Piedmont Civic Association Questions & Answers

By Andrea Swenson

Answer #1 Comparisons of school spending district by district are inherently flawed because each school district receives varying amounts from the state based on complicated computations. Piedmont spends an average of $11,000 per student but receives only $6000 per student from the state. In Piedmont, the shortfall is subsidized by generous parent and community responses to organized fundraising efforts and the Parcel Tax. Fundraising dollars combined with Parcel Tax revenue represent 35% of the PUSD budget. Over the past 3 years, diminishing state funds have resulted in a 20% per pupil loss of revenue. Despite this ongoing loss of revenue, Piedmont has done something extraordinary. We have maintained an excellent educational program due to a comprehensive and collaborative effort among staff, parents, and the entire community. This collaborative effort, to support the education of children, should make all Piedmonters proud.

The next Parcel Tax will be on the ballot, Spring 2013. I anticipate there will be no increase in the base tax. Offering a senior exemption from the school parcel tax is commendable. It is an unfortunate reality that if we did so, we would then have to substantially increase the base parcel tax to subsidize the loss of revenue which we rely on to maintain our schools.

Question #2 How would you personally demonstrate leadership and initiative in addressing fiscal/budget issues if you are elected to the School Board, especially during the next 12 months?

Answer #2 For 15 years, I held leadership positions which required evaluating how to meet the needs of students while reducing expenses and increasing income through fundraising. I know how to work effectively within a group and get things done. I held leadership roles at Wildwood School, Piedmont Middle School, Piedmont High School and I now serve on the Piedmont Educational Foundation Board of Directors. I have presided over Parent Clubs, Parent Support Organizations and Site Councils. I re-vamped and led the largest and most critical fundraiser for our schools: The Piedmont Giving Campaign. I had leadership roles in the last three parcel tax campaigns. As a Budget Advisory Committee member for 10 years, I regularly sat down with school administrators, parents and community leaders to hash out budget issues. I know first-hand that setting priorities by collaborating with the parent community allows us to best meet student needs, not deny them. Without a surplus of money we need to show a surplus of initiative. Over the next 12 months, vigilance over the PUSD budget must persist in anticipation of a budget shortfall in the 2013/14 school year. And, we must draw the community together to discuss the 2013 Parcel Tax vote.

Question #3 How do you see the city and school district working together to solve problems during the next 4 years.  Please provide specific examples.

Answer #3 During the next four years, I expect and predict the city and school liaisons will meet on a more regular basis. The City and School District must deliberately look for opportunities to establish and develop successful partnerships. We must explore how the city and schools can share and benefit from existing local resources.

The Every 15 Minutes anti-drunk driving program is an excellent example of the City and the School District working together. When I co-chaired the first Every 15 Minutes program 4 years ago, the Piedmont City Council gave permission to close city streets for a drunk driving accident re-enactment. Representatives from the Piedmont Police and Fire Departments cooperated in planning and preparation during the six months before the re-enactment and, provided instrumental on-site support during the 2 day program.

Question #4 Open Enrollment:  The Romero Bill has recently been enacted allowing out-of-district students to transfer to the Piedmont school district from low-performing schools.  Acceptance is automatic if capacity is available.  What criteria and prioritization for enrollment in the Piedmont Unified School District should be given to the following groups: children of District employees, children of City employees, grandchildren of residents, students from under-performing schools.

Answer #4 Enrollment of out of district children of School and City employees is predetermined by existing board policy. Children of non-resident School District employees that work at least 30% can attend Piedmont schools. There are 14 slots available for children of non-resident full-time City employees. Until we see how many Romero Bill inter-district transfer requests are received this month we do not know how it may impact capacity.

The current interest in changing student capacity policies by allowing grandchildren of residents to attend Piedmont Schools stems from a common belief that increasing student capacity would bring needed financial support into the school district. The unfortunate reality is, it costs more to educate a Piedmont student than Piedmont receives through funding from the State of California. The shortfall is subsidized by generous parent and community responses to organized fundraising efforts. The only way to add capacity without creating additional cost to the School District budget is to add students in specific classes where there is existing space available. It is difficult to imagine a practical and equitable method of increasing capacity by limiting enrollment to situations where a specific class is undersized. Nevertheless, it is possible, we may, as a community, make the decision to allow grandchildren of Piedmont residents to attend Piedmont schools when the community is able or willing to bear the expense.

Question #5 Employee compensation:  Approximately 130 children of School District employees attend Piedmont Schools.  How is the privilege of enrolling employee children factored into the compensation packages of employees?

Answer #5 There are guidelines in place that currently dictate when children of school district employees can attend Piedmont Schools. The employee must work at least 30% and be covered by a collective bargaining arrangement. It is common practice in California and well defined by California Education Code Section 48204, that children of school employees have the ability to attend school in the district where the parent works. Because the ability of children of school employees to attend Piedmont Schools is defined by state law, it is not considered a privilege of employment that ought to be factored into compensation packages. The quality of our schools creates a reciprocated educational benefit for children of residents and children of school district employees because we attract high caliber teachers seeking employment.

Question #6 What are the most significant issues facing PUSD over the next 2 to 5 years?

Answer #6 The biggest challenge facing the PUSD continues to be finding new and creative ways to improve program despite shrinking funds. We cannot use an ominous budget situation as an excuse for not advancing program improvements. We must reconsider the manner we deliver program in a way that may save us money and improve program at the same time. We must consider how technology can help. We can re-think our current class configurations and consider some strategically selected lecture style classes that will then allow us to offer more small seminar style classes. I am open to ideas and discussions that will allow us to improve program in a cost efficient manner. There will be new and creative opportunities for policy defining discussions for the incoming School Board.

Of equal importance is the need to continue discussions about developing and retaining great teachers. Great first steps were recently taken by the Piedmont Educational Foundation's unanimous vote to underwrite a grant for a new Teacher Evaluation System. This cutting edge evaluation system will strengthen teaching and learning. Another positive step came when the PHS Parent Board funded 11 PHS teachers to pursue National Board Certification. These are great first steps that will create a constructive ripple effect for years forward. We must persistently look for opportunities that allow us to continually strive for improvement.