District Strategic Plan

Naugatuck Public Schools Strategic Framework 

Our philosophy is that every learner in Naugatuck is empowered through active, equitable, meaningful and culturally relevant educational experiences that nurture an excitement and capacity for learning. These experiences are developed through a responsive, collaborative, ongoing process of instructional practices that value student voice, high expectations, and innovation. We have a collaborative culture relentlessly focused on the competence and growth of every student, every teacher, and every leader, so that all students will demonstrate academic, cultural, and social-emotional competence.  Together, we ensure that our schools are safe, engaging, and happy communities where each and every child develops into the Vision of the Graduate.

Priority #1: Academic Excellence

A Community that Expects all Learners to Demonstrate Competence, Engage in Deep and Critical Thinking, and Apply their Learning in New and Novel Situations to Contribute to Improving our World.

Equity Emphasis: Create culturally relevant and equitable experiences for every learner, every day that result in high growth and high achievement. 

Strategy 1.1: Design High-Quality Learning Experiences that Engage Every Learner in Tasks that Challenge them to Explore, Make Meaning, Create and Apply their Learning Across Contexts 

• Action A: NPS will create, revise, and communicate NPS Competencies and Scoring Guides and Instructional Frameworks that Establish High Expectations for Every Learner in our District at all levels. 
• Action B: Teachers will implement Illustrative Math Curriculum in grades 2 & 3. 
• Action C: Teachers will implement a structured literacy approach and grounded in the Science of Reading (i.e. ARC Core reading program) in Grades K-4 with fidelity. 
• Action D: Teachers with implement the NPS Phonics and Phonemic Awareness curriculum K-4 with fidelity. 
• Action E: Teachers will implement instructional protocols in grades PreK-12, and curriculum in grades 7-12 for English Learners with fidelity. 
• Action F: NPS will implement Ongoing Improvement Cycles in Math Classrooms beginning with grades 7 through 10. 
• Action G: NHS will partner with local universities, trade and vocational community organizations to expand dual enrollment and career pathways. 
• Action H: NHS will engage in the NEASC Accreditation Process. 

Strategy 1.2: Design and Implement Targeted Professional Learning on High-Quality Instruction and Instructional Strategies for Certified and Noncertified Staff at All Levels of the Organization 

• Action A: Instructionial leadership teams will continue to strategically plan and implement PLCs focused on High-Quality Learning Experiences.
• Action B: Instructional leadership teams will strategically plan and implement National Council of Teachers of Mathematics and Illustrative Mathematics research-based instructional practices in math instruction in grades PreK-12 as established in the Teaching and Learning Handbook. 
• Action C: K-4 Instructional Leadership Teams will engage in monthly coaching cycles grounded in Improvement Science Research focused on a structured literacy approach and aligned to the Science of Reading (i.e. ARC Core reading program).
• Action D: Instructional Leadership Teams will strategically plan for and ensure fidelity of implementation of Multilingual Learner protocols, practices and curriculum (grades 7-12) as outlined in the ML Handbook. 
• Action E: Instructional Leadership Teams will strategically plan with teachers to ensure learning targets and student outcomes (i.e. success criteria) are clear, purposeful, and connected to the NPS Competencies. 
• Action F: PDEC will plan professional learning to support the rollout of the new educator evaluation system. 
• Action G: School Principals will provide training on implementing the new NPS educator evaluation system. 
• Action H: Professional development aligned with the NPS Equity framework will be provided K-12. 

Strategy 1.3: Engage in a process to strengthen the NPS Multi-Tiered Systems of Support Model

• Action A: The district literacy team will evaluate the current system of delivery for Tier 2 and Tier 3 academic supports for implementation of revisions in 2025-2026.
• Action B: The district math team will evaluate the current system for the delivery of Tier 2 and Tier 3 academic supports for implementation of revisions in 2025-2026. 
• Action C: The district attendance team will evaluate the current system for the delivery of Tier 2 and Tier 3 attendance supports for implements of revisions in 2025-2026. 
• Action D: District safe school climate teams will evaluate the current system for delivery of Tier 2 and Tier 3 behavioral supports for implementation of revisions in 2025-2026. 

Strategy 1.4: Create Accountability Systems for Monitoring Learning and Individualizing Experiences so that Every Learner Develops and Demonstrates Competence 

• Action A: Teams will strategically analyze student work, universal assessments, district assessments, and formative assessments during PLCs to inform planning and instructional decisions. 
• Action B: Teams will analyze student work from the most recent standardized assessments to personalize learning for each student. 
• Action C: Teams will report and monitor student growth and progress in accordance with the NPS Competencies and Scoring Grades. 
• Action D: Teams will determine appropriate formative assessment strategies to monitor and track progress over time of all students. 
• Action E: During Superintendent(s) school visits, classroom observations will evidence full-scale implementation of Responsive Classroom, Restorative/Trauma Informed Practices, Illustrative Math, and ARC Core Reading. 
• Action F: NPS will revise and implement evidence-based academic and behavioral multi-tiered systems of support (MTSS) practices for improving academic and behavioral outcomes for all students, particularly marginalized and special populations. 
• Action G: The NPS K-6 Report Card Committee will refine the K-6 Standards-Based Report Card to ensure that families have access to information about what their children know, what they are able to do, and what they need to learn in relation to the standards. 

Priority #2: Culture and Climate

A Safe, Positive, and Inclusive Culture of Learning and Support in all Schools and the Community 

Equity Emphasis: Implement and embrace culturally responsive practices districtwide, engaging in restorative justice and equitable pedagogical approaches that honor every student. Acknowledge, reflect and own our biases in order to create a safe, equitable space for all. 

Strategy 2.1: Facilitate community building, strengthen school culture and climate, and promote a sense of belonging to develop a thriving school community. 

• Action A: School Climate Teams will create, implement, and monitor school-based climate plans including the use of disaggregated DESSA, SWIS, Survey, attendance, and referral data and informed by community feedback and voice. 
• Action B: School Climate Teams will meet a minimum of one time per month and communicate regularly with stakeholders. 
• Action C: School Climate Teams will strategically analyze stakeholder survey, DESSA, SWIS, discipline, and office referral data to inform and refine strategies to improve school climate and culture and provide MTSS tiered student support (i.e. DBT). 
• Action D: With training and support, teachers will implement school-wide climate practices in grades PreK-12 with fidelity. 
• Action E: Embed research-based bullying prevention lessons (PACER) into the developmental guidance curriculum.
• Action F: Expand resources to include Behavior Support Specialists in schools with assistant principals and an additional BCBA to provide training for staff related to Tier 1 programming, ongoing support for students district-wide, conduct functional behavior assessments, write and maintain positive behavior support plans, oversee assessments, and develop plans with ongoing program data analysis to ensure maximum student progress. 
• Action G: Establish a District Climate Team 
• Action H: Further develop and/or redefine Naugatuck's core values in order to articulate and transform organizational culture. 
• Action I: Implement a new cell phone policy to increase student engagement and connectedness. 

Strategy 2.2: Develop and implement an NPS Equity Framework 

• Action A: NPS will maintain a district-wide Equity Committee to develop and implement the NPS Equity Framework and the NPS Equity Policy that affirms the district's commitment at all levels of the organization - teaching, learning, hiring and retention practices, wellness and support practices, and ongoing, differentiated professional learning for all staff, students and stakeholders. 
• Action B: Gather and Incorporate student perspective, voice and feedback into our everyday and annual improvement practices and strategies. 
• Action C: Gather and Incorporate family perspectives and ideas to increase representation in ongoing efforts to promote inclusive practices. 

Strategy 2.3: Engage families and community as partners to develop and advance a shared definition of student growth and success

• Action A: Schools will implement parent engagement and learning opportunities. 
• Action B: NPS will collaborate with community mental health agencies to support students, families, and faculty. 
• Action C: NPS will update and maintain a robust web page with relevant and easy-to-find information for students, families, staff and the greater community to promote meaningful engagement and share important information. 
• Action D: Foster home-school communication through platforms like ParentSquare, and through translation services, email and phone calls. 

Strategy 2.4: Address absenteeism through a collaborative, strategic, and data-driven approach that is grounded in a deep understanding of the power of relationship building.

• Action A: School Attendance Teams will meet weekly to analyze attendance data to identify root causes, plan targeted supports for identified students and monitor progress. 
• Action B: School Attendance Teams will conduct home visits grounded in the LEAP Model. 
• Action C: Student and Family Engagement Specialists will provide outreach, liaison, and targeted support for identified students and monitor progress. 
• Action D: Student and Family Engagement Specialists will enter attendance data, family contact notes, and home visit information into Qualtrics monthly.
• Action E: District Attendance Team will meet monthly to analyze district attendance data and tiered supports to inform next steps. 

Priority #3: Systems for Student Success

Naugatuck School District Operational Systems Function in Service of our Students 

Equity Emphasis: Prioritize equitable distribution of human, fiscal, and capital resources that work in service of students, student learning, and student needs.

Strategy 3.1 : Develop and Implement NPS Financial Processes to Ensure Real-Time Financial Information in order to Maximize Resources and Strategic Decision Making

• Action A: The Business Manager will develop a quarterly review process with the Borough Finance Department, Transportation Vendors, and Sodexho to foster relationships, encourage collaboration and resolve outstanding issues. 
• Action B: The Business Manager will implement a monthly review process with Administrators and Departmental Managers to monitor spending, explain variances, resolve outstanding issues, and forecast earlier. 
• Action C: The Operational and Instructional Leadership Team will consistently review and adjust financial systems, processes, procedures, and the deployment of district resources to ensure that they support the attainment of the Naugatuck Public Schools Strategic Framework goals. 
• Action D: The Operational Leadership Team will implement an upgraded Timeclock Plus Employee management system to help streamline daily processes and ensure efficient and effective timekeeping. 

Strategy 3.2: Create a High Functioning Facilities Team with a Commitment to Implement NPS Processes and Measures that Consistently Maintain an Environment of and for Learning

• Action A: The Facilities Director will oversee projects, identify needs, maintain health and safety protocols, and develop needs assessments of school buildings. 
• Action B: NPS will improve ventilation to increase fresh air and maintain a healthy environment for teaching and learning. 
• Action C: Operational Leadership Team will engage in strategic facility planning centered around health and safety priorities to use when determining building projects, repairs, and replacement equipment. 
• Action D: The Facilities Director will develop mechanisms for faculty, student and family voice and feedback in the maintenance of school facilities and future projects that impact teaching and learning. 
• Action E: The Facilities Director will collaborate with NPS leaders to implement and revise the NPS Facilities Standard Operating Procedures (SOPs), and provide training, monitoring, and support to facilities staff to build their capacity to lead the department. 

Strategy 3.3: Design and Implement Technology Systems and Processes to Enable All Students, Staff and Families to be Successful Through a Secure Ecosystem of Information, Collaboration, Software, Services, and Technology. 

• Action A: The IT Director will engage in strategic technology planning centered supporting learning and teaching; delivering high-quality services to students, teachers, staff, and families; and improving efficiency in our processes. 
• Action B: The IT Department will implement a system to track NPS hardware, monitor and track use of digital tools and software, and provide faculty with tools to assist students in real-time with projects, tasks and class activities. 
• Action C: The Facilities Director will analyze education technology to include the identification of under-utilized, redundant, and less effective tools to reduce license subscription costs and advance equity and safety for all students. 
• Action D: The IT Department will implement new applications, tools, updates, and training in an efficient and timely manner so that they can be used by faculty and students in service of effective, efficient teaching and learning. 
• Action E: The IT Director will develop a quarterly review process with the Borough IT Department to foster relationships, encourage collaboration, and review security measures that safeguard our systems and information. 
• Action F: The IT Director, in collaboration with district and school leadership, will enhance school security utilizing Raptor and Navigate 360/Alice, integrated school safety software that enables schools to prevent, prepare, respond and recover from any emergency. 
• Action G: NPS will implement Enrollment Express, an online student enrollment system built inside PowerSchool, to improve data accuracy and increase access for families. 

Priority #4: Talent Development

Strategy 4.1: Develop and Implement NPS Human Resource Support Systems and Processes that Attract and Retain the Highest Quality Employees at Every Level of the Organization 

• Action A: The Director of Human Resources will engage in strategic human resources planning centered around improving efficiency in our processes such as onboarding, orientation, mandatory training web page, and employee handbook.
• Action B: The Director of Human Resources will broaden recruitment efforts on a regional and national scale to attract new, diverse teachers to our district. 
• Action C: The Human Resources department will continue to develop physical and digital media (i.e., booklets, videos, etc.) to support recruitment efforts on a regional and national scale. 
• Action D: The Instructional Leadership Team will conduct quarterly meetings with all first-year teachers and administrators. 
• Action E: NPS will seek input from stakeholder groups to develop personalized and/or differentiated professional learning opportunities for staff. 
• Action F: NPS will partner with CREC to offer a Teacher in Residency Program within Naugatuck Public Schools. 
• Action G: The NPS certified staff will implement revised evaluation systems aligned with the new CT Guidelines for Educator and Leader Evaluation and Support 2023.

Strategy 4.2: Implement the NPS Increasing Educator Diversity Plan for diverse staff recruitment and retainment that supports a staff that represents the total population of the district. 

• Action A: NPS will ensure hiring committees are inclusive of staff who represent the population they serve. 
• Action B: NPS will create hiring committees for college visits that include a diverse staff, college recruitment fairs, and RESC MTR Consortium meetings. 
• Action C: NPS will advertise in community publications, and with community organizations such as NAACP, Urban League, NEMNET, CABSE, NABSE, and the Hispanic Coalition of Greater Waterbury. 
• Action D: NPS will provide opportunities for teachers to participate in Affinity educator support groups. 
• Action E: The Director of Diversity, Equity, Inclusion and Belonging will design and implement diversity awareness training to include in the district's yearly professional development plan. 
• Action F: The Operational and Instructional Leadership team will review, revise, and implement the wording for interview questions to ensure that all items are culturally and racially inclusive and reflect a diversity equity, and inclusion mindset. 
• Action G: The Operational and Instructional Leadership team will write and revise job descriptions that demonstrate awareness of racial, ethnic, and linguistic diversity. 
• Action H: School and District Interview Committees will watch the NPS Implicit Bias training video before all district interviews.