chms goals: chms will make progress toward indicators...

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


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


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


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


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


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


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


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


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


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

chms goals: chms will make progress toward indicators...

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