Sanborn Regional School District

Strategic Plan Update

Action Steps Completed as of January 2023

Sanborn Regional School District Update

January 18th 2023

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Strategic Target 1: Refine and clarify the district grading practices.

• Grading surveys completed in the spring of 2022 surveying staff, students, parents and community.

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• EISA met to discuss next steps, the school board adopted a move to 100 point scale in June of 2022 for September of 2022.

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• Teachers and administrators met to develop grading and reporting manuals and plan for 6-12 implementation of 0-100 point scale. These manuals can be found on the MS/HS website.

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• 0-100 point scale was implemented in grades 6-12 for the 22/23 school term.

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• Provided PD to all teachers 6-12 on the Alma grading system interface (traditional model).

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Strategic Target 1: Adopt and implement a rigorous curriculum, K-12, with clearly defined expectations of what students will know and be able to do for each grade level and/or course.

• K-12 competencies and performance indicators were updated and posted on the district website in July of 2021.

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• Year at a Glance / Course Syllabus documents based on the graduation competencies and performance indicators for all content areas K-12 were completed by June 2022. These documents have been linked to the teachers Google Classrooms/SeeSaw.

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• UbD units are in draft form for all subject areas in grades 6-12 (stage one and two).

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• Elementary K-5 have UbD draft units written (stage one and two ) for math and all unified arts classes. Science, Social Studies and ELA need to be completed in grades K-5 once School Board approved programs are chosen for these areas.

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• Summer summits conducted for drafting the units, this will continue summer of 2023 if funds are available.

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• NEASC- Accreditation Seminar, Self-Reflection Report written, Collaborative Conference held at the end of November.

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Strategic Target 2: Build a dedicated workforce by recruiting, developing and retaining effective professionals.

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• Exit Interviews offered to all staff leaving the District. Synopsis of results reported to the personnel committee in September per the Strategic Plan.
• Advertising accounts for non-teaching work staff include Edjobs (primarily a professional staff and support staff site), SchoolSpring, Indeed.
• Along with the Superintendent, attend PLC meetings and talk with ALL staff members regarding leadership, communication, culture, professional growth, and vision and values.
• Employee Engagement Plan
• Reported to personnel committee the number of staff who left the District and the results of exit interviews.
• Contacted local colleges and universities to not only recruit permanent teaching staff but to also recruit substitute staff.
• Continually update open positions through recruitment sites. Utilize building principals to post to social media open positions that are difficult to find applicants.

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Strategic Target 2: Objective C Continue to foster the collaborative culture focused on professional learning and teacher leadership.

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• Submitted copy of Professional Development Plan to the NHDOE for approval.

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• Professional Development Training / Calibration for all Administration

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• PD for team leaders at each building

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• Building level team leader meetings weekly/biweekly with principals and or Math/ Literacy Coordinators K-5.

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STRATEGIC TARGET 3: Provide and Maintain the appropriate infrastructure for current and future district needs

• Performed audit of existing lighting at all school buildings (DJ Bakie, Memorial, Old Middle School, and Middle/High School).

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• CIP Plan recommended by Facility Subcommittee and approved by School Board.

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• Awarded $141,100 Safety Grant, which include window film and security barriers to protect the buildings from unwanted intruders.

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• Reviewed and recreated process on how software is tracked and approved. During this process, software was analyzed for redundancy and alignment to the curriculum, business, and IT needs. Some software was removed from district usage.

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• Front access steps and badge key entrance added to Memorial mobile.

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Strategic Target 4: Foster positive relationships, community partnerships, and collaboration among all stakeholders. Objective B: Improve internal communication and public relations with the community.

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• Selected and implemented a software that can send phone calls, texts, and emails to all stakeholders.

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• Regularly update current information on the district web pages.

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• Facebook posts by all buildings

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• Newsletters from all schools

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• Weekly staff memos

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• Hosted business events - i.e. luncheons, breakfast etc. - for community partnerships.

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Strategic Target 5: Provide a safe and structured learning and work environment.

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• Emergency Operation Plans completed and filed with the State - including the plan through the Department of Homeland Security for the Seabrook Station Radiological Emergency Plan.

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• Annual Trainings for staff assigned. Effective 1/2023 working with Vector Solutions to provide comprehensive required trainings in one platform.

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• Established a current Joint Loss Management Committee. Conducted safety inspections in spring of 2022, creating a JLMC manual, and continuing to review safety concerns within the District.

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• District Wide Superintendent’s Safety Task Force meets and discusses district wide safety with first responders from the local, county and state.

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Strategic Target 5: Objective C Improve and streamline transportation

• Organized a recurring meeting with Salter Transportation. The purpose of the meeting is to communicate and find solutions to difficulties both parties are having.

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• Organized a recurring meeting with Durham Services Transportation. The purpose of the meeting is to communicate and find solutions to difficulties both parties are having.

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• Approved rental of vans, where leasing/purchasing vans at this time is not an option (vehicles are not available).

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• Policy EEAJ (OPERATION OF VEHICLES FOR STUDENT TRANSPORTATION BY STAFF) was updated to allow staff to transport students with District provided vehicles.

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• Due to bus driver shortages, the bus company created route plans that are communicated to building principals daily.

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