Campus Improvement Plan
Spring Woods High School 2024-2025
- Mission Statement, Vision, Core Values
- Comprehensive Needs Assessment
- Goal 1: Student Achievement
- Goal 2: Student Support
- Goal 3: Safe Schools
- Goal 4: Fiscal Responsibility
- Campus Funding Summary
Mission Statement, Vision, Core Values
Spring Branch Independent School District
Spring Woods High School
2024-2025 Campus Improvement Plan
Mission Statement
Our mission is to guarantee exceptional standards for academic scholarship, integrity and responsible citizenship to every student, every day.
Vision
We envision that all Spring Woods High School Students will achieve unprecedented levels of growth, academically and socially, in order to increase their opportunities in their own lives and demonstrate the impact of education within our community.
Core Values
Every Child: We put students at the heart of everything we do.
Collective Greatness: We, as a community, leverage our individual strengths to reach challenging goals.
Collaborative Spirit: We believe in each other and find joy in our work.
Limitless Curiosity: We never stop learning and growing.
Moral Compass: We are guided by strong character, ethics and integrity.
Core Characteristics of a T-2-4 Ready Graduate
Academically Prepared: Every Child finds joy in learning, has a learner's mindset and is motivated and equipped with the knowledge, skills and competencies to succeed in life.
Ethical & Service-Minded: Every Child acts with integrity, is personally responsible for their actions and is a civically-engaged community member.
Empathetic & Self-Aware: Every Child appreciates differences, forms secure relationships and cares for their own and others’ emotional, mental and physical health.
Persistent & Adaptable: Every Child is fueled by their own passions, interests and goals and perseveres with confidence and courage.
Resourceful Problem-Solver: Every Child thinks critically and creatively and applies knowledge to find and solve problems.
Communicator & Collaborator: Every Child skillfully conveys thoughts, ideas, knowledge and information and is a receptive and responsive listener.
Comprehensive Needs Assessment
Demographics
Comprehensive Needs Assessment
Demographics
Demographics Summary
Spring Woods High School serves students in grades 9-12 within the Spring Branch Independent School District (SBISD). Enrollment trends showed a decrease of 45 students from the 2022–2023 school year to the 2023–2024 school year.
Enrollment Trends:
2024-2025: Enrollment - 2,016
2023-2024: Enrollment – 2,068
2022-2023: Enrollment – 2,113
Source: PEIMS OnDataSuite Fall Dashboard
The demographic profile of the students at Spring Woods High School has remained relatively consistent during the past three years. The majority of the students are Hispanic, followed by White. About 84.7% of the students are considered economically disadvantaged during the 2023-2024 school year. During the 2023-2024 school year, 51% of the students were identified as Emergent Bilingual/English Learner (EB/EL); 76% At-Risk; 9.7% Immigrant; 1.1% Homeless; 12.4% of students were identified for special education services; and 4.2% were identified for gifted and talented services.
Demographic Trends: Race/Ethnicity
2023-2024: African American – 76 (3.7%)
2022-2023: African American – 91 (4.3%)
2021-2022: African American – 102 (4.9%)
2023-2024: American Indian-Alaskan Native – 8 (0.4%)
2022-2023: American Indian-Alaskan Native – 8 (0.4%)
2021-2022: American Indian-Alaskan Native – 7 (0.3%)
2023-2024: Asian – 26 (1.3%)
2022-2023: Asian – 23 (1.1%)
2021-2022: Asian – 18 (0.9%)
2023-2024: Hispanic – 1,821 (88.1%)
2022-2023: Hispanic – 1,847 (87.4%)
2021-2022: Hispanic – 1,817 (86.3%)
2023-2024: Native Hawaiian-Pacific Islander – *
2022-2023: Native Hawaiian-Pacific Islander – 0 (0.0%)
2021-2022: Native Hawaiian-Pacific Islander – *
2023-2024: White – 113 (5.5%)
2022-2023: White – 121 (5.7%)
2021-2022: White – 135 (6.4%)
2023-2024: Two-or-more – 23 (1.1%)
2022-2023: Two-or-more – 23 (1.1%)
2021-2022: Two-or-more – 25 (1.2%)
Source: PEIMS OnDataSuite Fall Dashboard
*Fewer than five students not shown
Additional Student Information:
2023-2024: At-Risk – 1,571 (76.0%)
2022-2023: At-Risk – 1,527 (72.3%)
2021-2022: At-Risk – 1,330 (63.2%)
2023-2024: Economically Disadvantaged – 1,751 (84.7%)
2022-2023: Economically Disadvantaged – 1,735 (82.1%)
2021-2022: Economically Disadvantaged – 1,745 (82.9%)
2023-2024: Emergent Bilingual/English Learner – 1,054 (51.0%)
2022-2023: Emergent Bilingual/English Learner – 966 (45.7%)
2021-2022: Emergent Bilingual/English Learner – 871 (41.4%)
2023-2024: Gifted and Talented – 87 (4.2%)
2022-2023: Gifted and Talented – 100 (4.7%)
2021-2022: Gifted and Talented – 113 (5.4%)
2023-2024: Homeless – 23 (1.1%)
2022-2023: Homeless – 40 (1.9%)
2021-2022: Homeless – 25 (1.2%)
2023-2024: Immigrant – 200 (9.7%)
2022-2023: Immigrant – 155 (7.3%)
2021-2022: Immigrant – 132 (6.3%)
2023-2024: Migrant – 0 (0.0%)
2022-2023: Migrant – 0 (0.0%)
2021-2022: Migrant – 0 (0.0%)
2023-2024: Special Education – 256 (12.4%)
2022-2023: Special Education – 253 (12.0%)
2021-2022: Special Education – 257 (12.2%)
Source: PEIMS OnDataSuite Fall Dashboard
*Fewer than five students not shown
Attendance Rates:
2021-2022: 89.2%
2020-2021: 90.6%
2019-2020: 95.6%
Source: Texas Academic Performance Report (TAPR)
Chronic Absenteeism:
2021-2022: 37.7%
2020-2021: 33.4%
2019-2020: 18.7%
Source: Texas Academic Performance Report (TAPR)
Demographics Strengths
Student enrollment has maintained with a +/- 50 student difference in enrollment.
Students from various cultures learn and work together.
We have eleven spoken languages on our campus.
Problem Statements Identifying Demographics Needs
Problem Statement 1: Economically Disadvantaged Students in Advanced Courses: We will increase the number of Economically Disadvantaged students in our Advanced Courses (AAC, AP, Dual Enrollment) Root Cause: Economically Disadvantaged Students in Advanced Courses: We will educate families and students to the opportunities available and provide opportunities for assistance related to the costs of AP tests and Dual Enrollment course costs.
Problem Statement 2: CTE Approved Industry Based Certifications: We need to continue to increase the number of students both taking career and technology courses, as well as earning a CTE Approved Industry Based Certification. Root Cause: CTE Approved Industry Based Certifications: We need to provide students' assistance on course fees and certification exams by providing financial support for both course fees and certification exams.
Problem Statement 3: We had a 2% increase in our attendance rate in 2023. We need to improve to a goal of 96% attendance rate. Root Cause: Attendance Rate: Students, during Covid, formed habits of not coming to school every day.
Student Achievement
Comprehensive Needs Assessment
Student Achievement
Student Achievement Summary
Spring Woods High School implements a rigorous curriculum that is aligned to state standards and continuously revised to produce and prepare all students towards T-2-4 district goals. Students will master rigorous academic standards to ensure college and career readiness. We believe campus administrators and teachers are members of the campus’ Professional Learning Committees (PLC). PLC in SBISD is an ongoing collaborative team process used to establish a school-wide culture that develops teacher leadership explicitly focused on building and sustaining school improvement efforts.
A top priority in SBISD is literacy. Students receive the opportunity and skill set to experience meaningful literacy experiences that are rigorous and engaging. With their peers, students in SBISD listen, speak, read and write through the content areas with a commitment that they will become lifelong readers and writers. SBISD is driven by standards, focused on strategies, differentiated, and guided by student data. Numeracy is also a top priority in SBISD. Our goal is to provide academic experiences that build confident and creative mathematical thinkers. Students identified for special education (SPED) services or as Emergent Bilingual/English Learner (EB/EL) are also a district focus.
Below is a summary of the End of Course (EOC) STAAR Redesign passing rates for 2023 (Baseline Year):
EOC English I - 54% Approaches; 33% Meets; 6% Masters
EOC English II - 56% Approaches; 34% Meets; 3% Masters
EOC Algebra I - 78% Approaches; 44% Meets; 19% Masters
EOC Biology - 86% Approaches; 54% Meets; 20% Masters
EOC U.S. History - 92% Approaches; 66% Meets; 37% Masters
SPED All Grades All Subjects - 48% Approaches; 25% Meets; 7% Masters
EB/EL All Grades All Subjects - 61% Approaches; 32% Meets; 9% Masters
Source: 2022-2023 Texas Academic Performance Report (TAPR)
Average SAT Scores:
2022: Evidence-Based Reading and Writing (EBRW) – 455
2021: Evidence-Based Reading and Writing (EBRW) – 451
2020: Evidence-Based Reading and Writing (EBRW) – 454
2022: Mathematics – 465
2021: Mathematics – 458
2020: Mathematics – 458
Source: 2021-2022 Texas Academic Performance Report (TAPR)
4-Year Graduation Rate:
Class of 2022: 85.1%
Class of 2021: 92.3%
Class of 2020: 87.1%
Source: Texas Academic Performance Report (TAPR)
Career College Military Readiness (CCMR):
Class of 2022: 53%
Class of 2021: 39%
Class of 2020: 40%
Source: Texas Academic Performance Report (TAPR)
Student Achievement Strengths
Academic performance for students served in special education has improved/maintained.
Academic performance for students identified as Emergent Bilinguals has improved/maintained.
Annual graduation rate has improved/maintained.
Problem Statements Identifying Student Achievement Needs
Problem Statement 1: Focus on English I - Students not providing sufficient evidence to support a claim. Root Cause: Teachers are not modeling the writing process using student friendly language.
Problem Statement 2: Focus on English II - Students are not engaging in the writing process. Root Cause: Teachers are not modeling the writing process using student friendly language.
Problem Statement 3: Focus on Biology: Student performance in Reporting Category 2 (Mechanisms of Genetics) decreased by 13% from previous year. Root Cause: Teachers changed instructional calendar.
Problem Statement 4: Focus on US History: Instruction was not aligned with the rigor of the TEKS. Root Cause: Teachers focused on foundational knowledge in TEKS.
Problem Statement 5: Focus on Algebra: Instruction was not aligned with the rigor of the TEKS. Root Cause: Teachers are not incorporating explanations of "why" mathematical concepts connect.
Problem Statement 6: Graduation Rate: We improved by 5%, but still are only at a 92.3% graduation rate. Root Cause: We need consistent student attendance and the use of best practices to improve first time instruction for all our students.
Staff Recruitment and Retention
Comprehensive Needs Assessment
Staff Recruitment and Retention
Staff Recruitment and Retention Summary
The Talent strategy is to recruit and retain the best employees at Spring Woods High School to support students. For employees and support personnel, this includes recruitment processes and hiring practices to develop and retain staff to meet the unique needs of each department and/or campus. Increased creativity and flexibility in our staffing, compensation, and benefit plans will help SBISD attract and retain qualified individuals. In order to meet our strategic goals, attract and retain the best talent, we focus our efforts on the following key areas:
- Recruitment and Retention of instructional, non-instructional, paraprofessional, and auxiliary staff
- Onboarding processes
- Staffing and Performance Management
- Competitive Compensation and Benefits
- Benefits Training opportunities
Teacher by years of experience:
2023-2024: Beginning – 8.1 FTE (5.8%)
2022-2023: Beginning – 3.6 FTE (2.6%)
2021-2022: Beginning – 5.3 FTE (3.6%)
2023-2024: 1-5 Years – 28.5 FTE (20.3%)
2022-2023: 1-5 Years – 36.8 FTE (26.7%)
2021-2022: 1-5 Years – 36.5 FTE (24.8%)
2023-2024: 6-10 Years – 39.2 FTE (27.9%)
2022-2023: 6-10 Years – 39.0 FTE (28.3%)
2021-2022: 6-10 Years – 33.6 FTE (22.8%)
2023-2024: 11-20 Years – 42.8 FTE (30.5%)
2022-2023: 11-20 Years – 39.0 FTE (28.3%)
2021-2022: 11-20 Years – 44.7 FTE (30.3%)
2023-2024: Over 20 Years – 21.8 FTE (15.5%)
2022-2023: Over 20 Years – 19.6 FTE (14.2%)
2021-2022: Over 20 Years – 27.3 FTE (18.5%)
2023-2024: Total – 140.3 FTE (100%)
2022-2023: Total – 138.0 FTE (100%)
2021-2022: Total – 147.4 FTE (100%)
Source: PEIMS OnDataSuite, Fall Core Teacher Summary Report
Staff Recruitment and Retention Strengths
We have monthly staff meetings to provide information and receive feedback regarding campus and district issues.
Our staff is celebrated and recognized daily through Pride Leadership Notes and monthly at our faculty meetings with staff being nominated for being "Key to our success".
Staff is involved in the hiring process and in helping to grow leaders.
We have a structured new staff mentoring program to make sure those we hire reach the level of a master teacher quickly.
Problem Statements Identifying Staff Recruitment and Retention Needs
Problem Statement 1: Our staff needs to improve all staff attendance (including: teachers, paraprofessionals and administration). Root Cause: Our staff is under high levels of stress.
Problem Statement 2: Our staff would like more professional development opportunities. Root Cause: We have a growing number of emergent bilinguals and need strategies to meet their needs.
Family and Community Engagement
Comprehensive Needs Assessment
Family and Community Engagement
Family and Community Engagement Summary
FAMILY ENGAGEMENT
Spring Woods High School provides a sustained and strategic focus on educating, engaging and empowering families that are aligned with the SBISD Family E3 framework, focusing on building the capacity of families and staff to work together for student academic success. The Share a Smile Customer Service commitments are embedded into the Family E3 expectations, emphasizing the importance of customer service at our campus. The campus Translation and Interpretation Procedure asserts our commitment to provide families with information they can understand. Families are invited to attend campus and district events. The Family E3 team conducts an annual needs assessment with our campus to determine family engagement strengths and areas of support.
COMMUNITY ENGAGEMENT
Spring Woods High School works closely with the SBISD Community Engagement Division to support meaningful, strategic two-way engagement of families, community members, partners, and volunteers. The district traditionally has a large and very committed network of partners and 12,000+ volunteers. During the summer, the Community Engagement team conducts a needs assessment with our campus to determine community engagement strengths and areas of support. We welcome and value volunteers who serve on our campus as mentors and tutors to support student success.
Family and Community Engagement Strengths
Family Engagement:
Active PTA.
Communities in Schools (CIS) provides supports for our families and students in need.
We host events such as: Meet the teacher, Open House, New parent orientation.
Community Engagement:
We host two evening pep rally where we honor our students and their families.
We offer multiple groups who help our students with the steps and supports needed to apply for college.
We have community mentors who support our students in the classroom.
Problem Statements Identifying Family and Community Engagement Needs
Problem Statement 1: Additional parent involvement and engagement are always needed. Root Cause: Additional parent involvement and engagement activities are needed so that parents can get more comfortable interacting with our campus.
Problem Statement 2: The number of participants at campus-sponsored events is low when compared with student enrollment numbers. Root Cause: A consistent communication plan is needed to inform parents regarding campus events.
Goal 1: Student Achievement
Student Achievement
- Performance Objective 1 - ACHIEVEMENT:
- Performance Objective 2 - STUDENT GROWTH
- Performance Objective 3 - CLOSING THE GAPS
- Performance Objective 4 - ENGLISH LANGUAGE ACQUISITION PROGRESS
- Performance Objective 5 - COLLEGE, CAREER, MILITARY READINESS (CCMR)
- Performance Objective 6 - GRADUATION
- Performance Objective 7 - POST-SECONDARY ENROLLMENT
Performance Objective 1 - ACHIEVEMENT:
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 2025, Spring Woods High School will increase student performance on STAAR Redesign 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.
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 and 2024 Texas Education Agency Data Tables
Strategy 1: English I and English II - implement a school-wide writing process.
Strategy's Expected Result/Impact: 50% of students will achieve a score of 4 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:
2.4
-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: Planning Days - 199 PIC 24 - At Risk - $25,000, After School Tutoring - 199 PIC 11 - Instructional Services - $20,000, Training and Support - 199 PIC 11 - Instructional Services - $5,000, Summer School - 199 PIC 24 - At Risk - $10,000
Strategy 2: 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:
2.4
-TEA Priorities:
Build a foundation of reading and math, Improve low-performing schools
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: CIC Stipend - 199 PIC 24 - At Risk - $7,500, Summer School - 199 PIC 24 - At Risk - $10,000
Strategy 3: Biology - teachers will create focused units that facilitate student mastery.
Strategy's Expected Result/Impact: Students will meet or exceed performance targets on STAAR at the following levels: Approaches = 92%, Meets = 65%, and Masters = 32%
Staff Responsible for Monitoring: Biology teachers, Biology Team Lead, Science Department Chair, CICs, Assistant Principal and Principal.
Title I:
2.4
-TEA Priorities:
Recruit, support, retain teachers and principals, Improve low-performing schools
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: CIC Stipend - 199 PIC 24 - At Risk - $7,500, Summer School - 199 PIC 24 - At Risk - $10,000
Strategy 4: Social Studies - US History teachers will design lessons to align with the rigor of the TEKS to better prepare students for the STAAR test.
Strategy's Expected Result/Impact: Students will meet or exceed performance targets on STAAR at the following levels: Approaches = 98%, Meets = 77%, and Masters = 45%
Staff Responsible for Monitoring: Social Studies teachers, USH team leader, Social Studies Department Chair, CICs, Assistant Principal, and Principal.
Title I:
2.4
-TEA Priorities:
Recruit, support, retain teachers and principals, Improve low-performing schools
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: CIC Stipend - 199 PIC 24 - At Risk - $7,500, Summer School - 199 PIC 24 - At Risk - $4,500
Strategy 5: 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:
2.4
-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 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments
Funding Sources: Low SES Support Fund - 199 PIC 24 - At Risk - $10,000
Strategy 6: 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: Understanding by Design, Differentiation strategies, EB Strategies, and more.
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:
2.4
-TEA Priorities:
Recruit, support, retain teachers and principals
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Professional Development - 199 PIC 24 - At Risk - $10,000
Performance Objective 2 - STUDENT GROWTH
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: Spring Woods High School will increase the percentage of students demonstrating STAAR Redesign academic growth in reading and math by 3 percentage points or ≥ to 85%.
2023-24: School Progress-Annual Growth /Accelerated Learning: 63%/18% (Reading); 84%/68% (Math)
2022-23: School Progress-Annual Growth /Accelerated Learning: 58%/27% (Reading); 86%/65% (Math) Baseline Year
Evaluation Data Sources: 2023 and 2024 Texas Academic Performance Report and 2024 Texas Education Agency Data Tables
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.
Title I:
2.4
-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 - use comprehensive writing process.
Strategy's Expected Result/Impact: After calibration, teachers will be aligned in teaching the writing process.
Staff Responsible for Monitoring: English teachers, English TL, English Department Chair, CICs, Assistant Principal, and Principal.
Title I:
2.4
-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 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Performance Objective 3 - CLOSING THE GAPS
Goals
Goal 1: STUDENT ACHIEVEMENT. Spring Woods High School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 3: CLOSING THE GAPS: By June 2025, Spring Woods High School will increase the percentage of academic achievement indicators met or exceeded on interim targets in the closing the gaps domain by 5 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 and 2024 Texas Education Agency Data Tables
Strategy 1: Provide targeted tutorials for students who are not making academic progress.
Strategy's Expected Result/Impact: Increase in meets and masters performance.
Staff Responsible for Monitoring: Principal, CICs
TEA Priorities:
Build a foundation of reading and math, Connect high school to career and college, Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture, Lever 5: Effective Instruction
Performance Objective 4 - ENGLISH LANGUAGE ACQUISITION PROGRESS
Goals
Goal 1: STUDENT ACHIEVEMENT. Spring Woods High School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 4: ENGLISH LANGUAGE ACQUISITION PROGRESS: By June 2025, the rate of Emergent Bilingual/English Learners increasing at least one composite score level on TELPAS will meet or exceed the expected growth target for English Language Proficiency Status.
2023-24: TELPAS Progress Rate 37%
2022-23: TELPAS Progress Rate 37% (Baseline Year)
Evaluation Data Sources: 2023 Federal Identification of Schools and 2024 Texas Education Agency Data Tables
Strategy 1: SWHS will implement a new scheduling model to better support EB students.
Strategy's Expected Result/Impact: We will improve our TELPAS scores by 5%.
Staff Responsible for Monitoring: Principal, Assistant Principals, EB support team, CICs
Title I:
2.4
-TEA Priorities:
Improve low-performing schools
-ESF Levers:
Lever 2: Strategic Staffing, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Professional Development and Technology Resources - 199 PIC 25 - ESL/Bilingual - $10,000
Performance Objective 5 - COLLEGE, CAREER, MILITARY READINESS (CCMR)
Goals
Goal 1: STUDENT ACHIEVEMENT. Spring Woods High School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 5: COLLEGE, CAREER, MILITARY READINESS (CCMR): By June 2025, Spring Woods High School will increase the percent of graduates achieving College, Career, Military Readiness status by at least 10 percentage points.
Class of 2023: 70% of graduates met CCMR indicator
Class of 2022: 53% of graduates met CCMR indicator
Class of 2021: 39% of graduates met CCMR indicator
Evaluation Data Sources: Texas Academic Performance Report
Strategy 1: CTE Approved Industry Based Certifications: We will execute CTE data digs to analyze earned certificates and develop an action plan.
Strategy's Expected Result/Impact: Increase our number of students earning an industry based certification by 5%.
Staff Responsible for Monitoring: Principal, Department Chairperson, CTE Teachers, Assistant Principal
Title I:
2.4, 2.5, 2.6
-TEA Priorities:
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, Lever 5: Effective Instruction
Funding Sources: CTE Resources and Materials - 199 PIC 22 - Career & Technology - $4,000
Strategy 2: Create a Texas College Bridge plan that will improve CCMR and give more students access to post secondary coursework.
Strategy's Expected Result/Impact: Increased Success in Texas College Bridge, CCMR Increased data, Improved TSI Performance
Staff Responsible for Monitoring: Lead Counselor, select English and Math Teachers, CICs, Principal, Assistant Principal, Associate Principal
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Training, Planning Days, and Tutorials and Lab for College Bridge - 199 PIC 11 - Instructional Services - $30,000
Strategy 3: Economically Disadvantaged Students in Advanced Courses: We will increase our number of students in Advanced Courses and support all students in an AP course to take the AP exam.
Strategy's Expected Result/Impact: The number of students taking the AP exam will increase by 10%.
Staff Responsible for Monitoring: Principal, Assistant Principal, Associate Principal, Lead Counselor, and AP Teachers
Funding Sources: Resources for staff and students to perform at 3 or higher on the AP exam - 199 PIC 24 - At Risk - $15,000
Performance Objective 6 - GRADUATION
Goals
Goal 1: STUDENT ACHIEVEMENT. Spring Woods High School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 6: GRADUATION: Spring Woods High School will increase the graduation rates of 4-year, 5-year, and 6-year cohorts by 5 percentage points or ≥ 98%.
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)
Class of 2021: 4-year rate = 92.3%; 5-year rate = 90.2% (C/O 2020); 6-year rate = 89.5% (C/O 2019)
Evaluation Data Sources: Texas Academic Performance Report
Strategy 1: SWHS will identify, assess, and implement best practices to ensure strong first time instruction aligned with the needs of respective groups and provide assistance with course fees for entry level courses needed for graduation. We will also provide early intervention to prevent students from falling behind in coursework.
Strategy's Expected Result/Impact: Increase graduation rate to 98%
Staff Responsible for Monitoring: Principal
Teachers
Assistant Principals
Counselors
CICs
Title I:
2.4, 2.6
-TEA Priorities:
Recruit, support, retain teachers and principals, Connect high school to career and college, Improve low-performing schools
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Funding Sources: Resources and Materials - 199 PIC 99 - Undistributed - $5,000
Strategy 2: We will hold Tiger Meetings to make sure all students are provided the resources needed to be successful academically, socially and psychologically at SWHS.
Strategy's Expected Result/Impact: Decrease of students who are not achieving academically.
Staff Responsible for Monitoring: Principal
Assistant Principals
Teachers
Counselors
Community in Schools coordinator
Title I:
2.4, 2.6
-TEA Priorities:
Connect high school to career and college, Improve low-performing schools
-ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Performance Objective 7 - POST-SECONDARY ENROLLMENT
Goals
Goal 1: STUDENT ACHIEVEMENT. Spring Woods High School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 7: 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 2023: 35% enrolled in fall following graduation
Class of 2022: 42% enrolled in fall following graduation
Class of 2021: 33% enrolled in fall following graduation
Evaluation Data Sources: National Student Clearinghouse (data reported as of the fall after graduation)
Strategy 1: Provide Training to Senior T24 Teachers to ensure that students go To and Through College.
Strategy's Expected Result/Impact: Increased T24 number
Staff Responsible for Monitoring: Senior teachers, counselors
TEA Priorities:
Connect high school to career and college
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture, Lever 5: Effective Instruction
Funding Sources: Resources and Materials - 199 PIC 24 - At Risk - $5,000, Create College Readiness Incentives for Completing FAFSA - 199 PIC 24 - At Risk - $5,000
Goal 2: Student Support
Student Support
- Performance Objective 1 - CORE CHARACTERISTICS OF A T-2-4 READY GRADUATE
- Performance Objective 2 - POST-SECONDARY PLANNING
- Performance Objective 3 - STUDENT ATTENDANCE
- Performance Objective 4 - DROPOUT PREVENTION
Performance Objective 1 - CORE CHARACTERISTICS OF A T-2-4 READY GRADUATE
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 2025, 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 2025, 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:
2.4
-ESF Levers:
Lever 3: Positive School Culture
Funding Sources: Various flyers and planning days - 199 PIC 99 - Undistributed - $5,000, Clubs and Organizations Fair - 199 PIC 99 - Undistributed - $6,000, Party on Patio - 199 PIC 99 - Undistributed - $3,500
Strategy 2: By the summer of 2025, 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:
2.4
Funding Sources: Meeting Supplies and Meals - 199 PIC 24 - At Risk - $2,500
Strategy 3: By June 2025, 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
TEA Priorities:
Connect high school to career and college
- ESF Levers:
Lever 1: Strong School Leadership and Planning
Performance Objective 2 - POST-SECONDARY PLANNING
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:
2.4
-TEA Priorities:
Connect high school to career and college
-ESF Levers:
Lever 3: Positive School Culture
Funding Sources: College and Career Materials - 199 PIC 11 - Instructional Services - $10,000
Performance Objective 3 - STUDENT ATTENDANCE
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 2025, 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's Expected Result/Impact: By the end of the 2024-25 school year, student attendance will be at 96% or higher
Staff Responsible for Monitoring: Principal
Associate Principal
Assistant Principals
CIS
Counselors
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Performance Objective 4 - DROPOUT PREVENTION
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 2025, 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:
2.4
Funding Sources: Instructional supplies, backpacks, snacks, student incentives - 199 PIC 24 - At Risk - $8,000, Tutorials after contract time and possibly on Saturdays - 199 PIC 24 - At Risk - $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
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 2: Strategic Staffing, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
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
TEA Priorities:
Build a foundation of reading and math, Connect high school to career and college, Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture, Lever 5: Effective Instruction
Funding Sources: Resources and Materials - 199 PIC 11 - Instructional Services - $5,000, Counseling Incentives and College Readiness Resources - 199 PIC 99 - Undistributed - $7,500
Goal 3: Safe Schools
Safe Schools
- Performance Objective 1 - SAFE SCHOOL ENVIRONMENT
- Performance Objective 2 - SAFETY COMMITTEE
- Performance Objective 3 - EMERGENCY OPERATIONS
Performance Objective 1 - SAFE SCHOOL ENVIRONMENT
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:
2.4, 2.6
- ESF Levers:
Lever 3: Positive School Culture
Funding Sources: Tiger Store - 199 PIC 24 - At Risk - $5,000
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
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Funding Sources: E Hall Pass - 199 PIC 24 - At Risk - $10,000, Prizes for kids doing the right thing - 199 PIC 24 - At Risk - $10,000, HERO Tardy Pass - 199 PIC 24 - At Risk - $10,000
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
TEA Priorities:
Improve low-performing schools
- ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Funding Sources: Materials for Classrooms - 199 PIC 99 - Undistributed - $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
ESF Levers:
Lever 3: Positive School Culture
Funding Sources: - 199 PIC 24 - At Risk - $3,000
Performance Objective 2 - SAFETY COMMITTEE
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: CAMPUS SAFETY COMMITTEE: Establish Campus Safety Committees composed of a cross section of stake holders to look at matters related to campus safety.
Strategy's Expected Result/Impact: Each campus principal will recruit a safety team and provide a roster. Each campus team will meet three times per year so that all campuses will be able to refine safety practices.
Staff Responsible for Monitoring: Administration
Strategy 2: 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
ESF Levers:
Lever 3: Positive School Culture
Strategy 3: Participate in campus safety audit.
Strategy's Expected Result/Impact: Campus will develop action plans to address any deficiencies as a result of safety audits.
Staff Responsible for Monitoring: Administrators
Safety Committee
ESF Levers:
Lever 1: Strong School Leadership and Planning
Performance Objective 3 - EMERGENCY OPERATIONS
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: EMERGENCY OPERATIONS PROCEDURES: Campus EOP will align to the best practices from the Texas School Safe Center and the Standard Operating Procedures.
Strategy's Expected Result/Impact: Campus EOP turned in and filed by September 1st.
Staff Responsible for Monitoring: Administrators
ESF Levers:
Lever 1: Strong School Leadership and Planning
Strategy 2: EMERGENCY OPERATIONS PROCEDURES: 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. EOP submitted by September 1st.
Staff Responsible for Monitoring: Administrators
Safety Committees
ESF Levers:
Lever 1: Strong School Leadership and Planning
Goal 4: Fiscal Responsibility
Fiscal Responsibility
Goal 4: Performance Objective 1 - FINANCIAL MANAGEMENT
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 money.
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
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Funding Sources: Awards for staff - 199 PIC 99 - Undistributed - $5,000
Campus Funding Summary
Campus Funding Summary
199 PIC 11 - Instructional Services | |||||
Goal | Objective | Strategy | Resources Needed | Account Code | Amount |
1 | 1 | 1 | After School Tutoring | $20,000.00 | |
1 | 1 | 1 | Training and Support | $5,000.00 | |
1 | 5 | 2 | Training, Planning Days, and Tutorials and Lab for College Bridge | $30,000.00 | |
2 | 2 | 1 | College and Career Materials | $10,000.00 | |
2 | 4 | 3 | Resources and Materials | $5,000.00 | |
Sub-Total | $70,000.00 | ||||
Budgeted Fund Source Amount | $97,891.00 | ||||
+/- Difference | $27,891.00 | ||||
199 PIC 22 - Career & Technology | |||||
Goal | Objective | Strategy | Resources Needed | Account Code | Amount |
1 | 5 | 1 | CTE Resources and Materials | $4,000.00 | |
Sub-Total | $4,000.00 | ||||
Budgeted Fund Source Amount | $47,280.00 | ||||
+/- Difference | $43,280.00 | ||||
199 PIC 23 - Special Education | |||||
Goal | Objective | Strategy | Resources Needed | Account Code | Amount |
$0.00 | |||||
Sub-Total | $0.00 | ||||
Budgeted Fund Source Amount | $2,520.00 | ||||
+/- Difference | $2,520.00 | ||||
199 PIC 24 - At Risk | |||||
Goal | Objective | Strategy | Resources Needed | Account Code | Amount |
1 | 1 | 1 | Planning Days | $25,000.00 | |
1 | 1 | 1 | Summer School | $10,000.00 | |
1 | 1 | 2 | Summer School | $10,000.00 | |
1 | 1 | 2 | CIC Stipend | $7,500.00 | |
1 | 1 | 3 | Summer School | $10,000.00 | |
1 | 1 | 3 | CIC Stipend | $7,500.00 | |
1 | 1 | 4 | Summer School | $4,500.00 | |
1 | 1 | 4 | CIC Stipend | $7,500.00 | |
1 | 1 | 5 | Low SES Support Fund | $10,000.00 | |
1 | 1 | 6 | Professional Development | $10,000.00 | |
1 | 5 | 3 | Resources for staff and students to perform at 3 or higher on the AP exam | $15,000.00 | |
1 | 7 | 1 | Resources and Materials | $5,000.00 | |
1 | 7 | 1 | Create College Readiness Incentives for Completing FAFSA | $5,000.00 | |
2 | 1 | 2 | Meeting Supplies and Meals | $2,500.00 | |
2 | 4 | 1 | Tutorials after contract time and possibly on Saturdays | $10,000.00 | |
2 | 4 | 1 | Instructional supplies, backpacks, snacks, student incentives | $8,000.00 | |
3 | 1 | 1 | Tiger Store | $5,000.00 | |
3 | 1 | 2 | Prizes for kids doing the right thing | $10,000.00 | |
3 | 1 | 2 | HERO Tardy Pass | $10,000.00 | |
3 | 1 | 2 | E Hall Pass | $10,000.00 | |
3 | 1 | 4 | $3,000.00 | ||
Sub-Total | $185,500.00 | ||||
Budgeted Fund Source Amount | $204,223.00 | ||||
+/- Difference | $18,723.00 | ||||
199 PIC 25 - ESL/Bilingual | |||||
Goal | Objective | Strategy | Resources Needed | Account Code | Amount |
1 | 4 | 1 | Professional Development and Technology Resources | $10,000.00 | |
Sub-Total | $10,000.00 | ||||
Budgeted Fund Source Amount | $25,500.00 | ||||
+/- Difference | $15,500.00 | ||||
199 PIC 99 - Undistributed | |||||
Goal | Objective | Strategy | Resources Needed | Account Code | Amount |
1 | 6 | 1 | Resources and Materials | $5,000.00 | |
2 | 1 | 1 | Party on Patio | $3,500.00 | |
2 | 1 | 1 | Various flyers and planning days | $5,000.00 | |
2 | 1 | 1 | Clubs and Organizations Fair | $6,000.00 | |
2 | 4 | 3 | Counseling Incentives and College Readiness Resources | $7,500.00 | |
3 | 1 | 3 | Materials for Classrooms | $5,000.00 | |
4 | 1 | 2 | Awards for staff | $5,000.00 | |
Sub-Total | $37,000.00 | ||||
Budgeted Fund Source Amount | $63,900.00 | ||||
+/- Difference | $26,900.00 | ||||
Grand Total Budgeted | $441,314.00 | ||||
Grand Total Spent | $306,500.00 | ||||
+/- Difference | $134,814.00 |