Strategic Plan Home Timeline Priorities and Challenges vision 2025

Our 5 Pillars...

provide a coherent, strong foundation for our practices, programs and processes. The pillars clearly define our priorities for the future.

Operational Excellence

As a large, urban school district SPS faces an evolving and unique set of opportunities and challenges. SPS will make decisions guided by our mission, goals and data, not emotions or public pressure. SPS will apply the approach to all aspects of our school systems, including staff, facilities. budgets and culture. Our goal is to equitably allocate resources to provide a world-class educational experience for each student.

Goal

Priorities

1.1	In support of school safety, work to ensure effective and efficient use of all spaces.


1.2	Focus resources on recruiting and retaining highly qualified teaching staff with a focus on recruiting a diverse group of new hires that are reflective of our students.


1.3	Define a long-term plan for staffing strategy, with focus on the impact on the operating budget.


1.4	Approve and implement 3-year technology plan to support the technology hardware and infrastructure needs across the district


1.5	Develop a comprehensive plan for long-term care and upkeep of all facilities, including fields and school grounds.


1.6	Reimagine school media centers for greatest impact.


1.7	Revise board policies to provide clear direction for the educational program and operational functions and to clarify expectations regarding responsibilities, organizational coordination and decision-making.


1.8	Integrate policies, procedures and standards across the district to maximize efficiency.


1.9	Adopt equity-based funding model (CSDE) to measure equity of allocation of resources across schools to address specific needs of student populations.


1.10	Ensure teachers and staff have access to instructional materials necessary to support student learning.


1.11	Work with city administration and boards to source a transportation hub, allowing SPS to credibly bid out the in-district bus contract

Measuring Our Progress

Tactics being implemented during the 2023-2024 School Year:

Strong Curriculum

TEACHING & LEARNING is central to everything we do. The goal of our curriculum and instructional practices is to prepare students for success in an ever-changing global society. We will move every student forward from where they start, including high-achieving and struggling students. We will identify and implement national and international best practices in education. And, because we recognize that “one size does not fit all,” we will offer differentiated instruction and provide a continuum of instructional support for each student.

Goal

Priorities

2.1	Prioritize mastery learning (skills vs. memorization) with a focus on outcome measures in the areas of English Language Arts/Reading, Math, STEM, Social Studies, The Arts, Attendance, Healthy Lifestyle Choices, Social Emotional Learning and Service Learning.



2.2	Update, refine, and implement a comprehensive curriculum management system that coordinates and prioritizes all curriculum management functions and tasks in the district.


2.3	Continue to increase secondary programming by creating alternative options, e.g., BPL, and Remote Learning.


2.4	Implement differentiation strategies to support all learners from students who are gifted to those who are struggling.


2.7	Review and udpate Professional Development offerings to align with curriculum and staff interests/needs.


2.8	Create more real world experiences in the community rather than the classroom.



2.9	Integrate SEL lessons into academics and instructional frameworks through the curriculum audit process
2.10	Approve and implement 3-year technology plan to support technology integration into teaching and learning in our classrooms

Measuring Our Progress

Increase in percent of students in grades K-5 demonstrating growth on BOY to EOY on mclass DIBELS reading assessments.
Increase the number of cohort students, who have attended SPS K-3, that perform at and above grade level (reading / math).
Increase in the percent of students in grades 6-12 passing their core ELA class.
Increase in the percent of students on-track to graduate.
Positive feedback from staff on differentiated offerings of PD
Increase in number of students participating in internships, apprenticeships and hands-on learning experiences.
Integrating SEL into Humanities courses in grades 6-9

Tactics being implemented during the 2023-2024 School Year:

Student Centered

By putting the student at the center of all decisions, and empower them with a voice to influence the same, SPS will fulfill our vision to CHALLENGE, INSPIRE and PREPARE all students to be productive contributing members of society.

Goal

Priorities

3.1	Implement evidenced-based Social Emotional Learning (SEL) programs at all schools.



3.2	Decrease the number of chronically absent students by the majority of grades and student groups by June 2024.


3.3	Focus on supporting transition years (K, 6th, 9th).


3.4	Ensure that all alternate learners, including English language (EL) learners and students with disabilities, have access to evidence-based, high-quality instruction.


3.5	Prioritize (and communicate) efforts in support of the health and safety of our students, including extraordinary efforts related to pandemic recovery. (Expand K-12)


3.6	Continue to grow career pathways.


3.7	Continue to encourage and celebrate student voice, advocacy and opportunity.


3.8	Develop and implement a comprehensive district-wide SEL student assessment system.
3.9	Conintue to re-envision secondary programming by creating alternative options, e.g., BPL, GPS, and Remote Learning as well as partnering with Adult Education to provide alternative pathways for students.

Measuring Our Progress

90% of students will evidence "Typical" or better SEL functioning as measured by the DESSA-mini
Additional hours of SEL PD for all staff.
100% of schools will implement an evidenced based SEL program
100% of schools will implement the DESSA assessment system (DESSA mini and DESSA) and required teacher training
90% of students will evidence "Typical" or better SEL functioning as measured by the DESSA-mini
100% of schools will have an SEL team that meets at least monthly to support SEL implementation

Tactics being implemented during the 2023-2024 School Year:

Develop DESSA implementation calendar of meetings, timeline for ratings, and schedule of trainings for all schools
Add CASEL competencies to elementary and middle school report cards. (Include DESSA mini-scores)
Integrate DESSA information into SRBI processes including data analysis, progress monitoring, communications (consent letter), etc.
Integrate DESSA assessment into the district assessment calendar
Provide training for all administrators and staff on DESSA implementation

Community Focused

It takes a village to raise a child, and SPS recognizes that partnerships with families, community leaders and family-focused organizations are critical to our success. We embrace the potential and opportunities that are offered by the vibrant Stamford business community. SPS continues to expand its partnership with community based organizations, city and state officials, and business leaders as part of a STRIVE together collective impact initiative—Stamford Cradle to Career (SC2C). Under the leadership of the United Way of Western Connecticut, the overarching goal of SC2C is to collectively align community resources to ensure educational success for all Stamford children and families regardless of income, race or circumstance.

Goal

Priorities

4.1	Provide regular opportunities and improve strategies to collect community input on district-wide decisions.


4.2	Create a deeper level of engagement and improve relationships with families who feel disconnected from SPS, including our economically disadvantaged students – those who are eligible for the federal free or reduced lunch program, who are English language (EL) learners, or who live in public housing.


4.3	Improve strategies that support an authentic parent and community voice.


4.4	Review, assess and improve internal information flow.


4.5	Continue to include community stakeholders on committees (DCAB, interview committees, etc.) and continue to have SPS administrators participate on community based boards/committees (SC2C, Mill River, Soundwaters, etc)

Measuring Our Progress

Community Input - Number of meetings held and opportunities for the community to provide input into in upcoming district-level decisions
Cultural Engagement - Increase in collaborative approach to planning meetings and events that include participation by families who feel disconnected from SPS, including non-English speakers, alternate learners and struggling families.
Parent Perception - Percent of parents who respond positively on the 2024 School Climate Survey
Staff Perception - Percent of staff who respond positively on the 2024 School Climate Survey
Student Perception - Percent of students who respond positively on the 2024 School Climate Survey

Tactics being implemented during the 2023-2024 School Year:

Culture of Inclusion

SPS strives to provide equitable opportunities for all students. We work collectively to support students, staff and community partners to maximize the depth and scope of opportunities we offer while minimizing the achievement and opportunity gaps that exist among various student groups.

Goal

Priorities

5.1	Prioritize staff involvement in the decision making process.


5.2	Retain the current +/-10% integration standard of the district, with a goal of all schools being representative of the demographic makeup of the district.


5.3	Implement new approaches to promoting our magnet school programs, with a goal to increase the representation within the pool of applicants.


5.4	Find new ways to bring attention to student and staff accomplishments.


5.5	Celebrate diversity beyond ethnicity, including learning style, educational pathways and student interests.


5.6	Embrace our new arrivals families and expand opportunities for meaningful engagement by eliminating language barriers

Measuring Our Progress

Human Resources - Increase percentage of new hires that represent our student body
Parent Perception - Percent of parents who respond positively on the 2024 School Climate Survey
Staff Perception - Percent of staff who respond positively on the 2024 School Climate Survey
Student Perception - Percent of students who respond positively on the 2024 School Climate Survey
Student Data - all school buildings achieve the +/-10% integration standard of the district.
Magnet Lottery Application - Application profiles align with the +/11-% integration standard of the district.