Kindred Elementary School

School Strategy Map

Map Name: 2023-2024 Kindred Elementary School Annual School Improvement Plan
Time Period: 5/1/2023 - 4/30/2024
Vision

To collaboratively cultivate an environment that challenges learners to reach their full potential in a student-centered, community supported environment. To achieve this, we will build authentic relationships and active engagement that advanceLearning, Literacy, and Life Skills.

Mission

To Educate, Prepare, and Maximize Student Potential

Beliefs

Continuous reflection guide improvement, growth, and innovation which are key to our school's success. Establishing and maintaining positive, supportive and respectful relationships with students, parents, colleagues and the community maximizes student outcomes.

Culture/Outreach
A positive climate is the product of a school's attention to fostering safety; promoting a supportive academic, disciplinary, and physical environment; and maintaining school community relationships.
Engagement/Achievement
All students will engage in a comprehensive curriculum designed to provide a variety of academic experiences. Our students will meet or exceed individual learning goals toward academic achievement.
Long Range Planning
Strategic resource management that includes long-range planning and use of resources will support the strategic purpose and direction of the Kindred School District.
Objectives
  • Foster a safe school climate by promoting a supportive academic environment while maintaining respectful, trusting relationships with stakeholders.
  • We will develop and maintain a school culture and community outreach plan.
  • We will ensure a school culture with positive behavior supports for social-emotional learning and growth
Objectives
  • All students will engage in a comprehensive curriculum designed to provide a variety of academic experiences.
  • We will continue to incorporate fine arts activities that promote creativity and self-expression.
  • We will focus on providing high quality data-driven instruction, intervention and enrichment to meet the needs of all students.
  • We will provide a district-wide framework that fosters 21st century skills and embeds the 4-Cs within teaching and learning
  • We will provide enrichment and acceleration opportunities to meet the needs of all students.
  • We will provide financial literacy education to all students.
Objectives
  • "We will construct a financial and facilities plan that will assist the school district in proactively planning for future growth and development. "
  • We will develop a long-range plan to prepare for the needs created by projected student growth.
Critical Initiative
  • A district-wide team (PBIS/MTSS-B) will be utilized to address the alignment of social-emotional learning programs and practices throughout the district.
  • We will develop and maintain a school culture and community outreach plan.
  • We will ensure a school culture with positive behavior supports for social-emotional learning and growth.
  • We will provide opportunities for parent and family involvement in the Kindred school community by hosting events such as Back-to-School Night, P/T Conferences, Curricular/Extracurricular Activities.
Critical Initiative
  • Annually plan for and provide lyceums and field trips that foster the arts.
  • Continue requiring Economics and Consumer Resource Management courses.
  • Contract with Molly Bestge at Cultivate 21 for professional training.
  • Create scheduled data days throughout the school year.
  • Establish Innovation, STEAM, and project-based curriculum initiatives.
  • Expand the NDMTSS programming systemwide K-12.
  • Explore Advanced Placement and Online courses.
  • Explore after school and summer enrichment opportunities.
  • Explore and plan action steps and professional development needed for staff.
  • Explore Gifted and Talented models.
  • Explore intervention and enrichment scheduling (WIN, Catchup, and Relish).
  • Refine and apply instructional pathways K-12
  • Research the best practices literature on 21st century skills
  • Utilize community partnerships to expand student exposure to the arts (i.e., KAAP partnership, Artist in Residence, Youth Theater, High School Theater, Chalkfest, ect.)
  • Utilize resources in the surrounding area that provide student exposure to the fine arts (i.e., FMCT, NDSU, MSUM, etc.)
  • We will continue to incorporate fine arts activities that promote creativity and self-expression.
  • We will focus on providing high-quality data-driven instruction, intervention, and enrichment to meet the needs of all learners.
  • We will provide a district-wide framework that fosters 21st century skills and embeds the 4-Cs within teaching and learning.
  • We will provide enrichment and acceleration opportunities to meet the needs of all students.
  • We will provide financial literacy education to all students.
Critical Initiative
  • Conduct a facility needs assessment.
  • Prepare a 3-5 year projection for budget/finances.
  • Update RSP Demographic Study data in 3-5 years.
  • We will develop a long-range plan to prepare for the needs created by projected student growth.
Key Measures
  • Mosaic
  • Second Step Curriculum
  • stake holder surveys
Key Measures
  • AIMs cost and response curriculum
  • MTSS District Team Program
  • Project Based Learning Units
  • school wide WIN (what I need) program
Key Measures
  • 3-5 year budget document
  • demographic study
Professional Learning
The need to engage all staff members in the process of continuous growth is a critical and essential process to ensure the school district creates an environment of collegial interaction.
Objectives
  • Strive to engage all staff members in the process of continuous professional growth.
  • We will incorporate a more formal induction, coaching and mentoring program .
  • We will provide student access to safe and effective technology integration within the traditional school day, and for virtual and hybrid learning.
Critical Initiative
  • Add additional staff at the elementary and high school to support the use of technology integration.
  • All first year teachers will attend SEEC Beginning Teacher Network training.
  • Formalize our induction, mentoring, and coaching programs to ensure new staff members have the knowledge and skills to be successful.
  • Kindred Public School District will use the support offered by EduTech, and ASU as needed to provide ongoing teacher training for distance learning.
  • The district will provide learning opportunities for utilizing technology to ensure effective teaching in every classroom and in any learning model (hybrid, virtual).
  • We will incorporate a more formal induction, coaching, and mentoring program.
  • We will provide students access to safe and effective technology integration within the traditional school day.
Key Measures
  • District Mentoring Map
  • STEAM teacher/tech coach
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