Conejo Valley Unified School District

Board of Education and Superintendent Goals and Objectives

BOARD OF EDUCATION/SUPERINTENDENT GOALS

Definitions o Goal — Mostly general and broad; generally enduring; rarely measurable. o Objective — Generally narrower in scope; generally subordinate to a goal; generally shorter term in nature; generally measurable. o Performance/Success Measure — A specific accomplishment, metric, or measurement indicating successful achievement of an Objective.

Excellence in Reputation Excellence in Organization Excellence in Instruction Excellence in Social-Emotional Support

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Long Range Strategic Goal #1

Excellence in Reputation - Understand and stay abreast of trends in K-12 education with the intent to understand the needs and preferences of local families, to communicate CVUSD's ability to provide options, and to serve the needs of our students.

Objective #1 - Assess the school market. Examine and investigate competing programs and conduct feasibility analysis for CVUSD. • Increase Elementary Magnets – possible addition at Weathersfield and Aspen • Conejo Elementary School – Spanish Dual Immersion o Instructional Services and Student Services departments began collaborating with Principal Ultreras in January 2021 to discuss, explore and plan for a potential dual language program at Conejo Elementary for the 2022-2023 school year. Leadership are scheduled to visit existing dual language programs in Ventura County in March and April. Overall goal is to have a proposal by May 2021. • Collect information from enrolling families on effective marketing strategies to support District schools and programs – Data collection on our enrollment forms (How did you hear about us?) • Consider alternatives to direct mail such as outreach programs, landing pages on our website and printable materials for use by home sellers, pre-schools and local employers. • Develop outreach to families via pre-schools, letting them know about our programs and informing them of the timeline for enrollment • Expand the efforts to inform families about “Best-fit” options we offer • Provide childcare capacity where needed and, whenever possible, before the school year begins • Collect data on families who choice in as well as out. • Explore and offer TK Programs at Aspen, Conejo Elem/OCLM, Glenwood, Ladera, Wildwood o TK (and I will add Child Care to do a “wrap around” program to support) on every campus: A school site room analysis should be done by each site administrator and planning based on actual enrollment. There are too many sites claiming no space when their enrollment has continued to decline. • English Learner population (more reach-out) • Possible February start-up TK program (vetting) • Student DAC to generate a survey for feedback from students/recent alumni and generate a homeschool survey to solicit information from the home school community

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• Create a Home Buyer/Realtor section on our website with FAQs and other information about our District/Schools/Neighborhood

Objective #2 - Continue to enhance our communications with both parents and the broader community with the dual goal of enhancing families' experiences with the CVUSD, and educating the broader community about CVUSD's many programs and positive attributes. • Kindergarten School Choice Nights, School Informational Nights (School Choice), Amgen Night (On Amgen campus), Rams website/HR partnership, Alternative Education Night, State of the Schools • BreakThrough Workshops • Local advertising – Acorn, Magazines, Adult Education Course Offerings Magazines • Marketing Campaign – to families within the community who do not have students enrolled in CVUSD • Continue to build the District bank of presentations – http://conejousd.org/Community/CVUSD-Presentations • Solicit feedback from stakeholders regarding their interest in future magnet themes or school branding • Booster Club website and training (checks and balance to make sure it is being used) • Improve outreach to non-English speaking families • School and District websites need to be improved and access to information should be easily accessible. A section that links to all special programs can provide a snapshot of what we have to offer. • Student Services Department meets monthly or bimonthly with several community organizations, all with the primary purpose of engaging with our families to enhance educational experiences for all students. The community groups and areas of focus include: o Thrive: students with disabilities o Adelante: Hispanic and Latino families o Unity Conejo: LGBTQ+ students o 805Resistance: race relations o Diversify our Narrative: increase diverse experiences for all students o Justice in the Classroom: increase diverse experiences for all students • Launched Equity Task Force in September 2020. Members represent race and ethnicity diversity and includes parents, students and staff. One of the primary purposes of ETF is to intentionally engage with the CVUSD community regarding

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the unique experiences of marginalized communities. At this point, ETF has primarily focused on racism. • Student Services and Instructional Services leadership are building an LGBTQ+ task force. School site administrators, teachers, counselors, students and some parents will participate in the task force to assist in identifying potential training and supports made available across all school campuses to have affirming learning environments • Coordinator of Family, Community and Equity will be physically available in the community, weekly, to build trusting relationships with our families. The Coordinator will be at Las Casitas and Calle Diamonte once per week. Additionally, the Coordinator will connect weekly with Safe Passage and Adelante to offer additional community support and to identify if there are families in needs of supports

Objective #3 - Conduct comprehensive research on why families make the education choices they do, and whether (or not) CVUSD can identify and implement programs to attract families who have chosen an alternative other than CVUSD. • Complete a survey/exit ticket when requesting to leave and/or entering CVUSD • Cluster meeting for parents not attending CVUSD schools • Conduct a deeper analysis of issues and concerns related to overall enrollment issues • The generation of a strategic plan for enrollment • Strategic plan for enrollment should include an updated Demographic Study.

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Long Range Strategic Goal #2

Excellence in Organization - Pursue continuous improvement in organizational and management practices which contribute to improved student outcomes and making CVUSD a top-tier district. • Continue to provide updates on Board Policies, Administrative Regulations and curriculum – Track and report on the status of these efforts. • Health Curriculum • 6146.1, 6146.11, 6146.12 – HS Graduation, Alternative Credits, and Dual Enrollment • Tk-5th Grade E/LA adoption • 5113.1 – Chronic Absences • Facility use agreements • Other BP, AR, and BB as updated through GAMUT • Work towards a balanced budget ($3 to 5 million) through the Budget Committee Process. • Continue to train Administration on how to run budgets and effectively analyze how dollars are spent o Training administrators on budget – we can set up mandatory semi-annual budget workshops. Include a budget management component in each budget responsible administrators’ annual evaluation. • Continue to align and refine the District LCAP and Single School Plans for Student Achievement to support and meet the needs of CVUSD Students o Much work has been completed in aligning SPSA to LCAP goals, actions and services. The timeline for the SPSA process was established and will be altered going into the fall of 2021. o The most significant improvement has been in the SPSA development process which is now inclusive of all stakeholders and completed with maximum transparency. o Shift SPSA development to Spring 2021 for planned adoption in Fall 2022. o Opportunity to: . Align LCAP and SPSA annual measurable outcomes . Include LCAP “focused goals” that are to be expected to be implemented through individual SPSAs . Provide estimated budgets in LCAP specifically to be used by sites for SPSA . Possibly include Resource Inequities (optionally) in LCAP to provide a base for guiding participation actions/services in LCAP and therefore school SPSAs.

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• Work on placing Waverly Program located at University on the Horizon Hills campus • Track number of visits to school sites from Executive Cabinet and certificated director-level • Implement a new automated time and accounting system o Update supervisor assignments and employee types in Frontline • Decrease air conditioning malfunctions on hot days • Provide access to class schedules prior to the night before • Cell phone policy at the secondary level – work with Student DAC on cell phone issue and social media concerns • Timely posting and hiring of positions through Human Resources o Emphasis on reaching out to a diverse candidate pool o Review and update job descriptions ensuring use of inclusive language • Aspiring Administrators Academy continuing to grow • Decrease childcare waitlists and have employees hired to start the year • Enhance communication between cabinet/director-level to District employees • The Facility Review by School Services of will bring facility use recommendations • Balanced budget discussion must include staffing review with a ranking of priorities (i.e. class size, tech support, admin support, central office vs. school site, etc.) • Automated time and accounting system – set up a committee to discuss, create an RFP, and evaluate different systems • AC malfunctions – startup and test systems earlier in the summer. Mandatory training for the HVAC technicians.

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Long Range Strategic Goal #3

Excellence in Instruction - Pursue continuous improvement in classroom/education methods and experiences that contribute to improved student outcomes.

Objective #1 - Increase inclusion opportunities for students with an IEP and improve our Least Restrictive Environment (LRE) for students in the general education setting. • Continue to inform Board about our LRE Data – Presentation from Student Support Services • Provide training to General Education Teachers – on inclusive practices • Continue to evaluate school site master schedules • Audit and adjust secondary level course offerings to support more inclusion in the general education setting • Presentation on Post-Secondary Program • Co-Teaching survey to teachers and site administration • The last LRE data calculated from the CDE indicated that CVUSD has significantly increased access to the general education setting for our students with a disability. In the school year 2016-2017, less than 40% of students with a disability spent 80% or more of their time in the general education setting. As of the end of the 2018-2019 school year (2019-2020 not calculated yet due to COVID), the percentage increased to 50%. It is important to note that this is only one measure; another measure is how students are progressing on their IEP goals and accessing the general education setting. These are conversations that occur in IEP meetings. Overall, increasing access to general education needs to be meaningful, not just a data point for CDE. Objective #2 - Increase Professional Learning. • Ongoing professional learning for all school site staff – Effective co-teaching strategies, Universal Design for Learning, and English Language Development for teachers • Ongoing administration professional learning on how to hold effective IEP meetings • Ongoing support on effectively writing a School Plan for Student Achievement based on District and site goals and reviewing data of site programs/interventions • Professional learning with an emphasis on equity and social justice. One of the primary requests generated from the Equity Task Force was to require all central office administrators, principals and counselors to participate in explicit training on racism, discrimination, diversity, inclusion and equity. Other than the required

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training at the beginning of each year, related to Title IX and harassment, there was no prior training the District could identify related to equity and social justice. Equity Task Force indicated central office administrators, principals and counselors were a starting point given these are decision making positions. • Professional learning with all Middle School Principals on leading for comprehensive special education services, supports and delivery.

Objective #3 - Increase in Effective Instructional Practices. • Continue progress on CAASPP, especially in the area of mathematics • Ensure that all Title I schools are responsive to the special learning needs of children from low-income families • Encourage teachers to develop and submit course requests to CSU and UC Boards • Naviance individualized learning plan module has been updated and BEST counselors will be implementing with our at-risk students • Data collection on students attending Moorpark College outside of a dual enrollment class. • Shift our EL instruction to provide more support and increase achievement levels.

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Long Range Strategic Goal #4

Excellence in Social-Emotional Support - Pursue continuous improvement in social-emotional support methods that contribute to improved student outcomes.

Objective # 1 - Improve access to mental health services across the District. • Continuum of direct mental health services provided to students in both general and special education • Proactive approach through individual and small group appointments • Ongoing suicide prevention task force that provides training and support to administrators, counselors, and psychologists • Support and work with students in crisis • Provide more parent outreach and engagement in supporting their student’s mental health and well-being • Continue to provide referrals to community providers (upon parent request) and parent workshops • Youth Outreach Program through Conejo Recreation and Park District • The need for more services for special education students – almost 600 students have a mental health component with their IEP, and the numbers indicate a massive incline • Partner with the BreakThrough Program to provide mental health services to general education students • Reach out to fellow agencies to donate services that they provide to children in the community • Increase interns to supplement the needs for counselors – we currently have five interns • Ask for parent feedback on counseling services for students • Social media issues / cell phone policy at our secondary sites – any future adjustments? • Continue and enhance our implementation of the Sandy Hook Promise in our schools

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