Wishek Elementary School

School Strategy Map

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

Supporting a learning environment that continuously motivates and encourages all students to excel academically, socially, and artistically.

Mission

WPS encourages students to meet academic and social challenges with openness and enthusiasm, and a willingness to solve problems to reach their educational and personal potential in a safe learning environment.

Beliefs

WPS believes in the importance of creating an inclusive and supportive learning environment where every student is valued and encouraged to reach their full potential. 

WPS also believes in fostering critical thinking, creativity, and ethical behavior, and collaborating with stakeholders.

Communication
If communication is a priority, then WPS needs to make sure to address all lines of communication are working as one voice with no disconnect between any entities.
Individual Learning
If individual learning is a priority, then WPS needs to update and reconfigure how the RTI process is enforced and carried through upon in the Junior High and High School ends to ensure help to all.
Professional Development
If professional development is a priority at WPS amongst the staff and stakeholders, then WPS administrators need to be addiment about finding and providing pd opportunities throughout the year.
Objectives
  • WPS will continue to strive for consistent communication channels between the school and stakeholders.
Objectives
  • WPS will continue to work diligently to close the achievement gap on students in the regular education class that are below average in core subjects.
Objectives
  • WPS will attend professional development that is able to be implemented and tracked successfully amongst all levels of staff.
Critical Initiative
  • Continuation of social media, newsletter, all call system, and school website to increase awareness of school accomplishments and upcoming events.
Critical Initiative
  • Utilization of services that we have in place of paraprofessional help and continue to restructure the RTI process so that there is a more intensive intervention program
Critical Initiative
  • Attend and utilize professional development that leads to more useful skills and is easily transitioned into the classroom for staff and students
Key Measures
  • upkeep and effective timing of adding information
  • Use all call system for Cognia Surveys
Key Measures
  • Continue using established resources for ELL
  • Create a smooth transition for new ELL Teacher
Key Measures
  • Tracking Document
Social/Emotional Learning
If social/emotional concerns are a priority for WPS students, then WPS staff needs to all be involved in guiding and teaching our students healthy ways to deal with emotions.
Technology
If Technology is a priority at WPS, then continuing to stay on course for our school's mission to be one to one is very important.
Objectives
  • WPS will continue to support students in social and emotional issues and create an environment of understanding through a consistent platform.
Objectives
  • WPS will navigate our way through the one to one process in grades 3-12 and the implement the use of ClassLink.
Critical Initiative
  • Continue to use the curriculum and other resources that were chosen to extend the knowledge of pillars of character
Critical Initiative
  • Implement Classlink into the classroom so students are able to see growth in their knowledge and understanding of technology in today's world
Key Measures
  • use counseling times more efficiently
Key Measures
  • monitor the use of technology and programs
  • Prepare for deployment of one to one technology
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