Central Cass Middle School

School Strategy Map

Map Name: 2024-25 Central Cass Middle School Continuous Improvement Plan
Time Period: 6/1/2024 - 5/31/2025
Vision

We will provide students with an innovative curriculum supported by extra and co-curricular opportunities; foster excellence through collaboration between students, staff, family, and community; help our students grow intellectually, socially, and emotionally in a safe and caring environment.

Mission

Fostering student excellence by empowering individuals to make a positive impact.

Beliefs

At Central Cass, we believe in the relationships we foster among our students, staff, families, and community.? We value Students First, Community Always, and Excellence Forever.  

ACADEMIC ENGAGEMENT
"Central Cass will provide a comprehensive educational experience where students will engage in various learning experiences that will help them meet the district and state standards."
EMPLOYEE GROWTH/RETENTION
Employees effectively equipped with a growth mindset, proper training, and resources necessary to succeed in their roles will help build the desired culture of Central Cass.
BUILDING RELATIONSHIPS
Establishing and maintaining positive relationships among students, staff, and the broader community is the foundation of a quality learning environment and school culture.
Objectives
  • Goal 1.1: Student Engagement
  • Goal 1.2: Data Analysis
  • Goal 1.3: District Vertical Alignment of Curriculum
Objectives
  • Goal 2.1: Personalized Professional Development
  • Goal 2.2: Mentoring and Onboarding
  • Goal 2.3: Continued Job Efficacy
Objectives
  • Goal 3.1: Building positive relationships with and among students.
  • Goal 3.2: Building positive relationships with and among staff.
  • Goal 3.3: Building positive relationships with and among school stakeholders.
Critical Initiative
  • "Central Cass administration will create a plan for data analysis at each school level. "
  • Central Cass faculty will engage in data analysis of interim and summative district and state assessments to address trends and gaps in student learning.
  • Central Cass teachers will create their respective scope and sequence based on grade level and content area regarding the current North Dakota state standards and their District approved curriculum.
  • "Central Cass teachers will engage in PreK-12 vertical alignment to ensure continuity and mastery of content and skills with respect to grade level. "
  • Central Cass will ensure Choice Ready Indicators are met upon graduation by creating a PreK – 12 Choice Ready Framework.
  • Central Cass will evaluate the curriculum regularly to ensure relevant, appropriate, and sound materials are part of the student experience.
  • "Common assessments will be developed, analyzed for appropriate rigor of standards assessed, and implemented at consistent timelines. "
  • Develop a self-assessment for students and teachers focused on the critical attributes of a graduate to determine how we teach the attributes and whether students are growing in each attribute.
  • Elementary, Middle, and High schools will complete and implement reading, math, and behavior-tiered learning pathways to ensure effective and continuous growth during transition grade levels.
Critical Initiative
  • Align paraprofessional learning opportunities with individual staff members.
  • Coaches & Advisors: Create a handbook and review it annually.
  • "Establish a job description review rotation cycle for accuracy and efficiency and publish all job descriptions on the employee portal. "
  • "Faculty and Staff: Create consistent procedures for onboarding and continuous check-in. "
  • "Faculty and Staff: Develop and implement district specific mentoring programs. "
  • "Faculty and Staff: Review and update the handbook annually. "
  • Maximizing the skillsets of current staff through yearly evaluation of personnel.
  • Strategize and implement personalized professional development for certified teachers based on individual goals aligned with district needs and the mission and vision of Central Cass.
  • Substitutes: Execute and review consistent use of substitute binder.
  • "Substitutes: Implement an onboarding program for new and returning substitutes. "
Critical Initiative
  • "Central Cass will create a 'Stay Interview' procedure to retain employees and improve operations. "
  • Central Cass will develop a plan for consistent stakeholder feedback.
  • Central Cass will develop a plan that promotes transparency through communication and includes crucial conversation protocols.
  • Central Cass will develop a plan to promote collegiality, celebrate success, and recognize peers to promote a positive school culture.
  • "Central Cass will further develop Social Emotional Learning (SEL) opportunities in the PreK-12 setting to contribute to a proactive approach to mental health. "
  • Central Cass will monitor Extra and Co-Curricular Activity participation to align all students with an area of interest.
  • "Central Cass will provide a State of the School address annually. "
  • Central Cass will streamline communication using consistent frameworks in each school and all extra/co-curricular activities
Key Measures
  • Grade-level team data analysis findings notes
  • Admin created common assessment timeline
  • Analysis of North Dakota Choice Ready Report
  • Annual review of scope/sequence by teachers/admin
  • Complete/Analyze Interim/Summative Assessments
  • Completion of Career Planning in RUReady
  • Continued Progress in CTE program offerings
  • Creation of a plan for data analysis
  • Develop/Implement PK – 12 community service plans
  • Documentation of MTSS team meeting minutes
  • Implementation of Assessment Calendar
  • Implementation of Self-assessment protocol
  • Monitor extra/co-curricular activity participation
  • Monthly vertical team meetings with updates
  • Planned and documented Curriculum cycle
  • scope and sequence for each grade and subject area
  • Student survey created/implemented.
  • Teacher created common assessments using PD time.
Key Measures
  • Align prof. learning opportunities to ind. goals
  • Analyze employee eval data for in/efficiencies
  • Analyze employee retention patterns
  • Creation of short and long-term goals
  • Develop job descriptions for all positions
  • Implement a process for updating job descriptions
  • Implement paraeducator learning opportunities
  • Implementation annual self-assessment
  • Implementation of a coach and advisor handbook
  • Implementation of a district mentoring program.
  • Implementation of a faculty handbook
  • Implementation of a staff handbook
  • Implementation of a substitute binder
  • Tracking of completed professional development
Key Measures
  • Collaboration/sharing opportunities for all
  • Completion of annual State of the School Address
  • Consistent team, school, and district meetings
  • Create internal/external plan for transparent comm
  • Create/implement stakeholder feedback plan.
  • Develop/implement consistent comm. frameworks.
  • Fidelity of SEL implementation monitored
  • Implementation of SEL curriculum/lessons PK-12
  • Implementation of the 'Stay Interview' procedure
  • Monitor extra/co-curricular activity participation
  • School board updates to all staff by superintenden
FACILITY MANAGEMENT/PLAN
In the next five years, Central Cass anticipates a need for facility expansion because of the district’s rapid growth.
RESOURCE MANAGEMENT
Resource management is an ongoing process of monitoring, reviewing, and updating the long-range financial, technology, facility, and stakeholder communication plans.
Objectives
  • Goal 5.1: Building Assessment
  • Goal 5.2: Building Addition
  • Goal 5.3: Building Fund Levy
Objectives
  • Goal 4.1: Strategies Preparing for Growth
  • Goal 4.2: Strategies for Maximizing Funding Options
Critical Initiative
  • "Complete a facility assessment to plan for short-and long-term needs, creating a maintenance replacement schedule and appropriate repair budget. "
  • Create a communication plan for public education of a building addition referendum need.
  • Create a communication plan for public education of a building fund levy purpose and need.
  • Create a communication plan for public education on building maintenance needs.
  • "Create a timeline and process for a building addition referendum. "
  • "Create criteria for establishing when to pursue a building addition. "
  • "Create criteria for establishing why and when to pursue a building fund levy. "
  • "Develop a long-range facility plan and appropriate budget to address and reduce deferred maintenance issues identified in the building assessment. "
Critical Initiative
  • Curriculum & Programming Offerings
  • Federal Funds
  • Local Funds
  • Other Funds
  • Staffing
  • State Funds
  • Student Enrollment
  • Technology
Key Measures
  • Complete a facility assessment
  • Create a communication plan for public education
  • Create a timeline/process for referendums.
  • Create comm. plan building levy purpose/need.
  • Create criteria for when to pursue a building add.
  • Create criteria for why/when building levy fund.
  • Develop a long-range facility plan/budget.
Key Measures
  • Annual meetings with local stakeholders.
  • Annual review of the long-range financial plan.
  • Annual review of the long-range technology plan.
  • Cont' pursuit exist/new cooperative opportunities.
  • Continue to pursue grant opportunities.
  • Continue to search for additional federal funding.
  • Evaluate salaries, benefits, and local trends
  • Long-range staffing, financial, and facility plan
  • Monitor current federal fund program options.
  • Monitor online subscription usage.
  • Optimize all levying options.
  • Reg. participation in local economic dev. meetings
  • Regular demographic study updates
  • Regular enrollment updates from Mapleton SD
  • Regular meetings with local representatives.
  • Regular review of curriculum and support resources
  • Regularly evaluate professional development opport
  • Regularly review academic course offerings
  • Regularly review extra/co-curricular offerings
  • Review/monitor class sizes for maximum space use
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