Naugatuck Public Schools District Strategic Plan Educating All Students Today for
Tomorrow’s FutureMission: Our mission is to create a cohesive school system where continuous
improvement of teaching and learning result in high performing schools that develop students who:
Are responsible and engaged community members Demonstrate initiative, persistence and adaptability
Are curious and value risk taking as part of the learning process Access and analyze information and formulate an opinion
Communicate effectively Work individually and on teams to solve real world problems
Naugatuck Public Schools BeliefsWe believe:
All children deserve a high quality educationAll children have capacities for learning that exceed our current expectations
Educators, families and community must work together to support student learningRigorous standards must be in place to define expectations for leaders, teachers, students and
familiesEvery school, educator and student in our district must be continuously improvingThe District must be organized and function in support of teaching and learning
Guiding Principles for Strategic Plan Development The core of plan is continuous improvement of teaching and learning Is the singular plan that drives all decisions in the district The plan is sustainable – can exist outside of one person – owned by all That the strategic plan is a living document and is easily accessible to all Honor the work of past plans from district and BOE Incorporate the voices of families, students, community, teachers, and administrators Use public friendly language in the plan Grounded in beliefs about teaching and learning that were developed by the district curriculum
committee and in conjunction with the Alliance Plan Creates the alignment framework to unify the work of the district Is ambitious and attainable
CHMS Goals: CHMS will make progress toward indicators identified below:
1. Reading: Increase percent of students reading at grade level and decrease percent of students substantially below grade level.
Middle 7-8 (City Hill) 75% of NPS middle school students were reading at or above average according to the Spring 2015
NWEA MAP Reading Assessment. By Spring 2016, the percent of students reading at or above average will increase to 80% or higher. (Tier 1)
11% of NPS middle school students were reading substantially below grade level according to the Spring 2015 NWEA MAP Reading Assessment. By Spring 2016, the percent of students will decrease
to 8% or lower. (Tier 3)
2. Mathematics: Increase percent of students performing at grade level and decrease percent of students substantially below grade level.
Middle 7-8 (City Hill)54.5% of NPS middle school students were at or above average according to the Spring 2015 NWEA MAP Math Assessment. By Spring 2016, the percent of students at or above average will increase to
61% or higher. (Tier 1)
21.5 % of NPS middle school students were substantially below grade level according to the Spring 2015 NWEA MAP Math Assessment. By Spring 2016, the percent of students will decrease to 16% or
lower. (Tier 3)
3. Student Attendance: Chronic Absenteeism - Decrease percent of students who miss more than 10 % of school (18 days)
CHMS will have a chronic absentee rate under 11% CHMS will decrease total # of absent days by 5%
4. Student Behavior: Decrease the number of offenses reported to the CT State Department of Education (CT SDE) and decrease the number of students with chronic offenses (3 or more)?
CHMS will decrease # of students receiving OSS & ISS by 5% CHMS will decrease the number of students receiving three or more ISS/OSS by 5%
5. Cohort Graduation Rate: Collaborate with NHS to increase the graduation rate
CHMS will continue to collaborate with NHS to decrease the freshman failure rate
6. Family and Community Engagement: Increase parent and community participation in student academic endeavors and school improvement efforts.
CHMS will work towards increasing parent attendance at student led conferences by 5%
CHMSEducating All Students Today for Tomorrow’s Future
Strategic Priority #1 Develop a Shared an Inspiring Vision with Coherent Strategic Plan
Rationale for this Goal: If we create an inspiring and shared vision and aligned strategic plan, then all members of our school community will be eager to align their collective and individual efforts to
accomplishing our shared goals.
Priority 1 Strategy #1 Collaboratively develop and communicate a shared vision and mission that has high expectations for children and clearly communicates what CHMS is striving to become
Action Step #
Specific Steps Outcomes/Evidence that this action step is being implemented/completed
Leader(s)Responsible
Timeline
1.1.1 Seek input from multiple perspectives to ensure that our vision and mission represent community voice
Administrator calendar of meetings, events, faculty interviews and conversations with community stakeholders
Administrator using content area classes to deliver lessons to students for feedback
Leadership Team agendas and minutes
Mezzo Ongoing
1.1.2 Create, publish and communicate a shared vision for CHMS
Show connection
Widely published and communicated visionFaculty meetings reference NPS vision and missionNPS Vision posted in
CHMS Admin Team
Ongoing
to vision and mission to all initiatives to explicitly express coherence
Main Office and in each classroomStudent, parent and teacher surveys indicate shared and living vision
1.1.3 CHMS Administrators champion City Hill within the community
Public events and recognitions for success within the plan
CHMS Admin Team
Ongoing
Priority 1 Strategy #2 Develop a Strategic Plan that will ensure the entire system is working toward accomplishing the vision and mission
1.2.1 Stakeholder groups (School Governance, CHMS Leadership Team Admin, etc) monitor the strategic plan to make the vision a reality
Monitoring of attendance, discipline, and curriculum based and standardized testing scores conducted by Leadership TeamProcedures are continually reviewed and designed to meet school needs
CHMS Admin TeamLeadership
CouncilSchool
Governance
Ongoing
1.2.2a Leadership Team is expanded to include administrators, coaches, special education social worker, and guidance
Agendas and minutes from leadership team to include discussion of students from all sub populations
Leadership team
ongoing
1.2.2
Shared accountability for goal attainment through aligned & coherent strategic planning and goal setting
School strategic plans & teacher/student goals are set in service of accomplishing district goals
CHMS AdminCHMS Faculty
Sept.-Novt 2015
Teacher and admin survey results indicate contribution to school and district goals
1.2.3 School wide leadership team disaggregates and analyzes multiple sources of student data to find patterns/trends in order to make appropriate programmatic changes.
Trimester academic performance reviewed with Leadership teamand grade level teams
CHMSLeadership
TeamGrade Level
Teams
November 2015February 2016
June 2016
1.2.4 School progress toward goals are communicated frequently and are easily accessible to the community
“Weekly Snapshot” communication sent to all families each week highlighting school progress towards goals
Mezzo Ongoing
CHMSEducating All Students Today for Tomorrow’s Future
Strategic Priority # 2 Create a Rigorous Academic Program with a Focus on Continuous Improvement of Teaching and Learning
Rationale for this Goal: If we create a professional culture at CHMS that values and structures learning and collaboration and sets high standards for teaching and learning,
while strengthening the capacity of educators to meet the needs of students, then our students will continue to meet or exceed our high expectations.
Priority 2 Strategy #1 Create a professional culture relentlessly focused on improving teaching and learning
Action Step #
Specific StepsOutcomes/Evidence that this action step is being implemented/completed
Leader(s)Responsible
Timeline
2.1.1 Intentionally seek input from multiple perspectives to ensure strategic school plan represents community voice
Administrators visible in CHMS and communityPrincipal visits all classrooms and conducts interviews of faculty to elicit input
Administrators model reflective practice and learningFrequent communication regarding student learning goals and accomplishments
CHMS Admin Team
Ongoing
2.1.2 Leadership models and supports a culture of collaborative
Student learning is at the core of professional dialogueAgendas, minutes, teacher feedback
CHMS Admin Team
Academic Departments
Ongoing
inquiry and continuous improvement
Awards and recognitions for innovations with intended student outcomes
2.1.3 Administrative Team creates a shared responsibility for achieving school and district goals
School Improvement Plan aligned to NPS Goals and Teacher SLOs
CHMS Admin TeamCHMS
Leadership Team
Fall 2014
2.1.4 Leadership Team (admin and coaches) conducts mini instructional rounds
Admin and coaches walk in pairs and then collaborate for a twofold purpose: instructional focus and calibration
CHMS Leadership
Team
2015-2016 school year
2.1.5 Support time and structure for collaborative inquiry and monitoring instructional improvement
Sufficient time allotted to interpret and use data and other information related to student performance for the improvement of instruction
Minutes/agenda from principal and teacher leader PLCs/TLTs (e.g.: reading consultants, SRBI team)CHMS school schedule reflects time for collaboration (e.g.: common planning, grade level team meetings, etc.)KLT teams after schoolCommon grade level time after school
CHMS Admin Team
Guidance DeptAcademic
Depts
2015-2016 school year
2.16 Teachers meet weekly in departmental and interdisciplinary
Coaches and administrators work with teachers to disaggregate data based on sub-
teams for the purpose of collecting, analyzing summarizing and displaying data to inform instruction
populations
2.17 Teachers collaborate to examine student work and create probes/short and quick assessments for targeted skill areas
Data team minutes are collected to reflect the benchmark data and dipsticks administered during the interim
2.1.7 Celebrate academic success and growth of student outcomes, teacher and leader practice that reinforces values and goals
Public celebrations of success & growth (shout outs, student of the trimester awards, honor roll, etc)
CHMS Admin Team
Guidance DeptAcademic
Depts
2015-2016 school year
Priority 2 Strategy #2 Develop, implement and systematically evaluate and improve curriculum, assessment, instructional and intervention expectations
2.2.1 Create a shared understanding of how the definition, philosophy, and framework of curriculum impact teaching and learning
Professional development for faculty to ensure common understanding of definition, and philosophy of curriculum
CHMS Admin Team
FacultyDepartment
Heads
Ongoing
2.2.2 Examine core general education curriculum to ensure inclusion of multiple racial/cultural perspectives and accessibility for all students regardless of language spoken at home, culture, ability
Work with Director of Curriculum, admin, coaches and data team to adjust curriculum accordinglyData team minutes reflect changes
CHMS leadership
teamDirector of Curriculum
2.22 Regularly reflect on curriculum maps and student performance data to adjust curriculum pacing guides for content areas
In departmental meetings teachers and admin/coaches collaborate to ensure assured experiences within grade levels
CHMS Leadership
Team
Ongoing
2.2.3 Work with Director of Curriculum to identify priorities and determine a development timeline
Scope and sequence for core academic areas
Pacing guide for math and science
2.2.4 Universal screeners/interventionbenchmarks and strategies are monitored to inform instruction
Service delivery model that demonstrates a continuum of services delivered by expert interventionistsProgress monitoring for all students regardless of services received (labels)
CHMS Leadership
Teamongoing
2.2.5 Use and allocation of staff
Leadership team meets weekly to review and
ongoing
to provide various interventions is reviewed on a regular basis
adjust SRBI services
2.2.3 Decision making rules and cut points for both academic and behavioral interventions are clearly defined.
Academic dept, interdisciplinary team, and staffing meetings identify criterion for identification and interventions for tiers II and III for academic and behavioral needs
Academic Depts
CHMS Admin Team
Staffing team
ongoing
Focus on improved student outcomes vs. eligibility for special education
Staffing and SAT minutes evidence team exhausts all resources and interventions for students before recommending a PPT
CHMS staffing and SAT team
ongoing
Priority 2 Strategy #3 Develop and evaluate the capacity of leaders, teachers and staff to improve district, school and student performance indicators
2.3.1 Identify clear standards and progression of practice/expectations for teachers and staff
Standards for teachers in NPS adapted Common Core of Teaching (CCT) Rubric
CHMS Admin Team
Ongoing
2.3.2 Continue to develop shared understanding of performance expectations for each domain in teacher practice rubrics and develop leader feedback practices to support teacher development
Calendar of walk-throughs, shared scored write ups,Internal calibration of written feedback
CHMS Admin Team
Vertical NPS Admin Team
Ongoing
2.3.3 Continue to develop shared understanding of performance expectations for each domain in teacher practice rubrics
Work with leadership team and revision learning around calibrating for cognitive engagement
CHMS Admin Team
Ongoing
2.3.4 Develop new teacher support and development plan
Calendar of new teacher meetings Mentors for new teachers/administratorsMentor roles definedFocus ReVision Learning Calibrations on new teacher development
CHMS Admin Team
Vertical NPS Admin Team
Ongoing
2.3.5 Teachers identify student development needs connected to SLOs. Teachers conduct cycle of inquiry and collaborative planning leading to teacher practice adjustment resulting in improved student performance
Teacher Evaluation plan areas of focus connected to goalsTeacher Learning Teams agendas
Faculty &CHMS Admin
Team
2014-15
2.36 Develop the supervision and feedback expertise of leadership team (admin and coaches) by providing embedded professional learning and support
Weekly sharing/ next steps for admin and coachesCalibration around rigor in teacher practices and tasksReVision Learning to work with coaches around calibration of rubric
2.37 Develop the peer support expertise of teachers by providing opportunities for teachers to observe peers and engage in professional dialogue around teaching and learning.
Peers to observe one another with a specific purpose
Data teams provided with embedded pd and technical assistance by admin and coaches
CHMSEducating All Students Today for Tomorrow’s
FutureStrategic Priority #3 Create a safe, welcoming and respectful
environment in CHMS that supports the continuous improvement of teaching and learning
Rationale for this Strategy: If we create positive school climates that foster high expectations through caring and supportive relationships, then students and teachers
will set ambitious goals and work together to accomplish them
Priority 3 Strategy #1 Ensure safe and positive learning culture with high expectations for all students
Action Step #
Specific Steps Outcomes/Evidence that this action step is being implemented/ completed
Leader(s)Responsible
Timeline
3.1.1 All leaders demonstrate and
communicate high expectations
for all students and strong values for students with
different academic, social and/or physical
needs
Communications available in multiple languagesCelebrations and recognitions demonstrate diverse populationSurvey results
CHMS Admin Team
Staffing Team
Guidance/SW
Ongoing
3.1.2 All leaders ensure teachers engage
in evidence based and culturally
relevant practices
Teacher practice data on Domain 1 Monitor discipline and attendance data to support expectations in
CHMS Admin Team
Ongoing
Domain 1Provide PD in cultural competency
3.1.3 Reinforce the consistent implementation of Positive Behavior Support and Intervention System
Decreased reportable offenses and chronic offendersWeekly Staffing Meetings with minutes regarding at risk studentsFunction of behavior is assessed early on
CHMS Admin Team
Student Assistance Team
Staffing Team
Ongoing
A social emotional learning curriculum is in effect and represents core competencies
Wingman programmonthly lessons reinforce the core expectations in the CHMS rocks matrix
CHMS faculty and admin
2015-2016 school year
School wide behavior expectations are clearly defined, taught and reinforced
SRBI team works with SERC to create lessons to teach the expectations on the CHMS matrix
Planning done in Winter 2016 for
Fall 2016 implementation
Priority 3 Strategy #2 Maintain and improve our school buildings and grounds and equipment
3.2.1Develop systems to maintain and improve CHMS facility and grounds and rapidly resolve safety issues and concerns
Weekly walk-arounds with head custodianChecklists for custodiansWeekly feedback from faculty and staff regarding cleanliness of rooms and bathroomsSafety committee meetings
Head Custodian/Mezzo
CHMS & NPS Safety Committe
CHMS Admin Team
Ongoing
Priority 3 Strategy #3 Ensure technological resources are allocated to support strategic plan
3.3.1 Technology is requested and allocated by identifying core resources for each department and classroom that are required to support continuous improvement of teaching and learning
Resources required to implement core curriculum, including assessments
Academic Departments
CHMS Admin Team
Ongoing
3.3.2 Continue to improve maintenance, repair and support from IT department based on feedback from teachers
Bi-weekly meeting with IT staff to review, prioritize, and act on open tickets
Mezzo/IT Staff Ongoing
CHMSEducating All Students Today for Tomorrow’s
FutureStrategic Priority #4 Create an organizational system that functions
in support of teaching and learning
Rationale for this Strategy: If we organize the work of the and allocate resources to support our teaching and learning priorities, then we will work collaboratively and more
efficiently to accomplish our goals
Priority 4 Strategy #1 Clear organizational structure, Communication and Access to Information
Action Step #
Specific Steps Outcomes/Evidence that this action step is
being implemented/completed
Leader(s)Responsible
Timeline
4.1.1 CHMS Admin Team communicates with teachers, students, families, and staff on a daily basis
Meeting agendas/ minutes for all department/team meetingsMonday MemoMaster Calendardaily announcements viewed by students and posted on the school websiteRegular parent and teacher and staff to staff e-mail communication
CHMS Admin Team
Ongoing
4.1.4 Improve the CHMS website to provide up-to-
Updated website Communication feedback tools ( Survey
Faculty
CHMS Admin
Ongoing
date resources Monkey) Team
Priority 4 Strategy #2 Develop CHMS Budget that aligns with strategic priorities
4.2.1 Collaboratively develop student-need-based budgeting process
Present first draft of budget to Cabinet
Mezzo Fall 2015
Priority 4 Strategy #3 Develop human resource system that attracts, hires and retains highly effective leaders, teachers and staff
4.3.1 Follow NPS hiring protocols (screening, reference checks, etc)
Include stakeholders (parents, students, faculty, staff, etc) in all aspects of a rigorous hiring process including screening interview, writing sample, demonstration lesson, shadowing day, and formal panel interview
CHMS Admin Team
CHMS Community Members
ongoing
4.3.2 Continue to create opportunities for career development for CHMS faculty
Opportunities for distributed leadership – example KLT/TLT initiative with teacher leadersLeadership Council Agenda and Minutes
CHMS Admin Team
Faculty
ongoing
CHMSEducating All Students Today for Tomorrow’s Future
Strategic Priority #5 Family and Community Engagement
Rationale for this Strategy: If we develop trusting relationships with our families and partner with our community, then we will have the greatest chance of supporting the
needs of our children so they meet our high expectations and be ready for life success
Priority 5 Strategy #1 Provide information and opportunities for parents to support student learning
Action Step #
Specific Steps Outcomes/Evidence that this action step is being implemented/completed
Leader(s)Responsible
Timeline
5.1.1 Ensure that school information is accessible to parents on our website
Website is user-friendly and up-to-dateArchived daily announcements (two weeks)
CHMS Admin Team
2014-15
5.1.2 Expect and encourage parent participation in student led conferences and in our annual survey
Monitor attendance at parent conferencesEncourage online sign-ups for student-led conferencesUtilize School Messenger to remind CHMS community of dates & times of upcoming events Monitor participation rate in annual survey
CHMS Admin Team
2014-15
5.1.3 Invite parents to our schools and invite ourselves to functions outside of school to establish relationship built on shared
Celebrations and events (example, sporting events, NEF celebrations, PSA, School Goverance, school dances, concerts, Wingman events, Faculty-
CHMS Admin Team
Guidance Dept
ongoing
interest in our children
Student Basketball and Softball games, Stepping Forth, etc)
5.1.4 Ensure that parents understand the learning and behavior expectations of students in our schools
Review expectations at orientation and open houseParent sign-off on CHMS student planner (includes academic and behavior expectations)
CHMS Admin Team
Fall 2015
5.1.5 Create a follow up system for parents who miss orientations, Open Houses, conferences
School messenger & email to provide parents with important materials
Post documents on the website
CHMS Admin Team
5.1.6 Ensure all parents have access to Power School
Monitor Power School useSecretarial support for online access
CHMS Admin Team
Guidance Dept
Secretarial Staff
Ongoing
5.1.7Create a “parent resource room”
Space dedicated for parents including important documents, information and access to computers for easy power school access
CHMS Admin and guidance
Spring 2016
5.1.8Host a series of parent informational workshops
Math Literacy NightGoogle PD for parentsHigh School Transition Meeting for Grade 8 parentsThe Adolescent BrainNavigating Social Media with your Teen
CHMS Admin
GuidanceSocial Work
Winter 2016- Fall 2016
5.1.9Explore the creation of a parent liaison
cadre
Work with school governance to create a parent liaison group
CHMS AdminSchool
Governance Committee
Spring 2016
Priority 5 Strategy #2 Build relationships with families and the community using multiple modes of communication and feedback
5.2.1 Develop multiple modes of communicating and collecting input from parents to share with and learn from families
School MessengerMail, emailWeb-siteWeekly SnapshotSurveys
CHMS Admin Team
2015-16
5.2.2 Coordinate School Governance Council and promote strong relationships with PSA group members
Meeting schedule and agendas
CHMS Admin Team
SGCPSA
2015-16
5.2.3Use school governance meetings to define and increase parent engagement
Meeting agenda and minutesUtilization of parent volunteers(Homework helpers, mentors, literacy and numeracy volunteers)
CHMS school
governance committee
2015-2016
Priority 5 Strategy #3 Develop community partnerships to leverage resources and collaboratively address the needs of the district
5.3.1 Develop relationships with community organizations to partner and collaborate about serving our students
Partnerships with NEF, NVRAC, Local Prevention Council, YMCA, CHMS Career Lunch Series, Naugatuck Youth Services, JRB, etc
CHMS Admin Team
Guidance Dept
2015-16 and Ongoing
5.3.2 Create a welcome packet for new families to provide info regarding community services
Welcome packet included in registration process
CHMS Admin Team
Guidance Dep
Spring 2016