Campus Improvement Plan 2022-2023
Northbrook Middle School
- 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
Northbrook Middle School
2022-2023 Campus Improvement Plan
Mission Statement
Inspiring minds. Shaping lives.
In SBISD our promise to our entire community is to inspire minds and shape lives by:
Improving academic performance of all students, graduating all high school students, and preparing all students with the qualifications and skills necessary to enter college or post-secondary training and exit successfully.
Vision
The Knight Way
We are a team that learns and grows. We commit to be better every day by building habits for personal and professional success that empower us to set high expectations and own our personal learning journeys.
Commitments:
Community: We build secure relationships across the entire Northbrook community.
Support: We support each other to set and attain purposeful goals.
Feedback: We take responsibility to engage in relationships that promote honest conversations to foster growth.
Growth: Acknowledging where we are now and where we're going, we release our fear of failure and boldly own our personal learning journeys.
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
In preparation for the 2021-2022 school year, Northbrook Middle School's Guiding Coalition developed a new mission, vision, and values that will guide our work moving forward. At NMS, we exist to ensure Every Child learns and makes impactful choices that igKNIGHT a purposeful future. This mission statement was created with our campus demographics in mind.
At the end of the 2020-2021 school year, there were 530 students enrolled on the campus. Of the 530 students, approximately 94% were Hispanic, 3% were White, 3% were African American, and 1% was Asian. With respect to special programming, about 70% of our students were English Learners (ELs) with a high number of long-term ELs, 15% were students who receive special education, and approximately 3% were Newcomers. We proudly served a high percentage of economically disadvantaged students, approximately 97%, receive free or reduced lunch.
NMS ended the school year with an overall attendance at 93% which was a drastic improvement from the beginning of the year when the attendance hovered around 78%.
Demographics Strengths
Northbrook Middle School celebrates the following strengths:
- Newly created and adopted mission, vision, values, and goals
- The student enrollment remains consistent, if not increases each year.
- Staff adapts to the needs of the school.
- Master schedule created to meet the needs of the students.
- Increase of .02% in overall student attendance.
Problem Statements Identifying Demographics Needs
Problem Statement 1: Many of our students lack the needed language proficiency to exit the ESL program. Root Cause: Intentional practices are not implemented to support language proficiency in all 4 language domains in all classes.
Problem Statement 2: Many students come to us with limited experiences, background knowledge, and language. Root Cause: Lack of access, opportunities and, in some cases, formal education.
Student Learning
Comprehensive Needs Assessment
Student Learning
Student Learning Summary
Northbrook Middle School started intensive PLC work with Solution Tree and Brig Leane during the 2020-2021 school year. Through the training, we discovered there were gaps in our PLC implementation across departments and grade levels. As a result, we started the work to tighten our PLC structures to aid in increases in student achievement.
Below are the 2020-2021 STAAR data:
Reading:
6th Grade: Approaches 32% (-12%); Meets 9% (-5%); Masters 2% (-1%)
7th Grade: Approaches 35% (-21%); Meets 16% (-13%); Masters 7% (-6%)
8th Grade: Approaches 51% (-13%); Meets 22% (-6%); Masters 7% (N/C)
Math:
6th Grade: Approaches 47% (-17%); Meets 20% (-3%); Masters 6% (N/C)
7th Grade: Approaches 37% (-20%); Meets 14% (-14%); Masters 5% (-8%)
8th Grade: Approaches 50% (-33%); Meets 24% (-15%); Masters 3% (+2%)
Algebra I: Approaches 96% (-4%); Meets 86% (-5%); Masters 36% (-28%)
Writing:
7th Grade: Approaches 26% (-9%); Meets 8% (-4%); Masters 0% (-2%)
Science:
8th Grade: Approaches 46% (-9%); Meets 23% (+2%); Masters 10% (+2%)
Social Studies:
8th Grade: Approaches 35% (N/C); Meets 10% (+1%); Masters 1% (-2%)
Student Learning Strengths
Northbrook Middle School has a population of committed teachers who want the best for our students.
Specifically, we are elated with the following strengths:
- The increase in Meets and Masters level performance in Science.
- The increase in Meets level performance in Social Studies.
Problem Statements Identifying Student Learning Needs
Problem Statement 1: Our student achievement data declined in every content and grade level based on the 2020-2021 STAAR data. Root Cause: Collaborative teams failed to consistently implement the PLC process and failed to prepare students for online testing.
Problem Statement 2: Our student achievement data indicates a gap in performance for our special populations when compared to their peers. Root Cause: Teachers are not differentiating and scaffolding at the appropriate level to meet students' needs.
School Processes & Programs
Comprehensive Needs Assessment
School Processes & Programs
School Processes & Programs Summary
Personnel: As an Instructional Leadership Team, we drafted interview questions that aligned to our new campus mission, vision, and campus needs. With this, we collaboratively interviewed and selected potential applicants who fit our campus profile. Our new teachers will participate in the SBISD New Teacher Academy, based on years of experience, and/or campus-based new teacher activities to support retention. In addition, we will prioritize staff retention through intentional professional development, daily collaborative team meetings, instructional leadership support, and clear systems and structures. Furthermore, we will intentionally celebrate staff for progressing towards, meeting, or exceeding campus goals and expectations.
Professional Practice: Professional development is based on the needs of the campus as assessed through various metrics, including student achievement data and surveys from stakeholders. The district has a clear vision and goal of T-2-4, as well as, strong core values to guide our work. This goal of post-secondary readiness guides our campus-based goal setting and our values guide how we do business. As a campus instructional leadership team, in collaboration with our staff, we assess our current state and set our goals based on this district vision. We then identify gaps and work toward continuous improvement through an effective PLC culture.
Programs and Opportunities: Through careful analysis of various data sources, the campus leadership team has identified two foci for the campus - School Culture and Data-Driven Instruction. With these foci as the driver, the campus will implement Positive Behavior Interventions and Supports (PBIS), provide more opportunities for student voice and celebrations, and a stronger social-emotional program. In addition, our student achievement data supported a redistribution of staffing units to create courses that support Newcomers and long-term English Learners (ELs) as ELs make up over 70% of our campus population. In addition, staffing units were redistributed to provide more opportunities and choice for our students in the areas of CTE and Theatre Arts.
Procedures: Based on our formative and summative student achievement data, it is evident that more students need more time on task. Given this, our master schedule was built for ELAR and Math to be blocked every day for 90 minutes. In addition, our master schedule allows for two days of alternating block which enables the other content areas to have more instructional time. With the additional instructional time, small group instruction will be a focus to meet the individual needs of the students. To provide more instructional support, acceleration/enrichment igKNIGHTed Hour, after-school tutorials and Saturday School will be offered to targeted students throughout the school year. To meet the needs of the whole child, all new students shadow an ambassador (current student) to learn the building and establish a relationship, our Knights Support Center, led by our counselors, provides a safe space for students to receive social-emotional supports, and our advisory period allows for building school connectedness, trust, and safety. We also have QR codes posted throughout the building for students to request help from the school counselors or other staff members as a means of promoting self-advocacy.
School Processes & Programs Strengths
Northbrook Middle School has identified the following strengths:
- Our teams will engage in the PLC Process with a priority on continuous growth in student achievement.
- Our teachers will be supported by 2 Multi-Classroom Leaders (Math and ELAR), 2 Instructional Specialists (EL and Science/Social Studies), 1 Lead Instructional Specialist, and a Campus Assessment Instructional Specialist.
- With a focus on School Culture, systems will be created to continue culture improvements; such as, Knights Support Center, PBIS, and student clubs.
Problem Statements Identifying School Processes & Programs Needs
Problem Statement 1: All core content areas teachers are not meeting the unique needs of our students. Root Cause: Teachers are not trained and supported with implementing the PLC process.
Problem Statement 2: The number of student referrals have increased resulting in students missing instruction. Root Cause: There is no system to promote and reward positive behavior.
Perception
Comprehensive Needs Assessment
Perceptions
Perceptions Summary
At Northbrook Middle School, the guiding coalition has been intentional about redesigning our school to ensure our students' needs are the priority. As we move forward, our mission to ensure EVERY CHILD learns and makes impactful choices that igKNIGHT a purposeful future will guide our work. As we reflect on the 2020-2021 school year, our attendance rate hovered around 93% which is good given it was a COVID year. We will continue to focus on attendance by communicating our daily attendance by grade level, rewarding good to perfect attendance, and creating intervention plans for students with poor attendance. Our discipline data show an uptick in behavior infractions. We need to support our teachers with being owners of their classrooms and following the RtI process for students who fail to meet Tier 1 expectations. With the PBIS implementation, there should be a decrease in referrals and an increase in positive behaviors.
Based on our Panorama survey data, there was a significant decrease in year-over-year percent of favorable responses in School Belonging and School Engagement. We commit to building initiatives around these areas to ensure our students have a sense of belonging and engagement. Although the students' actions and conversations support a sense of belonging, the survey data show that more intentional practices are needed.
For the 2021-2022 school year, NMS will have several new teachers to the campus. With new leadership and changes to the campus mission and vision, we are excited about the possibilities next year brings. All teachers with 0-3 years of experience will be encouraged to participate in the district's New Teacher Academy to build their toolboxes. We will also provide campus-based training and support to all teachers on campus. With a professional development plan, we expect to have a higher retention percentage for the 2022-2023 school year.
Our family engagement is an area of focus. Our families do not tend to participate in the engagement activities offered. To support this area, a Family Engagement Committee will be created to garner input on how we can better support our families. Although our families do not engage in campus activities, they are responsive when contacted. We will continue to send our Knights' Weekly News newsletter to keep the families informed of campus activities and upcoming events.
Perceptions Strengths
Northbrook Middle School celebrates the following strengths:
- The Guiding Coalition's work with creating a new mission and vision. T
- he overall attendance during the COVID year.
- The support of our families.
Problem Statements Identifying Perceptions Needs
Problem Statement 1: Only 30% of our students responded favorably to "How much do you matter to others at school?" and only35% feel connected to an adult. Root Cause: There is no campus-wide system for celebrating students for their academic, behavior, and extracurricular accomplishments.
Goal 1: Student Achievement
Student Achievement
- Performance Objective 1 - ACHIEVEMENT
- Performance Objective 2 - STUDENT GROWTH
- Performance Objective 3 - ADVANCED COURSES
- Performance Objective 4 - ENGLISH LANGUAGE ACQUISITION PROGRESS
Performance Objective 1 - ACHIEVEMENT
Goals
Goal 1: STUDENT ACHIEVEMENT. Every Northbrook Middle School student will master rigorous academic standards to ensure college and career readiness.
Performance Objective 1: ACHIEVEMENT: By June 2022, Northbrook Middle School will increase student performance on STAAR Grades 6-8 exams in reading and math by at least 5 points at each performance level (approaches, meets, masters).
All Students:
2021-22: Reading: 63% (approaches), 35% (meets), 20% (masters); Math: 71% (approaches), 36% (meets), 14% (masters)
2020-21: Reading: 50% (approaches), 23% (meets), 10% (masters); Math: 58% (approaches), 29% (meets), 9% (masters)
Only NBM Students (excludes YES Prep):
2021-22: Reading: 54% (approaches), 27% (meets), 15% (masters); Math: 65% (approaches), 29% (meets), 12% (masters)
2020-21: Reading: 43% (approaches), 19% (meets), 7% (masters); Math: 53% (approaches), 27% (meets), 8% (masters
Evaluation Data Sources: State Accountability Report
Summative Evaluation: None
Strategy 1: Execute the PLC Process with fidelity in all STAAR tested core content areas. Strategy's Expected Result/Impact: Increased student achievement in all content areas as measured by STAAR in each performance level. Staff Responsible for Monitoring: Administration MCLs, Instructional Specialists Title I Schoolwide Elements: 2.4, 2.5, 2.6 - ESF Levers: Lever 4: High-Quality Curriculum, Lever 5: Effective Instruction |
Strategy 2: Promote self-advocacy through the use of a student data tracking tool after common assessment administrations Strategy's Expected Result/Impact: Increased awareness of TEKS performance throughout the school year. Increased student achievement in all content areas as measured by STAAR in each performance level. Staff Responsible for Monitoring: Administration MCLs, Instructional Specialists ESF Levers: Lever 5: Effective Instruction |
Strategy 3: Offer after-school and Saturday acceleration sessions and transportation for targeted students. Strategy's Expected Result/Impact: Increased student achievement in all content areas as measured by STAAR in each performance level. Staff Responsible for Monitoring: Administration MCLs, Instructional Specialists Title I Schoolwide Elements: 2.4, 2.5, 2.6 - ESF Levers: Lever 4: High-Quality Curriculum, Lever 5: Effective Instruction Funding Sources: Student Travel & Transportation (Instructional Services) - 199 PIC 11 - Instructional Services - $1,400, Student Transportation - 211 - Title I, Part A - 6494 - $7,000, Payroll - Tutorials (Extended Day and Extended Week) - 282 ARP21 (ESSER III Campus Allocations) - $11,338, Payroll - Tutorials - 211 - Title I, Part A - $10,000, Transportation - Extended Day and Extended Week - 282 ARP21 (ESSER III Campus Allocations) - $5,000, Student Travel - 211 - Title I, Part A - 6412 - $3,000 , Instructional Resources - 211 - Title I, Part A - $5,000 |
Strategy 4: Purchase instructional resources/supplies and technology to support and supplement instruction and assessment in all content areas. Strategy's Expected Result/Impact: Increased student achievement in all content areas as measured by STAAR in all performance levels. Staff Responsible for Monitoring: Administration MCLs Instructional Specialists Title I Schoolwide Elements: 2.4, 2.5, 2.6 - ESF Levers: Lever 4: High-Quality Curriculum, Lever 5: Effective Instruction Funding Sources: Magazines & Periodicals - 211 - Title I, Part A - 6325 - $2,000, Supplies and Materials (SpEd) - 199 PIC 23 - Special Education - $915, Technology Equipment - Chromebook Cart - 282 ARP21 (ESSER III Campus Allocations) - $10,000, Supplies and Materials (At-Risk) - 199 PIC 30 - At Risk School Wide SCE - $3,745, Supplies and Materials (Instructional Services) - 199 PIC 11 - Instructional Services - $12,000, Digital Instructional Resources - 282 ARP21 (ESSER III Campus Allocations) - $19,000, Technology Software - Calculator Emulator - 211 - Title I, Part A - 6397 - $1,000, Miscellaneous Operating Expense - 199 PIC 11 - Instructional Services - $1,500, Supplies and Materials - 282 ARP21 (ESSER III Campus Allocations) - $3,800, Software and Technology - 199 PIC 11 - Instructional Services - $2,000, CTE Resources - 199 PIC 22 - Career & Technology - $3,165, Supplies and Materials - 199 PIC 11 - Instructional Services - $5,186, Supplies and Materials - 211 - Title I, Part A - $40,000, Other Reading Materials - 211 - Title I, Part A - 6329 - $24,200, Technology Equipment - Document Cameras - 211 - Title I, Part A - 6398 - $9,000, Other Reading Materials (At-Risk) - 199 PIC 30 - At Risk School Wide SCE - $12,600 |
Strategy 5: Research, create, and facilitate professional learning opportunities for teachers and administrators based on campus and individual needs assessment. Strategy's Expected Result/Impact: Increased student achievement in all content areas as measured by STAAR in all performance levels. Staff Responsible for Monitoring: Administration MCLs Instructional Specialists Title I Schoolwide Elements: 2.4, 2.5, 2.6 - ESF Levers: Lever 2: Effective, Well-Supported Teachers, Lever 4: High-Quality Curriculum, Lever 5: Effective Instruction Funding Sources: Miscellaneous Contracted Services - Teachers and Administrators - 211 - Title I, Part A - 6299 - $2,500, Other Reading Materials - Teachers and Administration - 211 - Title I, Part A - 6329 - $8,000, Travel - AVID Summer Institute - 211 - Title I, Part A - 6411 - $5,000, Substitutes & Miscellaneous Operating Expense - 199 PIC 99 - Undistributed - $4,000, Professional Learning Opportunities (Teachers & Administrators) - 282 ARP21 (ESSER III Campus Allocations) - $1,962 |
Strategy 6: Hire Multi-Classroom Leaders and Instructional Specialist to coach and support teachers in all core content areas. Strategy's Expected Result/Impact: Increased student achievement in all content areas as measured by STAAR in all performance levels. Staff Responsible for Monitoring: Administration Title I Schoolwide Elements: 2.4, 2.5, 2.6 - ESF Levers: Lever 2: Effective, Well-Supported Teachers, Lever 4: High-Quality Curriculum, Lever 5: Effective Instruction Funding Sources: Multi-Classroom Teachers and Instructional Specialist - 211 - Title I, Part A - 6119 - $46,000, Other Payroll Expenses - 211 - Title I, Part A - 6146 - $4,800 |
Strategy 7: Hire Instructional Assistants to support English Learners in core content areas. Strategy's Expected Result/Impact: Increased student achievement in all content areas as measured by STAAR in all performance levels. Increased percentage in EL reclassification. Staff Responsible for Monitoring: Administration Instructional Specialist - EL Title I Schoolwide Elements: 2.4, 2.5, 2.6 - ESF Levers: Lever 2: Effective, Well-Supported Teachers, Lever 5: Effective Instruction Funding Sources: Payroll - 211 - Title I, Part A - $42,000, Payroll Expenses - 211 - Title I, Part A - $4,500 |
Performance Objective 2 - STUDENT GROWTH
Goals
Goal 1: STUDENT ACHIEVEMENT. Every Northbrook Middle School student will master rigorous academic standards to ensure college and career readiness.
Performance Objective 2: STUDENT GROWTH: Northbrook Middle School will increase the % of students demonstrating progress in reading and math by 5% points or more on MOY MAP and by 7% points year over year on STAAR Progress.
2021-22: Reading - 51% met CGI; Math - 55% met CGI; 73% of STAAR Progress (Baseline Year)
Evaluation Data Sources: BOY to MOY MAP Reports Grades 6-8 Year over year STAAR progress Grades 6-8 (Campus Accountability Report, Domain 2A component score available in August)
Strategy 1: Execute the RtI process with targeted students based on MAP performance and assessment data. Strategy's Expected Result/Impact: Increased percentage of students meeting RIT targets. Increased student achievement in all content areas as measured by STAAR in each performance level. Increased percentage of students who met or exceeded conditional growth index on MAP. Staff Responsible for Monitoring: Administration CAIS ESF Levers: Lever 4: High-Quality Curriculum, Lever 5: Effective Instruction |
Strategy 2: Execute the PLC Process with fidelity in all STAAR tested core content areas. Strategy's Expected Result/Impact: Increased awareness of TEKS performance throughout the school year. Increased student achievement in all content areas as measured by STAAR in each performance level. Increased percentage of students who met or exceeded conditional growth index on MAP. Staff Responsible for Monitoring: Administration MCLs ESF Levers: Lever 5: Effective Instruction |
Performance Objective 3 - ADVANCED COURSES
Goals
Goal 1: STUDENT ACHIEVEMENT. Every Northbrook Middle School student will master rigorous academic standards to ensure college and career readiness.
Performance Objective 3: ADVANCED COURSES: Strengthen the level of advanced academic instruction in order to increase student preparation for and success in advanced courses that are aligned to high school.
Fall 2021: 278 students enrolled in one or more advanced courses
Fall 2021: 230 students enrolled in one or more advanced courses
Evaluation Data Sources: Skyward Course Enrollment Data
Summative Evaluation: None
Strategy 1: Continue to offer advanced level Spanish courses for 7th and 8th grade students. Strategy's Expected Result/Impact: Increased number of students who enroll in Advanced Academic Courses. Increased percentage of students who score Meets and Masters as measured by STAAR. Staff Responsible for Monitoring: Administration Counselors Levers: Lever 4: High-Quality Curriculum, Lever 5: Effective Instruction Funding Sources: Supplies and Materials - 199 PIC 11 - Instructional Services - $1,500 |
Performance Objective 4 - ENGLISH LANGUAGE ACQUISITION PROGRESS
Goals
Goal 1: STUDENT ACHIEVEMENT. Every Northbrook Middle School student will master rigorous academic standards to ensure college and career readiness.
Performance Objective 4: ENGLISH LANGUAGE ACQUISITION PROGRESS: By June 2022, the rate of English Learners increasing at least one Composite Score level will increase by 5 percentage points or ≥ 80%.
All Students:
2021-2022: TELPAS Progress Rate 44% (Based on completed TELPAS administrations in both 2021 and 2022.)
Only Northbrook Middle School Students (excludes Yes Prep):
2021-2022: TELPAS Progress Rate 49% (Based on completed TELPAS administrations in both 2021 and 2022.)
Evaluation Data Sources: State Accountability Report Domain 3
Strategy 1: Implement Talk Read, Talk Write in all Math, Science, and Social Studies classrooms with fidelity. Strategy's Expected Result/Impact: Increased percentage of long-term ELs who meet reclassification criteria. Increased percentage of long-term ELs who increase at least one composite level. Staff Responsible for Monitoring: Administration, Instructional Specialist - EL ESF Levers: Lever 4: High-Quality Curriculum, Lever 5: Effective Instruction Funding Sources: Instructional Resources - 211 - Title I, Part A - $5,000, Other Reading Materials - 199 PIC 99 - Undistributed - $1,500, Supplies and Materials (ESL) - 199 PIC 25 - ESL/Bilingual - $2,000 |
Goal 2: Student Support
Student Support
- Performance Objective 1 - INTERVENTIONS
- Performance Objective 2 - EIGHTH GRADE PLANNING
- Performance Objective 3 - CORE CHARACTERSITICS OF A T-2-4 READY GRADUATE
Performance Objective 1 - INTERVENTIONS
Goals
Goal 2: STUDENT SUPPORT. Every Northbrook Middle School student will benefit from an aligned system that supports his/her academic and social- emotional needs.
Performance Objective 1: INTERVENTIONS: By June 2023, Northbrook Middle School will implement TIER II interventions with students identified as needing additional supports in reading and/or math.
Evaluation Data Sources: MAP Strategy 1 Details Reviews
Strategy 1: Students will be scheduled in blocked math and reading classes so that teachers can utilize small group instruction, based the results of daily exit ticket data and other forms of CFU (checks for understanding).
Strategy's Expected Result/Impact: Providing students with additional time and support for concepts of struggle.
Staff Responsible for Monitoring: Administrators Counselors Campus Assessment and Intervention Specialist
ESF Levers: Lever 5: Effective Instruction
Strategy 2: NMS teachers will use "do nows" to provide students with additional time and support in areas of struggle. NMS will also use after school tutorials and specific Saturdays to provide additional opportunities for interventions.
Strategy's Expected Result/Impact: Providing students with additional time and support to account for concepts of struggle.
Staff Responsible for Monitoring: Administrators Counselors, Campus Assessment and Intervention Specialist
ESF Levers: Lever 5: Effective Instruction
Performance Objective 2 - EIGHTH GRADE PLANNING
Goals
Goal 2: STUDENT SUPPORT. Every Northbrook Middle School student will benefit from an aligned system that supports his/her academic and social- emotional needs.
Performance Objective 2: EIGHTH GRADE PLANNING: 100% of 8th graders at Northbrook Middle School will complete a 4-year plan aligned to their endorsement to ensure graduation requirements are met.
Evaluation Data Sources: 4-Year Plan
Strategy 1: Provide opportunity for 8th grade students to visit Guthrie to learn more about CTE Programs of Study. Strategy's Expected Result/Impact: Increased enrollment in CTE courses as measured by course selection forms. Staff Responsible for Monitoring: Administrators, Counselors ESF Levers: Lever 3: Positive School Culture |
Strategy 2: Provide students an opportunity to participate in a Bridge Year event to explore high growth and high demand jobs. Strategy's Expected Result/Impact: Students will learn about these career opportunities for paths to gainful employment. Staff Responsible for Monitoring: Administrators, Counselors ESF Levers: Lever 3: Positive School Culture |
Strategy 3: Ensure all 8th grade students complete a course selection process aligned to their career and endorsement path for their 9th grade year Strategy's Expected Result/Impact: All students will have a full schedule of courses selected for 9th grade. Staff Responsible for Monitoring: Administrators, Counselors ESF Levers: Lever 3: Positive School Culture |
Strategy 4: Ensure all 8th grade students complete a 4-Year Plan prior to entering 9th grade. Strategy's Expected Result/Impact: All 8th grade students will: -choose a career path aligned to an endorsement, and -plan their courses across all 4 years of high school. Staff Responsible for Monitoring: Administrators, Counselors ESF Levers: Lever 3: Positive School Culture |
Performance Objective 3 - CORE CHARACTERSITICS OF A T-2-4 READY GRADUATE
Goals
Goal 2: STUDENT SUPPORT. Every Northbrook Middle School student will benefit from an aligned system that supports his/her academic and social- emotional needs.
Performance Objective 2: CORE CHARACTERISTICS OF A T-2-4 READY GRADUATE: By June 2023, Northbrook Middle 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 Details Reviews
Strategy 1: NMS will provide structured lessons to students based on the core characteristics of T24 graduates during advisory lessons.
Strategy's Expected Result/Impact: Create "Limitless Curiosity" to promote a campus culture of college readiness.
Staff Responsible for Monitoring: Administrators Counselors Teachers ESF Levers: Lever 3: Positive School Culture
Strategy 2: Schedule days for students and staff to wear college attire, along with staff creating placards to display their colleges/universities.
Strategy's Expected Result/Impact: Create "Limitless Curiosity" to promote a campus culture of college readiness.
Staff Responsible for Monitoring: Administrators Counselors Teachers
Strategy 3: NMS will use college and career displays to promote the "portrait of a T24 graduate."
Strategy's Expected Result/Impact: Create "Limitless Curiosity" to promote a campus culture of college readiness.
Staff Responsible for Monitoring: Administrators Counselors Teachers ESF Levers: Lever 3: Positive School Culture
Goal 3: Safe Schools
Safe Schools
- Performance Objective 1 - SAFE SCHOOL ENVIRONMENT
- Performance Objective 2 - SAFETY COMMITTE
- Performance Objective 3 - EMERGENCY OPERATIONS
Performance Objective 1 - SAFE SCHOOL ENVIRONMENT
Goal 3: SAFE SCHOOLS. Northbrook Middle School will ensure a safe and orderly 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
Performance Objective 2 - SAFETY COMMITTE
Goals
Goal 3: SAFE SCHOOLS. Northbrook Middle School will ensure a safe and orderly 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
Summative Evaluation: None
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/year so that all campuses will be able to refine safety practices. Staff Responsible for Monitoring: Administrators ESF Levers: Lever 3: Positive School Culture |
Strategy 2: HARRIS COUNTY DEPARTMENT OF EDUCATION: Participate in the Harris County Department of Education (HCDE) 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 3: Positive School Culture |
Performance Objective 3 - EMERGENCY OPERATIONS
Goals
Goal 3: SAFE SCHOOLS. Northbrook Middle School will ensure a safe and orderly environment.
Performance Objective 3: EMERGENCY OPERATIONS: Develop Campus Emergency Operations Procedures 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 Safety Center and the Standard Operating Procedures, such as the "I Love You Guys" Foundation. Strategy's Expected Result/Impact: Campus EOP turned in and filed by September 1st. Staff Responsible for Monitoring: Administrators ESF Levers: Lever 3: Positive School Culture |
Strategy 2: EMERGENCY OPERATIONS PROCEDURES: Update campus EOP 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. EOPs submitted by September 1. Staff Responsible for Monitoring: Administrators, Safety Committee |
Strategy 3: Conduct safety drills to ensure that staff and students understand how to respond in the event of an emergency. Strategy's Expected Result/Impact: To ensure that staff and students respond accordingly in the event of an emergency.
Staff Responsible for Monitoring: Campus Administrative Team
ESF Levers: Lever 3: Positive School Culture
Goal 4: Fiscal Responsibility
Fiscal Responsibility
Performance Objective 1 - FINANCIAL MANAGEMENT
Goals
Goal 4: FISCAL RESPONSIBILITY. Northbrook Middle School will ensure efficient and effective fiscal management of resources and operations to maximize learning for all students.
Performance Objective 1: FINANCIAL MANAGEMENT: Maintain high quality financial management practices so that financial resources provide the maximum possible support for T-2-4.
Evaluation Data Sources: Year-To-Date (YTD) Budget Reports (monthly, quarterly, annually)
Summative Evaluation: None
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: Use campus needs assessment and other data to determine appropriate expenditures. Strategy's Expected Result/Impact: Resources purchased align to campus goals and district T-2-4. Staff Responsible for Monitoring: Principal |
Campus Funding Summary
Campus Funding Summary
199 PIC 11 - Instructional Services | ||||
Goal | Objective | Strategy | Resources Needed | Amount |
1 | 1 | 3 | Student Travel & Transportation (Instructional Services) | $1,400.00 |
1 | 1 | 4 | Supplies and Materials (Instructional Services) | $12,000.00 |
1 | 1 | 4 | Miscellaneous Operating Services | $1,500.00 |
1 | 1 | 4 | Software and Technology | $2,000.00 |
1 | 1 | 4 | Supplies and Materials | $5,186.00 |
1 | 4 | 1 | Spanish Texts | $2,000.00 |
1 | 4 | 2 | Supplies and Materials | $1,500.00 |
Sub-Total | $25,586.00 | |||
Budgeted Fund Source Amount | $14,686.00 | |||
+/- Difference | - $10,900.00 | |||
199 PIC 22 - Career & Technology | ||||
Goal | Objective | Strategy | Resources Needed | Amount |
1 | 1 | 4 | CTE Resources | $3,165.00 |
Sub-Total | $3,165.00 | |||
Budgeted Fund Source Amount | $3,885.00 | |||
+/- Difference | $720.00 | |||
199 PIC 23 - Special Education | ||||
Goal | Objective | Strategy | Resources Needed | Amount |
1 | 1 | 4 | Supplies and Materials (SpEd) | $915.00 |
Sub-Total | $915.00 | |||
Budgeted Fund Source Amount | $680.00 | |||
+/- Difference | - $235.00 | |||
199 PIC 25 - ESL/Bilingual | ||||
Goal | Objective | Strategy | Resources Needed | Amount |
1 | 2 | 2 | Supplies and Materials (ESL) | $2,000.00 |
Sub-Total | $2,000.00 | |||
Budgeted Fund Source Amount | $16,425.00 | |||
+/- Difference | +$14,425.00 | |||
199 PIC 30 - At Risk School Wide SCE | ||||
Goal | Objective | Strategy | Resources Needed | Amount |
1 | 1 | 4 | Supplies and Materials (At-Risk) | $3,745.00 |
1 | 1 | 4 | Other Reading Materials (At-Risk) | $12,600.00 |
Sub-Total | $16,345.00 | |||
Budgeted Fund Source Amount | $11,000.00 | |||
+/- Difference | -$5,345.00 | |||
199 PIC 99 - Undistributed | ||||
Goal | Objective | Strategy | Resources Needed | Amount |
1 | 1 | 5 | Substitutes & Miscellaneous Operating Expense | $4,000.00 |
1 | 5 | 2 | Other Reading Materials | $1,500.00 |
Sub-Total | $5,500.00 | |||
Budgeted Fund Source Amount | $19,560.00 | |||
+/- Difference | +$13,560.00 | |||
211 - Title I, Part A | ||||
Goal | Objective | Strategy | Resources Needed | Amount |
1 | 1 | 3 | Student Transportation | $7,000.00 |
1 | 1 | 3 | Payroll - Tutorials | $10,000.00 |
1 | 1 | 3 | Student Travel | $3,000.00 |
1 | 1 | 3 | Instructional Resources | $5,000.00 |
1 | 1 | 4 | Magazines & Periodicals | $2,000.00 |
1 | 1 | 4 | Technology Software - Calculator Emulator | $1,000.00 |
1 | 1 | 4 | Supplies and Materials | $40,000.00 |
1 | 1 | 4 | Other Reading Materials | $24,200.00 |
1 | 1 | 4 | Technology Equipment - Document Cameras | $9,000.00 |
1 | 1 | 5 | Other Reading Materials - Teachers and Administration | $8,000.00 |
1 | 1 | 5 | Miscellaneous Contracted Services - Teachers and Administrators | $2,500.00 |
1 | 1 | 6 | Travel - AVID Summer Institute | $5,000.00 |
1 | 1 | 6 | Multi-Classroom Teachers and Instructional Specialist | $46,000.00 |
1 | 1 | 7 | Other Payroll Expenses | $4,800.00 |
1 | 1 | 7 | Payroll | $42,000.00 |
1 | 2 | 4 | Payroll Expenses | $4,500.00 |
2 | 1 | 2 | Instructional Resources | $5,000.00 |
Sub-Total | $219,000.00 | |||
Budgeted Fund Source Amount | $256,200.00 | |||
+/- Difference | +$37,200.00 |
211 - Title I, Part A (FBG20 Carryover) | ||||
Goal | Objective | Strategy | Resources Needed | Amount |
1 | 1 | 3 | Payroll - Tutorials (Extended Day and Extended Week) | $11,338.00 |
1 | 1 | 3 | Transportation - Extended Day and Extended Week | $5,000.00 |
1 | 1 | 4 | Technology Equipment - Chromebook Cart | $10,000.00 |
1 | 1 | 4 | Digital Instructional Resources | $19,000.00 |
1 | 1 | 4 | Supplies and Materials | $3,800.00 |
1 | 1 | 5 | Professional Learning Opportunities (Teachers & Administrators) | $1,962.00 |
Sub-Total | $51,100.00 | |||
Budgeted Fund Source Amount | $75,402.00 | |||
+/- Difference | +$24,302.00 |
Grand Total | $323,611.00 |