, which is open to our community There is nothing that impresses prospective parents more than seeing our students demonstrate how much they know and can do, a practice that also aligns our Graduate Profile skill in public speaking Let’s collaborate on making this a signature event at our middle and high schools
Closing Thoughts
This report reflects our dedication to ensuring that Piedmont Unified School District remains a hub of educational excellence, innovation, and inclusivity Our work is joyful, and it is informed by our outstanding team of certified and classified staff and administrators. In the end, the best results for our future will depend on the foundation we build today. Thank you to our Board and our staff for your dedication to offering our students the finest education possible And, thank you to our families for bringing your trust, support, and kids to our campuses everyday. We are better together. WE ARE PIEDMONT.
