Map Name: 2025-2026 Centennial Elementary Plan
Time Period: 8/1/2025 - 6/1/2026
Vision

Together, our strong relationships build inclusive, collaborative, and innovative environments that create agency and inspire a passion for learning, excellence, and discovery. 

Mission

Empower EVERY learner to thrive. 

Beliefs

Learning Excellence

Personal Excellence

Environmental Excellence

Operational Excellence


Learning Excellence
Learners grow through instruction matched to their levels, strengths, and styles. All are empowered and reflective working together to deepen knowledge, build skills, and support one another’s success
Environmental Excellence
We are committed to creating an environment where students, staff, and families feel safe, supported, and welcome, fostering strong relationships built on trust, respect, and care.
Personal Excellence
We are committed to developing the whole person—supporting students and staff in growth, self-awareness, and leadership—nurturing well-being, character, and connections so everyone can thrive.
Objectives
  • Support learners by aligning MTSS-A, standards-based teaching and learning, and instructional practices.
Objectives
  • Create a space that is safe and supportive for learners, staff, and families.
Objectives
  • Supporting the personal growth, self-awareness, and leadership development of both students and staff.
Critical Initiative
  • Analyze, interpret, and use data to regularly monitor progress toward grade-level proficiency through regular data reviews, resulting in adjustments for students as needed.
  • Classroom observation tool used by administration and instructional coach is used to monitor, collect data, and give ongoing feedback on predominant instructional practices.
  • Collaborative teams (PLC) regularly interact to discuss curriculum, assessment, instruction, and achievement of all students.
  • Increase understanding of effective standards-based education among staff, students, and families, with the goal of 80% of students achieving a 2.75 or higher.
Critical Initiative
  • Positive Behavior Intervention and Support (PBIS) to promote safe and respectful learning environments.
  • Social and emotional classroom lessons to explicitly teach and practice self-awareness, self-management, relationship skills, social awareness, and responsible decision making.
  • Stakeholder communication through family/community engagement
Critical Initiative
  • Enhance teacher effectiveness through ongoing professional development designed to build staff confidence in both instructional strategies and informed decision-making.
  • Recognizing and celebrating diversity in all learning environments by embedding inclusion and culturally responsive practices throughout the school setting.
  • Strengthen the school's behavior system by deepening staff knowledge of key components across Tiers 1, 2, and 3 through targeted professional development led by MTSS team members.
Key Measures
  • HRS Level 2 Survey (Effective Teaching)
  • HRS Level 3 Survey results (G&V Curriculum)
  • Marzano Teacher Growth Model
  • PLC Unit Plan
  • SBE/CFA data (Progress Reports)
  • Walkthrough Data
Key Measures
  • Behavior Data Reviews
  • Behavior Incident Data
  • Behavior Report / Documentation
  • BOQ
  • Number and type of communications sent
  • Percentage of families attending school events, co
  • Pre-and post SEL assessments
  • School decisions or changes influenced by feedback
  • Student success scores
Key Measures
  • Behavior Data Reviews
  • Behavior Report / Documentation
  • BOQ
  • Classroom walkthrough data
  • PLC instructional decisions
  • Response to progress monitoring data
  • School celebrations
  • Staff log of Professional Development
Operational Excellence
We are dedicated to operating with integrity, efficiency, and foresight, aligning resources, systems, and partnerships to ensure high levels of service and support.
Objectives
  • Align our resources, systems, and partnerships to deliver the highest quality of service and support for staff, students, and families.
Critical Initiative
  • Develop a model for teachers with clear ongoing evaluations of their strengths and weaknesses based on multiple sources of data and are consistent with student achievement data. (HRS2.4)
  • Evaluate the academic system through continuous review of current tiered data and effectiveness, led by the MTSS-A team, to ensure targeted support and improved student outcomes.
  • Manage fiscal, operational, and technological resources in a manner that directly supports instruction and aligns with key school initiatives.
Key Measures
  • Academic Tier Data
  • Danielson Framework for Teaching
  • Intervention audit
  • Progress monitoring data
  • SAND
  • School budget
The Strategy Map has been created in collaboration with The North Dakota Department of Public Instruction and Cognia™.

All schools in North Dakota participate in a Continuous Improvement process. Continuous Improvement means examining a school’s current reality including demographics, culture, technology, finances, and academic progress, among many other factors. In addition, Continuous Improvement means looking into the future and predicting what may change – what will be different a year from now, or 10 years from now.

 

During the 2018-2019 school year, all schools in North Dakota participated in this Continuous Improvement journey. School personnel participated in training and collaborated with diverse stakeholders such as community members, teachers, parents and students to map out what the school’s priorities are, what the school’s objectives are and what critical initiatives needed to be implemented to achieve those objectives. This planning process resulted in a Strategy Map – a 3 to 5-year plan for the school.

 

It is important to note that the Strategy Map is a snapshot in time. It is documentation of what the school’s priorities were the past school year. In this case the Strategy Map below was captured and submitted on May 1, 2019. It is equally important to note that the Strategy Map below may have changed since its submittal. This is because priorities may have changed quickly depending on numerous factors. Factors can include, but are not limited to, a natural disaster, a high staff turn-over rate, or an influx or decrease of students. To obtain a copy of this schools current and update Strategy Map, please contact the local school administrator.



Please contact North Dakota's Department of Public Instruction with any questions and feedback via email to the following address: dpidashboard@nd.gov