Campus Improvement Plan

Goals

Goal 1: STUDENT ACHIEVEMENT. Spring Woods High School students will master rigorous academic standards to ensure college and career readiness.

Performance Objective 1: ACHIEVEMENT: By June 2026, Spring Woods High School will increase student performance on STAAR end-of course exams in reading and math by at least 8 percentage points in approaches, 5 percentage points in meets, and 3 percentage points in masters.

2024-25: Reading: 59% (approaches), 35% (meets), 5% (masters); Math: 85% (approaches), 45% (meets), 14% (masters)
2023-24: Reading: 55% (approaches), 37% (meets), 5% (masters); Math: 82% (approaches), 49% (meets), 16% (masters)
2022-23: Reading: 55% (approaches), 33% (meets), 4% (masters); Math: 79% (approaches), 44% (meets), 16% (masters) Baseline Year

Evaluation Data Sources: 2023 Texas Academic Performance Report, 2024 Texas Education Agency Data Tables, and 2025 State Accountability Report Domain 1

Strategy 1: English I - implement a school-wide writing process.

Strategy's Expected Result/Impact: 55% of students will achieve a score of 6 or higher on the Extended Constructed Response item on STAAR.
Staff Responsible for Monitoring: English teachers, CICs, English team leads, English Department Chair, Assistant Principal, and Principal

Title I:
2.51, 2.53
- TEA Priorities:
Build a foundation of reading and math
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Strategy 2: English II - implement a school-wide writing process.

Strategy's Expected Result/Impact: 50% of students will achieve a score of 6 or higher on the Extended Constructed Response item on STAAR.
Staff Responsible for Monitoring: English teachers, CICs, English team leads, English Department Chair, Assistant Principal, and Principal

Title I:
2.51, 2.53
- TEA Priorities:
Build a foundation of reading and math
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: - 199 PIC 24 - At Risk - $55,000, - 199 PIC 11 - Instructional Services - $25,000

Strategy 3: Algebra I - making unit-to-unit connections to increase student comprehension.

Strategy's Expected Result/Impact: Students can make connections across and within units.
Staff Responsible for Monitoring: Algebra teachers, team leader, math Department Chair, CICs, Associate Principal, and Principal.

Title I:
2.51, 2.52, 2.53
- TEA Priorities:
Build a foundation of reading and math
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: - 199 PIC 24 - At Risk - $17,500

Strategy 4: Biology - teachers will facilitate student writing and speaking opportunities each week.

Strategy's Expected Result/Impact: Students will meet or exceed performance targets on STAAR at the following levels: Approaches = 90%, Meets = 60%, and Masters = 30%
Staff Responsible for Monitoring: Biology teachers, Biology Team Lead, Science Department Chair, CICs, Assistant Principal and Principal.

Title I:
2.51, 2.52, 2.53
- TEA Priorities:
Build a foundation of reading and math
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: - 199 PIC 24 - At Risk - $17,500

Strategy 5: Social Studies - US History teachers will design lessons that engage students with the thinking processes (analyze, cause and effect, predict/inference, categorize, compare and contrast, etc.) in TEKS USH.28B in conjunction with content standards.

Strategy's Expected Result/Impact: Students will meet or exceed performance targets on STAAR at the following levels: Approaches = 96%, Meets = 77%, and Masters = 36%
Staff Responsible for Monitoring: Social Studies teachers, USH team leader, Social Studies Department Chair, CICs, Assistant Principal, and Principal.

Title I:
2.51, 2.52, 2.53
- TEA Priorities:
Recruit, support, retain teachers and principals, Connect high school to career and college
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: - 199 PIC 24 - At Risk - $12,000

Strategy 6: Well-Rounded Education: Students will be provided the opportunity to participate in enrichment programs, courses and/or activities in order to provide all students with a well-rounded education. Examples include: after school clubs and organizations, UIL activities, Community Service opportunities

Strategy's Expected Result/Impact: Meet or exceed the targets for STAAR subjects and increase in academic success in all classes.
Staff Responsible for Monitoring: Principal, Associate Principal, Assistant Principals , Club/Organization Sponsors, UIL Coaches

Title I:
2.51, 2.52, 2.53
- TEA Priorities:
Connect high school to career and college
Funding Sources: - 199 PIC 24 - At Risk - $10,000

Strategy 7: High Quality Professional Development: Teacher professional development will be offered to all teachers based on the needs of our staff. This professional development will be provided on campus and provided by our teacher team. Some areas of focus for this will be: Purposeful Planning and Engagement.

Strategy's Expected Result/Impact: As a result of these professional development trainings, teacher will be expected to utilize a variety of teaching practices and strategies thus increasing the effectiveness of first time instruction.
Staff Responsible for Monitoring: Principal, Campus Teacher Team

Title I:
2.51, 2.52, 2.53
- TEA Priorities:
Recruit, support, retain teachers and principals
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Funding Sources: - 199 PIC 24 - At Risk - $10,000, - 199 PIC 23 - Special Education - $3,210, - 199 PIC 22 - Career & Technology - $9,470

Goals

Goal 1: STUDENT ACHIEVEMENT. Spring Woods High School students will master rigorous academic standards to ensure college and career readiness.

Performance Objective 2: STUDENT GROWTH: By June 2026, Spring Woods High School will increase the percentage of annual growth points earned by students demonstrating STAAR academic growth in reading language arts and math by 3 percentage points or ≥ 85%.

2024-25: 66 School Progress-Annual Growth RLA and Math Score 2023-24: 71 School Progress-Annual Growth RLA and Math Score
2022-23: 69 School Progress-Annual Growth RLA and Math Score (Baseline Year)

Evaluation Data Sources: State Accountability Report Domain 2 A (Annual Growth RLA and Math)

Strategy 1: Algebra I - making unit-to-unit connections to increase student comprehension.

Strategy's Expected Result/Impact: Students can make connections within and across units to increase meets and masters performance.
Staff Responsible for Monitoring: Algebra teachers, team leader, math Department Chair, CICs, Associate Principal, and Principal.

TEA Priorities:
Build a foundation of reading and math
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instructio

Strategy 2: English I - implement a school-wide writing process.

Strategy's Expected Result/Impact: 55% of students will achieve a score of 6 or higher on the Extended Constructed Response item on STAAR.
Staff Responsible for Monitoring: English teachers, CICs, English team leads, English Department Chair, Assistant Principal, and Principal

Title I:
2.51, 2.53
- TEA Priorities:
Build a foundation of reading and math
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: - 199 PIC 24 - At Risk - $4,000, - 199 PIC 11 - Instructional Services - $5,000

Strategy 3: English II - implement a school-wide writing process.

Strategy's Expected Result/Impact: 50% of students will achieve a score of 6 or higher on the Extended Constructed Response item on STAAR.
Staff Responsible for Monitoring: English teachers, CICs, English team leads, English Department Chair, Assistant Principal, and Principal

Title I:
2.51, 2.53
- TEA Priorities:
Build a foundation of reading and math
-    ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: - 199 PIC 11 - Instructional Services - $5,000

Goals

Goal 1: STUDENT ACHIEVEMENT. Spring Woods High School students will master rigorous academic standards to ensure college and career readiness.

Performance Objective 3: RELATIVE PERFORMANCE: By June 2026, Spring Woods High School will increase its relative performance scale score. 

2024-25: 76 Scale Score
2023-24: 79 Scale Score
2022-23: 72 Scale Score

Evaluation Data Sources: Accountability Report Domain 2 B

Strategy 1: Maintain or improve student performance from prior year's STAAR performance.

Strategy's Expected Result/Impact: All students will maintain or grow in each STAAR performance level.
Staff Responsible for Monitoring: CICs, teachers, administrators.

TEA Priorities:
Build a foundation of reading and math, Improve low-performing schools
- ESF Levers:
Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Goals

Goal 1: STUDENT ACHIEVEMENT. Spring Woods High School students will master rigorous academic standards to ensure college and career readiness.

Performance Objective 4: CLOSING THE GAPS: By June 2026, Spring Woods High School will increase the percentage of academic achievement indicators on track to meet or exceed interim targets in the closing the gaps domain by 5 component points.

2024-25: 15 of 32 Academic Achievement Points Met; 46.9% Component Points
2023-24: 22 of 32 Academic Achievement Points Met; 68.8% Component Points
2022-23: 15 of 32 Academic Achievement Points Met; 46.9% Component Points (Baseline Year)

Evaluation Data Sources: 2023 Federal Identification of Schools, 2024 Texas Education Agency Data Tables, and 2025 State Accountability Report Domain 3

Strategy 1: Provide targeted tutorials for students who are not making academic progress.

Strategy's Expected Result/Impact: Increase Meets and Masters performance.
Staff Responsible for Monitoring: CIC, Principal

TEA Priorities:
Improve low-performing schools
- ESF Levers:
Lever 5: Effective Instruction

Goals

Goal 1: STUDENT ACHIEVEMENT. Spring Woods High School students will master rigorous academic standards to ensure college and career readiness.

Performance Objective 5: ENGLISH LANGUAGE ACQUISITION PROGRESS: By June 2026, the rate of Emergent Bilingual students increasing at least one composite score level on TELPAS will meet or exceed the expected growth target for English Language Proficiency Status.

2024-25: TELPAS Progress Rate 44%
2023-24: TELPAS Progress Rate 37%
2022-23: TELPAS Progress Rate 37% (Baseline Year)

Evaluation Data Sources: 2023 Federal Identification of Schools, 2024 Texas Education Agency Data Tables, and 2025 State Accountability Report Domain 3

Strategy 1: We will vertically align ESOL through SSL English classrooms to increase performance on TELPAS.

Strategy's Expected Result/Impact: Increased student performance on TELPAS relative to prior year.
Staff Responsible for Monitoring: English teachers, CICs, administration.

TEA Priorities:
Build a foundation of reading and math, Improve low-performing schools
- ESF Levers:
Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Goals

Goal 1: STUDENT ACHIEVEMENT. Spring Woods High School students will master rigorous academic standards to ensure college and career readiness.

Performance Objective 6: COLLEGE, CAREER, AND MILITARY READINESS (CCMR): By June 2026, Spring Woods High School will increase the percent of graduates achieving College, Career, and Military Readiness status by at least 5 percentage points.

Class of 2024: 61% of graduates met CCMR indicator 
Class of 2023: 70% of graduates met CCMR indicator 
Class of 2022: 53% of graduates met CCMR indicator

Evaluation Data Sources: Texas Academic Performance Report and State Accountability Report Domain 1

Strategy 1: Increase offerings of dual credit courses.

Strategy's Expected Result/Impact: Increase number of dual credit opportunities for students to earn college credit.
Staff Responsible for Monitoring: Administration, counselors, teachers.

TEA Priorities:
Recruit, support, retain teachers and principals, Connect high school to career and college
- ESF Levers:
Lever 2: Strategic Staffing, Lever 5: Effective Instruction

Strategy 2: Support students in achievement of IBCs.

Strategy's Expected Result/Impact: Increased CTE certifications.
Staff Responsible for Monitoring: CTE staff, CIC, administration, counselors.

TEA Priorities:
Recruit, support, retain teachers and principals, Connect high school to career and college
- ESF Levers:
Lever 2: Strategic Staffing, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Goals

Goal 1: STUDENT ACHIEVEMENT. Spring Woods High School students will master rigorous academic standards to ensure college and career readiness.

Performance Objective 7: GRADUATION: Increase the graduation rates of 4-year, 5-year, and 6-year cohorts by 5 percentage points or ≥ 98%. 

Class of 2024: 4-year rate = 86.4%; 5-year rate = 88.6% (C/O 2023); 6-year rate = 88.8% (C/O 2022)
Class of 2023: 4-year rate = 85.8%; 5-year rate = 88.6% (C/O 2022); 6-year rate = 92.7% (C/O 2021)
Class of 2022: 4-year rate = 85.1%; 5-year rate = 92.2% (C/O 2021); 6-year rate = 90.6% (C/O 2020)

Evaluation Data Sources: Texas Academic Performance Report and State Accountability Report Domain 1

Strategy 1: Administrative tracking of students who are at risk of dropping out and contact with families.

Strategy's Expected Result/Impact: Increased graduation rate due to decreased drop out rate.
Staff Responsible for Monitoring: Administration

TEA Priorities:
Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture

Goals

Goal 1: STUDENT ACHIEVEMENT. Spring Woods High School students will master rigorous academic standards to ensure college and career readiness.

Performance Objective 8: POST-SECONDARY ENROLLMENT: For the graduating class, 45% of Spring Woods High School graduates will have enrolled successfully in a post-secondary option (T-2-4).

Class of 2024: 33% enrolled in fall following graduation 
Class of 2023: 35% enrolled in fall following graduation 
Class of 2022: 42% enrolled in fall following graduation

Evaluation Data Sources: National Student Clearinghouse (as of the fall after graduation)

Strategy 1: Increased exposure to college opportunities through college fairs and the Tiger College Academy.

Strategy's Expected Result/Impact: Increase in enrollment in a post-secondary option.
Staff Responsible for Monitoring: Administrators, counselors.

TEA Priorities:
Connect high school to career and college
- ESF Levers:
Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction

Goals

Goal 2: STUDENT SUPPORT. Spring Woods High School students will benefit from multi-tiered systems of support.

Performance Objective 1: CORE CHARACTERISTICS OF A T-2-4 READY GRADUATE: By June 2026, Spring Woods High School will implement at least three strategies that advance the focus on Core Characteristics for every child.

Evaluation Data Sources: Campus calendar and newsletters

Strategy 1: By the summer of 2026, 50% of the student body will be involved in a club, organization, or extra curricular organization to enhance school culture and help them leverage imagination and intuition to inspire new ideas or build on existing ones. (Resourceful Problem Solver)

Strategy's Expected Result/Impact: Create Grade Level Sponsors to ensure that students have a better understanding of what they can get involved in because they have better communication.
Staff Responsible for Monitoring: Principal 
Assistant Principal
Teachers/Sponsors

Title I:
2.51, 2.53
- TEA Priorities:
Connect high school to career and college, Improve low-performing schools
- ESF Levers:
Lever 3: Positive School Culture
Funding Sources: - 199 PIC 99 - Undistributed - $5,800, - 199 PIC 22 - Career & Technology - 5000

Strategy 2: By the summer of 2026, SWHS will create an principal advisory council, creating a space for leaders within organizations to align and work together to use their communication skills for a variety of purposes and to build a network of relationships. (Communicator and Collaborator)

Strategy's Expected Result/Impact: Create a leadership governing body similar to CIT for students uniting the heads of student clubs and organizations.
Staff Responsible for Monitoring: Principal 
Associate Principal

Title I:
2.51, 2.53
- TEA Priorities:
Connect high school to career and college, Improve low-performing schools
- ESF Levers:
Lever 3: Positive School Culture
Funding Sources: - 199 PIC 24 - At Risk - $2,500

Strategy 3: By June 2026, we will have met four times with our student body to provide information regarding: grades, credits, resume writing, graduation requirements, college entrance requirements, technical school entrance requirements and model interviewing skills.

Strategy's Expected Result/Impact: Students will be T,2,4 or military ready when they leave high school and will stay on track for their high school graduation plan.
Staff Responsible for Monitoring: Principal, CICs, Counselors

Title I:
2.51, 2.53
- TEA Priorities:
Connect high school to career and college
- ESF Levers:
Lever 1: Strong School Leadership and Planning
Funding Sources: - 199 PIC 25 - ESL/Bilingual, - 199 PIC 11 - Instructional Services - $26,001, - 199 PIC 22 - Career & Technology - $10,000

Goals

Goal 2: STUDENT SUPPORT. Spring Woods High School students will benefit from multi-tiered systems of support.

Performance Objective 2: POST-SECONDARY PLANNING: Spring Woods High School students will engage in activities that will prepare them to meet graduation requirements and pursue a viable post-secondary outcome.

Evaluation Data Sources: Naviance Reports, Skyward Reports

Strategy 1: Students will engage in Post Secondary Activities during Social Studies classes to ensure that they are prepared for a post secondary experience.

Strategy's Expected Result/Impact: Increase number of students enrolled in post secondary coursework.
Staff Responsible for Monitoring: Principal 
Associate Principal
Lead Counselor
Social Studies teachers

Title I:
2.53
- TEA Priorities:
Connect high school to career and college
- ESF Levers:
Lever 1: Strong School Leadership and Planning
Funding Sources: - 199 PIC 11 - Instructional Services - $10,000, - 199 PIC 22 - Career & Technology - $30,000

Goals

Goal 2: STUDENT SUPPORT. Spring Woods High School students will benefit from multi-tiered systems of support.

Performance Objective 3: STUDENT ATTENDANCE: By June 2026, student attendance at Spring Woods High School will increase or will be ≥ 98%.

Evaluation Data Sources: Skyward data and Texas Academic Performance Report

Strategy 1: Student Attendance: Truancy Measures will be implemented for students with 6 or more absences or have been identified as chronically truant during the school day.

Strategy 1: Student Attendance: Truancy Measures will be implemented for students with 6 or more absences or have been identified as chronically truant during the school day.

Strategy's Expected Result/Impact: By the end of the 2025-26 school year, student attendance will be at 96% or higher
Staff Responsible for Monitoring: Principal 
Associate Principal
Assistant Principals 
CIS
Counselors

Title I:
2.51, 2.53
- TEA Priorities:
Recruit, support, retain teachers and principals, Connect high school to career and college
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 2: Strategic Staffing, Lever 3: Positive School Culture
Funding Sources: - 199 PIC 24 - At Risk - $21,125

Goals

Goal 2: STUDENT SUPPORT. Spring Woods High School students will benefit from multi-tiered systems of support.

Performance Objective 4: DROPOUT PREVENTION: By June 2026, Spring Woods High School will increase the number of students on track to graduate with their cohort.

Evaluation Data Sources: Skyward data

Strategy 1: Targeted 9th grade assistance will be a focus before school and after school.

Strategy's Expected Result/Impact: Targeted "coach up" sessions will result in increase in academic success on the following progress report/report card.
Staff Responsible for Monitoring: Principal 
CICs
Teachers

Title I:
2.52, 2.53
- TEA Priorities:
Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture, Lever 5: Effective Instruction
Funding Sources: - 199 PIC 24 - At Risk - $18,000, - 199 PIC 11 - Instructional Services - $25,000, - 199 PIC 25 - ESL/Bilingual - $10,000

Strategy 2: Professional Staffing: Multiple Classroom Leaders will push into classes where students need increased academic help to be successful.

Strategy's Expected Result/Impact: Increase in 9th grade passing rate: 10% meet or exceed STAAR targets.
Staff Responsible for Monitoring: Principal 
CICs

Title I:
2.51, 2.52, 2.53
- TEA Priorities:
Recruit, support, retain teachers and principals, Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture, Lever 5: Effective Instruction
Funding Sources: - 199 PIC 24 - At Risk - $8,000, - 199 PIC 25 - ESL/Bilingual - $17,400

Strategy 3: Dropout Prevention: Conduct focused dropout recovery efforts including targeted phone calls and home visits to students identified as dropouts. Address excessive absences and develop a plan of action (contract) to meet the needs of consistently truant students.

Strategy's Expected Result/Impact: The dropout rate will be at or below 1.5%
Staff Responsible for Monitoring: Principal 
Teachers
Assistant Principals 
Counselor

Title I:
2.51, 2.52, 2.53
- TEA Priorities:
Recruit, support, retain teachers and principals, Build a foundation of reading and math
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture, Lever 5: Effective Instruction

Goals

Goal 3: SAFE SCHOOLS. Spring Woods High School will ensure a safe and secure learning environment.

Performance Objective 1: SAFE SCHOOL ENVIRONMENT: Align academic, behavior, and discipline systems to support a safe campus culture and maximize student learning.

Evaluation Data Sources: Discipline Data Dashboard, Review effectiveness of Behavior Intervention Plans

Strategy 1: We will implement a PBIS system to incentivize appropriate student attendance and behavior. 

Strategy's Expected Result/Impact: Decrease discipline referrals and increase student attendance. 
Staff Responsible for Monitoring: All staff

Title I:
2.51, 2.52, 2.53
- TEA Priorities:
Recruit, support, retain teachers and principals, Build a foundation of reading and math, Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture, Lever 5: Effective Instruction
Funding Sources: - 199 PIC 99 - Undistributed - $40,000

Strategy 2: 100% of teachers and staff will utilize Ehall Pass to ensure that there is accountability for students and staff in regards to tardies and hall passes around campus.

Strategy's Expected Result/Impact: Teachers and staff will have confidence in accountability for discipline and tardies.
Staff Responsible for Monitoring: Administration 
Faculty

Title I:
2.51, 2.53
- TEA Priorities:
Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Funding Sources: - 199 PIC 24 - At Risk - $30,000, - 199 PIC 99 - Undistributed - $25,000

Strategy 3: SWHS will make sure that 100% of faculty and staff are trained in the discipline management system and that there are clear routines and practices for every classroom and office area.

Strategy's Expected Result/Impact: Teachers and students feel supported by SWHS in the classroom and as they move around the campus.
Staff Responsible for Monitoring: Teachers 
Administration

Title I:
2.51, 2.53
- TEA Priorities:
Recruit, support, retain teachers and principals, Build a foundation of reading and math, Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture, Lever 5: Effective Instruction
Funding Sources: - 199 PIC 24 - At Risk - $5,000

Strategy 4: SWHS will use the four C's: Care, Connect, Communicate and Coach to help all students have HRT: High Expectations, Resiliency and Tough Empathy

Strategy's Expected Result/Impact: Discipline referrals in decrease by 5%
Staff Responsible for Monitoring: Principal 
Associate Principal
All Staff

Title I:
2.53
- TEA Priorities:
Recruit, support, retain teachers and principals, Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture, Lever 5: Effective Instruction
Funding Sources: - 199 PIC 24 - At Risk - $3,000

Goals

Goal 3: SAFE SCHOOLS. Spring Woods High School will ensure a safe and secure learning environment.

Performance Objective 2: SAFETY COMMITTEE: Strengthen school safety by establishing and conducting Campus Safety Committee reviews throughout the school year.

Evaluation Data Sources: Campus Safety Committee roster and calendar

Strategy 1: Establish Campus Safety Committee composed of a cross section of stakeholders to look at matters related to campus safety.

Strategy's Expected Result/Impact: Refined safety practices
Staff Responsible for Monitoring: Campus Safety Officer and Administration

Title I:
2.53, 2.533
- TEA Priorities:
Recruit, support, retain teachers and principals, Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture

Strategy 2: Participate in campus safety audit.

Strategy's Expected Result/Impact: Refined safety practices
Staff Responsible for Monitoring: Campus Safety Officer and Administration

Title I:
2.53, 2.533
- TEA Priorities:
Recruit, support, retain teachers and principals, Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning

Goals

Goal 3: SAFE SCHOOLS. Spring Woods High School will ensure a safe and secure learning environment.

Performance Objective 3: EMERGENCY OPERATIONS: Maintain Campus Emergency Operations Procedures (EOP) that comply with SB 11, and include Standard Operating Procedures.

Evaluation Data Sources: Campus Emergency Operation Procedures Documents

Strategy 1: Campus EOP will align to the best practices from the Texas School Safety Center and the Standard Operating Procedures.

Strategy's Expected Result/Impact: Submitted campus EOP in September.
Staff Responsible for Monitoring: Campus Safety Officer and Administration

Title I:
2.53, 2.533
- TEA Priorities:
Recruit, support, retain teachers and principals, Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning

Strategy 2: Update campus EOPs annually and train staff at the start of each school year.

Strategy's Expected Result/Impact: Campus procedures maintained in campus EOP. Staff training documents maintained.
Staff Responsible for Monitoring: Campus Safety Officer and Administration

TEA Priorities:
Recruit, support, retain teachers and principals
- ESF Levers:
Lever 1: Strong School Leadership and Planning

Goals

Goal 4: FISCAL RESPONSIBILITY. Spring Woods High School will ensure efficient and effective fiscal management of resources and operations 

Performance Objective 1: FINANCIAL MANAGEMENT: Maintain high quality financial management practices.

Evaluation Data Sources: Year-To-Date (YTD) Budget Reports (monthly, quarterly, annually)

Strategy 1: Conduct frequent budget meetings with Administrative Assistant to review and manage budgets.

Strategy's Expected Result/Impact: Error free records. Documentation of purchases and orders.
Staff Responsible for Monitoring: Principal Administrative Assistant

Strategy 2: Teacher/Paraprofessional Attendance: Staff Acknowledgement-Nominate for Key Awards and Fired Up Tiger for exemplary staff. Also, provide PRIDE Leaders to acknowledge various measures of extended efforts, highlight celebrations on social media and campus webpage, and in the Principal's Friday Message.

Strategy's Expected Result/Impact: Teacher/ Professional attendance will increase by 10%
Staff Responsible for Monitoring: Principal, Associate Principal

TEA Priorities:
Recruit, support, retain teachers and principals
- ESF Levers:
Lever 1: Strong School Leadership and Planning
Funding Sources: - 199 PIC 99 - Undistributed - $5,000