Campus Improvement Plan 2023-2024
Northbrook High 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 High School
2023-2024 Campus Improvement Plan
Mission Statement
Vision
Northbrook High School will cultivate a community dedicated to literacy in pursuit of success by engaging in data-driven growth, student-centered instruction, and an inclusive campus culture.
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
Northbrook High School serves students in grades 9-12 within the Spring Branch Independent School District (SBISD).
Enrollment trends showed an increase of 49 students from the 2020–2021 school year to the 2021–2022 school year. Enrollment then decreased by 12 students from the 2021-2022 school year to the 2022–2023 school year.
Enrollment Trends:
2022-2023: Enrollment – 2,610
2021-2022: Enrollment – 2,622
2020-2021: Enrollment – 2,573
Source: PEIMS OnDataSuite Fall Dashboard
The demographic profile of the students at Northbrook High School has remained relatively consistent during the past three years. The majority of the students are Hispanic, followed by African American. About 84.7% of the students are considered economically disadvantaged during the 2022-2023 school year. During the 2022-2023 school year, 54.4% of the students were identified as Emergent Bilingual/English Learner (EB/EL); 80.6% At-Risk; 7.7% Immigrant; 1.8% Homeless; 11.5% of students were identified for special education services; and 3.0% were identified for gifted and talented services.
Demographic Trends: Race/Ethnicity
2022-2023: African American – 120 (4.6%)
2021-2022: African American – 103 (3.9%)
2020-2021: African American – 83 (3.2%)
2022-2023: American Indian-Alaskan Native – 8 (0.3%)
2021-2022: American Indian-Alaskan Native – 7 (0.3%)
2020-2021: American Indian-Alaskan Native – 7 (0.3%)
2022-2023: Asian – 28 (1.1%)
2021-2022: Asian – 27 (1.0%)
2020-2021: Asian – 30 (1.2%)
2022-2023: Hispanic – 2,364 (90.6%)
2021-2022: Hispanic – 2,397 (91.4%)
2020-2021: Hispanic – 2,374 (92.3%)
2022-2023: Native Hawaiian-Pacific Islander – *
2021-2022: Native Hawaiian-Pacific Islander – *
2020-2021: Native Hawaiian-Pacific Islander – *
2022-2023: White – 64 (2.5%)
2021-2022: White – 69 (2.6%)
2020-2021: White – 60 (2.3%)
2022-2023: Two-or-more – 25 (1.0%)
2021-2022: Two-or-more – 18 (0.7%)
2020-2021: Two-or-more – 18 (0.7%)
Source: PEIMS OnDataSuite Fall Dashboard
*Fewer than five students not shown
Additional Student Information:
2022-2023: At-Risk – 2,104 (80.6%)
2021-2022: At-Risk – 2,135 (81.4%)
2020-2021: At-Risk – 2,109 (82.0%)
2022-2023: Economically Disadvantaged – 2,210 (84.7%)
2021-2022: Economically Disadvantaged – 2,105 (80.3%)
2020-2021: Economically Disadvantaged – 2,112 (82.1%)
2022-2023: Emergent Bilingual/English Learner – 1,421 (54.4%)
2021-2022: Emergent Bilingual/English Learner – 1,282 (48.9%)
2020-2021: Emergent Bilingual/English Learner – 1,138 (44.2%)
2022-2023: Gifted and Talented – 77 (3.0%)
2021-2022: Gifted and Talented – 84 (3.2%)
2020-2021: Gifted and Talented – 83 (3.2%)
2022-2023: Homeless – 48 (1.8%)
2021-2022: Homeless – 37 (1.4%)
2020-2021: Homeless – 39 (1.5)
2022-2023: Immigrant – 200 (7.7%)
2021-2022: Immigrant – 244 (9.3%)
2020-2021: Immigrant – 185 (7.2%)
2022-2023: Migrant – 0 (0.0%)
2021-2022: Migrant – 0 (0.0%)
2020-2021: Migrant – 0 (0.0%)
2022-2023: Special Education – 301 (11.5%)
2021-2022: Special Education – 282 (10.8%)
2020-2021: Special Education – 275 (10.7%)
Source: PEIMS OnDataSuite Fall Dashboard
*Fewer than five students not shown
Attendance Rates:
2020-2021: 91.8%
2019-2020: 96.0%
Source: 2021-2022 Texas Academic Performance Report (TAPR)
Chronic Absenteeism:
2020-2021: 29.0%
2019-2020: 17.3%
Source: 2021-2022 Texas Academic Performance Report (TAPR)
Demographics Strengths
Northbrook High School's student population and demographics have remained consistent over the years. Our student population consists of resilient, goal-driven students who strive to reach their learning potential as they prepare for post-secondary life.
Problem Statements Identifying Demographics Needs
Problem Statement 1: The percentage of students who attend school on a regular basis has declined over the years. Root Cause: A detailed attendance plan with specific prevention and intervention strategies has not been outlined and communicated to the school community.
Problem Statement 2: Given our student population, our students need support increasing their language proficiency levels in all language domains to exit the EB program. Root Cause: Intentional practices have not been outlined to support language proficiency best practices in all language domains in all classrooms.
Student Achievement
Comprehensive Needs Assessment
Student Achievement
Student Achievement Summary
Northbrook 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 engage in meaningful and rigorous literacy experiences. 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 passing rates:
2022: End of Course English I - 42% Approaches; 23% Meets; 2% Masters
2021: End of Course English I - 48% Approaches; 31% Meets; 4% Masters
2022: End of Course English II - 52% Approaches; 35% Meets; 2% Masters
2021: End of Course English II - 55% Approaches; 36% Meets; 4% Masters
2022: End of Course Algebra I - 64% Approaches; 26% Meets; 11% Masters
2021: End of Course Algebra I - 75% Approaches; 35% Meets; 14% Masters
2022: End of Course Biology - 73% Approaches; 38% Meets; 10% Masters
2021: End of Course Biology - 73% Approaches; 42% Meets; 15% Masters
2022: End of Course U.S. History - 81% Approaches; 53% Meets; 25% Masters
2021: End of Course U.S. History - 82% Approaches; 56% Meets; 26% Masters
Source: 2021-2022 Texas Academic Performance Report (TAPR)
Below is a summary of the EOC STAAR passing rates for SPED and EB/EL:
2022: SPED All Grades All Subjects - 36% Approaches; 16% Meets; 5% Masters
2021: SPED All Grades All Subjects - 44% Approaches; 22% Meets; 6% Masters
2022: EB/EL All Grades All Subjects - 53% Approaches; 25% Meets; 5% Masters
2021: EB/EL All Grades All Subjects - 55% Approaches; 29% Meets; 7% Masters
Source: 2021-2022 Texas Academic Performance Report (TAPR)
Average SAT Scores:
2021: Evidence-Based Reading and Writing (EBRW) – 450
2020: Evidence-Based Reading and Writing (EBRW) – 455
2021: Mathematics – 457
2020: Mathematics – 459
Source: 2021-2022 Texas Academic Performance Report (TAPR)
4-Year Graduation Rate:
Class of 2021: 83.4%
Class of 2020: 83.7%
Source: State Accountability Report
Career College Military Readiness (CCMR):
Class of 2021: 40%
Class of 2020: 44%
Source: State Accountability Report Domain I
Student Achievement Strengths
Northbrook High School has a population of committed teachers who want the best for Every Child. Based on the preliminary EOC results, we are proud of the following strengths:
- There were gains in the Approaches performance level in all 5 EOC tested content areas.
- In 4 out of the 5 EOC tested content areas, double digit gains in the Approaches performance level were achieved.
- There were gains in the Meets performance level in 4 of the 5 EOC tested content areas.
- The Masters level performance increased in English I.
Problem Statements Identifying Student Achievement Needs
Problem Statement 1: Our students' performance on the EOC and SAT exams are still behind that of the district. Root Cause: An intentional plan for supporting teachers with implementing the PLC Process is needed to strengthen initial instruction and to activate data-driven interventions and enrichments after assessments in all content areas (EOC and non-EOC content areas).
Problem Statement 2: Given the preliminary data and observations from the previous school year, more training and support are needed in differentiation strategies. Root Cause: Differentiation strategies are not being consistently implemented in all classrooms to meet the unique needs of Every Child.
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 Northbrook 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:
2022-2023: Beginning – 6.9 FTE (5.2%)
2021-2022: Beginning – 8.0 FTE (5.8%)
2020-2021: Beginning – 22.1 FTE (12.9%)
2022-2023: 1-5 Years – 35.7 FTE (26.7%)
2021-2022: 1-5 Years – 41.2 FTE (29.9%)
2020-2021: 1-5 Years – 49.1 FTE (28.6%)
2022-2023: 6-10 Years – 34.9 FTE (26.1%)
2021-2022: 6-10 Years – 29.5 FTE (21.4%)
2020-2021: 6-10 Years – 32.8 FTE (19.1%)
2022-2023: 11-20 Years – 31.5 FTE (23.5%)
2021-2022: 11-20 Years – 34.1 FTE (24.7%)
2020-2021: 11-20 Years – 36.5 FTE (21.3%)
2022-2023: Over 20 Years – 24.9 FTE (18.6%)
2021-2022: Over 20 Years – 25.2 FTE (18.3%)
2020-2021: Over 20 Years – 31.1 FTE (18.1%)
2022-2023: Total – 133.9 FTE (100%)
2021-2022: Total – 137.9 FTE (100%)
2020-2021: Total – 171.1 FTE (100%)
Source: PEIMS OnDataSuite, Fall Core Teacher Summary Report
Staff Recruitment and Retention Strengths
To support staff recruitment and retention, there has been more intention with providing opportunities for involvement and effective communication.
The following strengths have been identified for our campus:
- Staff is celebrated and recognized weekly in the Weekly Sneak Peek.
- Staff is regularly informed of events and campus expectations via the Weekly Sneak Peek. Staff is involved in the hiring process.
- Staff is provided with feedback to reinforce or refine their practices.
- Our teachers are supported by Multi-Classroom Leaders (MCLs) in all core content areas and an MCL supports our Emergent Bilingual program.
Problem Statements Identifying Staff Recruitment and Retention Needs
Problem Statement 1: Staff feel there is a lack of support with addressing discipline issues in their classrooms. Root Cause: There is not a calibrated discipline management plan consistently used by administration and staff.
Problem Statement 2: All teachers do not benefit from the professional development new teachers are offered. Root Cause: There is no plan for how veteran and/or teachers in need of refinement are supported.
Family and Community Engagement
Comprehensive Needs Assessment
Family and Community Engagement
Family and Community Engagement Summary
FAMILY ENGAGEMENT
Northbrook 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
Northbrook 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 11,000+ 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
Northbrook High School has identified the following strengths in family and community engagement:
- Our thriving PTA continues to grow in membership and support campus initiatives.
- The Athletic Booster Club continues to support all athletic programs with game day meals and other team-specific needs.
- A Band Booster Club has been established to strengthen our band program.
- More family and community engagement opportunities were hosted by the campus, such as, Celebration in the Circle, Dinner and PSTAAR Data, Junior Night, Report Card Distribution, Open House, Raider Round Up, etc.
Problem Statements Identifying Family and Community Engagement Needs
Problem Statement 1: The community at large has a limited or negative perception of Northbrook High School. Root Cause: There is no clearly outlined and communicated plan for how the community can support our campus and learn more about the campus culture and student accomplishments.
Problem Statement 2: The number of participants at campus-sponsored events is low when compared against student enrollment numbers. Root Cause: A differentiated communication plan is needed to outline how parents will receive information about 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. Northbrook High School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 1: ACHIEVEMENT: By June 2024, Northbrook High School will increase student performance on STAAR Redesign end-of course exams in reading and math by at least 5 percentage points in approaches, 5 percentage points in meets, and 5 percentage points in masters.
2022-23: Reading: 58% (approaches), 32% (meets), 3% (masters); Math: 77% (approaches), 32% (meets), 11% (masters) Baseline Year
Evaluation Data Sources: 2023 Texas Academic Performance Report (TAPR)
Strategy 1: Execute the PLC Process with fidelity in all core content areas.
Strategy's Expected Result/Impact: Increased student achievement in all content areas as measured by STAAR EOC in each performance level.
Staff Responsible for Monitoring: Instructional Leadership Team
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Strategy 2: Use an instructional planning protocol coupled with Lead4Ward resources to deepen understanding of TEKS, instructional implications, and possible misconceptions.
Strategy's Expected Result/Impact: Increased student achievement in all content areas as measured by STAAR EOC in each performance level.
Staff Responsible for Monitoring: Campus Leadership
MCLs
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Strategy 3: Purchase instructional resources, supplies, and technology to supplement curriculum, assessment, and instruction implementation in all content areas and programs.
Strategy's Expected Result/Impact: Increased student achievement in all content areas as measured by STAAR EOC in each performance level.
Staff Responsible for Monitoring: Campus Leadership
MCLs
Department Chairs
ESF Levers:
Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Department Instructional Resources and Supplies - 199 PIC 11 - Instructional Services - $20,000, Instructional Resources and Supplies - 199 PIC 24 - At Risk - $40,500, Reading Materials - 199 PIC 24 - At Risk - $11,000, Technology Equipment & Software - 199 PIC 24 - At Risk - $33,000, Supplies and Materials - 199 PIC 11 - Instructional Services - $41,590, Library Books & Magazines - 199 PIC 99 - Undistributed - $3,000, SpEd Instructional Resources and Materials - 199 PIC 23 - Special Education - $2,290
Strategy 4: Research, create, and facilitate professional learning opportunities focused on instructional differentiation practices.
Strategy's Expected Result/Impact: Increased student achievement in all content areas as measured by STAAR EOC in each performance level.
Staff Responsible for Monitoring: Campus Leadership MCLs
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Professional Learning Opportunities & Supplemental Resources (Teachers) - 199 PIC 24 - At Risk - $19,000, Substitutes - 199 PIC 11 - Instructional Services - $15,000, Professional Learning Opportunities (Counselors) - 199 PIC 24 - At Risk - $10,000, Substitutes - 199 PIC 24 - At Risk - $29,500, Professional Learning Opportunities (Administration) - 199 PIC 99 - Undistributed - $20,000, Supplies & Materials) - 199 PIC 99 - Undistributed - $25,440
Strategy 5: Use historical student achievement data to strategically schedule students in all core classes.
Strategy's Expected Result/Impact: Increased student achievement in all content areas as measured by STAAR EOC in each performance level.
Staff Responsible for Monitoring: Campus Leadership Instructional Specialist - Academic Achievement
ESF Levers:
Lever 1: Strong School Leadership and Planning
Performance Objective 2 - STUDENT GROWTH
Goals
Goal 1: STUDENT ACHIEVEMENT. Northbrook High School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 2: STUDENT GROWTH: Northbrook High School will increase the percentage of students demonstrating STAAR Redesigned academic growth in reading and math by 5 percentage points or ≥ to 85%.
2022-23: School Progress-Annual Growth /Accelerated Learning: 60%/26% (Reading); 75%/57% (Math) Baseline Year
Evaluation Data Sources: 2023 TAPR
Strategy 1: Execute the PLC Process with fidelity in all core content areas.
Strategy's Expected Result/Impact: Increased percentage of students demonstrating STAAR Redesigned academic growth in reading and math.
Staff Responsible for Monitoring: Campus Leadership
MCLs
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Strategy 2: Intentionally track individual student performance on identified essential standards in all core content areas.
Strategy's Expected Result/Impact: Increased percentage of students demonstrating STAAR Redesigned academic growth in reading and math.
Staff Responsible for Monitoring: Campus Leadership
MCLs
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Strategy 3: Offer accelerated intervention classes during the school day and Summer School to support students who did not meet standard on initial EOC tests.
Strategy's Expected Result/Impact: Increased percentage of students demonstrating STAAR Redesigned academic growth in reading and math.
Staff Responsible for Monitoring: Campus Leadership
Instructional Specialist - Academic Achievement
ESF Levers:
Lever 1: Strong School Leadership and Planning
Funding Sources: Summer School Tuition - 199 PIC 24 - At Risk - $25,000, Tutorial and Summer School Payroll - 199 PIC 24 - At Risk - $15,000, Transportation (After- School & Field Trips) - 199 PIC 24 - At Risk - $21,000
Performance Objective 3 - CLOSING THE GAPS
Goals
Goal 1: STUDENT ACHIEVEMENT. Northbrook High School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 3: CLOSING THE GAPS: By June 2024, Northbrook High School will increase the percentage of academic achievement indicators on track to meet or exceed interim targets in the redesigned closing the gaps domain by 9 component points.
2022-23: 17 of 32 Academic Targets Met; 53.1% Component Points (Baseline Year)
Evaluation Data Sources: 2023 Federal Identification of Schools
Strategy 1: Execute the PLC Process with fidelity in all core content areas.
Strategy's Expected Result/Impact: Increased percentage of academic achievements at the meets and masters performance level as measured by Domain 3.
Staff Responsible for Monitoring: Campus Leadership MCLs
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Strategy 2: Implement enrichment opportunities for students performing at the high approaches level based on Common Formative Assessment (CFA) data.
Strategy's Expected Result/Impact: Increased percentage of academic achievements at the meets and masters performance level as measured by Domain 3.
Staff Responsible for Monitoring: Campus Leadership MCLs
ESF Levers:
Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Performance Objective 4 - ENGLISH LANGUAGE ACQUISITION PROGRESS
Goals
Goal 1: STUDENT ACHIEVEMENT. Northbrook High School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 4: ENGLISH LANGUAGE ACQUISITION PROGRESS: By June 2024, the rate of Emergent Bilingual/English Learners increasing at least one composite score level on the new TELPAS will meet or exceed the expected growth target for English Language Proficiency Status.
2022-23: New TELPAS Progress Rate 39% (Baseline Year)
Evaluation Data Sources: 2023 Federal Identification of Schools
Strategy 1: Continue to train and implement Talk Read Talk Write (TRTW) in EOC tested and Sheltered content areas.
Strategy's Expected Result/Impact: Increased percentage of Emergent Bilinguals advancing at least one composite score as measured by TELPAS.
Staff Responsible for Monitoring: Campus Leadership
MCLs
Instructional Specialist - Emergent Bilinguals
ESF Levers:
Lever 2: Strategic Staffing, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Strategy 2: Provide TELPAS-focused interventions for newcomers and long-term EBs with composite scores of Beginning and Intermediate during advisory.
Strategy's Expected Result/Impact: Increased percentage of Emergent Bilinguals advancing at least one composite score as measured by TELPAS.
Staff Responsible for Monitoring: Campus Leadership Instructional Specialist - Emergent Bilinguals
ESF Levers:
Lever 2: Strategic Staffing, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Strategy 3: Intentionally plan instructional activities and professional learning that incorporate academic speaking and writing opportunities in all core content areas.
Strategy's Expected Result/Impact: Increased percentage of Emergent Bilinguals advancing at least one composite score as measured by TELPAS.
Staff Responsible for Monitoring: Campus Leadership
MCLs
Instructional Specialist - Emergent Bilinguals
ESF Levers:
Lever 2: Strategic Staffing, Lever 4: High-Quality Instructional Materials and Assessments, Lever 5: Effective Instruction
Funding Sources: Professional Learning Opportunities - 199 PIC 25 - ESL/Bilingual - $10,000, Instructional Resources and Materials - 199 PIC 25 - ESL/Bilingual - $15,550
Performance Objective 5 - COLLEGE, CAREER, MILITARY READINESS (CCMR)
Goals
Goal 1: STUDENT ACHIEVEMENT. Northbrook High School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 5: COLLEGE, CAREER, MILITARY READINESS (CCMR): By June 2024, Northbrook High School will increase the % of graduates achieving College, Career, Military Readiness status by at least 15 percentage points.
Class of 2022: 36% of graduates met CCMR indicator
Class of 2021: 40% of graduates met CCMR indicator
Class of 2020: 44% of graduates met CCMR indicator
Evaluation Data Sources: 2023 TAPR
Strategy 1: Enroll 11th and 12th grade students in Texas College Bridge through specific core content areas.
Strategy's Expected Result/Impact: Increased number of students with Reading and Math CCMR indicators
Staff Responsible for Monitoring: Campus Leadership
Post-Secondary Counselor
Strategy 2: Monitor and track student attainment of at least one CCMR indicator throughout the school year.
Strategy's Expected Result/Impact: Increased percentage of graduates achieving CCMR status.
Staff Responsible for Monitoring: Campus Leadership
Post-Secondary Counselor
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 2: Strategic Staffing
Strategy 3: Use various data sources to identify and monitor student enrollment in Advanced Academics courses.
Strategy's Expected Result/Impact: Increased percentage of graduates achieving CCMR status.
Staff Responsible for Monitoring: Campus Leadership
Counselors
Instructional Specialist - Academic Achievement
ESF Levers:
Lever 2: Strategic Staffing
Strategy 4: Analyze various CCMR data sources to identify students for college readiness remediation.
Strategy's Expected Result/Impact: Increased percentage of graduates achieving CCMR status.
Staff Responsible for Monitoring: Campus Leadership
Post-Secondary Counselor
ESF Levers:
Lever 2: Strategic Staffing
Strategy 5: Monitor CTE coherent sequence coursework completion and industry-based certification attainment.
Strategy's Expected Result/Impact: Increased percentage of graduates achieving CCMR status.
Staff Responsible for Monitoring: Campus Leadership
Counselors
ESF Levers:
Lever 5: Effective Instruction
Funding Sources: CTE Resources - 199 PIC 22 - Career & Technology - $34,040
Strategy 6: Purchase instructional resources to prepare and/or remediate students for PSAT, SAT, and ACT testing opportunities.
Strategy's Expected Result/Impact: Increased percentage of graduates achieving CCMR status in Reading and Math.
Staff Responsible for Monitoring: Campus Leadership
Post-Secondary Counselor
ESF Levers:
Lever 2: Strategic Staffing, Lever 4: High-Quality Instructional Materials and Assessments
Funding Sources: SAT Testing Fees - 199 PIC 11 - Instructional Services - $10,000
Strategy 7: Provide opportunities for students to visit colleges to gain exposure to college life and learn about the admissions requirements.
Strategy's Expected Result/Impact: Increased percentage of graduates achieving CCMR status.
Staff Responsible for Monitoring: Campus Leadership
Counselors
ESF Levers:
Lever 3: Positive School Culture
Funding Sources: Transportation - 199 PIC 24 - At Risk - $2,000
Strategy 8: Partner with military, technical school, and college/university recruiters to meet with students about the benefits of their programs.
Strategy's Expected Result/Impact: Increased percentage of graduates achieving CCMR status.
Staff Responsible for Monitoring: Campus Leadership
Counselors
ESF Levers:
Lever 3: Positive School Culture
Performance Objective 6 - GRADUATION
Goals
Goal 1: STUDENT ACHIEVEMENT. Northbrook High School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 6: GRADUATION: Increase the graduation rates of 4-year, 5-year, and 6-year cohorts by 5 percentage points or ≥ 98%.
Class of 2022: 4-year rate = 78.6%; 5-year rate = 86.0% (C/O 2021); 6-year rate = 86.8% (C/O 2020)
Class of 2021: 4-year rate = 83.4%; 5-year rate = 86.5% (C/O 2020); 6-year rate = 84.9% (C/O 2019)
Class of 2020: 4-year rate = 83.7%; 5-year rate = 84.2% (C/O 2019); 6-year rate = 86.5% (C/O 2018)
Evaluation Data Sources: 2023 TAPR
Strategy 1: Confer with grade level cohort students to discuss 4-year graduation plan progress.
Strategy's Expected Result/Impact: Increased graduation rates.
Staff Responsible for Monitoring: Campus Leadership
Counselors
ESF Levers:
Lever 3: Positive School Culture
Strategy 2: Strategically build the master schedule to include high-needs trailer courses based on course completion data.
Strategy's Expected Result/Impact: Increased graduation rates.
Staff Responsible for Monitoring: Campus Leadership
Counselors
Instructional Specialist - Academic Achievement
ESF Levers:
Lever 2: Strategic Staffing
Strategy 3: Create an Instructional Specialist - Academic Achievement position to aggressively monitor course completion and create innovative measures to support at-risk students.
Strategy's Expected Result/Impact: Increased graduation rates.
Staff Responsible for Monitoring: Campus Leadership
ESF Levers:
Lever 2: Strategic Staffing
Strategy 4: Repurpose counseling units to create a Student Support Counselor who focuses on reuniting reclassified students with their initial cohorts.
Strategy's Expected Result/Impact: Increased graduation rates.
Staff Responsible for Monitoring: Campus Leadership
ESF Levers:
Lever 2: Strategic Staffing
Performance Objective 7 - POST-SECONDARY ENROLLMENT
Goals
Goal 1: STUDENT ACHIEVEMENT. Northbrook High School students will master rigorous academic standards to ensure college and career readiness.
Performance Objective 7: POST-SECONDARY ENROLLMENT: For the graduating class, 50% of Northbrook High School graduates will have enrolled successfully in a post-secondary option (T-2-4).
Class of 2022: 44% enrolled in fall following graduation
Class of 2021: 38% enrolled in fall following graduation
Class of 2020: 36% enrolled in fall following graduation
Evaluation Data Sources: National Student Clearinghouse (available November/December following graduation)
Strategy 1: Continue to partner with Collegiate Challenge (CCC), OneGoal, Emerge, Bridge Year, and other entities to increase post-secondary exposure and enrollment.
Strategy's Expected Result/Impact: Increased percentage of graduates enrolled successfully in post-secondary option.
Staff Responsible for Monitoring: Campus Leadership
Counselors
ESF Levers:
Lever 3: Positive School Culture
Funding Sources: CCC Annual Fee - 199 PIC 24 - At Risk - $10,000, Bridge Year Fee - 199 PIC 24 - At Risk - $5,000, OneGoal College Tour Transportation - 199 PIC 24 - At Risk - $1,000
Strategy 2: Confer with 12th grade students to review and discuss post-secondary plans.
Strategy's Expected Result/Impact: Increased percentage of graduates enrolled successfully in post-secondary option.
Staff Responsible for Monitoring: Campus Leadership
12th grade Counselor
ESF Levers:
Lever 2: Strategic Staffing
Strategy 3: Utilize advisory classes to educate students on the requirements and options to be a T-2-4 graduate.
Strategy's Expected Result/Impact: Increased percentage of graduates enrolled successfully in post-secondary option.
Staff Responsible for Monitoring: Campus Leadership
Counselors
ESF Levers:
Lever 3: Positive School Culture
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. Northbrook 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 2024, Northbrook 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: Create advisory lessons that help students learn effective study and time management skills.
Strategy's Expected Result/Impact: Improve the overall rating of Academically Prepared from Emerging to Progressing.
Staff Responsible for Monitoring: Campus Leadership
Counselors
ESF Levers:
Lever 3: Positive School Culture, Lever 5: Effective Instruction
Strategy 2: Create advisory lessons that help students learn how to be accountable for commitments and high-quality work.
Strategy's Expected Result/Impact: Improve the overall rating of Ethical &Service Minded from Emerging to Progressing.
Staff Responsible for Monitoring: Campus Leadership
ESF Levers:
Lever 3: Positive School Culture
Strategy 3: Create advisory lessons that teach students how to analyze academic and behavior situations with a solutions-minded approach.
Strategy's Expected Result/Impact: Improve the overall rating of Resourceful Problem-Solver from Emerging to Progressing.
Staff Responsible for Monitoring: Campus Leadership
ESF Levers:
Lever 3: Positive School Culture
Performance Objective 2 - POST-SECONDARY PLANNING
Goals
Goal 2: STUDENT SUPPORT. Northbrook High School students will benefit from multi-tiered systems of support.
Performance Objective 2: POST-SECONDARY PLANNING: Northbrook 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: Create and/or review 9th grade and 10th grade students' four-year plans by the end of the school year.
Strategy's Expected Result/Impact: Increased number of students who meet graduation requirements.
Staff Responsible for Monitoring: Campus Leadership
9th and 10th grade Counselors
ESF Levers:
Lever 3: Positive School Culture
Strategy 2: Create and/or review 11th grade and 12th grade students' post-secondary plans by the end of the school year.
Strategy's Expected Result/Impact: Increased number of students who meet graduation requirements.
Staff Responsible for Monitoring: Campus Leadership
11th, 12th, and Post-Secondary Counselors
ESF Levers:
Lever 3: Positive School Culture
Strategy 3: Facilitate family engagement events that focus on graduation requirements and post-secondary planning.
Strategy's Expected Result/Impact: Increased number of students who meet graduation requirements.
Staff Responsible for Monitoring: Campus Leadership
Counselors
Instructional Specialist - Academic Achievement
ESF Levers:
Lever 3: Positive School Culture
Funding Sources: Supplies and Resources - 199 PIC 24 - At Risk - $2,500
Performance Objective 3 - STUDENT ATTENDANCE
Goals
Goal 2: STUDENT SUPPORT. Northbrook High School students will benefit from multi-tiered systems of support.
Performance Objective 3: STUDENT ATTENDANCE: By June 2024, student attendance at Northbrook High School will increase or will be ≥ 98%.
Evaluation Data Sources: Skyward data and TAPR
Strategy 1: Retain Dropout Recovery Facilitator to initiate attendance prevention and intervention supports based on weekly attendance reports.
Strategy's Expected Result/Impact: Increased attendance percentage. Decreased percentage of annual dropouts.
Staff Responsible for Monitoring: Campus Leadership
ESF Levers:
Lever 2: Strategic Staffing
Strategy 2: Generate weekly reports to identify students with or potential excessive absences to create AIPs.
Strategy's Expected Result/Impact: Increased attendance percentage. Decreased percentage of annual dropouts.
Staff Responsible for Monitoring: Dropout Recovery Facilitator
ESF Levers:
Lever 3: Positive School Culture
Strategy 3: Incorporate proactive attendance measures into PBIS Plan.
Strategy's Expected Result/Impact: Increased attendance percentage. Decreased percentage of annual dropouts.
Staff Responsible for Monitoring: Campus Leadership
ESF Levers:
Lever 3: Positive School Culture
Funding Sources: PBIS Incentives - 199 PIC 24 - At Risk - $5,000
Strategy 4: Create an attendance and dropout recovery team to review data and conduct frequent home visits.
Strategy's Expected Result/Impact: Increased attendance percentage. Decreased percentage of annual dropouts.
Staff Responsible for Monitoring: Campus Leadership
Performance Objective 4 - DROPOUT PREVENTION
Goals
Goal 2: STUDENT SUPPORT. Northbrook High School students will benefit from multi-tiered systems of support.
Performance Objective 4: DROPOUT PREVENTION: By June 2024, Northbrook High School will increase the number of students on track to graduate with their cohort.
Evaluation Data Sources: Skyward data
Strategy 1: Retain Dropout Recovery Facilitator to monitor identified 98s and collaborate with academic achievement counselor on alternative plans.
Strategy's Expected Result/Impact: Decreased percentage of annual dropouts.
Staff Responsible for Monitoring: Campus Leadership
Strategy 2: Create academic achievement counselor position to case manage and support off-cohort students.
Strategy's Expected Result/Impact: Decreased percentage in annual dropout rate. Increased number of students who return to cohort at the end of school year.
Staff Responsible for Monitoring: Campus Leadership
Strategy 3: Create credit recovery/trailer courses in the campus master schedule to assist students with recouping course credit.
Strategy's Expected Result/Impact: Decreased percentage in annual dropout rates. Increased number of students who return to cohort at the end of school year.
Staff Responsible for Monitoring: Campus Leadership
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. Northbrook 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: Outline a campus discipline management plan to articulate behavior expectations and responses to Code of Conduct violations.
Strategy's Expected Result/Impact: Decrease in student referrals when compared to the previous year.
Staff Responsible for Monitoring: Campus Leadership
ESF Levers:
Lever 3: Positive School Culture
Funding Sources: Discipline Management Materials - 199 PIC 99 - Undistributed - $10,000
Strategy 2: Implement our campus PBIS Plan to intentionally communicate and reinforce positive behavior expectations.
Strategy's Expected Result/Impact: Decrease in student referrals when compared to the previous year.
Staff Responsible for Monitoring: Campus Leadership
PBIS Team
ESF Levers:
Lever 3: Positive School Culture
Funding Sources: PBIS Positive Behavior Incentives - 199 PIC 99 - Undistributed - $2,500
Strategy 3: Purchase discipline management programs and incentives to track student tardies, out of classroom experiences, and reward positive behavior.
Strategy's Expected Result/Impact: Decrease in student referrals when compared to the previous year.
Staff Responsible for Monitoring: Campus Leadership
ESF Levers:
Lever 3: Positive School Culture
Funding Sources: eHall Pass - 199 PIC 99 - Undistributed - $10,000
Strategy 4: Calibrate discipline consequence administration with assistant principals to ensure alignment across grade levels.
Strategy's Expected Result/Impact: Decrease in student referrals when compared to the previous year.
Staff Responsible for Monitoring: Principal
ESF Levers:
Lever 1: Strong School Leadership and Planning, Lever 3: Positive School Culture
Performance Objective 2 - SAFETY COMMITTEE
Goals
Goal 3: SAFE SCHOOLS. Northbrook 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
ESF Levers:
Lever 3: Positive School Culture
Funding Sources: Clinic Supplies - 199 PIC 99 - Undistributed - $1,500, Campus Safety & Custodial Supports - 199 PIC 99 - Undistributed - $18,500
Strategy 2: Participate in campus safety audit.
Strategy's Expected Result/Impact: Refined safety practices
Staff Responsible for Monitoring: Campus Safety Officer
ESF Levers:
Lever 3: Positive School Culture
Performance Objective 3 - EMERGENCY OPERATIONS
Goals
Goal 3: SAFE SCHOOLS. Northbrook High School will ensure a safe and secure learning environment.
Performance Objective 3: EMERGENCY OPERATIONS: Maintain Campus Emergency Operations Procedures 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: Submit campus EOP by September 1st.
Staff Responsible for Monitoring: Campus Safety Officer
ESF Levers:
Lever 3: Positive School Culture
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
ESF Levers:
Lever 3: Positive School Culture
Goal 4: Fiscal Responsibility
Fiscal Responsibility
Goal 4: Performance Objective 1 - FINANCIAL MANAGEMENT
Goals
Goal 4: FISCAL RESPONSIBILITY. Northbrook 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 weekly budget meetings with the Campus Finance Specialist to monitor and reconcile campus budgets.
Strategy's Expected Result/Impact: Error free records. Documentation of purchases and orders.
Staff Responsible for Monitoring: Principal Campus Finance Specialist
ESF Levers:
Lever 1: Strong School Leadership and Planning
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 priority.
Staff Responsible for Monitoring: Principal
ESF Levers:
Lever 1: Strong School Leadership and Planning
Campus Funding Summary
Campus Funding Summary
| 199 PIC 11 - Instructional Services | |||||||||
| Goal | Objective | Strategy | Resources Needed | Account Code | Amount | ||||
| 1 | 1 | 3 | Department Instructional Resources and Supplies | $20,000.00 | |||||
| 1 | 1 | 3 | Supplies and Materials | $41,590.00 | |||||
| 1 | 1 | 4 | Substitutes | $15,000.00 | |||||
| 1 | 5 | 6 | SAT Testing Fees | $10,000.00 | |||||
| Sub-Total | $86,590.00 | ||||||||
| Budgeted Fund Source Amount | $86,590.00 | ||||||||
| +/- Difference | $0.00 | ||||||||
| 199 PIC 22 - Career & Technology | |||||||||
| Goal | Objective | Strategy | Resources Needed | Account Code | Amount | ||||
| 1 | 5 | 5 | CTE Resources | $34,040.00 | |||||
| Sub-Total | $34,040.00 | ||||||||
| Budgeted Fund Source Amount | $34,040.00 | ||||||||
| +/- Difference | $0.00 | ||||||||
| 199 PIC 23 - Special Education | |||||||||
| Goal | Objective | Strategy | Resources Needed | Account Code | Amount | ||||
| 1 | 1 | 3 | SpEd Instructional Resources and Materials | $2,290.00 | |||||
| Sub-Total | $2,290.00 | ||||||||
| Budgeted Fund Source Amount | $2,290.00 | ||||||||
| +/- Difference | $0.00 | ||||||||
| 199 PIC 24 - At Risk | |||||||||
| Goal | Objective | Strategy | Resources Needed | Account Code | Amount | ||||
| 1 | 1 | 3 | Instructional Resources and Supplies | $40,500.00 | |||||
| 1 | 1 | 3 | Reading Materials | $11,000.00 | |||||
| 1 | 1 | 3 | Technology Equipment & Software | $33,000.00 | |||||
| 1 | 1 | 4 | Professional Learning Opportunities (Counselors) | $10,000.00 | |||||
| 1 | 1 | 4 | Substitutes | $29,500.00 | |||||
| 1 | 1 | 4 | Professional Learning Opportunities & Supplemental Resources (Teachers) | $19,000.00 | |||||
| 1 | 2 | 3 | Summer School Tuition | $25,000.00 | |||||
| 1 | 2 | 3 | Transportation (After-School & Field Trips) | $21,000.00 | |||||
| 1 | 2 | 3 | Tutorial and Summer School Payroll | $15,000.00 | |||||
| 1 | 5 | 7 | Transportation | $2,000.00 | |||||
| 1 | 7 | 1 | CCC Annual Fee | $10,000.00 | |||||
| 1 | 7 | 1 | OneGoal College Tour Transportation | $1,000.00 | |||||
| 1 | 7 | 1 | Bridge Year Fee | $5,000.00 | |||||
| 2 | 2 | 3 | Supplies and Resources | $2,500.00 | |||||
| 2 | 3 | 3 | PBIS Incentives | $5,000.00 | |||||
| Sub-Total | $229,500.00 | ||||||||
| Budgeted Fund Source Amount | $229,500.00 | ||||||||
| +/- Difference | $0.00 | ||||||||
| 199 PIC 25 - ESL/Bilingual | |||||||||
| Goal | Objective | Strategy | Resources Needed | Account Code | Amount | ||||
| 1 | 4 | 3 | Professional Learning Opportunities | $10,000.00 | |||||
| 1 | 4 | 3 | Instructional Resources and Materials | $15,550.00 | |||||
| Sub-Total | $25,550.00 | ||||||||
| Budgeted Fund Source Amount | $25,550.00 | ||||||||
| +/- Difference | $0.00 | ||||||||
| 199 PIC 99 - Undistributed | |||||||||
| Goal | Objective | Strategy | Resources Needed | Account Code | Amount | ||||
| 1 | 1 | 3 | Library Books & Magazines | $3,000.00 | |||||
| 1 | 1 | 4 | Professional Learning Opportunities (Administration) | $20,000.00 | |||||
| 1 | 1 | 4 | Supplies & Materials) | $25,440.00 | |||||
| 3 | 1 | 1 | Discipline Management Materials | $10,000.00 | |||||
| 3 | 1 | 2 | PBIS Positive Behavior Incentives | $2,500.00 | |||||
| 3 | 1 | 3 | eHall Pass | $10,000.00 | |||||
| 3 | 2 | 1 | Campus Safety & Custodial Supports | $18,500.00 | |||||
| 3 | 2 | 1 | Clinic Supplies | $1,500.00 | |||||
| Sub-Total | $90,940.00 | ||||||||
| Budgeted Fund Source Amount | $90,940.00 | ||||||||
| +/- Difference | $0.00 | ||||||||
| Grand Total Budgeted | $468,910.00 | ||||||||
| Grand Total Spent | $468,910.00 | ||||||||
| +/- Difference | $0.00 | ||||||||