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

Growing together to enrich the world.

Mission

We provide diverse and meaningful experiences for all learners in a safe and supportive environment by fostering curiosity, inquiry, and innovation.  We grow and learn together by embracing change and taking risks.

Beliefs

We believe strong relationships in our schools and community will result in developing connected, innovative learners, grounded by strong character.

Safe and Supportive
"A positive school climate that prioritizes social and emotional learning, belonging, well-being, and safety protocols will ensure everyone is safe and supported at school. "
Achievement for All
"Ensuring access and belonging for all students while eliminating disparities based on students' diverse racial, ethnic, and economic backgrounds will increase student academic achievement. "
Guaranteed and Viable
"Implementing a guaranteed and viable curriculum will ensure students master grade level content standards. "
Objectives
  • Create and implement comprehensive social emotional learning and mental health initiatives.
  • Increase the amount of behavior-specific praise that the teacher provides for the classroom, for groups of students, and for individual students.
  • Provide a positive school climate that prioritizes social and emotional learning, belonging, well-being, and safety protocols.
Objectives
  • Ensure access and belonging for all while eliminating disparities based on student groups to increase academic achievement.
Objectives
  • Implement a guaranteed and viable curriculum to ensure students master grade-level priority standards.
Critical Initiative
  • Provide social emotional learning opportunities for students
  • Assess and improve a safe and supportive school climate and culture through a DEIB lens
  • "Implement professional learning sessions for social and emotional and cultural competency "
  • Implement professional learning sessions for social emotional learning.
  • Implement professional learning sessions on the impact of praising positive behavior.
Critical Initiative
  • Implementing HRS and Marzano strategies to increase student engagement and achievement.
  • Seek student input on their academic experience and sense of belonging and take action on feedback.
Critical Initiative
  • " Develop professional development and support systems to ensure teachers understand and can implement the model "
  • Create methods of providing teachers with coaching feedback designed to improve instructional practices
  • Establish PLCs to identify curricular priority standards, proficiency scales, and collaborate around student achievement, interventions, and extensions.
Key Measures
  • Decreased demonstration of disruptive behaviors
  • Decreased restraint
  • District policy
  • Increased demonstration of positive behaviors
  • Increased FBA, BIP, Social Skills
  • Increased positive praise during each class period
  • Notes from PD sessions
  • Observational data
  • Panorama surveys
  • Quarterly counselor lessons
  • Recommitment to PBIS strategies
  • Second Step lessons weekly in Raider Time
  • Staff attendance/credits earned for trainings
  • Stakeholder responses/communication
Key Measures
  • Increase NDSA math proficiency 10%
  • Increase NDSA math proficiency for sp. ed. 30%
  • Increase NDSA reading proficiency 10%
  • Increase NDSA reading proficiency for sped 30%
  • Increase student self efficacy 5% (50 to 55%)
  • Instructional rounds
  • Observational data
  • Student Engagement Survey
Key Measures
  • Data from mentor/mentee work (new teachers)
  • Evidence posted in Secondary PLC warehouse
  • Implementation of new curriculum resources
  • Instructional framework model
  • Instructional rounds
  • PLC meeting calendar
  • STAR data (quarterly assessments)
  • Team, content, & individual growth goals (NASOT)
Effective Teaching
"Student achievement will improve by ensuring all students receive high quality, rigorous, equitable tier one instruction focused on eliminating the opportunity gap. "
Objectives
  • Implement quality T1 instruction and provide appropriate, effective T2 and T3 supports so that all students master grade-level priority standards.
Critical Initiative
  • Analyze data to improve student or school wide academic and behavior support systems (MTSS A and B)
  • Apply literacy strategies across ELA and other content areas.
  • Build student self efficacy and resiliency through Raider Time and counselor-led lessons. Use Panorama to identify classroom strategies to increase self-efficacy.
Key Measures
  • Behavior matrix for staff
  • Completion of Resilience lesson in Raider Time
  • Disciplinary literacy training for all teachers
  • Implementation of Wit and Wisdom in 6th and 7th
  • Increase NDSA reading proficiency 10%
  • Increased use of behavioral assessments
  • Panorama data use to create early warning systems
  • Panorama surveys
  • Students in active SOS chapter
  • Teacher representation on committees - MTSS A & B
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