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Accomplishments 2022-2025

Accomplishments 2022-2025

In 2022, district administration and staff created a strategic plan through 2025, based on the results of more than twenty focus groups with teachers, support staff, parents, administrators, school board members, community groups and students.

A significant amount of work was completed between 2022-2025.

Equity & Diversity

  • Evaluate access to academic programs across all populations and evaluate equal access to afterschool programs, activities and co-curricular opportunities

An equity audit final report will be completed by Great Schools Partnership by March 2026. GSP has analyzed data, reviewed programs, conducted focus groups and welcome walks throughs to create the report and provide actionable items for schools.

  • Increase home visiting program

Each school has a home-to-school liaison or a social worker who supports families and visits homes.

  • Implement restorative practice strategies

Training has been provided to 90% of high school staff and 80% of middle school staff. A reporting system has been created.

Curriculum, Instruction & Assessment

CURRICULUM

  • Create a process for continuous evaluation of curriculum

Teams have reviewed math, social studies, social emotional learning and English language arts for K-12. New curriculums have been adopted and are in the process of being implemented.

  • Determine student transition protocols and procedures as they move from grades/schools

The elementary, middle and high schools have worked together to improve the transitions between grade spans, including visits from school leadership to the lower levels, improved communication, parent nights and school tours. A team of middle school students has created a welcome guide for incoming sixth graders.

  • Incorporate pathways grades 9-12

A pathways team at Concord High School worked with the NH Learning Institute to create the Pathways program. In its third year, the program has become a model for the state.

  • Create a common site for curriculum to be housed

Schoology, a learning management system, was adopted in 2024. High school curriculum is stored in Schoology; curriculum maps are almost finished.

  • Establish a process for ensuring that CRTC remains innovative in offering students relevant and applicable experiences

Each CRTC program has a regional advisory board which provides insight into industry trends and the skills and equipment needed for students to be successful. Staff engages in professional development in their field. CRTC was the first group of instructors to have formal training in artificial intelligence.

  • CRTC – Develop business partnerships throughout the state that offer students “real world” experiences and training

CRTC has a work-based learning coordinator that works with businesses around the state to support students through regional advisory boards, class visits, internships and the career fair. CRTC+ offers a third year for CRTC students to engage in advanced work-based learning.

  • Develop a Portrait of a learner

The Portrait of a Learner was an in-depth process led by a steering committee that reviewed model examples and received input from stakeholders. The Portrait of a Learner is based on three major pillars – creative & skillful, collaborative and self-directed learning.

INSTRUCTION

  • Implement consistent instructional materials and competencies that are used uniformly throughout the district

iReady has been adopted for math K-6 and the middle school and high school have a common algebra program. SEL programs were adopted for the elementary and middle school levels. The selection process for ELA is underway with several teams piloting programs.

  • Professional development

A coaching collaborative team was established in 2024, which employes best practices with their colleagues.

The professional development master plan was submitted and accepted by the New Hampshire Department of Education.

  • Redesign staff evaluation system in order to provide targeted expectations for excellence in instruction delivery

All administrators were trained with the new staff evaluation system.

ASSESSMENT

  • Adopt a universal screener, pK-12

iReady was adopted as a universal screener grades 3-9.

  • Establish a yearly common assessment calendar across the district, K-12

A common assessment calendar is completed and updated annually.

  • Adopt a platform/dashboard for student performance data

eduClimber was adopted in 2024 to create a dashboard for all student data.

  • Review and re-write report cards

New report cards were created for K-5 in 2024. A report card team is in place for Rundlett Middle School. Crimson Culture was adopted as part of student assessment.

Social Emotional Learning (SEL)

  • Create district wide committee, encompassing educators, parents, school board members, students, and administrators, which focuses on MTSS-B framework to increase awareness and create a circle of feedback

The District Community Leadership Team (DCLT) was created and is based on MTSS-B which has 22 members, including 3 students. The team reviews data and creates an action plan to promote priorities set by the community.

  • Develop and adopt district wide social emotional learning competencies.

SEL competencies have been adopted districtwide. Rundlett has fully adopted CASEL competencies. Concord High School has created Crimson culture as competency guidance for students.

  • Adopt an SEL curriculum

A SEL curriculum committee reviewed multiple programs. Pilot programs were conducted at the elementary schools and the middle school. Changemakers was adopted at the elementary level and Wayfinder for advisory at Rundlett. CHS developed Crimson Culture Schoolwide Expectations that are integrated across the curriculum in all disciplines and evaluated through student reflection.

  • Utilize a universal screener for social emotional and behavioral health to inform instruction and support

A screening tool for SEL and behavioral health has been implemented K-9

  • Examine longitudinal data for students as a whole, across as many systems as possible.

School-based tier 1 and tier 2 teams review student data at regular intervals.

Communication

  • Explore communications staff/Public Information Officer to strengthen communication, provide guidance around branding and marketing and support district/school leaders

A director of communication was hired in 2023. A communication survey was conducted and communication guidelines have been created. The district and school websites were redesigned to be more intuitive and accessible. A comprehensive annual report to the community has been published for two years and standard newsletters have been created for the superintendent, middle school project and Board of Education notes.

  • Evaluate current platforms for comprehensive communication approach

ParentSquare is the district’s communication platform for families pK-12. Guidelines have been created based on parent feedback. Data is reviewed to assess messaging.

Facilities

  • Maintain a 10-year capital plan

The plan is presented to the Capital Facilities committee and Board of Education annually.

  • Develop a plan for school site landscaping, grounds, and fields

A plan was created and presented in 2025 during the budget process.

  • Electric bus/fleet

The district received a federal grant for three electric buses. Charging infrastructure has been installed at the COMF (Combined Operations & Maintenance Facility). The buses should be ready for use in early 2026.