Strategic Plan
Strategic Coherence Plan 2018-2019
Through engagement in authentic learning, all Regional School District 13 students are empowered to thrive and contribute as global citizens.
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Student Achievement |
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District Goal: Ensure an authentic learning environment that supports growth, innovation and critical thinking so that all students are successful in life, learning and work beyond school. |
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Vision: RSD 13 is a dynamic learning environment where community, state, national and international partnerships contribute to innovative, self-directed learning. Curriculum, instruction and assessment are aligned with state and national standards and support engaging student learning experiences. Critical data analysis and a commitment to the 4Cs contribute to coherent systemic improvement at the student, school and district level. |
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Improvement Strategy |
Persons Responsible |
Measurement |
Resources |
Target Date |
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Identify district, school, grade/department, student learning outcomes for all students. (Increase percentage of target achieved in ELA and Math by 3% on the 2019 administration of the SBAC. Increase SAT scores on the 2019 administration to 525 in Math, 575 in Reading, and 1100 for Writing.) |
COT/ Admin |
Standardized and non-standardized measures |
Data Dashboard PLC/Data Protocol |
6/2019 |
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Continue creation ofviable and rigorous curriculum aligned to standards. |
CD/ Admin |
Completed Curriculum Doc/CRC |
Prof Literature Specialists |
Per Curriculum Calendar |
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Align adult professional learning with identified student learning outcomes. |
CD /Admin |
PL Plan Evaluation/ Survey |
CSDE Prof Learning Standards Specialists |
8/2018 |
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Develop Data Dashboard to organize data and improve data literacy capacity. |
CD |
Data Dashboard PLC/Data Team Outcomes Assessments |
Ed Lyman Tech Specialists Coaches Admin |
9/2018-1/2019 |
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Design schedules and programs that align with identified student learning outcomes. |
COT/ Admin |
Modified master schedules Word Study SEL, ELL, MS Coaching/Intervention |
Specialists PL Data Staff feedback |
9/2018- 6/2019 |
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Develop district-wide educational programming plan aligned with building and grade-level configurations. |
COT/ Admin |
Proposed plan Finalized plan Portrait of the Graduate |
Center for School Change, Specialists |
11/2018 6/2019 |
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Well-Being |
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District Goal: Sustain a district-wide culture and climate that supports and promotes well-being for all. |
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Vision: Well-being is recognized and practiced as the foundation upon which all our success is built; deliberate attention and commitment to well-being for all is evident throughout the district; RSD13 is a model district recognized for its commitment to well-being. |
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Improvement Strategy |
Persons Responsible |
Measurement |
Resources |
Target Date |
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Develop Social Emotional Learning programming for all pre-K-grade 12 students |
SR/staff |
Completed programs Student outcomes ALSUP |
2nd Step Communities Ross Greene Advisory |
9/2018- 6/2019 |
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Partner with outside agencies to support social emotional learning,planning/outcomes |
MM/SR |
Minutes/ Programs |
CCSU DMYSF Ross Greene Grant funding |
On-going |
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Identify and implement a series of adult actions that all RSD 13 staff members can use to promote staff andstudent well-being |
MM/WBC |
Document Observation |
CCSU |
11/2019 |
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Follow safety and security strategic plan of improvement. |
KV/KN |
Plan |
DHS/PD |
On-going |
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Participate in safety and security incident planning protocols. |
KV/Admin |
Plan |
SRO/PD |
8/2018 2/2019 |
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Convene district-wide Equity Team at least 3x's throughout the year. |
MM/KV |
Agenda Action Plan |
SERC CAPSS |
9/2018, 3/2019 4/2019 |
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Create Equity subcommittee to develop protocol for student and parent focus groups, initiate Middletown Public School partnership and explore curriculum audit. |
MM |
Agenda Action Plan |
SERC |
10/2018- 6/2019 |
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Engagement |
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District Goal: Ensure community understanding, engagement and support for District goals and priorities. |
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Vision: Throughout the District, the Durham and Middlefield local communities and within the state there is a shared and accurate understanding and communication of the unique programming,goals and achievements of Regional School District 13. Board of Education members are informed and visible advocates.The District continues to make improvements in educational programming while leveraging the most efficient use of existing physical plant resources. |
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Improvement Strategy |
Persons Responsible |
Measurement |
Resources |
Target Date |
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Implement district-wide communication plan |
KV/Admin BOE |
Connections BOE Newsletter Social Media |
ACES |
Monthly Quarterly |
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Distribute communication survey and analyze results |
KV |
Survey |
ACES |
3/2019 |
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Develop school partnership with Ningbo,China |
KV/BF/BOE |
MOU |
ACES |
9/2018- 12/2018 |
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Create district-wide proposal for educational approach and grade reconfiguration (include HOT School options, school and agency partnerships) |
CD/Admin |
PD Plan |
In-district, state and local resources |
8/2018- 6/2019 |
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Create and follow 2 year grade reconfiguration timeline |
KV/Admin |
Plan |
CCSC S/P |
11/2018- 6-2019 |
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Address short and long term capital needs by following designated capital plan |
KV/KN/ Admin |
Capital Plan Completed Projects |
DRA, S/P, internal reports |
8/2018- 6/2019 |
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Make and communicate deliberate decisions connecting district goals and priorities to fiscal decisions/resources including bonding proposal |
KV/Admin |
Budget Plan |
State and local agencies |
8/2018- 6/2019 |