Map Name: 2023-2024 Parshall High School Continuous Improvement Plan
Time Period: 5/1/2023 - 4/30/2024
Vision

Be Brave: Ambition; Integrity; Responsibility; Respect; Dedication; Diversity and Safety. 

Mission

Striving to fulfill All students potential. 

Beliefs

We believe in providing our students with opportunities to achieve success. 

Curriculum
If we create a guaranteed viable curriculum for grades 9-12 in core subject areas, then teachers will have a clear direction for instruction.
Attendance
If we increase student attendance there will be more opportunities to help fulfill their potential.
Stakeholder Engagement
If we provide a variety of communication outlets our community stakeholders will become more informed thus improving overall engagement. Increase community awareness of student attendance.
Objectives
  • Provide high quality professional development targeted at the needs of teachers.
Objectives
  • Increase school wide attendance through a variety of programs, incentives and focused attention.
Objectives
  • Inform and engage stakeholders through different platforms.
Critical Initiative
  • Provide professional development for our teachers through a variety of on and off site opportunities.
  • Provide professional development on how to create a guaranteed and viable curriculum which prioritizes standards and offers both formative and summative assessments.
Critical Initiative
  • Administration will attend on site conference to improve school district wide attendance rates.
  • Attendance rates will be a daily topic on morning announcements.
  • Attendance will be celebrated every month through monthly activities that have connection with family engagement.
  • Attendance will be discussed in all forms of caregiver/community communication.
  • Daily attendance counts will be posted in the office entrance each day.
  • "Provide ""Tackling Attendance Challenges"" professional development to all district staff and our community. "
Critical Initiative
  • Incorporate parental and community involvement through informational meetings and volunteer opportunities as well as monthly attendance incentives.
  • Use business classes to create attendance matters videos.
  • Use the school district's local website, PPS Facebook page, PowerSchool Swift update Stakeholders.
  • Utilize both print (weekly/monthly newsletters) and digital resources (School Facebook page) to keep our community informed.
Key Measures
  • Classroom observations
  • Lesson Plans
  • Teacher surveys
Key Measures
  • Family Engagement
  • School attendance data
Key Measures
  • Communication record data
  • Facebook Page Activity
  • Family Engagement
  • Parent Communication
  • Parent/Guardian Surveys
Intervention
If we provide evidenced based intervention programs for our students, then students will build and increase their literacy skills.
Stakeholder Engagement
If we provide more opportunities for community engagement, then the overall stakeholder participation will improve.
Behavior Expectations
If we provide our students with clear and appropriate classroom and school wide behavior expectations, then our students will exhibit our vision of what a Parshall Learner should be.
Objectives
  • Provide an evidence based intervention program 5 days per week for students who qualify in both ELA and Math.
Objectives
  • Inform and engage stakeholders through different platforms.
Objectives
  • Provide behavior interventions to set high expectations for behavior and academics.
Critical Initiative
  • Continue with a set period (hour) for interventions in MS.
  • Create and Implement MTSS literacy pathway.
  • "Provide teachers and staff with PD on implementing the MTSS literacy intervention programs. "
Critical Initiative
  • Use the school districts local website, PPS Facebook page, PowerSchool Swift to update stakeholders.
Critical Initiative
  • Establish school wide expectations.
  • Implement universal behavior expectations for school, community, and home.
Key Measures
  • Classroom Data
  • Classroom observations
  • Lesson Plans
  • Teacher Effectiveness
  • Teacher surveys
Key Measures
  • Classroom Data
Restructure
If we restructure and reorganize our facilities we can better utilize our staff, space, time, and resources to improve instruction, student engagement, and student success.
Objectives
  • Restructure and reorganize facilities to better utilize staff, space, time, and resources to improve instruction, engagement and student success.
Critical Initiative
  • Build a new elementary building that serves and functions with the high school to better serve our growing student population and staff.
  • Create an all staff (PK - 12) staff meeting once a month to maintain and promote district communication and participation in critical initiatives.
  • Provide PD with school wide Title I funds for all staff to benifit all students.
  • Provide teachers and students with new math and science text books.
  • Reorganize schedules to fit the elementary and high school needs when building are combined.
  • Restructure HS to become a middle school (6-8) and HS (9-12) the building will be grades 6-12.
Key Measures
  • Classroom observations
  • District Data Analysis
  • Lesson Plans
  • Teacher surveys
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