While the bulk of Tuesday’s Board of Education meeting surrounded the implementation of a weapons detection system, the board discussed several other items on the agenda such as the capital improvement plan (CIP), strategic plan, and several policies.

At the October 7 meeting, Anne Uberti, superintendent of schools, presented an overview of the Newtown Public Schools system strategic plan for the next three years. She explained that it “truly is a living document,” subject to change as the years go on and certain goals either are or are not met.

Uberti said the document is a collaboration with Assistant Superintendent Frank Purcaro, building principals, and district department leaders. She said the plan does represent “valuable components” of the work, but it is missing “critical aspects of what drives effective and successful district school planning.”

The strategic plan focused on four priorities, which are to ensure stimulating, engaging, and challenging learning opportunities tailored to the individual needs of students; prepare students to thrive post-graduation; hire, retain, and develop a diverse and exceptional faculty and staff; and strengthen district, family, and community partnerships.

There are two types of strategic goals set forth in this plan: operational goals and instructional goals. Operational goals “represent the functional body of our work,” as Uberti explained. They include facilities, security, business and finance, human resources, and technology. Uberti said that instructional goals “represent the heart and soul of our organization.” These goals include pupil services, teaching and learning, and the schools.

Uberti said that the board will revisit the strategic plan at the end of the year and hopes to have an annual board retreat at the end of the school year to allow the board to “ask questions regarding the work completed over the year, as well as to provide input on how the next year’s goals will be adjusted based on what was accomplished.”

Uberti highlighted five overarching goals of the strategic plan, in the areas of curriculum and instruction; facilities and security; business and finance; human resources and hiring; and family and community relations. Uberti broke down each goal and their respective strategies for implementation.

The first goal is to “cultivate a dynamic learning environment that consistently improves instruction, nurtures student creativity and innovation, and increases student engagement and academic achievement.” The three strategies presented for implementation include ensuring every student in Newtown Public Schools (NPS) experiences rigorous and engaging curriculum and instruction; developing and implementing a consistent and uniform process for analyzing and using data to make instructional decisions; and providing sustained and ongoing professional learning opportunities to all staff that are timely, engaging, and relevant.

Goal two is to “ensure that all school facilities are safe, secure, and equipped with modern infrastructure and technology to support student learning, staff effectiveness, and community engagement.” The three strategies for implementation include maintaining and enhancing school safety and security measures while evaluating cost efficiency; ensuring that each school is equipped with updated, user-friendly communication technologies; and developing and sustaining a secure, future-ready technology infrastructure that enhances teaching and learning, supports operation efficiency, and empowers all users through equitable access, digital literacy, and innovation.

Goal three is “ensure fiscal responsibility, transparency, and strategic allocation of resources to maximize student outcomes and district sustainability.” The two strategies for this goal are to strengthen and modernize the district’s budget process and to identify and implement opportunities to improve efficiency across district operations in order to maximize resources, reduce redundancy, and ensure resources are allocated effectively to support district needs.

Goal four is to “attract, recruit, develop, and retain a high-quality, diverse, and passionate workforce dedicated to student success.” The two strategies for this goal are to develop and implement consistent, inclusive, and equitable hiring and recruitment practices that align with district needs, and improve Human Resources systems and operation efficiency.

The last goal, goal five, is to “cultivate strong, reciprocal partnerships with families and the community to support student learning and well-being.” The three strategies include strengthening district and school climates, foster inclusive and welcoming schools, and enhance communication with community stakeholders.

Uberti then showed a template of how these goals can be analyzed. She suggested the board look over the plan and template and come back with any questions, but welcomed discussion of the plan at that time. Uberti also reminded the board that the further out from year one they go, the more speculative the details become. She also said that she plans to review these goals at the end of every school year to see if the schools are hitting their individual marks.

Uberti asked the leaders of the schools to develop their own key performance indicators (KPIs) to determine how the goals are being satisfied. She explained that she is just presenting the overview, and each of the schools will come over the next few meetings and discuss their own school plans.

Board member Deborra Zukowski asked how the KPIs will be created. Uberti said she does not know yet as each school will develop its own KPI. Board member Vouros asked how the strategic plan will measure “passionate workforce dedicated to student success.”

Uberti replied, “You’ll have to read in the plan.” She elaborated a bit and admitted she is unsure if the board can measure that, but can measure the actions taken to achieve that goal through methods like surveys.

Chair Alison Plante did mention that Uberti sent a survey to the board regarding this strategic plan and wanted to know how the board’s input matched up to this plan. Uberti said it matched up “very well” and she has “a sense” as to what the board thinks is important. Following this discussion, the CIP was discussed next.

The Revised CIP

Plante began this portion of the meeting by providing context to those who may have missed previous meetings. She explained that the CIP was approved a few weeks ago, but some revisions had to be made. Plante turned the floor over to John Barlow, director of Facilities, to talk more about the revisions made.

There are ten total projects on the CIP, totaling $4.94 million, across three school sites. The CIP includes “comprehensive infrastructure upgrades across multiple school facilities to ensure safe, modern learning environments for students and staff.”

Those projects include removing and replacing the oil tank at Head O’Meadow and renovating the parking lot. These projects cost about $225,000 and $280,000 respectively. A high priority item is replacing the fire/intrusion alarm at the high school, which costs about $250,000. Also at the high school is a need to make “critical repairs” on the pool, which will cost $640,000. Additionally needed at the pool is a new pool air handler, which is about $500,000. The oil tank at the high school also needs to be removed and replaced, another $230,000. At Middle Gate, Barlow said the millwork needs to be replaced and the bathrooms need to be renovated, costing $280,000 and $220,000 respectively.

Barlow also discussed the RTU Replacements Project, or rooftop unit. This is the portion of the CIP that changed. He explained that the price point would have been lower than the $2 million mark, but due to tariffs and inflationary costs, the cost has risen. He explained that the chiller that needs to be replaced will be “more challenging because it’s a very custom piece of equipment.”

Barlow also mentioned that the RTU replacement is “contingent on referendum,” meaning that the public needs to weigh in and vote on this project in April during the next budget season. He said that he hoped to replace the units over this past summer break, but due to “unforeseen complications with the funding,” it has been delayed. He hopes to get one of the units replaced next summer break and during the winter break between 2026 and 2027.

Zukowski asked for some clarification as to why Barlow is looking for another $2 million dollars. Plante explained that the project shifted from this year to next, and now with rising costs, Board of Education is looking for more funding to complete this project.

Plante then put the revised CIP to a vote. The revised CIP passed unanimously.

Public Comment

At the end of the meeting, a few concerned parents approached the board regarding online activity from an employee of the district. Plante said several times that personnel issues are not to be discussed in public.

Thomas Goad began to comment on the “troubling social media posts,” but Plante interrupted him, reminding him that personnel issues are not discussed in public. He then skipped to the end of his comments, which included declarations of filing ethics violations against the Board of Education.

Wendy Rosa Humphries spoke next, and explained that since she could not talk “about the elephant in the room,” she simply asked for adults to “stop being political.” She acknowledged ugliness and that children watch what adults do, post, and say. Rosa Humphries said she wants to “get these test scores up, let’s get reading up … all we want is the right education for our kids.”

Kathleen Walsh, an Oxford resident, also wanted to speak on the issue but redirected her comments after Plante’s warnings. She said that her friends who live in town are afraid to speak up and had to call her in to do it for them. She pleaded for BOE to “take care of what happened online.”

Plante once again reminded the crowd that personnel issues are not discussed in public, and with that, Walsh ended her comments.

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Reporter Sam Cross can be reached at sam@thebee.com.