Growing Pains

On Monday we posted a new leadership opportunity for Hudson Schools by announcing our search for a middle level principal. While this is something that had been under consideration for the past several months, it follows a recent press release from the Iowa Department of Education that shared statewide enrollment figures. That communication indicated that Hudson achieved the highest percentage enrollment growth among all districts in the state for certified enrollment. Keep in mind certified enrollment is a depiction of resident students only and does not include those open enrolled. So how did we get here, and better yet; where are we headed? First, some context.

During the 2010-2011 school year, Hudson Schools enrolled 721 students. In the intervening decade, student numbers fluctuated between that 720 and 750, reaching a low water mark of 692 during the 2016-2017 school year. Then, beginning in the 2017-2018 school year, we began reporting enrollment PK-12 as that was the year we launched our statewide voluntary preschool. That first year of operation, we reported 28 students in the program. Over that epoch, staffing levels have flexed to meet the needs of all students throughout the district, sometimes requiring an extra section here or there, or other times not replacing a position when it became vacant. The point is, as enrollment either grows or retracts, so too does our staffing configuration. 

But what has happened to enrollment since 2020-2021 is not a mere fluctuation in enrollment. It has been a steady, if not rapid increase. Think about this. In the 2020-2021 school year, our PK-12 enrollment was 766. This year, enrollment tops 924 across that same grade span. Projections do not seem to suggest a slowdown anytime in the next 5 years. Even more jarring is a comparison between 2010 and 2025. A staggering difference of 203 students.

The question is, what is causing it? Well, we can certainly point to changes in the open enrollment laws that have made it easier for families to choose Hudson Schools. But that isn't the only, or likely even the primary reason for this growth in enrollment. After all when it comes to open enrollment, we have the option to deny those requests when we become full, or even slow open enrollment as residential enrollment growth accelerates. Both of these options have been and will continue to be exercised in our district as we even out our section sizes in open grade levels. The fact of the matter is that open enrollment today is largely limited to existing siblings who are enrolled and employee's children.

Yet, we still must wonder, what happened in 2020 and the subsequent years that sparked our growth? The answer is simple: residential development. When I arrived in Hudson in 2010, Upper Ridge Estates was the only game in town and it was just a little more than half full. In 2020, Ann and I built our home in the second addition of Upper Ridge, and ours was just the second home to be built in that development. Today, that section is full, and another section to the north of us is about 3/4 complete. I haven't counted, but would approximate there are somewhere around 75 homes in our neighborhood. The fact is, in 2010 we were able to swing a bus through that neighborhood on the tail end of an existing route. Today, that is a route in and of itself. 

Upper Ridges is only part of the story. We also have Twin Oaks, Dean Lee, Marian Lane, and Buffalo Trace. Am I missing any? Maybe. There are preliminary discussions occurring right now that likely will result in even more residential development. As of January 2025, there are currently 84 lots in Hudson available for residential construction. 

So then, back to staffing levels. Our staffing plan needs to meet the needs of the students that we are serving. And as I mentioned in the first paragraph, over the years our staffing levels have flexed to meet those needs. Sometimes the decisions are pretty easy calls. If you have 80 students in kindergarten, 4 sections of 20 is not that difficult. On the other hand, if you have 48 it becomes a bit more challenging. We've lived in both worlds and I can promise you that being in the '80 student' camp is much more preferable. 

But the easy calls really do stop there. There are a lot of other issues to be resolved that, well, are lurking in the shadows. For example, when the current 2nd grade class was in kindergarten (our largest current class at 87), we were about 2 weeks into the school year when the teachers pointed out that we didn't have enough restrooms available for the students. This year's first grade started out as 3 sections in kindergarten. We closed open enrollment early and held fast to that decision. This was partly to address the restroom issue, and partly because once we decided to add another 4 section grade level, it would require additional auxiliary positions, namely art. While it was a wise decision at the time, it was short sighted. What happened? Well, over the course of the school year families continued to move into the district. What had started out as a 3 section kindergarten became a 4 section first grade. Adding another classroom also comes with another set of classroom furniture. And Mrs. Betts pointed out to me a few weeks ago: we are out of lockers. So it goes. In 2010, we employed a professional teaching staff of 54. Today that number stands at 72 and will be larger next year. 

What hasn't changed in the past decade and a half is the administrative configuration of the district. For those of you who were around in 2010, you may recall we employed 3 building administrators along with a Director of At-Risk Services. In 2010, one of our administrative positions was eliminated when we had to cut approximately 10% of our general fund expenditures. So here we are. We have decided that now is the time to move forward with the appointment and hiring of a mid level principal specifically to serve grades 5-8. Please believe me when I tell you this decision was not taken lightly. I understand all too well the perception of 'administrative overhead'. But I think we all know the value that strong leadership can bring; not only to the students in that school, but the support they can provide our families, and the instructional leadership they will be able to provide the staff. It is my hope that a middle level principal will help all of us create a visionary framework that will best serve these students now and into the future.

As I wrap this up, it's probably worth mentioning, and wise to think about what is next for the district. Again, enrollment projections do not appear to be slowing anytime soon. Once the current 2nd grade gets to 7th grade we are going to have to figure some things out. Additional auxiliary and supplemental positions will be needed. To help us better understand our trends and trajectories, we have commissioned a study with RSP and Associates to dig deep into these very issues and provide us with the detail and expertise that will be needed to help chart our course. I am excited to learn what the future holds for us. However, there must be no doubt that the future is bright for the Hudson Community School District.

Indeed, its Great to be a Pirate!