Student Success
Ensure every student thrives academically, emotionally, and with a sense of belonging.
View Goal 1 Scorecard →District Scorecard
2025–2026 School Year
Summary of Progress
Track our progress toward the three Wildly Important Goals guiding Poway Unified’s commitment to every student, every family, and the community we serve.
Overall Progress Snapshot
Community Engagement
Build trust and partnership with families and the community through clear communication, authentic engagement, and a service-oriented culture.
View Goal 2 Scorecard →Fiscal Responsibility
Safeguard the district's long-term financial health through efficient operations, strategic planning, and responsible investment in people, programs, and facilities.
View Goal 3 Scorecard →01
Student Success
Ensure every student thrives academically, emotionally, and with a sense of belonging.
What this goal means and why it matters →
Big Moves (Lead Measures)
Implement MTSS
Implementing
Promote High-Quality Instruction
Sustaining
Create Comprehensive Data Cycle
Launching
Planning — Designing and preparing
Launching — Initial implementation underway
Implementing — Consistent execution occurring
Sustaining — Embedded in district practice
Success Indicators (Lag Measures)
- Growth in CAASPP scores (ELA, math, science)
- Increase in graduation rates and a-g completion rates
- Increased students in AP and articulated/dual enrollment courses
- Improved measures of self-reported student belonging
- Reduction in chronic absenteeism and increase in attendance
Cadence of Accountability
- Three Board presentations per year on academic and belonging data
- Data cycle reviews with site & district leadership 3× per year
- Ongoing reporting in Board updates and leadership meetings
DATA DASHBOARD (Lag Measures)
2025-26 CAASPP data will be
available in Fall 2026.
CAASPP Growth
Percent Meeting / Exceeding
2025-26 Graduation and A-G Completion data will be available in Fall 2026.
Graduation & A-G Completion
Rate
Advanced Placement (AP) Courses
Number of Students
College Articulated Courses
Number of Students
Dual Enrollment Courses
Number of Students
Sense of Belonging
Students • April 2026
0%
of students report a positive sense of belonging and connection at school.
Average Daily Attendance (ADA)
and Chronic Absenteeism rates
will be available in Fall 2026.
Chronic Absenteeism & Attendance
Rate
02
Community Engagement
Build trust and partnership with families and the community through clear communication, authentic engagement, and a service-oriented culture.
What this goal means and why it matters →Big Moves (Lead Measures)
Strengthen Engagement Touchpoints
Launching
Expand Community Partnerships
Sustaining
Improve Customer Experience
Launching
Planning — Designing and preparing
Launching — Initial implementation underway
Implementing — Consistent execution occurring
Sustaining — Embedded in district practice
Success Indicators (Lag Measures)
- Improved family perception across four involvement types
- Positive shifts in community sentiment
- Increased student participation in work-based learning & CTE
- Higher satisfaction with customer service interactions
Cadence of Accountability
- Semi-annual reviews of survey data, participation trends & partnership reports
- Semi-annual updates to the Board and advisory councils
- Ongoing “You Said, We Did” communication loops
DATA DASHBOARD (Lag Measures)
Supporting Family Involvement
Percent Favorable
Parenting
0%
Communicating
0%
Decision
Making
0%
Community Sentiment Index
Average favorability across community sentiment measures
Agree
Watch presentation →
0%
of community members express positive trust and confidence in the district's overall direction, communication, and responsiveness.
Work-Based Learning / CTE
Number of Students
Customer Service Satisfaction
Families
Agree
Watch presentation →
0%
of families on average agree that they feel welcome to participate and that school staff treat parents with respect.
03
Fiscal Responsibility
Safeguard the district’s long-term financial health through efficient operations, strategic planning, and responsible investment in people, programs, and facilities.
What this goal means and why it matters →Big Moves (Lead Measures)
Assess Facilities Master Plan
Launching
Optimize BSS & PSS Processes
Implementing
Streamline Technology Systems
Launching
Review District Programs
Implementing
Planning — Designing and preparing
Launching — Initial implementation underway
Implementing — Consistent execution occurring
Sustaining — Embedded in district practice
Success Indicators (Lag Measures)
- Balanced unrestricted budget by 2027–28
- Implementation of deferred maintenance plan & review of facility use fees
- Implementation of pertinent FCMAT audit recommendations
- Determination of cost effectiveness of existing district programs
Cadence of Accountability
- Quarterly financial updates to the Board (1st & 2nd interim, final budget, unaudited actuals)
- Ongoing review of facilities and technology plans
- Review of district program costs and effectiveness on an ad hoc basis
DATA DASHBOARD (Lag Measures)
Budget Balance Projection
2025–26 School Year
Achieved
Watch the latest presentation →
$0M
in ongoing reductions and cost shifts in the 2025–26 school year
Deferred Maintenance & Facility Use Fees
Implementation Status
In Progress
Presentation coming soon
Deferred Maintenance Plan
Plan created and in active use for long-term master planning and project prioritization in FMO.
Facility Use Fees
Fees reviewed. Meetings with major users on potential increases pending. Board recommendation targeted for January 2027.
FCMAT Recommendations
Current Year Progress
91% complete or in progress
Presentation coming soon
Program Cost Effectiveness
2025–26 School Year
Achieved
Read the program reviews →
$0K
total ongoing general fund savings achieved through four program reviews in 2025–26