Dr. Camille Daugherty, superintendent for the Manchester School District, presented the district’s year‑end goals report at the June 23 Board of School Committee meeting, summarizing progress across academics, operations, and facilities and laying out next steps for 2025–26.

Daugherty framed the report around the district strategic plan goals to “grow our learners, grow our educators, and grow our systems.” She said the district’s college-and-career readiness (CCR) measure rose to 65 percent this year from 51 percent last year and from 30 percent in 2019, and that district teams will continue data-driven work to sustain gains. “We have continued to make steady progress with our college and career readiness score,” she said.

The presentation covered district‑level outcomes and department reports. On instruction and assessments, the teaching and learning team reported growth on the district I‑Ready assessment: reading proficiency rose from 21 percent in fall 2024 to 39 percent in spring 2025; math on‑grade‑level rates rose to 32 percent, up 11 percentage points. The district will present a fuller data dive in August.

District priorities noted in the presentation included expansion of dual language immersion (Spanish launched earlier, a French immersion program will start at Weston in 2025), growth in industry‑recognized credentials (from 60 to 104 students), and targeted work on attendance driven by an additional attendance coordinator. The district also reported increases in graduation rate in preliminary reviews, with a state‑verified update planned for October.

Student services and wellness updates described a peer grief‑support program delivered at five schools this year and planned expansion to 13 schools next year, summer clinician groups for high school students, and a Freshman Academy pilot at Memorial High School to support incoming freshmen with academic and transition skills.

On special education and operations, Daugherty said Special Education will focus next year on transportation and contracted services and that the district continues monthly budget reconciliations for special education line items. Operations reported that approximately 95 percent of bus routes were on time this year and that about 90 percent of schools are engaging in multi‑tiered behavioral supports (MTSSB) work; full implementation of Tier 2/3 teams remains a work in progress.

Facilities and capital planning got substantial attention. The superintendent reminded the board that Henry Wilson School closed in 2024 and that priority 1 capital projects include additions/renovations at Hillside and McLaughlin, where the district recently held groundbreakings. Temporary modular classrooms were used at several elementary schools during the year. Daugherty said long‑term facilities work continues, and that more high‑school‑focused planning will start in 2025 with urgency owing to budget impacts.

Finance and systems work noted a more collaborative budget build process (monthly department reconciliations, braided funding), continued implementation of PowerSchool in hiring, rollout of Benefitsfocus for benefits administration, and IT security upgrades including districtwide multi‑factor authentication work. The welcome center—described as a family welcome center—registered 154 new families since opening and has hosted district visitors seeking to replicate the model.

Department highlights included fine arts activity (expanded festivals, instrument purchases supported by grants), athletics (about 4,000 roster opportunities across K–12 and new middle‑school wrestling), English‑Learner gains (95 percent ACCESS participation and improved growth metrics), and improvements to translation and communication processes.

Daugherty closed by saying the executive leadership team will meet July 1–3 to review work and refine 2026 goals, and that the district will present finalized 2026 goals and outcome data in the early fall.

Ending: Board members praised the report and asked for more granular committee‑level data presentations. Several members asked for a public, graphic dashboard of core metrics and for continued attention to budget planning given an uncertain state funding outlook.