Vision Our learning community inspires, engages, and empowers students to become lifelong learners and productive global citizens. Mission We provide an excellent education that enables all students to achieve academic success and reach their full potential. We prepare our students to be responsible, contributing members of our community and wise stewards of our natural environment.

Profile of a Successful Mill Valley Student Successful Mill Valley students will demonstrate the following attributes:

Critical thinking and problem-solving

Collaboration across networks and leading by influence

Agility and adaptability

Initiative and entrepreneurialism

Effective oral and written communication

Ability to access and analyze information

Curiosity and imagination

Integrity, empathy and humility

Digital Citizenship

“The best way to predict your future is to create it.” ---Abraham Lincoln

Strategic Plan Initiatives for the Future 2013-2016

Our Points of Pride reflect what we celebrate as achievements in the Mill Valley School District: • A whole-child educational approach that emphasizes academic program studies, social emotional development,

physical education, and the arts. • High quality and experienced teachers, administrators, and support staff share decision-making through

distributed leadership that values collaboration and diversity of opinion. • A dynamic place to work, with highly sought-after positions, fairly negotiated union contracts and opportunities

for professional development • Widespread community support for public education in Mill Valley, as specifically demonstrated by strong

approval of parcel taxes and bond measures. • Engaged students who are well prepared for lifelong learning in and out of the classroom. • An exceptional music, art, dance, poetry, and drama program offered to students through the generous support

of Kiddo! • Strong, creative response to critical need from Mill Valley Community Education Foundation (Kiddo!) – with ties

to local business community and respected brand-identity and leadership. • Highly efficient and organized district/school site PTA and PTSA councils that support site level programs, and

respond to essential needs of MVSD. • Educators have the flexibility to design quality curriculum and deliver instruction to deepen student

understanding. Students achieve at high levels of learning as demonstrated through multiple measures including standardized test scores.

• Prudent financial planning that helps insulate the district from the state’s funding uncertainty. The Community

Financial Advisory Commission (CFAC) regularly advises the superintendent and board with a long-term financial forecast model.

• Safe, well designed, equipped, and maintained facilities that reflect the high standards of the community. • A District that celebrates the success of students, staff, and partnerships with the Mill Valley community. • Highly regarded schools that protect property values and the investment residents and business owners make in

Mill Valley. MVSD is an asset to the community, making Mill Valley a desirable place to live and work.

Mill Valley School District

Points of Pride

High Levels of Student Learning

Objective 1 Create a learning environment that provides deep content/inquiry-based student learning through project-based and differentiated instruction.

Strategy A Pursue lower class sizes within the budget. Indicator of Success Lower class sizes on an average across the District within budget parameters.

Strategy B Successfully implement instruction which embeds the Common Core standards in math and language arts. Indicator of Success Demonstrate assessment progress for the first five years of the Smarter Balanced Common Core assessment. Strategy C Student learning activities and staff professional development goals will reinforce the “Profile of a Successful Mill Valley Student.” Indicator of Success Develop a means of assessing progress in addressing the “Profile of a Successful Mill Valley Student.” Strategy D Establish a plan or specific strategies to differentiate instruction and offer blended learning, including multiple technologies as an instructional tool. Indicator of Success A plan or specific strategies will be forthcoming and implemented that will include: professional development, collaboration, research-based best practices and peer-to-peer observation.

High Levels of Student Learning

# OBJECTIVE 1 ACTION STEP Assigned To: Starting Date

Due Date

Completed Date

A1 Research historical class size Mill Valley School District (MVSD) data

Supt office 6/13 12/13

A2 Research comparable districts class size average w/MVSD

Supt office 6/13 12/13

A3 Identify grade levels with significantly higher or lower averages

Supt office 6/13 12/13

A4 Create a cost analysis for implementing lower class sizes

Asst. Supt 6/13 12/13

2013-14 Enrollment Growth MVMS - 2 Full time equivalent (FTE) K-5 – 2 FTE TK – 1 FTE IA’s – 3 Hours

Grades K-3 20:1 ; 4-5 25:1 to 27:1 plus IAs

Grades 6-8 25:1 to 27:1

A5 Explore further enrollment, residency, and student/class placement policy revisions

AC 9/13 6/14

B1 Continue to provide professional development at District and site level that supports Common Core State Standards (CCSS) implementation

Supt office/AC 7/13 6/14

B2 Research and understand Standards Based Common Core Assessment (SBCCA) from pilot and share with admin, staff, students, parents

AC, teacher leaders

8/13 12/14

B3 Offer professional development based on staff Professional Development (PD) survey

B4 Build in grade level/department time for teachers to work on CCSS

Principals 8/13 8/13

C1 Articulate how the profile was developed to staff Superintendent, Principals

8/13 9/13

C2 Board to formally adopt the “Profile of a Successful Mill Valley Student.”

Superintendent 5/13 5/13

C3 Create classroom and school posters to be placed in all rooms

Superintendent’s Office

7/13 8/13

C4 Encourage the use of profile for staff instructional development and student activities

Admin/Teacher Leaders

8/13 6/14

C5 Assess response to profile by creating an observation feedback form that could be used by Admin to give feedback to teachers

AC 8/13 6/14

D1 Identify top tier schools and programs to send a District Technology Advisory Committee (DTAC) team to visit

Tech Director Fall/13 Spring/13

D2 Develop a plan for tech integration Tech Director, AC

Fall/13 Spring/14

D3 Create a pilot program for teachers to apply to participate with some incentives attached

Tech Director, AC

Fall/13 6/14

D4 Share out results from pilot and ways to foster growth for tech integration

Pilot teachers, AC

6/13 6/14

High Levels of Student Learning

Objective 2 Students will participate in 21st century learning opportunities that foster global/international perspectives and awareness.

Strategy A

Teach and promote global cultural awareness. Indicator of Success Reflect an international awareness and global appreciation as part of project-based History/Social Science and general instructional programs, as demonstrated by the work of students.

Strategy B Research methods to strengthen world language opportunities at the middle school and introduce foreign language instruction in the elementary years.

Indicator of Success

A study will be forthcoming for enhancing the middle school’s current foreign language instruction and potentially implementing foreign language instruction in elementary grades.

# OBJECTIVE 2 ACTION STEP Assigned To: Starting

Date Due Date

Completed Date

A1 Create wheel of opportunities for global cultural awareness and diversity both inside and outside the United States such as sister schools, share projects, virtual field trips, ePals Global Community, language experience, Middle School TV interviews with students from other countries

Sub group of AC and teachers

7/13 10/13

B1

Create district committee to examine best practices into foreign language in elementary and enhance MS program including Tam High, MVTA, Parents, Board, Admin, Foreign Language teachers

Teachers, Tam High, Kiddo!, Admin, MVTA, FL teachers, Board

8/13 6/14

High Levels of Student Learning Objective 3

Foster a culture of innovation and “risk-taking” in staff that includes collaborative problem solving and student learning opportunities.

Strategy A

Support innovation research and implementation (For action plan: innovation grants, incentives, etc.) with the philosophy that “success breeds success.” Indicator of Success Develop an online resource for teachers to share lessons and innovative student projects. Encourage teacher access and participation. Strategy B Explore innovation opportunities for veteran teachers that provide opportunities to grow professionally and strengthen the educational program offered to students. Indicator of Success Produce a plan that provides invigorating options for veteran teachers to innovate in the areas of student learning and professional development for themselves and other teachers.

# OBJECTIVE 3 ACTION STEP Assigned To

Starting Date

Due Date

Completed Date

A1 Expand upon and provide mini-grants to support teachers. Provide $25,000 in funds for teacher strategic plan innovations grants

Supt Office, Kiddo!

6/13 12/13

A2 Utilize teachers who are innovating to lead staff development

AC 8/13 6/14

A3

Research possibility of providing common core prep time and teacher collaboration through coordination of arts instruction

AC 8/13 6/14

A4 Send teachers to other schools to observe innovative teaching practices. Share innovative lessons (i.e. Skype) on newly developed online resource

Supt office, AC

8/13 6/14

A5 Structure district wide grade level and cross grade level meetings to share innovative practices

AC 8/13 6/14

A6 Research the possibility of distance learning opportunities for students and teachers and explore pilot(s) (produce proposal/cost)

Supt Office, Tech Dir, AC

8/13 6/14

B1 Establish a Veteran Teacher Leadership Institute AC 8/13 6/14

High Levels of Student Learning Objective 4

Research, develop and implement innovative 21st century instructional technologies that promote quality teaching and student learning through blended and differentiated learning.

Strategy A

Develop and implement a progressive plan to effectively move toward providing innovative devices (i.e., mobile tablets) on a grade-appropriate student to device ratio. Indicator of Success Successfully execute a plan that includes teacher professional development and ongoing instructional support. Strategy B Develop and implement a technology professional development model that includes “in-class” instructional coaching and support. Indicator of Success A model plan and implementation will be forthcoming that increases levels of classroom technology integration.

Strategy C Proactively maintain the technology infrastructure necessary to support the District’s teaching, learning, communications, and management practices. Indicator of Success Reassess MVSD technology infrastructure on an annual basis and forecast and implement necessary upgrades.

# OBJECTIVE 4 ACTION STEP Assigned To: Starting Date

Due Date

Completed Date

A1 Determine student to device ratio in grades K-8 and find sustainable funding

Tech Dir, AC 6/13 12/13

B1 Create an instructional technology coach, DTAC to develop and implement district professional development and instructional support

Tech Dir, AC, DTAC, Principals

6/13 6/14

C1 Develop a plan to fund maintenance of current infrastructure and support future needs/upgrades

Tech Dir, AC (DTAC as needed)

6/13 12/13

Excellent Staff Objective 5 Attract, retain, and develop excellent staff.

Strategy A Target total staff compensation in top quartile of comparable districts. Indicator of Success Produce an annual report of total compensation comparisons and a plan for bridging possible gaps in moving towards the top quartile. Strategy B Offer a quality professional development program for staff that includes a combination of grade level collaboration, peer observations, teacher leaders, trainers, conferences, and training institutes. Indicator of Success Increase overall participation of staff in quality professional development programs and establish a mechanism for training evaluation, feedback and implementation. Three to five strategic academic alliances will be developed.

# ACTION STEP Assigned To: Starting Date

Due Date

Completed Date

A1 Conduct current staff total compensation analysis with data broken down to reflect salary, health and welfare benefits, step and column requirements and work conditions

Supt, Asst Supt, HR

ASAP Fall 2013

Ongoing

A2 Negotiate and approve a settlement that moves the MVSD towards all units of staff in the top quartile in terms of total compensation

Negotiating teams and Board

Spring 2013

Winter 2014

A3 Reconsider policy regarding children of staff enrolling in MVSD schools should the funding sources and facilities become available.

AC & Board Spring 2014

A4 Develop a marketing plan-brochure of “Why You Want to Work in Mill Valley” that promotes the “ MV Points of Pride”

Supt Office, HR Fall 2013 Spring 2014

B1 Hire a Curriculum and Instruction Director to guide District professional development and other instructional initiatives.

Supt Office, Board

Winter 2013 (Prep)

Fall 2014

B2 Establish a partnership with San Francisco State University and/or University of California, Berkeley to help train and recruit teachers from diverse backgrounds. Explore attending job strategic job fairs to increase diversity in staff.

Supt office, Asst. Supt, AC, HR

Fall 2015

B3 Systematically require every teacher to participate in a minimum of two “Share the Knowledge” sessions with MVSD teachers who are knowledgeable in various curricular areas

Curriculum and Instruction Director

Spring 2015

B4 Recruit teachers willing to be videotaped to use as model lessons throughout the district

Tech Director, Curriculum and Instruction Director

Spring 2015

B5 Utilize webinars for professional development Tech Director, AC

Fall 2013

Communication and Community Inclusion Objective 6

Maintain strong staff, parent/guardian, and broader community support for our District and schools.

Strategy A Widely promote our vision for our students’ success by effective communication between and among parents/guardians, staff, administration, trustees, and the community-at-large. Indicator of Success Utilize digital and “out-of-the-box” media to improve communication. Strategy B Proactively communicate future issues by utilizing a Communications Forecast Team. Indicator of Success The Communications Forecast Team will meet regularly to advise the district in forecasting communication to staff and community.

Strategy C Evaluate satisfaction levels of parent/guardian, student, community, and staff on an on-going interactive basis. Indicators of Success Complete annual surveys and communicate general results to the community.

# ACTION STEP Assigned To: Starting

Date Due Date

Completed Date

A1 Review current monthly E.News schedule and format, look at obsolete practices -- strategize areas for improvement. (human interest stories in addition to focus areas)

Supt Office 6/13 Fall/13

A2 Utilize website headlines, blog and twitter account on a more frequent basis to keep news fresh (shorter posts more frequently)

Supt Office 6/13 Fall/13

A3 Incorporate more video, photos and audio on website, E.News, Twitter

Supt Office Fall/13 2013

Fall/13

A4 Offer opportunities for the community to interface with district, site administrators and school board members at scheduled events (i.e. Superintendent chats, parent hosted evening site socials, etc.)

Supt Office, Board, AC

8/13 6/14

B1 Communications forecast team will meet regularly to assess short and long term communications and strategize on how to proactively communicate key areas to stakeholders

Supt Office 9/13 6/14

C1 Review parent survey annually to ensure content is relevant.

Supt Office, AC 6/13 6/14

Sound Finance and Infrastructure

Objective 7

Identify sustainable sources of operating and capital funding to achieve and support the District’s strategic goals.

Strategy A Maintain prudent levels of financial reserves for a community-funded school district. Indicator of Success The Community Financial Advisory Commission (CFAC) will advise the district regarding the district reserve policy. Strategy B Continue our commitment to proactive fiscal planning strategies that provide forward-looking projections of key financial drivers and levers.

Indicator of Success Continue use of the CFAC financial models. (Forecast and “Shared Solutions” models)

Strategy C Provide the necessary services and instructional support due to several years of MVSD enrollment growth. Build partnerships with other districts to cost-effectively provide additional resources to the staff and instructional programs.

Indicator of Success Develop and implement an organizational and partnership plan.

Strategy D Provide safe, equipped, well-maintained and updated facilities and infrastructure that support our mission, strategic plan, and educational programs. Indicator of Success Update the facilities master plan with a future activities timeline.

Sound Finance and Infrastructure

# OBJECTIVE 7 ACTION STEP Assigned To: Starting Date

Due Date

Completed Date

A1

Provide staff oversight/review and monitoring of ongoing expenses/ commitments including total compensation

Asst. Supt 6/13 6/14

A2 Review the district’s adherence to the reserve Board Policy

Supt, Asst. Supt, CFAC

6/13 6/14

A3 Provide recommendations for the district’s policy on OPEB long term liability and feasible contribution

Supt, Asst. Supt, CFAC

8/13 6/14

B1 Enrollment projections-staffing, educational needs

District, AC, Board, CFAC, Kiddo!

B2 Work with CFAC on driver/lever scenarios-property taxes, state revenue, enrollment, total compensation, Other Post Employee Benefits (OPEB): present updated forecast models to the District

Supt, Asst. Supt, CFAC

6/13 6/14

C1 Explore and implement partnerships with neighboring school districts (professional development, curriculum & instruction, business services, technology, etc.)

Supt, Asst. Supt, Board

6/13 6/14

C2 Produce an organizational plan that provides the necessary support for our staff and instructional programs for implementation in the 2013-14 and 2014-2015 school years.

Supt, Asst. Supt., Board

6/13 6/14

D1 Update the facilities master plan: Conditions Assessment, Ed Specs. Department/grade level needs for education programs (includes plan for next bond, modernization, construction)

Facilities committee, AC, Board, District, Kiddo!, PTA

5/14 6/15

D2 Research space options and add classroom space for enrollment growth as needed

Supt, Asst. Supt, AC, Dir of M&O

6/13 6/14

D3 Work with local law enforcement, fire and insurance on safety risk management to strengthen MVSD’s emergency response

Dir of M&O, AC 8/13 6/14

The Strategic Plan Process The Mill Valley School District completed an

extensive strategic plan refresh at the beginning of

2013. A critical part of the process was gathering

input from a large body of stakeholders, which

included over 1,000 individuals.

This process included: Online Survey Over 700 parents and 180 staff members completed an online strategic planning survey. Both survey groups offered similar feedback and prioritized for future planning. Focus Groups Sixteen focus groups (250 total individuals) met to review the current strategic plan and offer feedback for future priorities. The key feedback areas were summarized into a planning document. The groups are as follows:

Mill Valley School District Board of Trustees

Mill Valley Rotary Club

Mill Valley site PTAs and Council Presidents

Mill Valley youth sports coaches

Mill Valley Teachers Association (MVTA)

California Schools Employee Association (CSEA)/Classified Support Staff

Superintendent’s Trends in Education (Southern Marin and County Superintendents)

Mill Valley Administrative Council (AC)

Community Financial Advisory Commission (CFAC)

Measure B executive committee

Town Hall Meetings (two separate meetings: AM, PM)

Kiddo! Executive Board

Tam High School staff and parents

Mill Valley Middle School students

Civic Leaders (school district, city, county, assembly, and congressional)

Steering Committee A steering committee comprised of teachers, support staff, administrators, Board members, parents, and community members met four times to review the input and produce a draft of strategic planning components. These components include the following:

Vision Mission Profile of a Successful Mill Valley Student 3-5 year long term objectives Strategies Indicators of Success

Committee Members: Erin Conklin (Teacher), Kim Kirley (Teacher), Rod Septka (Teacher), Stacy Woolley (Classified Staff), Mari Allen (Parent), Judy Sherman (Community), Kira Keene (Kiddo!), Bob Canepa (Community), Raoul Wertz (Board), Leslie Wachtel (Board), Anna Lazzarini (Administrator), Michele Rollins (Administrator), Chris Coffelt (Administrator, Parent), Sarena Fairrington (District Office Staff), Paul Johnson (Superintendent)

Action Plans The Administrative Council drafted action plans for the strategic plan seven objectives for the 2013-14 school year. The action plans are fluid and will be revised and updated annually. Thank You! A sincere thanks to all staff, parents, and community who participated in providing input through surveys and focus groups. Also, a tremendous debt of gratitude goes to the steering committee, district administrative council, and board strategic planning sub-committee.