NAUGATUCK PUBLIC SCH Our Mission Our Mission is to OOLS develop students who: Are responsible and Educating All Students Today for Tomorro engaged community w’s Future members Demonstrate initiative, Our Goals persistence and adaptability Are curious and value risk Shared Vision, Mission and Strategic Plan taking as part of the learning process

Continuous Improvement of Teaching and Learning Access and analyze information and formulate opinions Safe, Welcoming and High Performing Learning Environments Communicate effectively

Organizational System Designed for Results Work individually and on teams to ask questions and solve real world problems

Cross Street 1 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Families and Community as Partners

[Grab your reader’s attention with a great quote from Ntheaugatuck document or use Public this space to Schools District Strategic Plan – DRAFT emphasize a key point. To place this text box anywhere on the page, just drag it. Insert Vision here Mission: To create a school system that attracts families to Naugatuck because it is designed to ensure continuous improvement of teaching and learning resulting in high performing schools and developproducing students who:

]  Are curious and value risk taking as part of the learning process  Access and analyze information and formulate an opinion  Work individually and on teams to solve problems without obvious solutions  Communicate effectively orally and in writing  Demonstrate persistence and adaptability as they work to accomplish individual and collective goals

Introduction and Rationale for Plan - including beliefs

  Educators, families and community must work together to support student learning   

 Naugatuck community must be engaged stnd communicate effectively f  d challenge/rigor; Cross Street 2 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014)  pwill educate with high expectations. We believe in globally connected society. Guiding Principles for Strategic Plan Ddevelopment 1. t oft 2. The plan is sustainable – can exist outside of one person – owned by all 3. 4. 11.Developed with sensitivity to the people in the organization

Cross Street 3 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Expected DistrictSchool Outcomes: Each teacher will make progress toward indicators (SLO and IAGDs) aligned with school strategic plans that will collectively enable the school to accomplish the following indicators.Each school will make progress toward indicators identified in school improvement plans that will collectively enable the district to accomplish the following indicators:

1. Reading: Increase percent of students reading at grade level and decrease percent of students substantially below grade level.

2. Elementary grades K-42 (?) (Andrew Avenue, Hop Brook, Maple Hill, Salem and Western)  53.1% of NPS elementary 3 rd and 4 th grade students were reading at or above average according to the Spring 2014 NWEA MAP Reading Assessment. By Spring 2015, the percent of students reading at or above average will increase to 58% or higher. (Tier 1)  289.2% of NPS 3 rd and 4 th gradeelementary students were reading substantially below grade level according to the Spring 2014 NWEA MAP Reading Assessment. By Spring 2015, the percent of students will decrease to 234% or lower. (Tier 3) . Intermediate grades 5-6 (Cross Street and Hillside)  651% of NPSCross Street 5 th and 6 th intermediate Intermediate School students were reading at or above average according to the Spring 2014 NWEA MAP Reading Assessment. By Spring 2015, the percent of students reading at or above average will increase to 7066% or higher. (Tier 1)  1620% of Cross Street Intermediate School NPS 5 th and 6 th gradeintermediate students were reading substantially below grade level according to the Spring 2014 NWEA MAP Reading Assessment. By Spring 2015, the percent of students will decrease to 115% or lower. (Tier 3)  Middle 7-8 (City Hill)  65% of NPS 7 th and 8 th grademiddle school students were reading at or above average according to the Spring 2014 NWEA MAP Reading Assessment. By Spring 2015, the percent of students reading at or above average will increase to 70% or higher. (Tier 1)  16% of NPS 7 th and 8 th grademiddle school students were reading substantially below grade level according to the Spring 2014 NWEA MAP Reading Assessment. By Spring 2015, the percent of students will decrease to 11% or lower. (Tier 3) . High School 9-112 (Naugatuck High School)???  62% of NPS 9-11th th and th grade students were reading at or above average according to the Spring 2014 NWEA MAP Reading Assessment. By Spring 2015, the percent of students reading at or above average will increase to 67% or higher. (Tier 1)  19% of NPS th and th 9-11th grade students were reading substantially below grade level according to the Spring 2014 NWEA MAP Reading

Cross Street 4 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Assessment. By Spring 2015, the percent of students will decrease to 14% or lower. (Tier 3)



3. Mathematics: Increase percent of students performing at grade level and decrease percent of students substantially below grade level. . Elementary grades K-4 (K-2 (?) (Andrew Avenue, Hop Brook, Maple Hill, Salem and Western)  5453.1% of NPS 3 rd and 4 th gradeelementary students were reading at or above average according to the Spring 2014 NWEA MAP MathReading Assessment. By Spring 2015, the percent of students reading at or above average will increase to 598% or higher. (Tier 1)  2429.2% of NPS 3 rd and 4 th gradeelementary students were reading substantially below grade level according to the Spring 2014 NWEA MAP MathReading Assessment. By Spring 2015, the percent of students will decrease to 1924% or lower. (Tier 3) . Intermediate grade 5-6 (Cross Street and Hillside)  436% of Cross Street Intermediate School NPS 5 th and 6 th gradeintermediate students were at or above average according to the Spring 2014 NWEA MAP Math Reading nt. By Spring 2015, the percent of students reading at or arage will increase to 4851% or higher. (Tier 1)  2631% of Cross Street Intermediate SchoolNPS 5 th and 6 th gradeintermediate students were rsubstantially below grade level according to the Spring 2014 NWEA MAP Math Assessment. By Spring 2015, the percent of students will decrease to 2126% or lower. (Tier 3)  Middle 7-8 (City Hill)  43% of NPS 7 th and 8 th grademiddle school students were reading at or above average according to the Spring 2014 NWEA MAP ReadingMath Assessment. By Spring 2015, the percent of students reading at or above average will increase to 48% or higher. (Tier 1)  26% of NPS 7 th and 8 th grademiddle school students were reading substantially below grade level according to the Spring 2014 NWEA MAP ReadingMath Assessment. By Spring 2015, the percent of students will decrease to 21% or lower. (Tier 3) High School 9-112 (Naugatuck High School)???  54% of NPS th and th grad 9-11 th gradee students were reading at or above average according to the Spring 2014 NWEA MAP ReadingMath Assessment. By Spring 2015, the percent of students reading at or above average will increase to 59% or higher. (Tier 1)  25% of NPS 9-11 grade th and th grade students were reading substantially below grade level according to the Spring 2014 NWEA MAP MathReading Cross Street 5 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Assessment. By Spring 2015, the percent of students will decrease to 20% or lower. (Tier 3)  4. Student Attendance: Chronic Absenteeism - D ecrease percent of students who miss more than 10 % of school (18 days)) % days of school days 5. (Tier 3) 6.  915.6% of Cross Street Intermediate School NPS students were chronically absent during the 2013-14 school year. For the 2014-15 school year, less than 511% of NPS students will be chronically absent. (Tier 3)  

7. Student Behavior : D decrease the number of offenses reported to the CT State Department o f Education ( CT SDE) an d decrease the number of students with chronic o ffenses ( 3 or more )percent requiring intervention  During the 2013-14 school year, we reported 28862 discipline offenses to the CT SDE. For the 2014-15 school year, we will maintain or reduce that number. to 775 offenses or less.  During the 2013-14 school year, 93 students had 3 or more reportable offenses. For the 2014-15 school year, we will reduce the number of students to less than 84 students.Percent of student who have one or 0 no discipline referrals (Tier 1)

ED166 offenses in one year)

8. Cohort Graduation Rate: Increase NPS graduation rate decrease students needing  The 4- year cohort graduation rate for the class of 2013 was Increase 4-year cohort graduation rate from 78.4. The 4-year cohort graduation rate for the class of 2014 has not yet been released. We will increase the 4- year cohort graduation rate to over 83% for the graduating class of 2015. The class of 2015 began their HS career in September 2011.for the graduating calss ; (Tier 1)  For the graduating class of 2013, 9.6% were still enrolled in school. Adding these students to those who graduated would total 88% of students who

Cross Street 6 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) started HS in 2009. An estimated “drop out” rate would be 12%. For the class of 2015 we would like to decrease the “drop-out” rate to below 10%.  Student need to pass their courses in order to accumulate credits to graduate. We will increase the number of students earning credits (grades) Failure rate… HS and City HillIncrease staying power (graduation after 4 years’  (Tier 3)  9. Family and Community Engagement: Increase parent and community participation in student academic endeavors and school improvement efforts  90% of Cross Street Intermediate School parents attended the fall 2014 parent teacher conferences. For the spring 2015 parent teacher conferences , the percent of students will maintain or increase to 95%.  Increase percent of parents (parent to family ratio) who attend parent teacher conferences. We will collect baseline attendance at Fall conferences and increase participation in during the Spring conferences.  Increase percent of parents who complete annual feedback survey. In 2014-15 we will collect baseline data and increase participation in 2015-16.

 resources to support the districts improvement efforts

Survey feedback: Goal areas in the strategic plan identify survey indicators related to the specific goal.

Naugatuck Public SchoolsCross Street DistrictIntermediate School Strategic Plan – DRAFT Educating All Students Today For Tomorrow’s Future

Cross Street 7 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Goal Strategic Priority #1 Develop Implement a Shared an Inspiring District Vision with Coherent Strategic Plan Rationale for this Goal: If we create an inspiring and shared vision and aligned strategic plan, then the people in the organizationall members of our willcommunity will be eager to have be able to align their collective and individual efforts to accomplishing our shared goals. How will accomplishing this goal help us achieve our vision and mission Expected Results: specific outcome measures that indicate that the Vision, and mission are widely known and guide the decision making in the district– identify survey questions of parents, teachers, students and admins GoalPriority 1 Action Strategy #1 CollaborativelyCollaborativelyCollaboratively developImplement and communicate a collaboratively developed shared vision and mission that has high expectations for children and clearly communicates what Naugatuck Public SchoolsCross Street School is striving to become.

Action Step Specific Steps Outcomes/Evidence that this action step is Leader(s)Staff Timeline # being implemented/completed Responsible

Complete District Improvement Framework  Meeting Dates and Agendas 1.1.1 Self-Assessment with administrators and  Completed Self Reflection information Locke, Heller Summer 2014 BOE collated and posted on District website 1.1.12 Seek input from multiple perspectives to  School Governance Council Agendas, Locke Summer ensure that our vision and mission sign in’s MontiniCooney 2014Ongoing represents our community voice.Seek input  Strategic School Planning Committee from multiple perspectives to ensure that agendas, sign in’sSuperintendent our vision and mission represents calendar of meetings, events and community voice conversations with community stakeholders  Administrative and BOE workshop agendas Cross Street 8 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014)     Review and include previous work around vision, mission, goals and values  Widely published and communicated Vision  All documents include vision and mission  Visibly posted in school  Student, Parent and teacher surveys indicate shared and living vision  Publish and communicate a shared vision Widely published and communicated for Cross Street School.Create, publish and Vision Ongoing Summer- 1.1.23 CooneyLocke, Montini communicate a shared vision for Naugatuck All documents include vision and Fall 2014 Public Schools mission Visibly posted in district and school buildings Vision and mission are palpable on website Student, Parent and teacher surveys indicate shared and living vision

 Website  Strategic School Planning Committee CSIS Administration will champion CSIS agendas, sign in’s within the communityThe BOE and  1.1.34 CooneyBOE Members Ongoing Ongoing Administration champion the district within Website(s) the community  Public events and recognitions for success within the plan

Priority 1 Strategy Goal 1 Action #2 Develop a Strategic Plan that will Ensureensure the entire systemCross Street School is working toward accomplishing the vision and mission 1.2.1 Develop a research-based improvement  Develop and maintained Strategic School Strategic School June-July 2014 framework outlining the conditions of PlanMonitoring of academic, attendance Committee Locke effective districts Strategic School Plan and discipline data  Procedures are continually reviewed and Cross Street 9 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) designed to meet school needs.District Improvement Framework Self- Assessment

 School strategic plans and teacher and student goals are set in service of SStructure coherence and shared accomplishing district goals accountability for goal attainment through  Teacher survey results indicate Cooney aligned and coherent strategic planning and contribution toward school and district CSIS Summer – Fall 1.2.2 goal setting Complete District Improvement goals FacultyTeachersLocke, 2014Summer 2014 Framework Self-Assessment with  Meeting Dates and Agendas MontiniLocke, Heller administrators and BOE Completed Self Reflection information collated and posted on District website  Schedule of monitoring and reporting Locke, Montini, Outcome data is regularly monitored and  Trimester and quarterly reporting at MerlyCooney 1.2.363 the plan is adjusted to continuously improve district admindata team meetings Teachers Ongoing effectiveness  Plan monitoring is published on District Webiste  School plan BOE presentation schedule Locke, SDistrict and school plans and progress  School Plans posted on website AdministratorsPrincipals, Ongoing 1.2.474 toward goals are communicated frequently MerlyCooney and are easily accessible to the community Web Master

Cross Street 10 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Naugatuck Public Schools DistrictCross Street School Strategic Plan – DRAFT Educating All Students Today For Tomorrow’s FutureNaugatuck Public Schools District Strategic Plan – DRAFT Insert Vision here Strategic PriorityGoal # 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 in our district that values and structures learning and collaboration at all levels of the system; and sets high standards for teaching and learning; and strengthens the capacity of educators to meet the needs of students, then our students will continue to Strategy: How will this Action help us achieve our vison and goalmeet or exceed our high expectations.s Expected Results: SLO specific outcome measures – Effective Leaders, Teachers and Students…specific outcome measures here PriorityGoal 2 StrategyAction #1 Create a professional culture relentlessly focused on improving teaching and learning

Action Step Specific Steps Outcomes/Evidence that this action step is Leader(s)Staff Timeline # being implemented/completed Responsible

 Administrators visible in schools and Through daily interactions and ongoing community. communication, infuse the districtschool  Administrators models reflective practice Cooney 2.1.1 with a natural, cohesive purpose of and learning TeachersAll Ongoing improving our collective practices to  Frequent communication regarding Administrators accelerate student learning student learning goals and accomplishments  Student learning is at the core of Cooney professional dialogue Encourage appropriate levels of risk-taking TeachersLocke, 2.1.2  Agendas, minutes, teacher feedback Ongoing for measurable student outcomes Montini, Cabinet, BOE,  Awards and recognitions for innovations NEF with intended student outcomes

Cross Street 11 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014)  District Strategic Plan, School Cooney Create shared responsibility for achieving ImprovementStrategic Plans aligned with TeachersLocke, 2.1.3 school and district goals by aligning goals Fall 2014 NPS goals and, and Teacher SLOs Montini, throughout the system Administrators Create shared responsibility for achieving school and district goals – student goals feed  DIP, SIP, SLOs:Admin and teacher CO, All admins and 2014-2015 school 2.1.1 tTeacher Goals feed school goals p  District/School data team minutes teachers year accomplishfeed district goals

Superintendent Cabinet and weekly  Meeting minutes/agendas Locke 2014-2015 school communication  Regular super update emails year

 Review of Final draft of strategic plan  TEVAL revisions Admin retreat  PEVAL revisions (Cycle of Inquiry) August 2014 Locke  Lesson Plan Template Montini

 Develop Administrative Learning Teams Provide Keeping Learning on Track PD to (ALTs) Locke, Montini, structure professional teams of leaders and  Schools developDevelop Teacher Princpals, Introduce 2014-15, 2.1.45 teachers to collaboratively identify and Learning Team (14-15) to structure Cooney LeadCooney expand 2015-16, develop leadership and instructional collaborative inquiry Marenghi solidify 2016 practices  Expand and monitor Learning Team TLT Members structure  MintuesMinutes/agenda from principal and teacher leader PLCs/TLTs (e.g.: Ensure sSchools Principals provide time and reading consultants, SRBI team) 2014-2015 school 2.1.56 structure for collaborative inquiry and AdministratorssCooney  School CSIS schedules that reflects time year monitoring instructional improvement for collaboration (e.g.: common planning, PLCs, data teams, etc.)  District Employee Handbook  School Faculty Handbook Continually communicates, clarifies and  Domain 4 of TEVAL 2014-2015 school 2.1.2 collaborates to ensure professional CO & Admins  Collaborative Meetings (e.g: Goal setting year responsibilities for all district employees conferences, faculty meetings, data teams)

Cross Street 12 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Celebrateting academic success and growth of student outcomes, teacher and leader  Teacher of the Year (follow SDE model) practice that reinforces values and goals  Clearly established criteria for each -Teacher of the Year (follow SDE model) school nomination CO &Locke, Cabinet, 2014-2015 school 2.1.67 -each school celebrates and publishes  Public celebrations of success & growth AdminsCooney year successes (web site, data walls; shout outs, awards Teachers Admins -sub-committee to plan ideas for night) celebrations  Sub-committee minutes/agendas -PR personnel at CO

Promotes and celebrates the dignity and 2.1.3 worth of individuals – planned celebrations 

PriorityGoal 2 StrategyAction #2 Develop, implement and systematically evaluate and improve curriculum, assessment, instructional and intervention expectationsCurriculum, Assessment, Instructional and Intervention Expectations

 Widely published definition Locke, Montini,  Definition used in practice Curriculum 2014-15 and  Administrators and teachers survey results DirectorCooney ongoingschool year Develop a common definition for curriculum indicate shared expectationMinutes/agenda Committee Leaders in Naugatuck Public Schools to include from principal, intervention team, data standards, content and core teams, KLTs, safe school climate committee, 2.2.1 resources/materials, assessments, and safety committee, strategic school planning instructionStudent performance and teacher committee, family community engagement performance data are used to inform committee ongoing curricular improvements.  CSIS schedule that reflects time for collaboration including before and after school common plan and committee meeting times 2.2.21 Needs gap analysis: collaboratively Auditidentify current curricular materials and  Publish findings and use to create Montini, Curriculum 2014-15Ongoing resources for each grade level and schedule for curriculum development DirectorCooney, subjectcurrent curriculum and create a and revision Teachers, Reading development and revision calendarUniversal  Publish Curriculum Development and Consultant screeners/intervention benchmarks and Revision Calendar Service delivery model Cross Street 13 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) that demonstrates a continuum of strategies are monitored to inform services delivered by expert instruction interventionists  Progress monitoring for all students Purchase online curriculum platform and  Online website Tutors attend weekly data Cooney, Teachers, 2014-15Ongoing IIdentify a curriculum development process team meetings Reading including levels of approval; ultimately BOE 2.2.32  BOE policy with administrative procedure ConsultantMontini, approvalProvide in class support/push in  PD scheduled for new platform and Locke model to plan for and implement flexible processesTutors schedule to reflect push in BOE groupings and target instruction model Establish a curriculum review and revision  Schedule revision cycle Dir. Of Curr & Instr. process that is comprehensive, with educator  Protocol for curriculum review and 2.2.4 input and valid research, includes regular assessment result reviews, and addresses identified needs Articulate a plan to develop an aligned Data cycles with multiple measures to 2.2.43 improve instructional quality, implement interventions, lead effective reteaching and provide additional supports for students

2.2.4 Foundational Reading methodology

Create an instructional culture Needs over  Schedule of review/revision cycle Dir. Of Curr & Instr. label communityEstablish a curriculum  Documentation of meeting and review and revision process that is compilation of revisions within BYOC 2.2.7 comprehensive, with educator input and  Protocol for curriculum review valid research, includes regular assessment result reviews, and addresses identified needs Create an instructional cultureService Adms. Identify Universal Screens, Intervention delivery model that demonstrates Needs 2.2.8 benchmarks and strategies for all ALL over label community students including IEPs Progress monitoring for all students regardless of services recieved Cross Street 14 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) GoalPriority 2 StrategyAction #3 Develop and and evaluate the capacity of lLeaders, tTeachers and sStaff to improve district, school and student performance indicators – needs revision!!! Development and Evaluation

 Standards for leadersteachers in NPS adapted Common Core of Teaching (CCT) Rubric defined in Administrator 14-15 Identify clear standards of Professional Practice Rubric 14-15 Locke, Montini, 2.31.1 practice/expectations for leaders, teachers  Standards for teachers in NPS adapted LawlorCooney and staff Common Core of Teaching (CCT) Rubric  Staff expectations defined in job 14-16Ongoing descriptions and performance evaluation tools Continue to develop shared understanding of  Calendar of walk-thrus, scored write ups performance expectations for each domain through work with ReVision Learning Locke, Montini, 2014-15Ongoing 2.3.2 in teacher practice rubrics and develop  Admin PD agendas AdministratorsCooney, leader feedback practices to support teacher Vertical NPS Admin development Team  Reflection and growth are regular and Implement the revised administrator and ongoing processes connected to student, Locke, MontiniCooney, 2014-15Ongoing teacher development and evaluation plan to 2.3.3 school and district improvement efforts Teachers develop administrators and teachers to  Evaluation timelines adhered to proficient or exemplary (TalentEd) School leaders collaborate with Tteachers to identify studentinstructional development needs connected to a School Improvement  AdministratorTeacher Evaluation plan 2.3.46 Plan GoaSLO’s. l Teachers and conduct areas of focus connected to goals Montini, LockeCooney 2014-15 cycle(s) of inquiry and collaborative planning Cycle of inquiry forms completed leading to teacherleader practice adjustment resulting in improved teacher practice Create instructional cycles of inquiry  Create instructional cycles of inquiry (data) cycles with multiple measures (data) cycles with multiple measures to to improve instructional quality, improve instructional quality, implement 2.3.1 implement interventions, lead interventions, lead effective reteaching effective reteaching and provide and provide additional supports for additional supports for students students

Cross Street 15 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Admins and PDE Fall 2014 Needs assessment for PD from data committee 2.3.31 in TalentEd and student achievement  Analysis of data by district adm team (e.g.: district-wide & CB assessments) with specific areas of need identified for greatest leverage points Development of a means to  Review data in TalentEd (practice rubric) All years measure/evaluate the effectiveness on established timeline 2.3.43 of impact of PD on student learning in order to refine PD over time. Regular formal and informal supervision of  TEVAL/PEVAL data within timeline All evaluators On-going adms., teachers, and staff to promote Meetings for new admins and teachers 2.3.54 professional and student achievement (TCC) with mentors growth  Calendar of walk-thrus, scored write ups All On-Going CalibratonCalibration of evaluators around through work with ReVision Learning evaluators 2.3.65 TEVAL/PEVAL practice rubric

 TEVAL/PEVAL process with cycle of All evaluators On-Going Support and encourage reflective supervision inquiry 2.3.6 and feedback practices

Creates systems for teachers to provide  feedback to one another to discuss areas of 2.3.7 strength and areas of growth with one another

Cross Street 16 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Naugatuck Public Schools DistrictCross Street School Strategic Plan – DRAFT Educating All Students Today For Tomorrow’s FutureNaugatuck Public Schools District Strategic Plan – DRAFT Insert Vision here Strategic PriorityGoal #3 Create a safe, welcoming and respectful environment throughout the district and in every school that supports the continuous improvement of teaching and learning necessary to accomplish our vision and mission 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 themHow will this Action help us achieve our vision and goals Expected Results: specific outcome measures – student attendance, teacher attendance, student discipline data, ticketing, survey results PriorityGoal 3 StrategyAction #1 1 Ensure safe and positive learning culture with high expectations for all students Safety Plans and maintenance procedures and response

Action Step Specific Steps Outcomes/Evidence that this action step is Leader(s) Timeline # being implemented/completed Responsible

All Cross Street Staff demonstrate and  Resources allocated to address the communicate high expectations for all diverse needs of CSIS NPS students students and strong values for students with  different academic, social and/or physical Communications available in multiple languages Locke, Montini, 3.1.1 needsAll leaders demonstrate and AdministratorsCooney Ongoing  Celebrations and recognitions communicate high expectations for all CSIS Staff students and strong values for students demonstrate diverse population with different academic, social and/or  Survey results physical needs

Cross Street 17 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) All leadersteachers ensure teachers engage  Teacher practice datadata on 3.1.2 in effective classroom management Domain 1 AdministratorsTeachers Ongoing practices as defined in the NPS CCT rubric  Discipline data indicates decrease in time out of class 

 Student survey results Posting classroom expectations  Implement the Core 4  Decreased reportable offenses and Develop consistent practices in our schools chronic offenders for Define Positive Behavior Support and  PBIS manual with vertically aligned Intervention System including clear rules common language/core and tiered expectations with tiered strategies Montini, Cyr, 2014-15 methods of teaching students and for interventionImplement DeansCooney, School interventions that reinforce Create a Developmental Guidance lessons social workers, school 3.1.31 climate with an emphasis on positive  Implement Responsive Classroom counselor, school 2014- reinforcement model T1 psychologist, reading 2016Ongoing expected behaviors and extinguish  Social Skills groups T2 consultants dangerous, distracting and disruptive  Individual and small group behaviorsCreate a comprehensive district interventions T3 plan PBIS for vertical alignment  Decreased discipline referrals Evidence of common language/core expectations are vertically aligned Systematic support for students transitioning from one school, grade level, or program to another  Bank of strategies for at risk students 3.1.42 Revise and publish CSIS (where Montini, Cyr,Cooney, 2014-15 appropriate) district and school  Safe school climate plan meets CT Safe School Climate comprehensive safetysafe school SDE standards Committee planProvide students with tiered Consistent implementation of interventions interventions K-12 that address the social emotional needs of Equitable policies, procedures, and all students including behavior and truancy practices that target the reduction of Cross Street 18 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) suspensions District practices to reduce truancy

Evidence of data collection/progress monitoring 3.1.3 Consistent reporting Explore an electronic data warehouse to track SRBI connected to existing student information management system

Consistent reporting/documentation K-12 3.1.4

School alignment to a comprehensive CO 3.1.51  Scheduled training for staff district safety and crisis plan Admin

CO 3.1.62 Preparedness for emergency/crisis  Annual review of plan with FD/PD Admin

3.1.5 Collaborate with Developmental Youth  Collaborative action plan Monthly Locke, Saam, 2014- Assets attendance committee meetings HendricksonCooney, 15Monthly Central Naugatuck Valley Regional Action  Implementation of student behavioral Attendance Committee 2014-2015 Council and Naugatuck Youth Services to interventions for tardies develop school and community strategies  Additional interventions: phone calls to to address needs identified in the Youth parents, parent meetings, and home Assets Survey (Spring 2013)Establish an visits. Attendance Committee to develop and  Assist families in supporting implement appropriate interventions and district/school/state attendance to assist families in reducing chronic policies absenteeism  Attendance letters to parents to Nursing protocols???? document absences and tardies  Schedule formal student meetings with appropriate support staff as needed Cross Street 19 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014)  Counselor will meet with each class to discuss a child’s first and most important job – attending schoolStudent survey results

CO 3.1.3 Incident report procedures  Consistent use of report



GoalPriority 3 Action Strategy #2 2 Maintain and improve our school buildings and grounds and equipmentPBIS Clear behavioral expectations of students

Define pbis Decreased discipline referrals Create a climate with an emphasis on Evidence of common language/core positive not punitive interventions expectations are vertically aligned 2.2.1 Create a comprehensive district plan pbis Systemtic support for students vertical alignment transitionoing from one school, grade level, or program to another Bank of strategies for at risk students

Consistent implementation of interventions Provide students with tTiered K-12 interventions 2.2.2 Equitable policies, procedures, and that address the social emotional needs of practices that target the reduction of all students including behavior and truancy suspensions District practices to reduce truancy

Cross Street 20 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Evidence of data collection/progress 2.2.3 Consistent reportoing monitoring

Explore an electronic data warehouse to Consistent reporting/documentation K-12 2.3.4 track SRBI connected to exisiting student information management system

Students acknowledged/rewarded for demonstrating positive character attributes 2.2.4 Celebrations, recognitions School-based committees identify ways to celebrate and showcase success

Action #3 Clear standards of practice and expectations for adults

Create an employee handbook based on the Connecticut Code of Professional Employee Handbook HR Responsibilities for Educators Employee Admin handbook

Review and update current Job descriptions Accurate Job Descriptions accessible in HR for all employees applitrack, district website, and central Admin office

Procedures Establish consistent procedures Procedural flowchart/guide for HR for staff who do not follow district adminsitrations Admin standards of practice and expectations

Cross Street 21 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014)  Organizational charts and processes for maintenance department Locke, Butler, 2014-  Evaluation system revised LynchSafe School 2016Monthly  Published district processes for Climate Committee, 2014-2015 Develop accountability systems to maintain reporting and responding to Custodian, Cooney and improve our school buildings and maintenance 3.2.1 grounds and rapidly resolve safety issues  Survey results and concernsRegular review of current  Monitor and decrease response time to practices regarding work orders maintenance ticketsImplement a monthly safety committee  Collect and analyze and act on safety needs reported by staffMonthly administrative meeting agendas and minutes Create short term plans through the collaborative budget process to make  Budget Process includes maintenance Butler, Lynch, 2014-15 3.2.2 repairs or acquire equipment needed to and improvement needs of schools AdministratorsCooney support teaching and learning in our schools

GoalPriority 3 ActionStrategy #3 Ensure equipment and technological resources are allocated to support strategic planAction 4

2.3.1

Cross Street 22 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Continue to develop and improve system interoperability to provide just in time  Resources required to implement core Locke, Merly, Montini, access to information necessary to support curriculum and assessments Power Cyr, ButlerCooney 2014- teaching and learning and progress toward School Teachers 16Ongoing 3.3.1 District and School GoalsTechnology is  TalentEd requested and allocated by identifying core  NWEA resources for each classroom that are  MClass required to support continuous  Budget Sense improvement of teaching and learning  IEP Direct Continue to improve maintenance, repair and support from IT department based on  Decrease response time MerlyCooney, IT Staff 2014- 3.3.4 feedback from administratorsTechnology  Survey resultsWork with IT staff to 15Ongoing Plan prioritize open tickets

Cross Street 23 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Cross Street 24 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Naugatuck Public Schools DistrictCross Street School Strategic Plan – DRAFT Educating All Students Today For Tomorrow’s FutureNaugatuck Public Schools District Strategic Plan – DRAFT Insert Vision here Strategic PriorityGoal #4 Create an oorganizational sSystem that ffunctions in ssupport of sStrategic pPlan Rationale for this Strategy: If we organize the work of the district and allocate resources to support our teaching and learning priorities, then we will work collaboratively and more efficiently to accomplish our goalsHow will this Action help us achieve our vision and goals Expected Results: specific outcome measures – budget Priority Goal 4 StrategyAction #1 1 Clear organizational structureexpectations, Communication and Access to Information Budget

Action Step Specific Steps Outcomes/Evidence that this action step is Leader(s) Timeline # being implemented/completed Responsible

 Meeting agendas  Daily announcements Administration communicates with teachers,  Email communication students, families and staff.Superintendent  Handbooks for staff and students and Cabinet communicate with building CooneyLocke Ongoing2014-2015 42.1.1  administration and BOE regularlyBudget Remind school year aligned to plan Meeting agendas posted on website Strategically aligns people, time, and money Post - Cabinet communication Weekly communicationemails from superintendent  Updated website Improve the district websiteschool web site to Locke, Merly, Lawlor,  Identify and purchase platform for 4.1.24 provide up-to-date resources and access to Central OfficeCooney, 2014-15Ongoing policy and procedures district resources Web master  Survey Results

Cross Street 25 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Website that provides access to policies, 42.1.43  procedures, and forms

4.1.4 Access to information at the point of need 

GoalPriority 4 ActionStrategy #2 Develop District School Budget that aligns with strategic priorities

 Present first draft to CabinetSchedule Collaboratively develop student-need-based posted CooneyLocke, Butler, 4.2.1 Fall 2014 budgeting process  Present first draft of budget January Rizk BOE meeting

GoalPriority 4 Action Strategy #32 Develop human resource system that attracts, hires and retains highly effective leaders, teachers and staffHuman Capital

 Flowchart for hiring procedures Lawlor, 2014-15Ongoing ArticulateEstablishing hiring procedures and  Checklist for administrators to ensure AdministratorsCooney flowchart to share responsibilities of all consistent practices 42.32.1 processes including screening, reference  Develop shared practices for checks, etc.Follow NPS hiring protocols interviewing including question and task (screening, reference checks, etc) banksInclude stakeholders in hiring process

4.3.22.2.2 Develop an outreach plan to Support, develop andrecruit retain new teachers and  Schedule of active recruiting for early adminsitratorsadministratorsContinue to Spring 2015Leaders for each committee Lawlor, 2014-15Ongoing create leadership/career development  KLT Leader AdministratorsCooney opportunities for CSIS staff  Align focus areas and 6 hours of PD to teacher leadership opportunities as appropriate Cross Street 26 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014)  new teacher meetings comprehensive orientation mentors for new teachers/administrators mentor roles defined

Assessment of teacher and administrator 2.2.4 capacity

Action #3 Maintenance and IT

Develop an instrument to conduct a needs Transparent results of needs assessment assessment of facilities and technological resources

Use needs assessment to allocate resources to Written plan to ensure equity ensure all students have an assured experience

Regular review of current practices regarding Monthly administrative meeting agendas work orders and minutes

Collaboration with cabinet and Decisions regarding access to technology administration to ensure student and faculty aligned with district mission and vision access to internet, media, technology in support of district plan

Cross Street 27 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Naugatuck Public Schools DistrictCross Street School Strategic Plan – DRAFT Educating All Students Today For Tomorrow’s FutureNaugatuck Public Schools District Strategic Plan – DRAFT Cross Street 28 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Insert Vision here

Goal Strategic Priority #5 Family and Community Engagement and Family Engagement Rationale for this Strategy: How will this Action help us achieve our vison and goalsIf 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 Expected Results: specific outcome measures – student attendance, teacher attendance, student discipline data, ticketing, survey results GoalPriority 5 Action Strategy #1 Provide information and opportunities for parents to support student learningSafety Plans and maintenance procedures and response

Action Step Specific Steps Outcomes/Evidence that this action step is Leader(s) Timeline # being implemented/completed Responsible

Ensure that school and district information are Marenghi, accessible to parents on our websiteEnsure  DistrictCSIS website is user-friendly and CooneyLocke, 53.1.1 that parents understand the learning and 2014-20152014-15 up-to-date Montini, Merly, behavior expectations of students in our administrators schools

 Attendance at Parent Conferences Expect parent participation in 2 parent-teacher Cooney 5.1.2  Participation rate in annual survey 2014-20152014-15 conferences each year and in our annual TeachersPrincipals  PTCFast Registration survey Invite parent to our schools and invite  Celebrations and events ourselves to functions outside of school to  Invention Convention Cooney 5.1.2 Ongoingongoing establish relationship built on shared interest  Choir and Instrumental Concerts TeachersAll in our children

Parents have access to student data and can 3.1.2 identify strengths and weaknesses based on  standards Preparedness for emergency/crisis

Cross Street 29 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) 3.1.3 Incident report procedures 

 Update our report cards to reflect Cooney Ensure that parents understand the learning curriculum and standards in parent TeachersLocke, and behavior expectations of students in our friendly languageStudent Handbook 2014-20152015-16 for 5.1.2 Montini, schools  Teacher Syllabus 16-17 implementation Curriculum  Open House Director  Parent Conferences CooneyMerly 5.1.3 Ensure all parents have access to Power School  Monitor Power School use 2014-2015Ongoing Principals GoalPriority 5 Action Strategy #2 Build relationships with families and the community uUsinge multiple modes of communication and feedback to build relationships with families and community members PBIS Clear behavioral expectations of students  Phone messenger Develop multiple modes of communicating  Mail, email and collecting input from parents to share with  web development 2014-2015 5.2.1 and learn from families  facebook and twitterRemind Cooney 2014-15 Phone messenger web development, facebook  surveys Teachers and twitter  CSIS Agenda Planner All

52.2.12.1 Collect annual feedback via parent survey

Develop theImplement School Parent 2014-2015 SchoolGovernance Council into a district  Meeting schedule and agendas Cooney 2014-15 52.2.2 improvement advisory council Locke Tiered interventions GoalPriority 5 ActionStrategy #3 Develop community partnerships to leverage resources and collaboratively address the needs of the districtschool 5.3.1 Develop relationships with community  Subway Cooney Ongoing organizations to partner an collaborate about  G Burger 2014-15 and ongoing serving our students Generate, leverage and School Readiness Council Parent connect with community partners to Head Start Community Cross Street 30 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Discovery Collaborative Engagement Committee collaboratively increase Pre-K – 3 achievement PFG Locke, Gruber Collaborate with the community to develop  NEF Cooney Ongoing grants and share resources Discovery  Interdisciplinary Arts Grant – State of CT All 2014-15 and Ongoing Collaborative, YMCA, NEF, United 5.3.21 Way,Develop relationships with community United Way, NEF, YMCA, Naugatuck organizations to partner an collaborate about Community College, Naugatuck Youth serving our students Services, etc

2.2.3 Consistent reportoing

2.2.4 Celebrations, recognitions

Action #3 Clear standards of practice and expectations for adults

Employee handbook

Job descriptions

Procedures

Cross Street 31 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Action 4

2.3.1

Cross Street 32 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Cross Street 33 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) 2.Create a Culture of Continuous Improvement of Teaching and Learning l l l t l a a e i i Provide evidence for your conclusion. What would u t t Y F i

r t n a I o

it look like if this were fully in place? P Indicator Description N How would we know (what data would we use to measure effectiveness)?

Professional culture in our district is built on trust and 2.1 encourages risk taking and self reflection and expects development and student growth

There is a shared understanding about the role of the 2.2 school principal as an instructional leader

Cross Street 34 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) Effective Instruction is the focus of leadership 2.3 development; there is a shared belief among leaders that students’ lives depend on improved instruction

The district has a clear definition for curriculum that includes aligned standards, assessments, content, and 2.4 instructional methods with a timeline for development and ongoing revision

Structures and resources are directed toward 2.5 collaboration about instructional improvement

Effective instruction is clearly defined (rubric) and is 2.6 used to develop and evaluate teachers; there is a shared belief that students’ lives depend on it

The district has systems and practices in place to build 2.7 and develop a highly qualified staff to help students learn

The district has an educator development and evaluation system in place that supports educators' 2.8 professional growth and is aimed at eliminating ineffective instruction

Student performance is monitored with a systematic 2.9 assessment system; data and information are readily available to teachers and leaders

A tiered interventions is in place to ensure all 2.10 students master grade specific standards

Specialized instruction is aligned with the core 2.11 academic program 3.Organizational System and Resources Support Strategic Plan and High Performing Learning Environment

Cross Street 35 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) l l l t l a a e i i Provide evidence for your conclusion. What would u t t Y F i

r t n a I o

it look like if this were fully in place? P Indicator Description N How would we know (what data would we use to measure effectiveness)?

The district communicates and monitors common 3.1 behavior and discipline practices in each school; handbook

The district expects students to come to school every day (on time), remain in school, and participate in 3.2 their learning and be responsible for appropriate behavior

The district has procedures for evaluating school 3.3 learning environments; discipline data, students and parent survey

The district has established procedures to ensure all 3.4 schools are safe and have an environment conducive to learning

The district monitors attendance rates for students 3.5 and staff and intervenes based on identified criteria

The district provides student supports that address 3.6 the social and emotional needs of all students

The district has a capital improvement plan, 3.7 technology plan and maintenance system that is aligned with the DIP

The district has a clearly defined and communicated 3.8 budget development process that involves stakeholders

Cross Street 36 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) The local budget, in combination with supplemental 3.9 funding (grants), allocates resources to support the success of the DIP

The budget is monitored and shared with the BOE and 3.10 the public regularly

Information systems are structured and aligned to 3.11 provide useful information to all stakeholder groups

Technology is continuously improving to support 3.12 learning for next generation 4. Community and Family Engagement l l l t l a a e i i Provide evidence for your conclusion. What would u t t Y F i

r t n a I o

it look like if this were fully in place? P Indicator Description N How would we know (what data would we use to measure effectiveness)?

The Naugatuck Public School District Administration 4.1 and BOE model a sense of pride in the students, staff and schools and communicate that broadly

The District Administration develops community 4.2 partnerships that reflect the community and is committed to supporting our vision and DIP

Parents and community members receive regular 4.3 communication from the district about progress on the DIP

The district has a parent advisory group that helps to 4.4 inform improvement efforts

Cross Street 37 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014) The community has full access to information about 4.5 the district (budget, meetings, calendars, DIP, SIPs)

Parents understand the expectations of students in 4.6 our schools

Parents have access to student data and can identify 4.7 strengths and weaknesses based on standards

4.8 Parents partner with NPS/Schools to support student learning

A scheduled calendar of celebrations is in place that 4.9 values student talents

Parents proactively communicate the attributes of 4.10 their school, and can articulate the vision and goals of the district

Cross Street 38 | P a g e Naugatuck Public Schools Strategic Plan Draft (August 16, 2014)